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Essentials of Operations Management with MyOMLab [Multiple-component retail product, part(s) enclosed]

(Uuem väljaanne: 9781292182353)
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  • Formaat: Multiple-component retail product, part(s) enclosed, 1 pages, kõrgus x laius x paksus: 266x198x14 mm, kaal: 666 g, Contains 1 Paperback / softback and 1 Undefined and 1 Digital product license key
  • Ilmumisaeg: 18-May-2011
  • Kirjastus: Financial Times Prentice Hall
  • ISBN-10: 0273756192
  • ISBN-13: 9780273756194 (Alternatiivne väljaanne: 9781292182353) (Uuem väljaanne: 9781292182353)
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Essentials of Operations Management with MyOMLabSuurem pilt
  • Formaat: Multiple-component retail product, part(s) enclosed, 1 pages, kõrgus x laius x paksus: 266x198x14 mm, kaal: 666 g, Contains 1 Paperback / softback and 1 Undefined and 1 Digital product license key
  • Ilmumisaeg: 18-May-2011
  • Kirjastus: Financial Times Prentice Hall
  • ISBN-10: 0273756192
  • ISBN-13: 9780273756194 (Alternatiivne väljaanne: 9781292182353) (Uuem väljaanne: 9781292182353)
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780273756194.html
This package includes a physical copy of Essentials of Operations Management, 1st edition by Nigel Slack, Alistair Brandon-Jones, and Robert Johnston, as well as access to the eText and MyOMLab. To access the eText and MyOMLab you need a course ID from your instructor. Essentials of Operations Management is a brand new concise version of the market-leading text Operations Management. It has been developed forstudents on short courses in operations management - for example, doing an initial course at undergraduate, postgraduate or post-experience level. In these books the author team have set the standards in Operations Management which other textbooks seek to emulate: Expert authorship, an engaging writing style, and an interesting collection of cases combine to communicate the importance of managing operations and processes within a successful organisation.
Guide to `operations in practice' examples and short cases ix
Making the most of this book and MyOMLab xii
Preface xvi
To the Instructor... xviii
To the Student... xix
Ten steps to getting a better grade in operations management xx
About the authors xxi
Acknowledgements xxii
Chapter 1 Operations management
1(24)
Introduction
1(2)
What is operations management?
3(2)
Operations management is important in all types of organization
5(4)
The input-transformation-output process
9(4)
The processes hierarchy
13(4)
Operations processes have different characteristics
17(4)
The activities of operations management
21(4)
Summary answers to key questions
22(1)
Learning exercises
23(1)
Want to know more?
24(1)
Useful websites
24(1)
Chapter 2 Operations strategy
25(19)
Introduction
25(2)
What is strategy and what is operations strategy?
27(3)
The `top-down' and `bottom-up' perspectives
30(2)
The market requirements and operations resources perspectives
32(7)
The process of operations strategy
39(5)
Summary answers to key questions
41(1)
Learning exercises
42(1)
Want to know more?
43(1)
Useful websites
43(1)
Chapter 3 Social, environmental and economic performance
44(23)
Introduction
44(2)
Operations performance is vital for any organization
46(5)
The five operations performance objectives
51(11)
Trade-offs between performance objectives
62(5)
Summary answers to key questions
64(1)
Learning exercises
65(1)
Want to know more?
66(1)
Useful websites
66(1)
Chapter 4 The design of services and products
67(23)
Introduction
67(2)
Why is good design so important?
69(3)
The stages of design - from concept to specification
72(11)
The benefits of interactive design
83(7)
Summary answers to key questions
87(1)
Learning exercises
88(1)
Want to know more?
88(1)
Useful websites
89(1)
Chapter 5 Process design
90(28)
Introduction
90(1)
What is process design?
91(3)
Process types - the volume-variety effect on process design
94(6)
Detailed process design
100(12)
Human implications for process design
112(6)
Summary answers to key questions
116(1)
Learning exercises
117(1)
Want to know more?
117(1)
Useful websites
117(1)
Chapter 6 Location, layout and flow
118(19)
Introduction
118(2)
The location of operations
120(3)
What is layout?
123(8)
What is layout and what are the types used in operations?
131(2)
Workplace layout
133(4)
Summary answers to key questions
134(1)
Learning exercises
135(1)
Want to know more?
135(1)
Useful websites
136(1)
Chapter 7 Supply network management
137(30)
Introduction
137(2)
The supply network perspective
139(2)
Designing and managing supply networks
141(3)
Supply network design
144(4)
Types of relationships in supply networks
148(7)
Supply network dynamics
155(2)
Improving supply networks
157(10)
Summary answers to key questions
164(1)
Learning exercises
165(1)
Want to know more?
166(1)
Useful websites
166(1)
Chapter 8 Capacity management
167(29)
Introduction
167(2)
What is capacity management?
169(2)
Measuring demand and capacity
171(6)
The alternative capacity plans
177(8)
Choosing a capacity management approach
185(4)
Capacity planning as a queuing problem
189(7)
Summary answers to key questions
193(1)
Learning exercises
194(1)
Want to know more?
195(1)
Useful websites
195(1)
Chapter 9 Inventory management
196(27)
Introduction
196(2)
What is inventory?
198(1)
Why is inventory necessary?
198(3)
The volume decision - how much to order
201(11)
The timing decision - when to place an order
212(4)
Inventory analysis and control systems
216(7)
Summary answers to key questions
220(2)
Learning exercises
222(1)
Want to know more?
222(1)
Useful websites
222(1)
Chapter 10 Planning and control
223(23)
Introduction
223(2)
What is planning and control?
225(1)
Supply and demand effects on planning and control
226(5)
Planning and control activities
231(9)
Enterprise resource planning (ERP)
240(6)
Summary answers to key questions
243(1)
Learning exercises
244(1)
Want to know more?
245(1)
Useful websites
245(1)
Chapter 11 Lean synchronization
246(21)
Introduction
246(2)
What is lean synchronization?
248(4)
The elimination of waste
252(10)
Lean synchronization applied throughout the supply network
262(5)
Summary answers to key questions
264(1)
Learning exercises
265(1)
Want to know more?
265(1)
Useful websites
266(1)
Chapter 12 Quality management
267(22)
Introduction
267(2)
What is quality and why is it so important?
269(2)
Diagnosing quality problems
271(2)
Conformance to specification
273(6)
Total quality management (TQM)
279(10)
Summary answers to key questions
286(1)
Learning exercises
287(1)
Want to know more?
287(1)
Useful websites
288(1)
Chapter 13 Operations improvement
289(26)
Introduction
289(2)
Why improvement is so important
291(1)
Elements of improvement
291(6)
Approaches to improvement
297(7)
Improvement techniques
304(11)
Summary answers to key questions
312(1)
Learning exercises
313(1)
Want to know more?
314(1)
Useful websites
314(1)
Notes on chapters 315(3)
Index 318
Nigel Slack is the Professor of Operations Managment and Strategy at Warwick University. Previously he has been Professor of Manufacturing Strategy and Lucas Professor of Manufacturing Systems Engineering at Brunel University, a University Lecturer in Management Studies at Oxford University and Fellow in Operations Management at Templeton College, Oxford. Robert Johnston is a Professor of Operations Management at Warwick Business School and Associate Dean, responsible for finance and resources. He is the founding editor of the International Journal of Service Industry Management and he also serves on the editorial board of the Journal of Operations Management and the International Journal of Tourism and Hospitality Research. Alistair Brandon-Jones is a lecturer in Operations and Supply Management at the University of Bath, School of Management, and a visiting lecturer at Warwick Medical School. Previously, he was a Teaching Fellow at Warwick Business School and also worked in a number of logistics and retail roles. He has a Bachelor's degree in Management Science and a Doctorate in Business from the University of Warwick and is widely published in leading operations and supply management journals.