Muutke küpsiste eelistusi

E-raamat: Operations Advantage: A Practical Guide to Making Operations Work

4.00/5 (5 hinnangut Goodreads-ist)
  • Formaat: 312 pages
  • Ilmumisaeg: 03-Apr-2017
  • Kirjastus: Kogan Page Ltd
  • Keel: eng
  • ISBN-13: 9780749473556
Teised raamatud teemal:
  • Formaat - EPUB+DRM
  • Hind: 43,21 €*
  • * hind on lõplik, st. muud allahindlused enam ei rakendu
  • Lisa ostukorvi
  • Lisa soovinimekirja
  • See e-raamat on mõeldud ainult isiklikuks kasutamiseks. E-raamatuid ei saa tagastada.
Operations Advantage: A Practical Guide to Making Operations WorkSuurem pilt
  • Formaat: 312 pages
  • Ilmumisaeg: 03-Apr-2017
  • Kirjastus: Kogan Page Ltd
  • Keel: eng
  • ISBN-13: 9780749473556
Teised raamatud teemal:

DRM piirangud

  • Kopeerimine (copy/paste):

    ei ole lubatud

  • Printimine:

    ei ole lubatud

  • Kasutamine:

    Digitaalõiguste kaitse (DRM)
    Kirjastus on väljastanud selle e-raamatu krüpteeritud kujul, mis tähendab, et selle lugemiseks peate installeerima spetsiaalse tarkvara. Samuti peate looma endale  Adobe ID Rohkem infot siin. E-raamatut saab lugeda 1 kasutaja ning alla laadida kuni 6'de seadmesse (kõik autoriseeritud sama Adobe ID-ga).

    Vajalik tarkvara
    Mobiilsetes seadmetes (telefon või tahvelarvuti) lugemiseks peate installeerima selle tasuta rakenduse: PocketBook Reader (iOS / Android)

    PC või Mac seadmes lugemiseks peate installima Adobe Digital Editionsi (Seeon tasuta rakendus spetsiaalselt e-raamatute lugemiseks. Seda ei tohi segamini ajada Adober Reader'iga, mis tõenäoliselt on juba teie arvutisse installeeritud )

    Seda e-raamatut ei saa lugeda Amazon Kindle's. 

The study and practice of operations has shifted to reflect the new challenges and uncertainties of how to thrive in today's ever-changing world. The Operations Advantage identifies the most significant challenges to the practice of operations management and gives guidance on how businesses can respond. Leaders need to link the strategic objectives of the business clearly and logically to its operation's performance objectives. The book presents a series of ten activities that will help them to do this and therefore make operations work better, such as designing and configuring internal processes and resourcing the operations appropriately.

Based on the global teaching, training and consultancy conducted by the author, The Operations Advantage looks at the application of operations management across a range of sectors, including finance, healthcare, professional services, oil and gas industries Although these diverse sectors require operations practitioners to apply knowledge in different ways, they essentially deal with the same set of processes. The book is an indispensable and unique guide for anyone with an operational role in any organization, as well as operations management students and academics.



Guides senior managers on how to set the agenda for developing operations capabilities, advises on what they should expect from their middle managers, and proposes ways of facilitating operations improvement.

Arvustused

"Fascinating case examples and highly relevant operations strategy concepts. Particularly relevant for senior leaders in strategic functions or business units who wish to operationalize strategies into even more effective execution." * Dr. Hans-Ulrich Mayer, Senior Vice President, Global Head of Icecream Strategic Business Unit, Nestle Corporate Headquarters, Vevey, Switzerland * "This book fully lives up to its strap-line. It gives immensely practical insights and advice across the complex world of operations. Its power is in the clarity and strength of linkage made between strategy and operational action presented in highly practical and pragmatic language - the Holy Grail for senior operations managers." * Peter Norris, Head of Service Optimization, Royal Bank of Scotland * "Highly recommended for all operations leaders and practitioners. A practical and very applicable guide on the added value and competitive advantage operations can (and should) provide in driving growth." * Mike Carabok, VP Global Supply, Mars Chocolate * "The Operations Advantage is essential reading, not just for established companies, but also for high-growth start-ups. Filled with practical, applicable advice, this book shows that operations thinking can be a road map for creating sustainable high-growth service companies seeking predictable revenue." * Dr. Ben Betts, CEO, HT2Labs * "I've been a fan of Nigel Slack's work for over 30 years. He never fails to produce insightful, structured insights that help you understand the world of operations. If you read only one book on operations this year, make it The Operations Advantage." * Professor Andy Neely, Head of the Institute for Manufacturing, University of Cambridge *

Muu info

Shows how effective operations can have a huge strategic impact throughout the organisation Provides guidance on how to respond to the most important challenges facing the practice of operations management from renowned textbook author, Nigel Slack Offers direction on how to set the agenda for developing operations capabilities
About the author ix
Preface xi
Acknowledgements xiii
01 Exploit the power of operations
1(25)
Why an operations advantage is essential
1(2)
Operations has the power to add value through its resources and processes
3(7)
Operations has the power to link the strategic with the operational
10(3)
Operations has the power to plug you into the supply network
13(3)
How to exploit the power of operations --- the stages to an operations advantage
16(6)
What each chapter will give you (and your operation)
22(3)
Notes
25(1)
02 Establish an operations capability culture
26(25)
Culture?
26(4)
`Operations' is a state of mind
30(1)
A capability culture moves you from implementing to supporting to driving
31(8)
A capability culture does not make `one size fit all' --- the four Vs
39(5)
A capability culture has an external orientation --- get out more!
44(1)
A capability culture recognizes the new agenda for operations
45(4)
Notes
49(2)
03 Make operations a strategic asset
51(27)
Your operation should reflect and contribute directly to overall strategy --- top-down
53(2)
Your operation should provide what establishes the business in its markets --- outside-in
55(7)
Your operation should get strategic advantage by learning from day-to-day experiences --- bottom-up
62(2)
Your operation should develop the strategic capability of its operations resources --- inside-out
64(4)
Bringing it all together
68(9)
Notes
77(1)
04 Set your performance framework
78(27)
What is `operations performance'?
78(2)
Judge your operations performance at a societal level
80(2)
Judge your operations performance at the strategic level
82(8)
Judge your operations performance at the operational level
90(14)
Notes
104(1)
05 Resource your operation appropriately
105(25)
Deciding on resourcing levels in the short, medium and long term (and integrating these decisions)
106(3)
What assumptions are you using to plan your resourcing needs?
109(9)
What kind of demand variation are you responding to?
118(3)
How to meet demand fluctuations
121(3)
What are the consequences of underutilization?
124(5)
Notes
129(1)
06 Establish internal processes networks
130(26)
Why the problem with `process'?
131(5)
Process networks
136(3)
The process of process design
139(16)
Notes
155(1)
07 Shape your external supply networks
156(26)
What do you want to do yourself (in-house) and what do you want to buy-in/outsource?
158(4)
Which potential suppliers should you use?
162(3)
What kind of relationship should you develop with your suppliers?
165(7)
How should you fit with the rest of your supply network on an ongoing basis?
172(3)
What risks should you be on the lookout for while managing your supply network?
175(6)
Notes
181(1)
08 Learn from day-to-day control
182(26)
Control --- keeping things together
182(5)
1 Monitor the right things in the right way
187(2)
2 Make control interventions in the right way
189(6)
3 Learn from your control interventions
195(3)
4 Use the learning to build your operations knowledge
198(8)
Notes
206(2)
09 Setting improvement priorities
208(24)
How to judge the relative importance of operations objectives
210(6)
How to judge your relative performance
216(4)
How to bring importance and performance together
220(6)
Dig underneath the measures
226(5)
Notes
231(1)
10 Position your improvement process
232(24)
What is your improvement trying to achieve? Better or different?
236(6)
Do you want to be cautious and continuous, or radical and innovative?
242(4)
Do you want improvement that is prescriptive or methodological?
246(1)
You need to understand how approaches to improvement differ
247(6)
Adopt a `package' or devise your own?
253(2)
Notes
255(1)
11 Master the mechanics of improvement
256(33)
Improvement is not a linear process, it's a cycle
257(2)
Define the problem
259(1)
Collect data
260(2)
Investigate the root cause
262(2)
Generate improvement
264(3)
Implement improvement
267(2)
Establish and learn
269(2)
Give improvement a chance
271(3)
Avoid being an improvement `fashion victim'
274(4)
Notes
278(1)
Appendix to
Chapter 11 (Questionnaire: How good is your improvement process?)
279(10)
Index 289
Nigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School, Coventry, UK and the former head of its Operations Management Group. He acts as a consultant in many sectors, including Financial Services, Utilities, Retail, Professional Services, General Services, Aerospace, FMCG, and Engineering Manufacturing.
Lisainfo e-raamatute kohta Lisainfo e-raamatute kohta
Püsilink: https://www.kriso.ee/db/97807494735566e.html
Märksõnad: