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Operations Management 3rd edition [Pehme köide]

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(Aston University Business School, UK)
  • Formaat: Paperback / softback, 512 pages, kõrgus x laius x paksus: 235x189x22 mm, kaal: 992 g
  • Ilmumisaeg: 19-Apr-2013
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119978548
  • ISBN-13: 9781119978541
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Operations Management 3rd editionSuurem pilt
  • Formaat: Paperback / softback, 512 pages, kõrgus x laius x paksus: 235x189x22 mm, kaal: 992 g
  • Ilmumisaeg: 19-Apr-2013
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119978548
  • ISBN-13: 9781119978541
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781119978541.html
Märksõnad:
Operations Management, 3rd Edition provides a clear and accessible introduction to this important area of study, focusing on all key areas of operations in both manufacturing and service industries.

Features:





Focuses on the subject from a European perspective. Deals with the management of the creation of goods and the delivery of services to the customer. Covers the main areas of operations strategy, the design of operations system and the management of operations over time. Incorporates more strategic and international commentary. Includes a strategy link section consisting of a paragraph relating each chapter topic to operations strategy. Includes more end of chapter and quantitative exercises. Cases have been updated throughout and now include: Service including public sector, international, a mix of mini-cases and a longer case for each chapter. Accompanied by a comprehensive package of online learning support materials including: A robust testbank featuring 1500 questions, PowerPoint slides and a comprehensive instructor's manual

 
About the Author xv
Preface xvi
Acknowledgements xvi
Content xvii
A Guide for Students xvii
Online Resources xviii
Lecturer Resources xviii
New for the Third Edition xviii
PART ONE INTRODUCTION
1(52)
Chapter 1 Introduction
3(19)
Introduction
3(1)
What is operations management?
4(1)
The history of operations management
5(2)
The role of operations management
7(1)
The process view of operations
8(2)
Service operations management
10(4)
The strategic role of operations
14(1)
Technology and operations management
14(1)
Case Studies
1.1 `First Bank' PLC
15(1)
1.2 Manufacturing's Decline Partly Due to Services Shift
16(1)
1.3 A Student's Perspective
17(5)
Chapter 2 Operations Strategy
22(31)
Introduction
22(1)
What is strategy?
23(2)
Judging the contribution of operations to strategy
25(2)
Measuring the contribution of operations to strategy
27(6)
Operations strategy approaches
33(3)
Operations strategy alignment
36(1)
Operations strategy formulation
37(8)
Operations strategy implementation
45
Case Studies
2.1 Findus
25(5)
2.2 Gecko
30(2)
2.3 Operations Strategy in Action
32(3)
2.4 Texon
35(14)
2.5 Pure Gym
49(4)
PART TWO DESIGN
53(162)
Chapter 3 Process Types
55(16)
Introduction
56(1)
Manufacturing process types
56(3)
Service process types
59(3)
Matching process type with volume and variety
62(1)
Choosing a process type
63(2)
Case Studies
3.1 Ashburton Products
65(1)
3.2 Democracy Made with Personalised Products
66(2)
3.3 The Mini
68(3)
Chapter 4 Layout Types and Layout Design
71(25)
Introduction
71(1)
Layout types
72(8)
Layout design
80(8)
Case Studies
4.1 Line Balancing in a Manufacturing Plant
88(3)
4.2 M&S
91(5)
Chapter 5 Facility Design: Supply, Capacity and Location
96(29)
Introduction
97(1)
Supply network design
97(5)
Long-term capacity planning
102(6)
Facility location
108(4)
Location selection techniques
112
Case Studies
5.1 IoD Advocates Space Hub to Lift Economy
101(5)
5.2 The Supply Chains that Could Bind Unsuspecting Managers
106(6)
5.3 Moving Textile Manufacturing Overseas
112(6)
5.4 Mom-and-Pop Companies Face Struggle for Survival
118(2)
5.5 Coca-Cola
120(5)
Chapter 6 Process Technology
125(18)
Introduction
126(1)
Process technology for materials
126(4)
Process technology for information
130(5)
Process technology for customers
135(1)
Choosing process technology
136
Case Studies
6.1 Spencer Davis Engineering
127(7)
6.2 Kennedys
134(4)
6.3 Retail Applications of Transaction Processing Systems by Sainsbury's
138(1)
6.4 RFID American Apparel
139(4)
Chapter 7 Product and Service Design
143(27)
Introduction
144(1)
Developing product and service designs
144(1)
The relationship between product/service design and process design
145(1)
The design process
145(10)
Service design
155(2)
Improving design
157
Case Studies
7.1 Product Development at Fracino
155(2)
7.2 Benugo
157(9)
7.3 Wine-on-the-go
166(4)
Chapter 8 Process Design
170(22)
Introduction
170(1)
Steps in process design
171(2)
Tools for process design
173(9)
Case Studies
8.1 Why the Bunker Mentality has become a Corporate Liability
182(2)
8.2 Designing a Custody-of-Prisoner Process at a Police Force
184(4)
8.3 F1 Pitstop
188(4)
Chapter 9 Job and Work Design
192(23)
Introduction
193(1)
Behavioural aspects of job design
193(7)
Physical aspects of job design
200(1)
Work study
201
Case Studies
9.1 Innocent
197(1)
9.2 Keep up Motivation Levels through Long Summer Days
198(3)
9.3 Design Space: A more ergonomic earphone
201(8)
9.4 Experience Curves
209(1)
9.5 The Creative Space
210(5)
PART THREE MANAGEMENT
215(250)
Chapter 10 Operations Planning and Control
217(23)
Introduction
218(1)
Operations planning
218(2)
Operations control
220(11)
Optimized production technology (OPT)
231
Case Studies
10.1 Workforce Scheduling at a Police Communications Centre
227(2)
10.2 Car Mechanics Ltd
229(6)
10.3 Using Workforce Scheduling to Lower Labour Costs
235(1)
10.4 Ocado
235(5)
Chapter 11 Capacity Management
240(34)
Introduction
241(1)
Measuring demand
241(2)
Measuring capacity
243(3)
Reconciling capacity and demand
246(5)
Evaluating alternatives and making a choice
251(6)
Appendix: Forecasting
257
Case Studies
11.1 Lloyds Cameras Cut Time in Queues
256(11)
11.2 Queuing Theory
267(2)
11.3 Glastonbury
269(5)
Chapter 12 Inventory Management
274(22)
Introduction
275(1)
Types of inventory
275(3)
Managing inventory
278(2)
The ABC inventory classification system
280(1)
Inventory models
281(10)
Implementing inventory systems
291
Case Studies
12.1 Pandora: Box is wide open
278(1)
12.2 Retail: Knowing your stock is the key to a busy shop
279(13)
12.3 Vauxhall
292(4)
Chapter 13 Lean Operations
296(24)
Introduction
297(1)
The philosophy of lean operations
297(5)
Lean techniques
302(10)
Lean in service systems
312(2)
Implementing lean operations
314
Case Studies
13.1 Quake Upsets Lean Supply Model
300(2)
13.2 Satair
302(6)
13.3 Goodwin Steel Castings
308(5)
13.4 How Much Waste is there in the Service Industry?
313(2)
13.5 It Pays to Cut Out Waste but Not to Trim All the Value Away
315(2)
13.6 Harley-Davidson
317(3)
Chapter 14 Enterprise Resource Planning
320(21)
Introduction
321(1)
Enterprise resource planning (ERP) systems
321(5)
Customer Relationship Management (CRM) systems
326(1)
Resource planning
327(2)
Materials requirements planning
329(5)
Manufacturing resource planning (MRP II)
334(1)
Distribution requirements planning (DRP)
335
Case Studies
14.1 ERP: A convincing case must be made before investment
325(11)
14.2 The Challenge of Changing Everything at Once
336(1)
14.3 Lambton Clothing Co.
337(4)
Chapter 15 Supply Chain Management
341(30)
Introduction
342(1)
Supply chain design
343(12)
Activities in the supply chain
355
Case Studies
15.1 BASF and Aker Kvaerner
351(8)
15.2 Supplier Evaluation at EADS
359(3)
15.3 Chance & Hunt
362(6)
15.4 Amazon - A Virtual Supply Chain
368(3)
Chapter 16 Project Management
371(26)
Introduction
372(1)
Project management in the organization
372(3)
Project management activities
375(3)
Network analysis
378
Case Studies
16.1 Project Management: Lessons can be learned from successful delivery
373(17)
16.2 Fast Homes - Courtesy of Prefabrication
390(1)
16.3 The Orbit Tower
391(6)
Chapter 17 Quality
397(42)
Introduction
398(1)
Defining quality
398(3)
Measuring quality
401(3)
Improving quality
404(2)
Methodologies for quality improvement
406(4)
Six Sigma quality
410(4)
Statistical process control (SPC)
414(11)
Acceptance sampling
425
Case Studies
17.1 Growth with Values
409(3)
17.2 Adventures in Six Sigma: How the Problem-solving Technique Helped Xerox
412(19)
17.3 A Disciple of Japanese Quality Management
431(2)
17.4 Yell
433(1)
17.5 Mouse Bread
434(5)
Chapter 18 Performance Measurement and Improvement
439(26)
Introduction
440(1)
How do we measure performance?
440(5)
Where should we improve performance?
445(2)
How do we improve performance?
447
Case Studies
18.1 Activity-Based Costing at a Police Service
443(10)
18.2 In the Age of the Smart Machine
453(1)
18.3 Managers Disrupt Learning with their `Great Ideas'
453(3)
18.4 Process Improvement at a UK Police Service
456(5)
18.5 GOSH and F1
461(4)
Glossary 465(10)
Index 475