Guide to `operations in practice', examples, short cases and case studies |
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xii | |
Making the most of this book and MyOMLab |
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xvi | |
Preface |
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xx | |
To the Instructor |
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xxii | |
To the Student |
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xxiii | |
Ten steps to getting a better grade in operations management |
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xxiv | |
About the authors |
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xxv | |
Acknowledgements |
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xxvi | |
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3 | (92) |
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Chapter 1 Operations management |
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4 | (32) |
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4 | (2) |
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What is operations management? |
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6 | (2) |
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Operations management is important in all types of organization |
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8 | (5) |
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The input-transformation-output process |
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13 | (5) |
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18 | (5) |
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Operations processes have different characteristics |
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23 | (3) |
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What do operations managers do? |
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26 | (4) |
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Summary answers to key questions |
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30 | (1) |
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Case study: Design house partnerships at Concept Design Services |
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31 | (3) |
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Problems and applications |
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34 | (1) |
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34 | (1) |
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35 | (1) |
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Chapter 2 Operations performance |
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36 | (32) |
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36 | (2) |
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Operations performance is vital for any organization |
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38 | (8) |
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Why is quality important? |
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46 | (1) |
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47 | (2) |
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Why is dependability important? |
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49 | (3) |
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Why is flexibility important? |
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52 | (3) |
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55 | (5) |
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Trade-offs between performance objectives |
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60 | (2) |
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Summary answers to key questions |
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62 | (2) |
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Case study: Operations objectives at the Penang Mutiara |
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64 | (1) |
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Problems and applications |
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65 | (1) |
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66 | (1) |
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67 | (1) |
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Chapter 3 Operations strategy |
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68 | (27) |
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68 | (2) |
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What is strategy and what is operations strategy? |
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70 | (3) |
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The `top-down' and `bottom-up' perspectives |
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73 | (4) |
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The market requirements and operations resources perspectives |
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77 | (9) |
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How can an operations strategy be put together? |
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86 | (3) |
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Summary answers to key questions |
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89 | (2) |
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Case study: Long Ridge Gliding Club |
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91 | (1) |
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Problems and applications |
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92 | (1) |
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93 | (1) |
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93 | (2) |
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95 | (192) |
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96 | (29) |
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96 | (1) |
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97 | (1) |
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What objectives should process design have? |
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98 | (3) |
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Process types -- the volume-variety effect on process design |
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101 | (8) |
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109 | (11) |
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Summary answers to key questions |
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120 | (1) |
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Case study: The Action Response Applications Processing Unit (ARAPU) |
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121 | (2) |
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Problems and applications |
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123 | (1) |
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124 | (1) |
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124 | (1) |
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Chapter 5 Innovation and design in services and products |
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125 | (27) |
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125 | (2) |
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How does innovation impact on design? |
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127 | (3) |
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Why is good design so important? |
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130 | (1) |
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The stages of design -- from concept to specification |
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131 | (10) |
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What are the benefits of interactive design? |
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141 | (6) |
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Summary answers to key questions |
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147 | (1) |
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Case study: Chatsworth -- the adventure playground decision |
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148 | (2) |
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Problems and applications |
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150 | (1) |
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150 | (1) |
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151 | (1) |
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Chapter 6 Supply network design |
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152 | (39) |
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152 | (1) |
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The supply network perspective |
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153 | (2) |
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Configuring the supply network |
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155 | (5) |
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Where should an operation be located? |
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160 | (8) |
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Long-term capacity management |
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168 | (6) |
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Break-even analysis of capacity expansion |
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174 | (1) |
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Summary answers to key questions |
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175 | (1) |
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Case study: Disneyland Resort Paris (abridged) |
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176 | (4) |
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Problems and applications |
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180 | (2) |
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182 | (1) |
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182 | (1) |
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Supplement to Chapter 6 Forecasting |
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183 | (1) |
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183 | (1) |
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Forecasting -- knowing the options |
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183 | (1) |
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In essence forecasting is simple |
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184 | (1) |
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Approaches to forecasting |
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185 | (5) |
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190 | (1) |
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Chapter 7 Layout and flow |
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191 | (32) |
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191 | (2) |
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193 | (1) |
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193 | (7) |
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What type of layout should an operation choose? |
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200 | (4) |
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How should each basic layout type be designed in detail? |
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204 | (13) |
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Summary answers to key questions |
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217 | (1) |
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Case study: North West Constructive Bank (abridged) |
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218 | (2) |
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Problems and applications |
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220 | (2) |
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222 | (1) |
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222 | (1) |
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Chapter 8 Process technology |
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223 | (28) |
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223 | (2) |
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Operations management and process technology |
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225 | (1) |
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What do operations managers need to know about process technology? |
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225 | (12) |
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How are process technologies evaluated? |
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237 | (5) |
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How are process technologies implemented? |
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242 | (4) |
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Summary answers to key questions |
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246 | (1) |
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247 | (2) |
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Problems and applications |
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249 | (1) |
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249 | (1) |
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250 | (1) |
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Chapter 9 People, jobs and organization |
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251 | (36) |
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251 | (2) |
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253 | (1) |
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253 | (3) |
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256 | (3) |
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259 | (12) |
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271 | (2) |
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Summary answers to key questions |
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273 | (1) |
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Case study: Service Adhesives try again |
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274 | (2) |
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Problems and applications |
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276 | (1) |
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277 | (1) |
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277 | (2) |
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Supplement to Chapter 9 Work study |
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279 | (1) |
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279 | (1) |
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Method study in job design |
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279 | (3) |
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Work measurement in job design |
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282 | (5) |
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Part Three Deliver -- Planning and Controlling Operations |
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287 | (290) |
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Chapter 10 The nature of planning and control |
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288 | (34) |
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288 | (2) |
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What is planning and control? |
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290 | (3) |
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The effect of supply and demand on planning and control |
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293 | (6) |
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Planning and control activities |
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299 | (15) |
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Controlling operations is not always routine |
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314 | (2) |
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Summary answers to key questions |
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316 | (1) |
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Case study: subText Studios, Singapore (abridged) |
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317 | (3) |
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Problems and applications |
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320 | (1) |
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321 | (1) |
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321 | (1) |
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Chapter 11 Capacity management |
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322 | (46) |
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322 | (2) |
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What is capacity management? |
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324 | (2) |
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How is capacity measured? |
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326 | (8) |
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Coping with demand fluctuation |
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334 | (9) |
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How can operations plan their capacity level? |
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343 | (5) |
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How is capacity planning a queuing problem? |
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348 | (5) |
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Summary answers to key questions |
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353 | (1) |
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Case study: Blackberry Hill Farm |
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354 | (4) |
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Problems and applications |
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358 | (2) |
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360 | (1) |
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360 | (1) |
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Supplement to Chapter 11 Analytical Queuing Models |
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361 | (1) |
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361 | (1) |
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361 | (1) |
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361 | (2) |
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Incorporating Little's law |
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363 | (1) |
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363 | (5) |
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Chapter 12 Inventory management |
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368 | (36) |
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368 | (2) |
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370 | (2) |
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Why should there be any inventory? |
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372 | (4) |
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How much to order -- the volume decision |
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376 | (12) |
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When to place an order -- the timing decision |
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388 | (4) |
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How can inventory be controlled? |
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392 | (6) |
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Summary answers to key questions |
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398 | (2) |
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Case study: supplies4medics.com |
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400 | (1) |
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Problems and applications |
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401 | (1) |
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402 | (1) |
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402 | (2) |
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Chapter 13 Supply chain management |
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404 | (35) |
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404 | (2) |
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What is supply chain management? |
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406 | (3) |
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The activities of supply chain management |
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409 | (4) |
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Single- and multi-sourcing |
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413 | (6) |
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Relationships between operations in a supply chain |
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419 | (5) |
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How do supply chains behave in practice? |
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424 | (2) |
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How can supply chains be improved? |
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426 | (7) |
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Summary answers to key questions |
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433 | (1) |
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Case study: Supplying fast fashion |
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434 | (3) |
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Problems and applications |
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437 | (1) |
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438 | (1) |
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438 | (1) |
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Chapter 14 Enterprise resource planning (ERP) |
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439 | (25) |
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439 | (1) |
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440 | (1) |
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441 | (8) |
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Implementation of ERP systems |
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449 | (2) |
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Summary answers to key questions |
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451 | (1) |
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Case study: Psycho Sports Ltd |
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452 | (2) |
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Problems and applications |
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454 | (1) |
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455 | (1) |
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455 | (1) |
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Supplement to Chapter 14 Materials requirements planning (MRP) |
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456 | (1) |
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456 | (1) |
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Master production schedule |
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456 | (2) |
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The bill of materials (BOM) |
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458 | (1) |
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459 | (1) |
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459 | (2) |
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461 | (2) |
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463 | (1) |
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Chapter 15 Lean synchronization |
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464 | (31) |
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464 | (1) |
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What is lean synchronization? |
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465 | (6) |
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How does lean synchronization eliminate waste? |
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471 | (13) |
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Lean synchronization applied throughout the supply network |
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484 | (2) |
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Lean synchronization compared with other approaches |
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486 | (3) |
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Summary answers to key questions |
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489 | (1) |
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Case study: The National Tax Service (NTS) |
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490 | (2) |
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Problems and applications |
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492 | (1) |
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493 | (1) |
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494 | (1) |
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Chapter 16 Project management |
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495 | (39) |
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495 | (2) |
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What is project management? |
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497 | (3) |
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How are projects planned and controlled? |
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500 | (14) |
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What is network planning? |
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514 | (12) |
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Summary answers to key questions |
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526 | (1) |
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Case study: United Photonics Malaysia Sdn Bhd |
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527 | (4) |
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Problems and applications |
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531 | (1) |
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532 | (1) |
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533 | (1) |
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Chapter 17 Quality management |
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534 | (43) |
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534 | (2) |
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What is quality and why is it so important? |
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536 | (4) |
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How can quality problems be diagnosed? |
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540 | (1) |
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Conformance to specification |
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541 | (1) |
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Achieving conformance to specification |
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541 | (7) |
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Total quality management (TQM) |
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548 | (8) |
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Summary answers to key questions |
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556 | (1) |
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Case study: Turnround at the Preston plant |
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557 | (2) |
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Problems and applications |
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559 | (1) |
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560 | (1) |
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560 | (2) |
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Supplement to Chapter 17 Statistical process control (SPC) |
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562 | (1) |
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562 | (1) |
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562 | (1) |
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Variation in process quality |
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563 | (5) |
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Control charts for attributes |
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568 | (1) |
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Control chart for variables |
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569 | (4) |
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Process control, learning and knowledge |
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573 | (1) |
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574 | (1) |
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574 | (1) |
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574 | (3) |
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577 | (94) |
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Chapter 18 Operations improvement |
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578 | (32) |
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578 | (2) |
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Why is improvement so important in operations management? |
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580 | (4) |
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The key elements of operations improvement |
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584 | (4) |
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The broad approaches to managing improvement |
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588 | (10) |
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What techniques can be used for improvement? |
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598 | (5) |
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Summary answers to key questions |
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603 | (2) |
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Case study: GCR Insurance |
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605 | (3) |
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Problems and applications |
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608 | (1) |
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609 | (1) |
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609 | (1) |
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Chapter 19 Risk management |
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610 | (30) |
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610 | (2) |
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612 | (1) |
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Assessing the potential causes of and risks from failure |
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613 | (11) |
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624 | (7) |
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How can operations mitigate the effects of failure? |
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631 | (1) |
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How can operations recover from the effects of failure? |
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632 | (3) |
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Summary answers to key questions |
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635 | (1) |
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Case study: Slagelse Industrial Services (SIS) |
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636 | (2) |
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Problems and applications |
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638 | (1) |
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638 | (1) |
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639 | (1) |
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Chapter 20 Organizing for improvement |
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640 | (31) |
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640 | (2) |
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Why the improvement effort needs organizing |
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642 | (1) |
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Linking improvements to strategy |
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643 | (2) |
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What information is needed for improvement? |
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645 | (7) |
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What should be improvement priorities? |
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652 | (5) |
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How can organizational culture affect improvement? |
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657 | (2) |
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Key implementation issues |
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659 | (5) |
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Summary answers to key questions |
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664 | (2) |
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Case study: Re-inventing Singapore's libraries |
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666 | (1) |
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Problems and applications |
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667 | (1) |
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668 | (1) |
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668 | (3) |
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Part Five Corporate Social Responsibility |
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671 | (22) |
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Chapter 21 Operations and corporate social responsibility (CSR) |
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672 | (21) |
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672 | (2) |
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What is corporate social responsibility? |
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674 | (5) |
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The wider view of corporate social responsibility |
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679 | (7) |
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How can operations managers analyse CSR issues? |
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686 | (3) |
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Summary answers to key questions |
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689 | (1) |
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Case study: CSR as it is presented |
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690 | (1) |
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Problems and applications |
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691 | (1) |
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691 | (1) |
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691 | (2) |
Notes on chapters |
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693 | (7) |
Glossary |
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700 | (13) |
Index |
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713 | |