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Operations Management 7th edition [Pehme köide]

(Uuem väljaanne: 9781292098678)
  • Formaat: Paperback / softback, 768 pages, kõrgus x laius x paksus: 266x196x28 mm, kaal: 1430 g, Illustrations
  • Ilmumisaeg: 13-Jun-2013
  • Kirjastus: Pearson Education Limited
  • ISBN-10: 0273776207
  • ISBN-13: 9780273776208 (Uuem väljaanne: 9781292098678)
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  • Formaat: Paperback / softback, 768 pages, kõrgus x laius x paksus: 266x196x28 mm, kaal: 1430 g, Illustrations
  • Ilmumisaeg: 13-Jun-2013
  • Kirjastus: Pearson Education Limited
  • ISBN-10: 0273776207
  • ISBN-13: 9780273776208 (Uuem väljaanne: 9781292098678)

Were you looking for the book with access to MyOMLab? This product is the book alone, and does NOT come with access to MyOMLab. Buy Operations Management with MyOMLab access card 7e (ISBN 9780273776291) if you need access to the MyLab as well, and save money on this brilliant resource.

 

Operations management is important, exciting, challenging … and everywhere you

look!

 

• Important, because it enables organisations to provide services and products

that we all need

• Exciting, because it is central to constant changes in customer preference,

networks of supply and demand, and developments in technology

• Challenging, because solutions must be must be financially sound, resource-

efficient, as well as environmentally and socially responsible

• And everywhere, because in our daily lives, whether at work or at home, we all

experience and manage processes and operations.

 

‘Operations Management’ focuses on the sustainable and socially responsible imperatives

of operations management, using over 120 cases and illustrations of real-life operations

around the world, including Apple, Médecins Sans Frontières, Amazon, Ecover,

Dyson, Disneyland Paris, Google, The North Face, and many more.

 

Need extra support  
This product is the book alone, and does NOT come with access to MyOMLab.

 

This title can be supported by MyOMLab, an online homework and tutorial system which can be used by students for self-directed study or fully integrated into an instructor's course.

You can benefit from MyOMLab at a reduced price by purchasing a pack containing a copy of the book and an access card for MyOMLab: Operations Management with MyOMLab access card 6e (ISBN 9780273776291). Alternatively, buy access to MyOMLab and the eText – an online version of the book - online at www.myomlab.com.


For educator access, contact your Pearson Account Manager. To find out who your account manager is, visit  www.pearsoned.co.uk/replocator

Muu info

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