Guide to `operations in practice', examples, short cases and case studies |
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xii | |
Preface |
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xvi | |
To the Instructor... |
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xviii | |
To the Student... |
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xix | |
Ten steps to getting a better grade in operations management |
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xx | |
About the authors |
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xxi | |
Acknowledgements |
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xxii | |
Publisher's acknowledgements |
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xxiv | |
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Part One DIRECTING THE OPERATION |
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3 | (178) |
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Chapter 1 Operations management |
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4 | (34) |
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4 | (1) |
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What is operations management? |
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5 | (3) |
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Why is operations management important in all types of organization? |
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8 | (5) |
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What is the input-transformation-output process? |
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13 | (6) |
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What is the process hierarchy? |
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19 | (3) |
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How do operations and processes differ? |
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22 | (5) |
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What do operations managers do? |
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27 | (4) |
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Summary answers to key questions |
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31 | (2) |
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Case study: Design house partnerships at Concept Design Services |
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33 | (3) |
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Problems and applications |
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36 | (1) |
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36 | (2) |
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Chapter 2 Operations performance |
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38 | (36) |
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38 | (1) |
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Why is operations performance vital in any organization? |
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39 | (2) |
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How is operations performance judged at a societal level? |
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41 | (5) |
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How is operations performance judged at a strategic level? |
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46 | (2) |
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How is operations performance judged at an operational level? |
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48 | (15) |
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How can operations performance be measured? |
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63 | (3) |
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How do performance objectives trade off against each other? |
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66 | (2) |
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Summary answers to key questions |
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68 | (2) |
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Case study: Operations objectives at the Penang Mutiara |
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70 | (2) |
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Problems and applications |
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72 | (1) |
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73 | (1) |
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Chapter 3 Operations strategy |
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74 | (35) |
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74 | (2) |
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What is strategy and what is operations strategy? |
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76 | (4) |
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What is the difference between a `top-down' and `bottom-up' view of operations strategy? |
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80 | (4) |
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What is the difference between a `market requirements' and an `operations resources' view of operations strategy? |
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84 | (8) |
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How can operations strategy form the basis for operations improvement? |
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92 | (6) |
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How can an operations strategy be put together? The process of operations strategy |
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98 | (4) |
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Summary answers to key questions |
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102 | (2) |
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Case study: McDonald's: half a century of growth |
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104 | (3) |
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Problems and applications |
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107 | (1) |
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108 | (1) |
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Chapter 4 Product and service innovation |
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109 | (31) |
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109 | (1) |
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What is product and service innovation? |
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110 | (4) |
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What is the strategic role of product and service innovation? |
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114 | (5) |
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What are the stages of product and service innovation? |
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119 | (11) |
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What are the benefits of interactive product and service innovation? |
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130 | (4) |
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Summary answers to key questions |
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134 | (2) |
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Case study: Developing `Savory Rosti-crisps' at Dreddo Dan's |
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136 | (2) |
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Problems and applications |
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138 | (1) |
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139 | (1) |
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Chapter 5 The structure and scope of operations |
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140 | (41) |
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140 | (1) |
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What do we mean by the `structure' and `scope' of operations' supply networks? |
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141 | (4) |
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What configuration should a supply network have? |
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145 | (4) |
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How much capacity should operations plan to have? |
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149 | (5) |
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Where should operations be located? |
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154 | (2) |
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How vertically integrated should an operation's network be? |
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156 | (5) |
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How do operations decide what to do in-house and what to outsource? |
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161 | (3) |
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Summary answers to key questions |
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164 | (2) |
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Case study: Aarens Electronic |
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166 | (2) |
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Problems and applications |
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168 | (1) |
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169 | (1) |
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Supplement to Chapter 5: Forecasting |
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170 | (1) |
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170 | (1) |
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Forecasting - knowing the options |
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170 | (1) |
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In essence forecasting is simple |
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171 | (1) |
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Approaches to forecasting |
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172 | (6) |
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178 | (3) |
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Part Two DESIGNING THE OPERATION |
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181 | (134) |
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182 | (34) |
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182 | (1) |
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183 | (2) |
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What should be the objectives of process design? |
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185 | (4) |
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How do volume and variety affect process design? |
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189 | (6) |
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How are processes designed in detail? |
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195 | (16) |
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Summary answers to key questions |
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211 | (1) |
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Case study: The Action Response Applications Processing Unit (ARAPU) |
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212 | (2) |
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Problems and applications |
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214 | (1) |
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214 | (2) |
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Chapter 7 Layout and flow |
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216 | (30) |
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216 | (1) |
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What is layout and how can it influence performance? |
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217 | (3) |
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What are the basic layout types used in operations? |
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220 | (11) |
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How does the appearance of an operation affect its performance? |
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231 | (3) |
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How should each basic layout type be designed in detail? |
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234 | (6) |
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Summary answers to key questions |
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240 | (1) |
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Case study: The event hub |
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241 | (3) |
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Problems and applications |
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244 | (1) |
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244 | (2) |
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Chapter 8 Process technology |
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246 | (30) |
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246 | (1) |
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What is process technology? |
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247 | (4) |
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What do operations managers need to know about process technology? |
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251 | (7) |
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How are process technologies evaluated? |
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258 | (6) |
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How are process technologies implemented? |
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264 | (7) |
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Summary answers to key questions |
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271 | (1) |
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272 | (2) |
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Problems and applications |
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274 | (1) |
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274 | (2) |
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Chapter 9 People in operations |
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276 | (39) |
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276 | (1) |
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Why are people so important in operations management? |
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277 | (2) |
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How do operations managers contribute to human resource strategy? |
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279 | (2) |
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How can the operations function be organized? |
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281 | (5) |
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How do we go about designing jobs? |
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286 | (14) |
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How are work times allocated? |
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300 | (1) |
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Summary answers to key questions |
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301 | (1) |
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Case study: Grace faces (three) problems |
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302 | (2) |
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Problems and applications |
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304 | (1) |
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305 | (1) |
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Supplement to Chapter 9: Work study |
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306 | (1) |
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306 | (1) |
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Method study in job design |
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306 | (3) |
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Work measurement in job design |
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309 | (6) |
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315 | (216) |
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Chapter 10 Planning and control |
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317 | (33) |
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317 | (1) |
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What is planning and control? |
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318 | (1) |
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What is the difference between planning and control? |
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319 | (2) |
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How do supply and demand affect planning and control? |
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321 | (6) |
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What are the activities of planning and control? |
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327 | (18) |
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Summary answers to key questions |
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345 | (1) |
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Case study: sub Text Studios Singapore |
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346 | (2) |
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Problems and applications |
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348 | (1) |
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349 | (1) |
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Chapter 11 Capacity management |
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350 | (48) |
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350 | (1) |
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What is capacity management? |
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351 | (3) |
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How are demand and capacity measured? |
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354 | (10) |
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How should the operation's base capacity be set? |
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364 | (2) |
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What are the ways of coping with mismatches between demand and capacity? |
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366 | (7) |
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How can operations understand the consequences of their capacity decisions? |
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373 | (9) |
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Summary answers to key questions |
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382 | (2) |
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Case study: Blackberry Hill Farm |
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384 | (4) |
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Problems and applications |
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388 | (1) |
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389 | (2) |
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Supplement to Chapter 11: Analytical queuing models |
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391 | (1) |
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391 | (1) |
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391 | (1) |
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391 | (2) |
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Incorporating Little's law |
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393 | (1) |
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393 | (5) |
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Chapter 12 Supply chain management |
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398 | (34) |
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398 | (1) |
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What is supply chain management? |
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399 | (3) |
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How should supply chains compete? |
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402 | (5) |
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How should relationships in supply chains be managed? |
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407 | (5) |
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How is the supply side managed? |
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412 | (7) |
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How is the demand side managed? |
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419 | (4) |
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What are the dynamics of supply chains? |
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423 | (3) |
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Summary answers to key questions |
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426 | (2) |
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Case study: Supplying fast fashion |
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428 | (2) |
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Problems and applications |
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430 | (1) |
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431 | (1) |
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Chapter 13 Inventory management |
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432 | (36) |
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432 | (2) |
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434 | (3) |
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Why should there be any inventory? |
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437 | (5) |
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How much to order? The volume decision |
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442 | (10) |
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When to place an order? The timing decision |
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452 | (6) |
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How can inventory be controlled? |
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458 | (5) |
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Summary answers to key questions |
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463 | (2) |
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Case study: supplies4medics.com |
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465 | (1) |
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Problems and applications |
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466 | (1) |
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467 | (1) |
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Chapter 14 Planning and control systems |
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468 | (30) |
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468 | (1) |
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What are planning and control systems? |
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469 | (6) |
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What is enterprise resource planning and how did it develop into the most common planning and control system? |
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475 | (8) |
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How should planning and control systems be implemented? |
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483 | (3) |
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Summary answers to key questions |
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486 | (1) |
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Case study: Psycho Sports Ltd |
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487 | (2) |
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Problems and applications |
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489 | (1) |
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490 | (1) |
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Supplement to Chapter 14: Materials requirements planning (MRP) |
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491 | (1) |
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491 | (1) |
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Master production schedule |
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491 | (1) |
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The bill of materials (BOM) |
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492 | (2) |
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494 | (1) |
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494 | (3) |
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497 | (1) |
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497 | (1) |
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Chapter 15 Lean operations |
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498 | (33) |
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498 | (1) |
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499 | (7) |
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How does lean eliminate waste? |
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506 | (13) |
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How does lean apply throughout the supply network? |
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519 | (2) |
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How does lean compare with other approaches? |
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521 | (3) |
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Summary answers to key questions |
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524 | (1) |
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Case study: Saint Bridget's Hospital |
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525 | (2) |
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Problems and applications |
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527 | (1) |
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528 | (3) |
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531 | (150) |
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Chapter 16 Operations improvement |
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532 | (40) |
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532 | (1) |
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Why is improvement so important in operations management? |
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533 | (7) |
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What are the key elements of operations improvement? |
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540 | (5) |
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What are the broad approaches to improvement? |
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545 | (9) |
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What techniques can be used for improvement? |
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554 | (5) |
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How can the improvement process be managed? |
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559 | (7) |
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Summary answers to key questions |
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566 | (2) |
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Case study: Reinventing Singapore's libraries |
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568 | (1) |
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Problems and applications |
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569 | (1) |
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570 | (2) |
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Chapter 17 Quality management |
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572 | (44) |
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572 | (1) |
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What is quality and why is it so important? |
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573 | (7) |
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What steps lead towards conformance to specification? |
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580 | (7) |
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What is total quality management (TQM)? |
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587 | (10) |
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Summary answers to key questions |
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597 | (2) |
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Case study: Turnaround at the Preston plant |
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599 | (2) |
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Problems and applications |
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601 | (1) |
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602 | (1) |
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Supplement to Chapter 17: Statistical process control |
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603 | (1) |
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603 | (1) |
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603 | (1) |
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Variation in process quality |
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604 | (4) |
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Control charts for attributes |
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608 | (2) |
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Control chart for variables |
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610 | (5) |
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615 | (1) |
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615 | (1) |
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Chapter 18 Managing risk and recovery |
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616 | (30) |
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616 | (1) |
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617 | (2) |
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How can operations assess the potential causes and consequences of failure? |
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619 | (13) |
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How can failures be prevented? |
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632 | (5) |
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How can operations mitigate the effects of failure? |
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637 | (2) |
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How can operations recover from the effects of failure? |
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639 | (3) |
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Summary answers to key questions |
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642 | (1) |
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Case study: Slagelse Industrial Services (SIS) |
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643 | (2) |
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Problems and applications |
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645 | (1) |
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645 | (1) |
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Chapter 19 Project management |
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646 | (35) |
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646 | (1) |
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What is project management? |
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647 | (6) |
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How are projects planned? |
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653 | (16) |
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How are projects controlled? |
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669 | (5) |
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Summary answers to key questions |
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674 | (1) |
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Case study: United Photonics Malaysia Sdn Bhd |
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675 | (4) |
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Problems and applications |
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679 | (1) |
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680 | (1) |
Notes on chapters |
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681 | (8) |
Useful websites |
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689 | (2) |
Glossary |
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691 | (13) |
Index |
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704 | |