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Operations Management 8th edition [Pehme köide]

  • Formaat: Paperback / softback, 752 pages, kõrgus x laius x paksus: 265x195x20 mm, kaal: 1394 g
  • Ilmumisaeg: 24-Jun-2016
  • Kirjastus: Pearson Education Limited
  • ISBN-10: 1292098678
  • ISBN-13: 9781292098678
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  • Formaat: Paperback / softback, 752 pages, kõrgus x laius x paksus: 265x195x20 mm, kaal: 1394 g
  • Ilmumisaeg: 24-Jun-2016
  • Kirjastus: Pearson Education Limited
  • ISBN-10: 1292098678
  • ISBN-13: 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, 8th edition with MyOMLab access card (ISBN 9781292098777) if you need access to MyOMLab as well, and save money on this resource. You will also need a course ID from your instructor to access MyOMLab.

 

Operations management is important, exciting, challenging and everywhere you look!

 





Important, because it enables organizations 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.







 

New features:





There are now more than 110 of the popular Operations in Practice examples throughout the book, over 40% of which are new.



The importance of sustainability and Corporate Social Responsibility (CSR) has been emphasized further, and included throughout the book.





We have even further strengthened the emphasis on the idea that operations management is relevant to every type of business and all functional areas of the organization.





Many new ideas in operations management have been incorporated, including the three level approach to performance, the relationship between innovation, creativity and design, crowdsourcing, ideas management, business ecosystems, triadic relationships, office layout, telecommuting and organisational ambidexterity. However, we have retained the emphasis on the foundations of the subject.



Six of the 19 cases at the end of the chapter are new (but the old ones are still available on the web site), and provide an up-to-date selection of operations issues.







 

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.  

 

This is 24-carat excellence'

Par Åhlström, Torsten and Ragnar Söderberg Chair of Business Administration, Stockholm School of Economics

 

'Operations Management is engaging and accessible, but it never dumbs-down. The book is comprehensive, but not overwhelming. Students hold on to this one; its a keeper.'

Michael Shulver, Birmingham Business School

 

'This continues to be the definitive operations Management text  written by the masters of the field!'

Dr Ross Ritchie, Lecturer in Operations Management, Loughborough University

 

'An essential text packed full of up-to-date examples that really bring the subject to life'

Claire Moxham, University of Liverpool Management School

 

'An excellent book for those studying operations management. This book provides great illustrations to seamlessly link theory with practice'

Frank Wiengarten, ESADE Business School

 

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