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Operations Management 9th edition [Pehme köide]

  • Formaat: Paperback / softback, 776 pages, kõrgus x laius x paksus: 262x193x28 mm, kaal: 1420 g
  • Ilmumisaeg: 02-May-2019
  • Kirjastus: Pearson Education Limited
  • ISBN-10: 1292253967
  • ISBN-13: 9781292253961
  • Formaat: Paperback / softback, 776 pages, kõrgus x laius x paksus: 262x193x28 mm, kaal: 1420 g
  • Ilmumisaeg: 02-May-2019
  • Kirjastus: Pearson Education Limited
  • ISBN-10: 1292253967
  • ISBN-13: 9781292253961
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.
Guide to `operations in practice', examples, short cases and case studies x
Preface xv
To the instructor xvii
To the student xviii
Ten steps to getting a better grade in operations management xix
About the authors xx
Acknowledgements xxi
Publisher's acknowledgements xxiii
PART ONE DIRECTING THE OPERATION
2(172)
1 Operations management
4(34)
Introduction
4(1)
What is operations management?
5(2)
Why is operations management important in all types of organization?
7(7)
What is the input-transformation-output process?
14(4)
What is the process hierarchy?
18(5)
How do operations and processes differ?
23(4)
What do operations managers do?
27(4)
Summary answers to key questions
31(1)
Case study: Design house partnerships at Concept Design Services
32(3)
Problems and applications
35(2)
Selected further reading
37(1)
2 Operations performance
38(34)
Introduction
38(1)
Why is operations performance vital in any organization?
39(1)
How is operations performance judged at a societal level?
40(5)
How is operations performance judged at a strategic level?
45(2)
How is operations performance judged at an operational level?
47(13)
How can operations performance be measured?
60(3)
How do performance objectives trade off against each other?
63(2)
Summary answers to key questions
65(2)
Case study: IKEA looks to the future
67(3)
Problems and applications
70(1)
Selected further reading
71(1)
3 Operations strategy
72(37)
Introduction
72(2)
What is strategy and what is operations strategy?
74(4)
How does operations strategy align with business strategy (top-down)?
78(3)
How does operations strategy align with market requirements (outside-in)?
81(5)
How does operations strategy align with operational experience (bottom-up)?
86(2)
How does operations strategy align with operations resources (inside-out)?
88(2)
How are the four perspectives of operations strategy reconciled?
90(7)
How can the process of operations strategy be organized?
97(4)
Summary answers to key questions
101(2)
Case study: McDonald's: half a century of growth
103(3)
Problems and applications
106(2)
Selected further reading
108(1)
4 Managing product and service innovation
109(33)
Introduction
109(1)
What is product and service innovation?
110(3)
What is the strategic role of product and service innovation?
113(6)
What are the stages of product and service innovation?
119(9)
How should product and service innovation be resourced?
128(7)
Summary answers to key questions
135(2)
Case study: Developing `Savory Rosti-crisps' at Dreddo Dan's
137(3)
Problems and applications
140(1)
Selected further reading
141(1)
5 The structure and scope of operations
142(32)
Introduction
142(1)
What is the structure and scope of operations?
143(4)
How should the network be configured?
147(4)
How much capacity should operations have?
151(3)
Where should operations be located?
154(4)
How vertically integrated should an operation's network be?
158(5)
What activities should be in-house and what should be outsourced?
163(5)
Summary answers to key questions
168(2)
Case study: Aarens Electronic
170(2)
Problems and applications
172(1)
Selected further reading
173(1)
PART TWO DESIGNING THE OPERATION
174(142)
6 Process design
176(38)
Introduction
176(1)
What is process design?
177(2)
What should be the objectives of process design?
179(4)
How do volume and variety affect process design?
183(7)
How are processes designed in detail?
190(20)
Summary answers to key questions 209 Case study: The Action Response Applications Processing Unit (ARAPU)
210(2)
Problems and applications
212(1)
Selected further reading
213(1)
7 The layout and look of facilities
214(32)
Introduction
214(1)
How can the layout and look of facilities influence performance?
215(3)
What are the basic layout types used in operations and how do they affect performance?
218(10)
How does the appearance of an operation's facilities affect its performance?
228(4)
What information and analysis is needed to design the layout and look of facilities?
232(6)
Summary answers to key questions
238(2)
Case study: The event hub
240(3)
Problems and applications
243(2)
Selected further reading
245(1)
8 Process technology
246(30)
Introduction
246(1)
What is process technology and why is it getting more important?
247(4)
Understanding the potential of new process technology
251(7)
How can new process technologies be evaluated?
258(7)
How are new process technologies developed and implemented?
265(5)
Summary answers to key questions
270(2)
Case study: Rochem Ltd
272(2)
Problems and applications
274(1)
Selected further reading
275(1)
9 People in operations
276(40)
Introduction
276(1)
Why are people so important in operations management?
277(2)
How can the operations function be organized?
279(5)
How do we go about designing jobs?
284(15)
How are work times allocated?
299(3)
Summary answers to key questions
302(1)
Case study: Grace faces (three) problems
303(2)
Problems and applications
305(2)
Selected further reading
307(1)
Supplement to
Chapter 9 Work study
308(1)
Introduction
308(1)
Method study in job design
308(2)
Work measurement in job design
310(6)
PART THREE DELIVER
316(230)
10 Planning and control
318(37)
Introduction
318(1)
What is planning and control?
319(3)
How do supply and demand affect planning and control?
322(6)
What are planning and control activities?
328(19)
Summary answers to key questions
347(2)
Case study: subText Studios Singapore
349(2)
Problems and applications
351(3)
Selected further reading
354(1)
11 Capacity management
355(54)
Introduction
355(1)
What is capacity management?
356(3)
How is demand measured?
359(9)
How is capacity measured?
368(7)
How is the demand side managed?
375(3)
How is the supply side managed?
378(4)
How can operations understand the consequences of their capacity management decisions?
382(11)
Summary answers to key questions
393(2)
Case study: Blackberry Hill Farm
395(5)
Problems and applications
400(1)
Selected further reading
401(1)
Supplement to
Chapter 11: Analytical queueing models
402(1)
Introduction
402(1)
Notation
402(1)
Variability
403(1)
Incorporating Little's law
404(1)
Types of queueing system
404(5)
12 Supply chain management
409(36)
Introduction
409(1)
What is supply chain management?
410(2)
How should supply chains compete?
412(5)
How should relationships in supply chains be managed?
417(4)
How should the supply side be managed?
421(6)
How should the demand side be managed?
427(5)
What are the dynamics of supply chains?
432(6)
Summary answers to key questions
438(2)
Case study: Supplying fast fashion
440(3)
Problems and applications
443(1)
Selected further reading
444(1)
13 Inventory management
445(40)
Introduction
445(1)
What is inventory?
446(3)
Why should there be any inventory?
449(6)
How much to order? The volume decision
455(13)
When to place an order? The timing decision
468(5)
How can inventory be controlled?
473(6)
Summary answers to key questions
479(2)
Case study: Supplies4medics.com
481(1)
Problems and applications
482(1)
Selected further reading
483(2)
14 Planning and control systems
485(30)
Introduction
485(1)
What are planning and control systems?
486(6)
What is enterprise resource planning and how did it develop into the most common planning and control system?
492(8)
How should planning and control systems be implemented?
500(3)
Summary answers to key questions
503(1)
Case study: Psycho Sports Ltd
504(2)
Problems and applications
506(1)
Selected further reading
507(1)
Supplement to
Chapter 14: Materials requirements planning (MRP)
508(1)
Introduction
508(1)
Master production schedule
508(1)
The bill of materials (BOM)
509(1)
Inventory records
510(1)
The MRP netting process
511(3)
MRP capacity checks
514(1)
Summary
514(1)
15 Lean operations
515(31)
Introduction
515(1)
What is lean?
516(6)
How does lean eliminate waste?
522(14)
How does lean apply throughout the supply network?
536(2)
How does lean compare with other approaches?
538(3)
Summary answers to key questions
541(1)
Case study: Saint Bridget's Hospital
542(2)
Problems and applications
544(1)
Selected further reading
545(1)
PART FOUR DEVELOPMENT
546(157)
16 Operations improvement
548(41)
Introduction
548(1)
Why is improvement so important in operations management?
549(5)
What are the key elements of operations improvement?
554(7)
What are the broad approaches to improvement?
561(8)
What techniques can be used for improvement?
569(5)
How can the improvement process be managed?
574(7)
Summary answers to key questions
581(2)
Case study: Ferndale Sands Conference Centre
583(3)
Problems and applications
586(2)
Selected further reading
588(1)
17 Quality management
589(47)
Introduction
589(1)
What is quality and why is it so important?
590(8)
What steps lead towards conformance to specification?
598(6)
What is total quality management (TQM)?
604(12)
Summary answers to key questions
616(2)
Case study: Turnaround at the Preston plant
618(2)
Problems and applications
620(2)
Selected further reading
622(1)
Supplement to
Chapter 17: Statistical process control (SPC)
623(1)
Introduction
623(1)
Control charts
623(1)
Variation in process quality
624(5)
Control charts for attributes
629(2)
Control chart for variables
631(3)
Process control, learning and knowledge
634(1)
Summary of supplement
635(1)
Selected further reading
635(1)
18 Managing risk and recovery
636(31)
Introduction
636(1)
What is risk management?
637(2)
How can operations assess the potential causes and consequences of failure?
639(11)
How can failures be prevented?
650(6)
How can operations mitigate the effects of failure?
656(2)
How can operations recover from the effects of failure?
658(2)
Summary answers to key questions
660(2)
Case study: Slagelse Industrial Services (SIS)
662(1)
Problems and applications
663(3)
Selected further reading
666(1)
19 Project management
667(36)
Introduction
667(1)
What are projects?
668(5)
What is project management?
673(1)
How is the project environment understood?
674(4)
How are projects defined?
678(2)
How are projects planned?
680(9)
How are projects controlled and learnt from?
689(5)
Summary answers to key questions
694(2)
Case study: United Photonics Malaysia Sdn Bhd
696(4)
Problems and applications
700(2)
Selected further reading
702(1)
Notes on chapters 703(7)
Glossary 710(15)
Index 725
About the authors

Nigel Slack is an Emeritus Professor of Operations Management and Strategy at Warwick University, an Honorary Professor at Bath University and an Associate Fellow of Said Business School, Oxford University. Previously he has been Professor of Service Engineering at Cambridge University, Professor of Manufacturing Strategy at Brunel University, a University Lecturer in Management Studies at Oxford University and Fellow in Operations Management at Templeton College, Oxford. He worked initially as an industrial apprentice in the hand-tool industry and then as a production engineer and production manager in light engineering. He holds a Bachelors degree in Engineering and Masters and Doctors degrees in Management, and is a Chartered Engineer. He is the author of many books and papers in the operations management area, including The Manufacturing Advantage, published by Mercury Business Books, 1991, and Making Management Decisions (with Steve Cooke), 1991, published by Prentice Hall, Service Superiority (with Robert Johnston), published in 1993 by EUROMA, The Blackwell Encyclopedic Dictionary of Operations Management (with Michael Lewis) published by Blackwell, Operations Strategy together with Michael Lewis, the fourth edition published by Pearson in 2014 and Perspectives in Operations Management (Volumes I to IV) also with Michael Lewis, published by Routledge in 2003, Operations and Process Management, with Alistair Brandon-Jones, Robert Johnston and Alan Betts, now in its 4th edition 2015. He has authored numerous academic papers and chapters in books. He also acts as a consultant to many international companies around the world in many sectors, especially financial services, transport, leisure and manufacturing. His research is in the operations and manufacturing flexibility and operations strategy areas.

 

Alistair Brandon-Jones is a Professor in Operations and Supply Management and Associate Dean for Post-Experience Education at the University of Bath School of Management, He was formerly a Reader at Manchester Business School, an Assistant and Associate Professor at Bath School of Management and a Teaching Fellow Warwick Business School, where he also completed his PhD. His other books include Operations and Process Management, Essentials of Operations Management, and Quantitative Analysis in Operations Management. Alistair is an active empirical researcher focusing on e-enabled operations and supply management, healthcare operations, and professional services. This work, supported by a range of grants, has been published in many leading management journals. Alistair has consulting and executive development experience with organizations around the world, in various sectors including petrochemicals, health, financial services, manufacturing, defence, and government. In addition, he has won several university, national, and international awards for teaching excellence.



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