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