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Operations Management [Multiple-component retail product]

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  • Formaat: Multiple-component retail product, 224 pages, kõrgus x laius x paksus: 246x190x31 mm, kaal: 1404 g, Illustrations, Contains 1 Paperback / softback and 1 Digital (on physical carrier)
  • Ilmumisaeg: 07-Aug-2009
  • Kirjastus: John Wiley & Sons Ltd
  • ISBN-10: 0470748788
  • ISBN-13: 9780470748787
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  • Multiple-component retail product
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Operations ManagementSuurem pilt
  • Formaat: Multiple-component retail product, 224 pages, kõrgus x laius x paksus: 246x190x31 mm, kaal: 1404 g, Illustrations, Contains 1 Paperback / softback and 1 Digital (on physical carrier)
  • Ilmumisaeg: 07-Aug-2009
  • Kirjastus: John Wiley & Sons Ltd
  • ISBN-10: 0470748788
  • ISBN-13: 9780470748787
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780470748787.html
About the Author xv
Preface xvi
Acknowledgements xxii
PART 1 INTRODUCTION
1(72)
Chapter 1 Introduction
2(20)
Introduction
3(1)
What is Operations Management?
3(2)
The History of Operations Management
5(1)
The Role of Operations Management
6(2)
Operations Within the Organization
8(1)
The Process View of Operations
9(1)
Service Operations Management
9(5)
The Strategic Role of Operations
14(1)
Technology and Operations Management
15(1)
Case Studies
1.1 `First Bank' PLC
15(1)
1.2 Manufacturing's Decline Partly Due to Services Shirt
16(6)
Chapter 2 Operations Strategy
22(51)
Introduction
23(1)
What is Strategy?
23(3)
Judging the Contribution of Operations to Strategy
26(1)
Measuring the Contribution of Operations to Strategy
27(7)
Operations Strategy Approaches
34(5)
Operations Strategy Formulation
39(9)
Achieving Strategic Fit -- Trade-offs, Focus and Agility
48
Case Studies
2.1 Findus
25(5)
2.2 Gecko
30(3)
2.3 Operations Strategy in Action
33(5)
2.4 Texon
38(17)
2.5 Ryanair: Flying High in a Competitive Atmosphere
55(18)
PART 2 DESIGN
73(182)
Chapter 3 Process Types
74(18)
Introduction
74(1)
Manufacturing Process Types
75(4)
Service Process Types
79(5)
Matching Process Type with Volume and Variety
84(1)
Choosing a Process Type
85(2)
Case Studies
3.1 Ashburton Products
87(1)
3.2 Confident Bet on Instant Heritage
88(4)
Chapter 4 Layout Design
92(23)
Introduction
92(1)
Layout Design
93(9)
Detailed Layout Design
102(7)
Case Studies
4.1 Line Balancing in a Manufacturing Plant
109(6)
Chapter 5 Facility design and Location
115(26)
Introduction
116(1)
Supply Network Design
116(3)
Long-Term Capacity Planning
119(6)
Facility Location
125(4)
Location Selection Techniques
129
Case Studies
5.1 Asea Brown Boveri (ABB)
118(5)
5.2 The Supply Chains that Could Bind Unsuspecting Managers
123(5)
5.3 Moving Textile Manufacturing Overseas
128(7)
5.4 Mom-and-Pop Companies Face Struggle for Survival
135(6)
Chapter 6 Process Technology
141(21)
Introduction
141(1)
Process Technology for Materials
142(5)
Process Technology for Information
147(10)
Process Technology for Customers
157
Case Studies
6.1 Spencer Davis Engineering
143(10)
6.2 Kennedys
153(2)
6.3 The Everyman Theatre
155(1)
6.4 How to Click with your Customers
155(3)
6.5 Retail Applications of Transaction Processing Systems by Sainsbury's
158(4)
Chapter 7 Product and Service Design
162(39)
Introduction
162(1)
The Design Process
163(12)
Service Design
175(2)
Improving Design
177
Case Studies
7.1 R&D at Toyota
166(9)
7.2 Product Development at Fracino
175(2)
7.3 Benugo
177(9)
7.4 Nanyang Optical: Beyond Product Design -- from Idea to Launch
186(15)
Chapter 8 Process Design
201(29)
Introduction
201(1)
Process Design Levels
202(1)
Business Process Management (BPM)
203(1)
Steps in Process Design
204(3)
Tools for Process Design
207(13)
Case Studies
8.1 Why the Bunker Mentality has become a Corporate Liability
220(2)
8.2 Designing a Custody-of-Prisoner Process at a Police Force
222(8)
Chapter 9 Job and Work Design
230(25)
Introduction
230(1)
Behavioural Aspects of Job Design
231(6)
Physical Aspects of Job Design
237(2)
Work Study
239
Case Studies
9.1 Innocent
236(2)
9.2 Rare
238(10)
9.3 Experience Curves
248(2)
9.4 The Importance of the Management of People
250(5)
Part 3 MANAGEMENT
255(282)
Chapter 10 Planning and Control
256(22)
Introduction
256(1)
Operations Planning
257(2)
Operations Control
259(11)
Optimized Production Technology (OPT)
270
Case Studies
10.1 Car Mechanics Ltd.
267(7)
10.2 Using Workforce Scheduling to Lower Labour Costs
274(4)
Chapter 11 Capacity Management
278(44)
Introduction
279(1)
Measuring Demand
279(2)
Measuring Capacity
281(4)
Reconciling Capacity And Demand
285(5)
Evaluating Alternatives and Making a Choice
290(8)
Appendix: Forecasting
298
Case Studies
11.1 Lloyds Cameras Cut Time in Queues
296(16)
11.2 Yield Management
312(3)
11.3 Queuing Theory
315(7)
Chapter 12 Inventory Management
322(26)
Introduction
322
Types of Inventory
223(102)
Managing Inventory
325(1)
The ABC Inventory Classification System
326(1)
Inventory Models
327(11)
Implementing Inventory Systems
338(2)
Case Studies
12.1 Risk-taking on the Road to Faster Delivery
340(2)
12.2 Implementing Inventory Systems
342(6)
Chapter 13 Lean Operations and JIT
348(23)
Introduction
349(1)
The Philosophy of JIT and Lean Operations
349(3)
Just-in-Time and Lean Techniques
352(12)
Just-in-Time in Service Systems
364(1)
Implementing JIT and Lean Operations
365
Case Studies
13.1 Quake Upsets Lean Supply Model
351(2)
13.2 Satair
353(5)
13.3 Goodwin Steel Castings
358(3)
13.4 Messier-Dowty
361(5)
13.5 It Pays to Cut Out Waste but Not to Trim All the Value Away
366(5)
Chapter 14 Enterprise Resource Planning
371(20)
Introduction
371(1)
Enterprise Resource Planning (ERP) Systems
372(4)
Resource Planning
376(2)
Materials Requirements Planning
378(6)
Manufacturing Resource Planning (MRP II)
384(1)
Distribution Requirements Planning (DRP)
385
Case Studies
14.1 Small and Medium Enterprises: How Oracle and SAP are Moving Down `The Tail'
375(11)
14.2 The Challenge of Changing Everything at Once
386(5)
Chapter 15 Supply Chain Management
391(43)
Introduction
391(2)
Supply Chain Design
393(11)
Activities in the Supply Chain
404
Case Studies
15.1 Demands to Drop Prices Spark Building Resentment among the Subcontractors
397(2)
15.2 BASF and Aker Kvaerner
399(10)
15.3 Supplier Evaluation at EADS
409(3)
15.4 Chance & Hunt
412(7)
15.5 Supply Chain Practices of Three European Apparel Companies: Zara, H&M and Benetton
419(15)
Chapter 16 Project Management
434(30)
Introduction
435(1)
Project Management Activities
435(3)
Projects and Organizational Structure
438(1)
The Role of The Project Manager
439(1)
Network Analysis
439(15)
Case Studies
16.1 Fast Homes -- Courtesy of Prefabrication
454(1)
16.2 The Concorde Project -- A Technical and Engineering Triumph but a Commercial Disaster
455(9)
Chapter 17 Quality
464(46)
Introduction
464(1)
Defining Quality
465(4)
Measuring Quality
469(3)
Improving Quality
472(3)
Methodologies for Quality Improvement
475(3)
Six Sigma Quality
478(6)
Statistical Process Control (SPC)
484(12)
Acceptance Sampling
496
Case Studies
17.1 Adventures in Six Sigma: How the Problem-solving Technique helped Xerox
481(21)
17.2 A Disciple of Japanese Quality Management
502(2)
17.3 Yell
504(6)
Chapter 18 Performance Measurement and Improvement
510(27)
Introduction
511(1)
How do we Measure Performance?
511(5)
Where Should we Improve Performance?
516(2)
How Do we Improve Performance?
518(1)
Business Process Re-Engineering
518(3)
Continuous Improvement
521(5)
The Relationship between BPR and CI Approaches
526
Case Studies
18.1 Activity-Based Costing at a Police Service
514(9)
18.2 In the Age of the Smart Machine
523(2)
18.3 Managers Disrupt Learning with their `Great Ideas'
525(3)
18.4 Process Improvement at a UK Police Service
528(9)
Glossary 537(13)
Index 550