| Guide to case studies |
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xiii | |
| Preface |
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xv | |
| About the authors |
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xix | |
| Acknowledgements |
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xxi | |
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1 Operations and processes |
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1 | (34) |
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2 | (2) |
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What is operations and process management? |
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4 | (5) |
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Does the business take a process perspective? |
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9 | (9) |
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Does operations and process management have a strategic impact? |
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18 | (3) |
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Should all processes be managed in the same way? |
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21 | (5) |
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26 | (1) |
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27 | (1) |
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Case study: Design house partnerships at Concept Design Services |
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28 | (3) |
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31 | (1) |
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32 | (1) |
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33 | (1) |
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33 | (2) |
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35 | (38) |
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36 | (2) |
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What is operations strategy? |
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38 | (3) |
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Does the operation have a strategy? |
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41 | (10) |
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Does operations strategy make sense from the top and the bottom of the business? |
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51 | (3) |
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Does operations strategy align market requirements with operations resources? |
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54 | (5) |
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Does operations strategy set an improvement path? |
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59 | (4) |
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63 | (1) |
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64 | (1) |
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Case study: McDonald's: half a century of growth |
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65 | (4) |
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69 | (1) |
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70 | (1) |
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70 | (1) |
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71 | (2) |
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73 | (42) |
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74 | (2) |
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What is supply network design? |
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76 | (4) |
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How should the supply network be configured? |
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80 | (5) |
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Where should operations be located? |
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85 | (4) |
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How much capacity should each operation in the supply network have? |
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89 | (6) |
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95 | (2) |
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97 | (1) |
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Case study: Disneyland Resort Paris (abridged) |
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98 | (5) |
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103 | (1) |
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103 | (1) |
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104 | (1) |
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105 | (1) |
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106 | (9) |
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4 Process design 1 -- positioning |
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115 | (28) |
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116 | (2) |
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What is process design -- positioning? |
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118 | (3) |
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Do processes match volume-variety requirements? |
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121 | (5) |
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Are process layouts appropriate? |
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126 | (5) |
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Is process technology appropriate? |
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131 | (2) |
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Are job designs appropriate? |
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133 | (4) |
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137 | (1) |
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138 | (1) |
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Case study: McPherson Charles Solicitors |
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139 | (2) |
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141 | (1) |
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142 | (1) |
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142 | (1) |
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142 | (1) |
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5 Process design 2 -- analysis |
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143 | (44) |
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144 | (2) |
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What is process design - analysis? |
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146 | (3) |
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Are process performance objectives understood? |
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149 | (2) |
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How are processes currently designed? |
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151 | (5) |
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Are processes tasks and capacity configured appropriately? |
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156 | (10) |
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Is process variability recognised? |
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166 | (5) |
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171 | (1) |
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172 | (1) |
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Case study: The Action Response Applications Processing Unit (ARAPU) |
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173 | (2) |
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175 | (2) |
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177 | (1) |
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177 | (1) |
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Supplement: Queuing analysis |
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178 | (9) |
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6 Designing the innovation process |
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187 | (34) |
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188 | (2) |
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What is innovation and why does it matter? |
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190 | (5) |
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Are the innovation process objectives specified? |
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195 | (3) |
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Is the innovation process defined? |
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198 | (6) |
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Are the resources for developing innovations adequate? |
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204 | (4) |
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Is the design of the offering and of the process simultaneous? |
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208 | (6) |
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214 | (1) |
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215 | (1) |
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Case study: Developing `Savory Rosti-crisps' at Dreddo Dan's |
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216 | (2) |
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218 | (1) |
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219 | (1) |
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219 | (1) |
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220 | (1) |
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7 Supply chain management |
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221 | (34) |
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222 | (2) |
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What is supply chain management? |
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224 | (5) |
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Are supply chain objectives clear? |
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229 | (5) |
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How should supply chain relationships be managed? |
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234 | (2) |
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How should the supply side be managed? |
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236 | (5) |
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How should the demand side be managed? |
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241 | (3) |
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Are supply chain dynamics under control? |
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244 | (3) |
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247 | (2) |
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249 | (1) |
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Case study: Supplying fast fashion |
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250 | (2) |
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252 | (1) |
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253 | (1) |
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254 | (1) |
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254 | (1) |
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255 | (34) |
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256 | (2) |
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What is capacity management? |
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258 | (3) |
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What is the operation's current capacity? |
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261 | (4) |
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How well are demand-capacity mismatches understood? |
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265 | (3) |
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What should be the operation's base capacity? |
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268 | (2) |
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How can demand-capacity mismatches be managed? |
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270 | (7) |
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How should capacity be controlled? |
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277 | (3) |
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280 | (2) |
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Case study: Blackberry Hill Farm |
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282 | (5) |
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287 | (1) |
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288 | (1) |
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288 | (1) |
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288 | (1) |
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289 | (32) |
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290 | (2) |
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What is inventory management? |
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292 | (4) |
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Why should there be any inventory? |
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296 | (4) |
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Is the right quantity being ordered? |
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300 | (8) |
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Are inventory orders being placed at the right time? |
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308 | (3) |
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Is inventory being controlled effectively? |
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311 | (4) |
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315 | (1) |
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316 | (1) |
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Case study: supplies4medics.com |
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317 | (2) |
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319 | (1) |
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319 | (1) |
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320 | (1) |
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320 | (1) |
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10 Resource planning and control |
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321 | (40) |
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322 | (2) |
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What is resource planning and control? |
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324 | (2) |
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Does resource planning and control have all the right elements? |
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326 | (5) |
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Is resource planning and control information integrated? |
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331 | (4) |
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Are core planning and control activities effective? |
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335 | (10) |
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345 | (2) |
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347 | (1) |
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Case study: sub Text Studios Singapore |
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348 | (3) |
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351 | (1) |
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352 | (1) |
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353 | (1) |
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353 | (1) |
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Supplement: Materials requirements planning (MRP) |
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354 | (7) |
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361 | (34) |
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362 | (2) |
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What is lean synchronisation? |
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364 | (5) |
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What are the barriers to `lean synchronisation'? |
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369 | (5) |
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374 | (3) |
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Does supply exactly match demand? |
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377 | (2) |
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379 | (1) |
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Is variability minimised? |
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380 | (3) |
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Is lean synchronisation applied throughout the supply network? |
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383 | (3) |
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386 | (3) |
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389 | (1) |
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Case study: Lean implementation in the National Tax Service |
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390 | (2) |
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392 | (1) |
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393 | (1) |
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393 | (1) |
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394 | (1) |
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395 | (40) |
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396 | (2) |
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What is quality management? |
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398 | (3) |
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Is the idea of quality management universally understood and applied? |
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401 | (3) |
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Is `quality' adequately defined? |
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404 | (3) |
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Is `quality' adequately measured? |
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407 | (4) |
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Is `quality' adequately controlled? |
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411 | (4) |
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Does quality management always lead to improvement? |
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415 | (2) |
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417 | (1) |
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418 | (1) |
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Case study: Turnround at the Preston plant |
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419 | (2) |
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421 | (1) |
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422 | (1) |
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422 | (1) |
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423 | (1) |
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Supplement: Statistical process control (SPC) |
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424 | (11) |
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435 | (40) |
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436 | (2) |
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438 | (4) |
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What is the gap between current and required performance? |
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442 | (11) |
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What is the most appropriate improvement path? |
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453 | (6) |
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What techniques should be used to facilitate improvement? |
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459 | (4) |
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How can improvement be made to stick? |
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463 | (4) |
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467 | (1) |
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468 | (1) |
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Case study: GCR Insurance |
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469 | (3) |
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472 | (1) |
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473 | (1) |
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473 | (1) |
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474 | (1) |
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475 | (32) |
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476 | (2) |
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What are risk and resilience? |
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478 | (3) |
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Have potential failure points been assessed? |
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481 | (8) |
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Have failure prevention measures been implemented? |
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489 | (4) |
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Have failure mitigation measures been implemented? |
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493 | (4) |
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Have failure recovery measures been implemented? |
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497 | (3) |
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500 | (1) |
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501 | (1) |
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Case study: Slagelse Industrial Services (SIS) |
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502 | (1) |
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503 | (1) |
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504 | (1) |
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505 | (1) |
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505 | (2) |
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507 | (34) |
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508 | (2) |
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What is project management? |
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510 | (3) |
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Are the nature of the project and its stakeholders understood? |
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513 | (7) |
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Is the project well defined? |
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520 | (1) |
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Is project management adequate? |
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521 | (2) |
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Has the project been adequately planned? |
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523 | (7) |
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Is the project adequately controlled? |
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530 | (3) |
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533 | (1) |
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534 | (1) |
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Case study: United Photonics Malaysia Sdn Bhd |
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535 | (3) |
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538 | (2) |
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540 | (1) |
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540 | (1) |
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540 | (1) |
| Index |
|
541 | |
