| Guide to case studies |
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xv | |
| Preface |
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xvii | |
| Guided tour of the book |
|
xx | |
| Guided tour of the Pearson eText |
|
xxiii | |
| About the authors |
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xxiv | |
| Acknowledgements |
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xxv | |
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1 Operations and processes |
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1 | (32) |
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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 | (2) |
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Should all processes be managed in the same way? |
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20 | (5) |
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25 | (1) |
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26 | (1) |
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Case study: Design house partnerships at Concept Design Services |
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27 | (3) |
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30 | (1) |
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31 | (1) |
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32 | (1) |
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32 | (1) |
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33 | (36) |
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34 | (2) |
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What is operations strategy? |
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36 | (2) |
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Does the operation have a strategy? |
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38 | (9) |
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Does operations strategy make sense from the top and the bottom of the business? |
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47 | (3) |
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Does operations strategy align market requirements with operations resources? |
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50 | (5) |
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Does operations strategy set an improvement path? |
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55 | (4) |
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59 | (1) |
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60 | (1) |
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Case study: McDonald's: half a century of growth |
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61 | (4) |
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65 | (1) |
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66 | (1) |
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66 | (1) |
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67 | (2) |
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69 | (40) |
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70 | (2) |
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What is supply network design? |
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72 | (4) |
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How should the supply network be configured? |
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76 | (5) |
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Where should operations be located? |
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81 | (3) |
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How much capacity should each operation in the supply network have? |
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84 | (6) |
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90 | (1) |
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91 | (1) |
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Case study: Disneyland Resort Paris (abridged) |
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92 | (5) |
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97 | (1) |
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98 | (1) |
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98 | (1) |
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98 | (2) |
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100 | (9) |
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4 Process design 1 - positioning |
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109 | (28) |
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110 | (2) |
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What is process design positioning? |
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112 | (3) |
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Do processes match volume-variety requirements? |
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115 | (5) |
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Are process layouts appropriate? |
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120 | (4) |
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Is process technology appropriate? |
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124 | (3) |
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Are job designs appropriate? |
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127 | (3) |
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130 | (1) |
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131 | (1) |
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Case study: McPherson Charles Solicitors |
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132 | (2) |
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134 | (1) |
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135 | (1) |
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135 | (1) |
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135 | (2) |
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5 Process design 2 - analysis |
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137 | (42) |
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138 | (2) |
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What is process design analysis? |
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140 | (2) |
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Are process performance objectives understood? |
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142 | (3) |
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How are processes currently designed? |
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145 | (4) |
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Are process tasks and capacity configured appropriately? |
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149 | (9) |
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Is process variability recognised? |
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158 | (5) |
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163 | (1) |
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164 | (1) |
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Case study: The Action Response Applications Processing Unit (ARAPU) |
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165 | (2) |
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167 | (2) |
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169 | (1) |
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169 | (1) |
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170 | (1) |
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Supplement: Queuing analysis |
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171 | (8) |
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6 Designing the innovation process |
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179 | (32) |
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180 | (2) |
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What is innovation and why does it matter? |
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182 | (2) |
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Are the innovation process objectives specified? |
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184 | (4) |
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Is the innovation process defined? |
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188 | (6) |
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Are the resources for developing innovations adequate? |
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194 | (4) |
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Is the design of the offering and of the process simultaneous? |
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198 | (5) |
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203 | (1) |
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204 | (1) |
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Case study: Developing `Savory Rosti' crisps at Dreddo Dan's |
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205 | (2) |
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207 | (1) |
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208 | (1) |
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208 | (1) |
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209 | (2) |
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7 Supply chain management |
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211 | (36) |
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212 | (2) |
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What is supply chain management? |
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214 | (4) |
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Are supply chain objectives clear? |
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218 | (7) |
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How should supply chain relationships be managed? |
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225 | (2) |
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How should the supply side be managed? |
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227 | (5) |
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How should tire demand side be managed? |
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232 | (3) |
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Are supply chain dynamics under control? |
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235 | (3) |
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238 | (2) |
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240 | (1) |
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Case study: Supplying fast fashion |
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241 | (2) |
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243 | (1) |
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244 | (1) |
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244 | (1) |
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245 | (2) |
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247 | (34) |
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248 | (2) |
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What is capacity management? |
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250 | (3) |
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What is the operation's current capacity? |
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253 | (4) |
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How well are demand-capacity mismatches understood? |
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257 | (3) |
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What should be the operation's base capacity? |
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260 | (2) |
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How can demand-capacity mismatches be managed? |
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262 | (7) |
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How should capacity be controlled? |
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269 | (2) |
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271 | (1) |
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272 | (1) |
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Case study: Blackberry Hill Farm |
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273 | (5) |
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278 | (1) |
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279 | (1) |
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279 | (1) |
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279 | (2) |
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281 | (32) |
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282 | (2) |
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What is inventory management? |
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284 | (4) |
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Why should there be any inventory? |
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288 | (3) |
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Is the right quantity being ordered? |
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291 | (8) |
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Are inventory orders being placed at the right time? |
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299 | (4) |
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Is inventory being controlled effectively? |
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303 | (3) |
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306 | (1) |
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307 | (1) |
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Case study: supplies4medics.com |
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308 | (2) |
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310 | (1) |
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310 | (1) |
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311 | (1) |
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311 | (2) |
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10 Resource planning and control |
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313 | (38) |
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314 | (2) |
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What is resource planning and control? |
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316 | (2) |
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Does resource planning and control have all the right elements? |
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318 | (5) |
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Is resource planning and control information integrated? |
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323 | (3) |
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Are core planning and control activities effective? |
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326 | (8) |
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334 | (2) |
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336 | (1) |
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Case study: subText Studios, Singapore |
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337 | (3) |
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340 | (1) |
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341 | (1) |
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342 | (1) |
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342 | (1) |
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Supplement: Materials requirements planning (MRP) |
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343 | (8) |
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351 | (34) |
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352 | (2) |
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What is lean synchronisation? |
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354 | (5) |
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What are the barriers to lean synchronisation? |
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359 | (4) |
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363 | (2) |
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Does supply exactly match demand? |
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365 | (1) |
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366 | (2) |
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Is variability minimised? |
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368 | (3) |
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Is lean synchronisation applied throughout the supply network? |
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371 | (5) |
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376 | (3) |
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379 | (1) |
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Case study: Implementing lean at CWHT |
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380 | (2) |
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382 | (1) |
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383 | (1) |
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384 | (1) |
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384 | (1) |
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385 | (40) |
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386 | (2) |
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What is quality management? |
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388 | (2) |
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Is the idea of quality management universally understood and applied? |
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390 | (2) |
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Is `quality' adequately defined? |
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392 | (4) |
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Is `quality' adequately measured? |
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396 | (3) |
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Is `quality' adequately controlled? |
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399 | (4) |
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Does quality management always lead to improvement? |
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403 | (3) |
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406 | (1) |
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407 | (1) |
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Case study: Turnaround at the Preston plant |
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408 | (2) |
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410 | (1) |
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411 | (1) |
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411 | (1) |
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412 | (1) |
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Supplement: Statistical process control (SPC) |
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413 | (12) |
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425 | (40) |
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426 | (2) |
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428 | (3) |
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What is the gap between current and required performance? |
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431 | (9) |
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What is the most appropriate improvement path? |
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440 | (8) |
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What techniques should be used to facilitate improvement? |
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448 | (4) |
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How can improvement be made to stick? |
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452 | (3) |
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455 | (2) |
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457 | (1) |
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Case study: Geneva Construction and risk |
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458 | (3) |
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461 | (1) |
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462 | (1) |
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462 | (1) |
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463 | (2) |
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465 | (30) |
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466 | (2) |
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What are risk and resilience? |
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468 | (3) |
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Have potential failure points been assessed? |
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471 | (8) |
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Have failure prevention measures been implemented? |
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479 | (4) |
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Have failure mitigation measures been implemented? |
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483 | (4) |
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Have failure recovery measures been Implemented? |
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487 | (2) |
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489 | (1) |
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490 | (1) |
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Case study: Slagelse Industrial Services (SIS) |
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491 | (1) |
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492 | (1) |
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493 | (1) |
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494 | (1) |
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494 | (1) |
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495 | (34) |
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496 | (2) |
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What is project management? |
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498 | (3) |
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Is the project environment understood? |
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501 | (4) |
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Is the project well defined? |
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505 | (1) |
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Is project management adequate? |
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506 | (2) |
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Has the project been adequately planned? |
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508 | (7) |
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Is the project adequately controlled? |
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515 | (4) |
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519 | (1) |
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520 | (1) |
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Case study: United Photonics Malaysia Sdn Bhd |
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521 | (5) |
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526 | (1) |
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527 | (1) |
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527 | (1) |
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528 | (1) |
| Index |
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529 | |
