Verfügbarkeit: Operations management

Operations management:

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Bibliographische Detailangaben
Hauptverfasser:	Slack, Nigel 1946- (VerfasserIn), Brandon-Jones, Alistair (VerfasserIn), Johnston, Robert 1953- (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Harlow [u.a.] Pearson 2013
Ausgabe:	7. ed.
Schlagworte:	Production management Manufacturing processes Industrial management Johnston, Robert Operations Management Prozessmanagement Lehrbuch
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Includes bibliographical references and index
Beschreibung:	XXVIII, 733 S. Ill., graph. Darst.
ISBN:	9780273776208 9780273776215

Internformat

MARC


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Datensatz im Suchindex

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adam_text	Brief contents Guide to Operations in practice , examples, short cases and case studies xii Making the most of this book and MyOMLab xvi Preface xx To the Instructor . . . xxii To the Student ... xxiii Ten steps to getting a better grade in operations management xxiv About the authors xxv Acknowledgements xxvi Part One INTRODUCTION з 1 Operations management 4 2 Operations performance 36 3 Operations strategy 68 Part Three DELIVER - PLANNING AND CONTROLLING OPERATIONS 287 10 The nature of planning and control 288 11 Capacity management 322 Supplement to Chapter 11 - Analytical queuing models 361 12 Inventory management 368 13 Supply chain management 404 14 Enterprise resource planning (ERP) 439 Supplement to Chapter 14 - Materials requirements planning (MRP) 456 15 Lean synchronization 464 16 Projectmanagement 495 17 Quality management 534 Supplement to Chapter 17 - Statistical process control (SPC) 562 Part Two DESIGN 95 4 Process design 96 5 Innovation and design in services and products 125 6 Supply network design 152 Supplement to Chapter 6 - Forecasting 183 7 Layout and flow 191 8 Process technology 223 9 People, jobs and organization 251 Supplement to Chapter 9 - Work study 279 Part Four IMPROVEMENT 18 Operations improvement 19 Riskmanagement 20 Organizing for improvement Part Five CORPORATE SOCIAL RESPONSIBILITY 21 Operations and corporate social responsibility (CSR) Notes on chapters Glossary Index 577 578 610 640 671 672 693 700 713 Guide to Operations in practice , examples, short cases and case studies xii Making the most of this book and MyOMLab xvi Preface XX To the Instructor ... xxii To the Student . . . xxiii Ten steps to getting a better grade in operations management xxiv About the authors xxv Acknowledgements xxvi art One INTRODUCTION з Chapter 1 Operations management 4 Introduction 4 What is operations management? 6 Operations management is important in all types of organization 8 The input-transformation-output process 13 The process hierarchy 1 8 Operations processes have different characteristics 23 What do operations managers do? 26 Summary answers to key questions 30 Case study: Design house partnerships at Concept Design Services 31 Problems and applications 34 Selected further reading 34 Useful websites 35 Chapter 2 Operations performance зб Introduction 36 Operations performance is vital for any organization 38 Why is quality important? 46 Why is speed important? 47 Why is dependability important? 49 Why is flexibility important? 52 Why is cost important? 55 Trade-offs between performance objectives 60 Summary answers to key questions 62 Case study: Operations objectives at the Penang Mutiara 64 Problems and applications 65 Selected further reading 66 Useful websites 67 Chapter 3 Operations strategy 68 Introduction 68 What is strategy and what is operations strategy? 70 The top-down and bottom-up perspectives 73 The market requirements and operations resources perspectives 77 How can an operations strategy be put together? 86 Summary answers to key questions 89 Case study: Long Ridge Gliding Club 91 Problems and applications 92 Selected further reading 93 Useful websites 93 Part Two DESIGN 95 Chapter 4 Process design 96 Introduction 96 What is process design? 97 What objectives should process design have? 98 Process types - the volume-variety effect on process design 101 Detailed process design 109 Summary answers to key questions 120 Case study: The Action Response Applications Processing Unit (ARAPU) 121 Problems and applications 123 Selected further reading 124 Useful websites 124 VII Chapter 5 Innovation and design in services and products 125 Introduction 125 How does innovation impact on design? 127 Why is good design so important? 130 The stages of design - from concept to specification 131 What are the benefits of interactive design? 141 Summary answers to key questions 147 Case study: Chatsworth - the adventure playground decision 148 Problems and applications 150 Selected further reading 150 Useful websites 151 Chapter 6 Supply network design 152 Introduction 152 The supply network perspective 153 Configuring the supply network 155 Where should an operation be located? 160 Long-term capacity management 168 Break-even analysis of capacity expansion 174 Summary answers to key questions 175 Case study: Disneyland Resort Paris (abridged) 176 Problems and applications 180 Selected further reading 182 Useful websites 182 Supplement to Chapter 6 Forecasting 183 Introduction 183 Forecasting - knowing the options 183 In essence forecasting is simple 184 Approaches to forecasting 185 Selected further reading 190 Chapter 7 Layout and flow I9i Introduction 191 What is layout? 193 The basic layout types 193 What type of layout should an operation choose? 200 How should each basic layout type be designed in detail? 204 Summary answers to key questions 217 Case study: North West Constructive Bank (abridged) 218 Problems and applications 220 Selected further reading 222 Useful websites 222 Chapter 8 Process technology 223 Introduction 223 Operations management and process technology 225 What do operations managers need to know about process technology? 225 How are process technologies evaluated? 237 How are process technologies implemented? 242 Summary answers to key questions 246 Case study: Rochem Ltd 247 Problems and applications 249 Selected further reading 249 Useful websites 250 Chapter 9 People, jobs and organization 251 Introduction 251 People in operations 253 Human resource strategy 253 Organization design 256 Job design 259 Allocate work time 271 Summary answers to key questions 273 Case study: Service Adhesives try again 274 Problems and applications 276 Selected further reading 211 Useful websites 277 Supplement to Chapter 9 Work study 279 Introduction 279 Method study in job design 279 Work measurement in job design 282 Part Three DELIVER - PLANNING AND CONTROLLING OPERATIONS 287 Chapter 10 The nature of planning and control 288 Introduction 288 What is planning and control? 290 The effect of supply and demand on planning and control 293 Planning and control activities 299 Controlling operations is not always routine 314 Summary answers to key questions 316 VIII Case study: subText Studios, Singapore (abridged) Problems and applications Selected further reading Useful websites Chapter 11 Capacity management Introduction What is capacity management? How is capacity measured? Coping with demand fluctuation How can operations plan their capacity level? How is capacity planning a queuing problem? Summary answers to key questions Case study: Blackberry Hill Farm Problems and applications Selected further reading Useful websites Supplement to Chapter 11 Analytical Queuing Models Introduction Notation Variability Incorporating Little s law Types of queuing system Chapter 12 Inventory management Introduction What is inventory? Why should there be any inventory? How much to order - the volume decision When to place an order - the timing decision How can inventory be controlled? Summary answers to key questions Case study: suppliesAmedics.com Problems and applications Selected further reading Useful websites Chapter 13 Supply chain management Introduction What is supply chain management? The activities of supply chain management Single- and multi-sourcing Relationships between operations 317 in a supply chain 419 320 How do supply chains behave in practice? 424 321 How can supply chains be improved? 426 321 Summary answers to key questions 433 Case study: Supplying fast fashion 434 Problems and applications 437 322 Selected further reading 438 322 Useful websites 438 324 326 Chapter 14 334 Enterprise resource planning (ERP) 439 343 Introduction 439 348 What is ERP? 440 353 How did ERP develop? 441 354 Implementation of ERP systems 449 358 Summary answers to key questions 451 360 Case study: Psycho Sports Ltd 452 360 Problems and applications 454 Selected further reading 455 Useful websites 455 361 361 Supplement to Chapter 14 361 Materials requirements 361 planning (MRP) 456 363 Introduction 456 363 Master production schedule 456 The bill of materials (BOM) 458 Inventory records 459 368 The MRP netting process 459 368 MRP capacity checks 461 370 Summary 463 372 376 Chapter 15 388 Lean synchronization 464 392 Introduction 464 398 What is lean synchronization? 465 400 How does lean synchronization 401 eliminate waste? 471 402 Lean synchronization applied throughout 402 the supply network 484 Lean synchronization compared with other approaches 486 404 Summary answers to key questions 489 404 Case study: The National Tax Service (NTS) 490 406 Problems and applications 492 409 Selected further reading 493 413 Useful websites 494 IX Chapter 16 Project management 495 Introduction 495 What is project management? 497 How are projects planned and controlled? 500 What is network planning? 514 Summary answers to key questions 526 Case study: United Photonics Malaysia Sdn Bhd 527 Problems and applications 53Ί Selected further reading 532 Useful websites 533 Chapter 17 Quality management 534 Introduction 534 What is quality and why is it so important? 536 How can quality problems be diagnosed? 540 Conformance to specification 541 Achieving conformance to specification 541 Total quality management (TQM) 548 Summary answers to key questions 556 Case study: Turnround at the Preston plant 557 Problems and applications 559 Selected further reading 560 Useful websites 560 Supplement to Chapter 17 Statistical process control (SPC) 562 Introduction 562 Control charts 562 Variation in process quality 563 Control charts for attributes 568 Control chart for variables 569 Process control, learning and knowledge 573 Summary 574 Selected further reading 574 Useful websites 574 Part Four IMPROVEMENT 577 Chapter 18 Operations improvement 578 Introduction 578 Why is improvement so important in operations management? 580 The key elements of operations improvement 584 The broad approaches to managing improvement 588 What techniques can be used for improvement? 598 Summary answers to key questions 603 Case study: GCR Insurance 605 Problems and applications 608 Selected further reading 609 Useful websites 609 Chapter 19 Risk management 6io Introduction 610 What is risk management? 612 Assessing the potential causes of and risks from failure 613 Preventing failure 624 How can operations mitigate the effects of failure? 631 How can operations recover from the effects of failure? 632 Summary answers to key questions 635 Case study: Slagelse Industrial Services (SIS) 636 Problems and applications 638 Selected further reading 638 Useful websites 639 Chapter 20 Organizing for improvement 640 Introduction 640 Why the improvement effort needs organizing 642 Linking improvements to strategy 643 What information is needed for improvement? 645 What should be improvement priorities? 652 How can organizational culture affect improvement? 657 Key implementation issues 659 Summary answers to key questions 664 Case study: Re-inventing Singapore s libraries 666 Problems and applications 667 Selected further reading 668 Useful websites 668 Part Five CORPORATE SOCIAL RESPONSIBILITY 67! Chapter 21 Operations and corporate social responsibility (CSR) 672 Introduction 672 What is corporate social responsibility? 674 The wider view of corporate social responsibility 679 How can operations managers analyse CSR issues? 686 Summary answers to key questions 689 Case study: CSR as it is presented 690 Problems and applications 691 Selected further reading 691 Useful websites 691 Notes on chapters 693 Glossary 700 Index 713 XI
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title	Operations management
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title_full	Operations management Nigel Slack ; Alistair Brandon-Jones ; Robert Johnston
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title_full_unstemmed	Operations management Nigel Slack ; Alistair Brandon-Jones ; Robert Johnston
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