Essentials of operations management:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow, England ; New York
Pearson
2023
|
| Ausgabe: | Third edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | xxxii, 498 Seiten Illustrationen, Diagramme |
| ISBN: | 9781292449265 |
Internformat
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| 245 | 1 | 0 | |a Essentials of operations management |c Nigel Slack, Alistair Brandon-Jones, Nicola Burgess |
| 250 | |a Third edition | ||
| 264 | 1 | |a Harlow, England ; New York |b Pearson |c 2023 | |
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| adam_text | Brief contents Operations management and performance Operations strategy до Product and service innovation Process design - resources Process design - analysis 108 140 Supply chain management Capacity management 76 174 210 Inventory management 246 Resource planning and control Operations improvement Lean operations збо Quality management 396 Project management 430 324 288 2
Contents fl. Guide to Operations in practice examples xviii Preface xxii To the instructor. . . xxv To the student. . . xxvi Ten steps to getting a better grade in operations management xxvii About the authors xxix Authors acknowledgements xxxi Glossary 466 Index 478 Publisher s acknowledgements 492 Operations management and performance Introduction 3 Key questions 3 1.1 What is operations management? 4 Operations management in not-for-profit organisations 6 The new operations agenda 7 1.2 What is the input-transformation output process? 8 Inputs to the process 9 Outputs from the process 11 Servitisation 14 Customers 15 1.3 Why is operations management important to an organisation s performance? 15 Operations performance at a societal level 16 Operations performance at a strategic level 18 Operations performance at an operational level 19 1.4 What is the process hierarchy? 21 Operations management is relevant to all parts of the business 22 1.5 How do operations (and processes) differ? 24 The volume dimension 25 The variety dimension 25 The variation dimension 25 The visibility dimension 26 The implications of the four Vs of operations processes 26
W Content:à 1.6 What do operations managers do? зо Operations management impacts socialenvironmental sustainability 30 The model of operations management 31 Summary answers to key questions Problems and applications 36 Want to know more? 38 Notes on chapter 39 34 Operations strategy Introduction 41 Key questions 41 2.1 What is strategy and what is operations strategy? 42 Using operations strategy to articulate a for the contribution of operations 43 The four perspectives on operations strategy 46 2.2 How does operations strategy with business strategy (top-down)? ан; 47 2.3 How does operations strategy align with market requirements (outside-in)? 4 How market requirements influence operations strategy performance objectives 48 Order winners, qualifiers and less-important factors 49 The impact of product/service differentiation on market requirements 52 The impact of the product/service life cycle on market requirements 52 2.4 How does operations strategy align with operational experience (bottom-up)? 57 2.5 How does operations strategy align with operations resources (inside-out)? 59 Strategic resources and sustainable competitive advantage 59 Understanding existing capabilities and constraints 59 Scarce, not very mobile, difficult to imitate or substitute for 60 : :
2.6 How are the four perspectives of operations strategy reconciled? 62 The line of fit between market requirements and operations capabilities 62 2.7 How can the process of operations strategy be organised? 65 Operations strategy formulation 66 Operations strategy implementation Operations strategy monitoring 67 Operations strategy control 67 Summary answers to key questions Problems and applications 72 Want to know more? 74 Notes on chapter 75 Product and service innovation 66 Introduction 77 Key questions 77 69 3.1 What is product and service innovation? 78 Creativity, innovation and design 78 Incremental or radical innovation 79 Innovation is influenced by later stages in the value chain 80 3.2 What is the strategic role of product and service innovation? 82 The process of design 82 Performance objectives for the product and service innovation process 83 3.3 What are the stages of product and service innovation? 88 Concept generation 89 Concept screening 90 Preliminary design 90 Design evaluation and improvement Prototyping and final design 94 92 3.4 What are the benefits of interactive product and service innovation? 95 Simultaneous development 96 Early conflict resolution 97 Project-based organisation structures Summary answers to key questions Problems and applications 104 Want to know more? 106 Notes on chapter 107 98 102
[^ Ft Ç W wWi Process design - resources Introduction 109 Key questions 109 4.1 Why is choosing the right resources important? 110 Process design and product/service design are interrelated 110 Process networks 111 4.2 Do processes match volume-variety requirements? 112 The product-process matrix 113 Moving off the natural diagonal 114 Process types 114 Project processes 114 Jobbing processes 116 Batch processes 117 Mass processes 117 Continuous processes 117 Professional services 117 Service shops 118 Mass services 118 4.3 Are process layouts appropriate? 120 Layout should reflect volume and variety 120 Layout selection 122 Advantages and disadvantages of layout types 123 Layout and servicescapes 123 4.4 Are process technologies appropriate? 124 Does the process technology fit the volume variety characteristics of the task? 124 4.5 Are job designs appropriate? 127 Job design should reflect volume and variety 128 How should tasks be allocated? The division of labour 128 To what degree should jobs be defined? 129 How should job commitment be encouraged? 130 Summary answers to key questions 134 Problems and applications 136 Want to know more? 137 Notes on chapter 138
. if Supply chain management Introduction 175 Key questions 175 Introduction 141 Key questions 141 5.1 Why is it important to get the details , of process design correct? 142 i 5.2 : process design? 143 6.1 What is supply chain management? 176 Internal and external supply networks 177 What should be the objectives of 6.2 i Micro process objectives 144 i Standardisation of processes 146 I Environmentally sensitive process design 147 5.3 compete? 178 Performance objectives for supply networks 180 Lean versus agile supply networks 181 6.3 How are processes currently How should supply chains How should relationships in supply designed? 149 chains be managed? 184 Process mapping 149 Mapping visibility in process design 150 Designing the customer experience 152 Transactional versus partnership relationships 185 5.4 6.4 Throughput time, cycle time and work-in-progress 154 Workflow 157 Process bottlenecks 158 Balancing work time allocation 161 Arranging the stages 162 Automating processes 163 Is process variability recognised? Summary answers to key questions 168 Problems and applications 170 Want to know more? 172 Notes on chapter 173 186 Sourcing strategy 186 Making the sourcing strategy decision 187 Supplier selection 190 Managing ongoing supply 190 Perception differences in supply chain relationships 193 Improving supplier capabilities 194 Are process tasks and capacity configured appropriately? 154 5.5 How is the supply side managed? 6.5 How is the demand side managed? 194 165 Logistics services 194 Customer relationship management (CRM) 195 6.6 What are the dynamics of
supply chains? 197 Controlling supply chain dynamics 201 Summary answers to key questions 204 Problems and applications 206 Want to know more? 208 Notes on chapter 209
Capacity management Inventory management Introduction 211 Key questions 211 Introduction 247 Key questions 247 7.1 What is capacity management? 212 8.1 Capacity management performance objectives 213 7.2 How is demand measured? How is capacity measured? 7.5 Setting base capacity 228 Level capacity plan 228 Chase (demand) capacity plan 225 227 Inventory costs 259 Inventory profiles 261 The economic order quantity (EOQ) formula 261 Gradual replacement - the economic batch quantity (EBQ) model 264 Criticisms of EOQ 267 8.4 When should you order? (The timing decision) 269 230 7.6 How can operations understand the consequences of their capacity management decisions? 233 Continuous and periodic review Using cumulative representations of demand and capacity 233 Using queuing principles to make capacity management decisions 235 Taking a longitudinal perspective that considers short- and long-term outlooks 237 Inventory priorities - the ABC system Measuring inventory 278 Inventory information systems 280 Summary answers to key questions Problems and applications 241 Want to know more? 243 Notes on chapter 244 252 8.3 How much should you order? (The volume decision) 258 226 How is the supply side managed? Why do you need inventory? So why have inventory? 252 Reducing physical inventory 255 Day-to-day inventory decisions 258 221 How is the demand side managed? Yield management All processes, operations and supply networks have inventories 248 8.2 Capacity depends on activity mix 221 Capacity depends on the duration over which output is required 221 Understanding changes in capacity 224
7.4 248 215 Qualitative approaches to forecasting 215 Quantitative approaches to forecasting 216 7.3 What is inventory? 239 8.5 270 How can you control inventory? 275 Summary answers to key questions Problems and applications 283 Want to know more? 285 Notes on chapter 286 275 281
Resource planning and control Operations improvement Introduction 289 Key questions 289 Introduction 325 Key questions 325 9.1 What is resource planning and control? 290 10.1 Why is improvement so important in operations management? 326 Long-, medium- and short-term resource planning and control 292 Radical or breakthrough change 326 Continuous or incremental improvement (kaizen) 327 Exploitation or exploration 328 The structure of improvement ideas 329 9.3 How do supply and demand affect planning and control? 294 10.2 What are the key elements of operations improvement? ззо Uncertainty in supply and demand 294 Dependent and independent demand Responding to demand 295 P:D ratios 297 Improvement cycles 330 A process perspective 333 End-to-end processes 333 Evidence-based problem solving 333 Customer-centricity 333 Systems and procedures 334 Reduce process variation 334 Synchronised flow 334 Emphasise education/training 334 Perfection is the goal 335 Waste identification 335 Include everybody 335 Develop internal customer-supplier relationships 335 9.2 What is the difference between planning and control? 292 294 9.4 What are the activities of planning and control? 298 Loading 299 Sequencing 301 Scheduling 305 Monitoring and control Drum, buffer, rope 313 311 9.5 What is enterprise resource planning (ERP)? 314 How did ERP develop? 10.3 What are the broad approaches to improvement? 336 315 Summary answers to key questions Problems and applications 320 Want to know more? 322 Notes on chapter 323 318 Total quality management as an improvement approach 336 Lean as an improvement
approach 337 Business process reengineering (BPR) 337 Six Sigma 338 Differences and similarities 341
10.4 What techniques can be used for improvement? 343 Scatter diagrams 343 Process maps (flow charts) 343 Cause-effect diagrams 343 Pareto curves 349 Why-why analysis 350 Lean operations 10.5 Why is risk management also improvement? 350 What is risk management? 350 Identify, prevent, mitigate, recover 350 How can failures be prevented? 351 Redundancy 351 Fail-safeing 351 Maintenance 352 How can operations mitigate the effects of failure? 352 How can operations recover from the effects of failure? 352 Summary answers to key questions 354 Problems and applications 356 Want to take it further? 358 Notes on chapter 359 Introduction 361 Key questions 361 11.1 What is lean? 362 Lean is a philosophy, an approach to planning and control, and a set of improvement ideas 363 The evolution of lean 364 11.2 How does lean consider flow? 365 Improving flow through using pull control 365 Improving flowthrough reducing inventory 367 Improving flow by decreasing capacity utilisation 368 11.3 How does lean consider (and reduce) waste? 369 Causes of waste - muda, mura, muri 370 Types of waste 370 How improving layout design reduces waste 372 How improving process flexibility reduces waste 374 Eliminating waste through minimising variability 376 11.4 How does lean consider improvement? 379 The Rapid Process Improvement Workshop (RPIW) 379 Encouraging improvement by stopping the line 380 Gemba walks - the principle of go-see 381 Value stream mapping for understanding flow and identifying sources of waste 382 Keeping things simple - the 5S technique 382 Adopting visual management 383 Adopting
total productive maintenance (TPM) 384
11.5 How does lean consider the role of people? 384 fr •^ 11.6 How does lean apply throughout the supply network? 385 •* u - • »«tew«* X. ui« l■l■^■i Summary answers to key questions 390 Problems and applications 392 Want to know more? 394 Quality management Notes on chapter 395 Introduction 397 Key questions 397 12.1 What is quality and why is it so important? 398 The operation s view of quality 398 Customers view of quality 399 Reconciling the operation s and the customer s views of quality 402 How can quality problems be diagnosed? 403 12.2 What steps lead towards conformance to specification? 404 Step 1 - Define the quality characteristics 405 Step 2 - Decide how to measure each characteristic 406 Step 3 - Set quality standards 406 Step 4 - Control quality against those standards 407 Steps 5 and 6 - Find and correct causes of poor quality and continue to make improvements 413 12.3 What is total quality management (TQM)? 414 TQM as an extension of previous practice 414 The meaning of TQM 415 TQM means meeting the needs and expectations of customers 416 TQM means covering all parts of the organisation 416 TQM means including every person in the organisation 417 TQM means all costs of quality are considered 417 TQM means developing the systems and procedures that support quality and improvement 420 Summary answers to key questions 424 Problems and applications 426 Want to know more? 428 Notes on chapter 429
Summary answers to key questions Problems and applications 462 Want to know more? 464 Notes on chapter 465 Project management Introduction 431 Key questions 431 13.1 What are projects? 432 Common features of projects 433 Differentiating between projects 433 13.2 What is project management? Project managers and their skill sets 437 437 13.3 How is the project environment understood? 441 The role of stakeholders in the project environment 441 13.4 How are projects defined? 445 Project objectives 446 Project scope 447 Project strategy 447 13.5 How are projects planned? 449 Identify project activities - work breakdown structure 449 Estimate activity times and resource requirements 449 Identify the relationships and dependencies between activities 451 Identify time and resource schedule constraints 452 Fix schedule for time and resources 452 13.6 How are projects controlled and learned from? 453 Project monitoring 453 Assessing project performance Intervention in projects 456 Project learning 459 453 460
|
| adam_txt |
Brief contents Operations management and performance Operations strategy до Product and service innovation Process design - resources Process design - analysis 108 140 Supply chain management Capacity management 76 174 210 Inventory management 246 Resource planning and control Operations improvement Lean operations збо Quality management 396 Project management 430 324 288 2
Contents fl. Guide to 'Operations in practice' examples xviii Preface xxii To the instructor. . . xxv To the student. . . xxvi Ten steps to getting a better grade in operations management xxvii About the authors xxix Authors' acknowledgements xxxi Glossary 466 Index 478 Publisher's acknowledgements 492 Operations management and performance Introduction 3 Key questions 3 1.1 What is operations management? 4 Operations management in not-for-profit organisations 6 The new operations agenda 7 1.2 What is the input-transformation output process? 8 Inputs to the process 9 Outputs from the process 11 Servitisation 14 Customers 15 1.3 Why is operations management important to an organisation's performance? 15 Operations performance at a societal level 16 Operations performance at a strategic level 18 Operations performance at an operational level 19 1.4 What is the process hierarchy? 21 Operations management is relevant to all parts of the business 22 1.5 How do operations (and processes) differ? 24 The volume dimension 25 The variety dimension 25 The variation dimension 25 The visibility dimension 26 The implications of the four Vs of operations processes 26
"W Content:à 1.6 What do operations managers do? зо Operations management impacts socialenvironmental sustainability 30 The model of operations management 31 Summary answers to key questions Problems and applications 36 Want to know more? 38 Notes on chapter 39 34 Operations strategy Introduction 41 Key questions 41 2.1 What is strategy and what is operations strategy? 42 Using operations strategy to articulate a for the contribution of operations 43 The four perspectives on operations strategy 46 2.2 How does operations strategy with business strategy (top-down)? ан; 47 2.3 How does operations strategy align with market requirements (outside-in)? 4 How market requirements influence operations strategy performance objectives 48 Order winners, qualifiers and less-important factors 49 The impact of product/service differentiation on market requirements 52 The impact of the product/service life cycle on market requirements 52 2.4 How does operations strategy align with operational experience (bottom-up)? 57 2.5 How does operations strategy align with operations resources (inside-out)? 59 Strategic resources and sustainable competitive advantage 59 Understanding existing capabilities and constraints 59 Scarce, not very mobile, difficult to imitate or substitute for 60 : :
2.6 How are the four perspectives of operations strategy reconciled? 62 The 'line of fit' between market requirements and operations capabilities 62 2.7 How can the process of operations strategy be organised? 65 Operations strategy formulation 66 Operations strategy implementation Operations strategy monitoring 67 Operations strategy control 67 Summary answers to key questions Problems and applications 72 Want to know more? 74 Notes on chapter 75 Product and service innovation 66 Introduction 77 Key questions 77 69 3.1 What is product and service innovation? 78 Creativity, innovation and design 78 Incremental or radical innovation 79 Innovation is influenced by later stages in the value chain 80 3.2 What is the strategic role of product and service innovation? 82 The process of design 82 Performance objectives for the product and service innovation process 83 3.3 What are the stages of product and service innovation? 88 Concept generation 89 Concept screening 90 Preliminary design 90 Design evaluation and improvement Prototyping and final design 94 92 3.4 What are the benefits of interactive product and service innovation? 95 Simultaneous development 96 Early conflict resolution 97 Project-based organisation structures Summary answers to key questions Problems and applications 104 Want to know more? 106 Notes on chapter 107 98 102
[^ Ft Ç'W wWi Process design - resources Introduction 109 Key questions 109 4.1 Why is choosing the right resources important? 110 Process design and product/service design are interrelated 110 Process networks 111 4.2 Do processes match volume-variety requirements? 112 The product-process matrix 113 Moving off the natural diagonal 114 Process types 114 Project processes 114 Jobbing processes 116 Batch processes 117 Mass processes 117 Continuous processes 117 Professional services 117 Service shops 118 Mass services 118 4.3 Are process layouts appropriate? 120 Layout should reflect volume and variety 120 Layout selection 122 Advantages and disadvantages of layout types 123 Layout and 'servicescapes' 123 4.4 Are process technologies appropriate? 124 Does the process technology fit the volume variety characteristics of the task? 124 4.5 Are job designs appropriate? 127 Job design should reflect volume and variety 128 How should tasks be allocated? The division of labour 128 To what degree should jobs be defined? 129 How should job commitment be encouraged? 130 Summary answers to key questions 134 Problems and applications 136 Want to know more? 137 Notes on chapter 138
. if Supply chain management Introduction 175 Key questions 175 Introduction 141 Key questions 141 5.1 Why is it important to get the details , of process design correct? 142 i 5.2 : process design? 143 6.1 What is supply chain management? 176 Internal and external supply networks 177 What should be the objectives of 6.2 i 'Micro' process objectives 144 i Standardisation of processes 146 I Environmentally sensitive process design 147 5.3 compete? 178 Performance objectives for supply networks 180 Lean versus agile supply networks 181 6.3 How are processes currently How should supply chains How should relationships in supply designed? 149 chains be managed? 184 Process mapping 149 Mapping visibility in process design 150 Designing the customer experience 152 'Transactional' versus 'partnership' relationships 185 5.4 6.4 Throughput time, cycle time and work-in-progress 154 Workflow 157 Process bottlenecks 158 Balancing work time allocation 161 Arranging the stages 162 Automating processes 163 Is process variability recognised? Summary answers to key questions 168 Problems and applications 170 Want to know more? 172 Notes on chapter 173 186 Sourcing strategy 186 Making the sourcing strategy decision 187 Supplier selection 190 Managing ongoing supply 190 Perception differences in supply chain relationships 193 Improving supplier capabilities 194 Are process tasks and capacity configured appropriately? 154 5.5 How is the supply side managed? 6.5 How is the demand side managed? 194 165 Logistics services 194 Customer relationship management (CRM) 195 6.6 What are the dynamics of
supply chains? 197 Controlling supply chain dynamics 201 Summary answers to key questions 204 Problems and applications 206 Want to know more? 208 Notes on chapter 209
Capacity management Inventory management Introduction 211 Key questions 211 Introduction 247 Key questions 247 7.1 What is capacity management? 212 8.1 Capacity management performance objectives 213 7.2 How is demand measured? How is capacity measured? 7.5 Setting base capacity 228 Level capacity plan 228 Chase (demand) capacity plan 225 227 Inventory costs 259 Inventory profiles 261 The economic order quantity (EOQ) formula 261 Gradual replacement - the economic batch quantity (EBQ) model 264 Criticisms of EOQ 267 8.4 When should you order? (The timing decision) 269 230 7.6 How can operations understand the consequences of their capacity management decisions? 233 Continuous and periodic review Using cumulative representations of demand and capacity 233 Using queuing principles to make capacity management decisions 235 Taking a longitudinal perspective that considers short- and long-term outlooks 237 Inventory priorities - the ABC system Measuring inventory 278 Inventory information systems 280 Summary answers to key questions Problems and applications 241 Want to know more? 243 Notes on chapter 244 252 8.3 How much should you order? (The volume decision) 258 226 How is the supply side managed? Why do you need inventory? So why have inventory? 252 Reducing physical inventory 255 Day-to-day inventory decisions 258 221 How is the demand side managed? Yield management All processes, operations and supply networks have inventories 248 8.2 Capacity depends on activity mix 221 Capacity depends on the duration over which output is required 221 Understanding changes in capacity 224
7.4 248 215 Qualitative approaches to forecasting 215 Quantitative approaches to forecasting 216 7.3 What is inventory? 239 8.5 270 How can you control inventory? 275 Summary answers to key questions Problems and applications 283 Want to know more? 285 Notes on chapter 286 275 281
Resource planning and control Operations improvement Introduction 289 Key questions 289 Introduction 325 Key questions 325 9.1 What is resource planning and control? 290 10.1 Why is improvement so important in operations management? 326 Long-, medium- and short-term resource planning and control 292 Radical or breakthrough change 326 Continuous or incremental improvement (kaizen) 327 Exploitation or exploration 328 The structure of improvement ideas 329 9.3 How do supply and demand affect planning and control? 294 10.2 What are the key elements of operations improvement? ззо Uncertainty in supply and demand 294 Dependent and independent demand Responding to demand 295 P:D ratios 297 Improvement cycles 330 A process perspective 333 End-to-end processes 333 Evidence-based problem solving 333 Customer-centricity 333 Systems and procedures 334 Reduce process variation 334 Synchronised flow 334 Emphasise education/training 334 Perfection is the goal 335 Waste identification 335 Include everybody 335 Develop internal customer-supplier relationships 335 9.2 What is the difference between planning and control? 292 294 9.4 What are the activities of planning and control? 298 Loading 299 Sequencing 301 Scheduling 305 Monitoring and control Drum, buffer, rope 313 311 9.5 What is enterprise resource planning (ERP)? 314 How did ERP develop? 10.3 What are the broad approaches to improvement? 336 315 Summary answers to key questions Problems and applications 320 Want to know more? 322 Notes on chapter 323 318 Total quality management as an improvement approach 336 Lean as an improvement
approach 337 Business process reengineering (BPR) 337 Six Sigma 338 Differences and similarities 341
10.4 What techniques can be used for improvement? 343 Scatter diagrams 343 Process maps (flow charts) 343 Cause-effect diagrams 343 Pareto curves 349 Why-why analysis 350 Lean operations 10.5 Why is risk management also improvement? 350 What is risk management? 350 Identify, prevent, mitigate, recover 350 How can failures be prevented? 351 Redundancy 351 Fail-safeing 351 Maintenance 352 How can operations mitigate the effects of failure? 352 How can operations recover from the effects of failure? 352 Summary answers to key questions 354 Problems and applications 356 Want to take it further? 358 Notes on chapter 359 Introduction 361 Key questions 361 11.1 What is lean? 362 Lean is a philosophy, an approach to planning and control, and a set of improvement ideas 363 The evolution of lean 364 11.2 How does lean consider flow? 365 Improving flow through using pull control 365 Improving flowthrough reducing inventory 367 Improving flow by decreasing capacity utilisation 368 11.3 How does lean consider (and reduce) waste? 369 Causes of waste - muda, mura, muri 370 Types of waste 370 How improving layout design reduces waste 372 How improving process flexibility reduces waste 374 Eliminating waste through minimising variability 376 11.4 How does lean consider improvement? 379 The Rapid Process Improvement Workshop (RPIW) 379 Encouraging improvement by 'stopping the line' 380 Gemba walks - the principle of go-see 381 Value stream mapping for understanding flow and identifying sources of waste 382 Keeping things simple - the 5S technique 382 Adopting visual management 383 Adopting
total productive maintenance (TPM) 384
11.5 How does lean consider the role of people? 384 fr •^ " 11.6 How does lean apply throughout the supply network? 385 •* u - • »«tew«* X. ui« l■l■^■i Summary answers to key questions 390 Problems and applications 392 Want to know more? 394 Quality management Notes on chapter 395 Introduction 397 Key questions 397 12.1 What is quality and why is it so important? 398 The operation's view of quality 398 Customers'view of quality 399 Reconciling the operation's and the customer's views of quality 402 How can quality problems be diagnosed? 403 12.2 What steps lead towards conformance to specification? 404 Step 1 - Define the quality characteristics 405 Step 2 - Decide how to measure each characteristic 406 Step 3 - Set quality standards 406 Step 4 - Control quality against those standards 407 Steps 5 and 6 - Find and correct causes of poor quality and continue to make improvements 413 12.3 What is total quality management (TQM)? 414 TQM as an extension of previous practice 414 The meaning of TQM 415 TQM means meeting the needs and expectations of customers 416 TQM means covering all parts of the organisation 416 TQM means including every person in the organisation 417 TQM means all costs of quality are considered 417 TQM means developing the systems and procedures that support quality and improvement 420 Summary answers to key questions 424 Problems and applications 426 Want to know more? 428 Notes on chapter 429
Summary answers to key questions Problems and applications 462 Want to know more? 464 Notes on chapter 465 Project management Introduction 431 Key questions 431 13.1 What are projects? 432 Common features of projects 433 Differentiating between projects 433 13.2 What is project management? Project managers and their skill sets 437 437 13.3 How is the project environment understood? 441 The role of stakeholders in the project environment 441 13.4 How are projects defined? 445 Project objectives 446 Project scope 447 Project strategy 447 13.5 How are projects planned? 449 Identify project activities - work breakdown structure 449 Estimate activity times and resource requirements 449 Identify the relationships and dependencies between activities 451 Identify time and resource schedule constraints 452 Fix schedule for time and resources 452 13.6 How are projects controlled and learned from? 453 Project monitoring 453 Assessing project performance Intervention in projects 456 Project learning 459 453 460 |
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| genre | (DE-588)4151278-9 Einführung gnd-content (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Einführung Lehrbuch |
| id | DE-604.BV048869314 |
| illustrated | Illustrated |
| index_date | 2024-07-03T21:43:53Z |
| indexdate | 2024-08-01T11:33:51Z |
| institution | BVB |
| isbn | 9781292449265 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034134259 |
| oclc_num | 1374562350 |
| open_access_boolean | |
| owner | DE-1047 DE-945 DE-1050 DE-898 DE-BY-UBR DE-473 DE-BY-UBG DE-862 DE-BY-FWS |
| owner_facet | DE-1047 DE-945 DE-1050 DE-898 DE-BY-UBR DE-473 DE-BY-UBG DE-862 DE-BY-FWS |
| physical | xxxii, 498 Seiten Illustrationen, Diagramme |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Pearson |
| record_format | marc |
| spellingShingle | Slack, Nigel 1946- Brandon-Jones, Alistair Burgess, Nicola Essentials of operations management Prozessmanagement (DE-588)4353072-2 gnd Operations Management (DE-588)4549167-7 gnd |
| subject_GND | (DE-588)4353072-2 (DE-588)4549167-7 (DE-588)4151278-9 (DE-588)4123623-3 |
| title | Essentials of operations management |
| title_auth | Essentials of operations management |
| title_exact_search | Essentials of operations management |
| title_exact_search_txtP | Essentials of operations management |
| title_full | Essentials of operations management Nigel Slack, Alistair Brandon-Jones, Nicola Burgess |
| title_fullStr | Essentials of operations management Nigel Slack, Alistair Brandon-Jones, Nicola Burgess |
| title_full_unstemmed | Essentials of operations management Nigel Slack, Alistair Brandon-Jones, Nicola Burgess |
| title_short | Essentials of operations management |
| title_sort | essentials of operations management |
| topic | Prozessmanagement (DE-588)4353072-2 gnd Operations Management (DE-588)4549167-7 gnd |
| topic_facet | Prozessmanagement Operations Management Einführung Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034134259&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT slacknigel essentialsofoperationsmanagement AT brandonjonesalistair essentialsofoperationsmanagement AT burgessnicola essentialsofoperationsmanagement |
Inhaltsverzeichnis
THWS Schweinfurt Zentralbibliothek Lesesaal
| Signatur: |
2000 QP 500 S631 E7(3) |
|---|---|
| Exemplar 1 | ausleihbar Verfügbar Bestellen |