Operations Management
Námskeið
- V-311-OPMA Rekstrarstjórnun
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Ensk lýsing:
Were you looking for the book with access to MyLab Operations Management? This product is the book alone and does NOT come with access to the MyLab. Buy Operations Management, 8th edition with MyLab Operations Management access card (ISBN 9781292254036) if you need access to the MyLab as well, and save money on this resource. You will also need a course ID from your instructor to access the MyLab.
Operations management is important, exciting, challenging … and everywhere you look! · Important, because it enables organizations to provide services and products that we all need · Exciting, because it is central to constant changes in customer preference, networks of supply and demand, and developments in technology · Challenging, because solutions must be must be financially sound, resource-efficient, as well as environmentally and socially responsible · And everywhere, because in our daily lives, whether at work or at home, we all experience and manage processes and operations.
Lýsing:
Operations may not run the world but make the world run! Learn how a business operates and improves its processes from some of the leading experts in the field. Operations Management, 10th edition is the ultimate guide on the subject, providing you with the best ways and strategies to learn, explore and make sense of how a business works, coming from world-leading experts Nigel Slack, Alistair Brandon-Jones, and Nicola Burgess.
Strategic in its perspective and with a clear structure, the latest edition offers a comprehensive and practical way to study key concepts surrounding effective operation processes, from theory to practice. What makes Operations Management, 10th edition work so well? Clear structure, thanks to the "4 Ds" model of Operations Management. Real-life examples that are shown in the "Operations in Practice" boxes and case studies.
Worked examples that blend qualitative and quantitative perspectives. Critical commentaries, posing alternative views where appropriate. Summary provided in practical bullet points, answering key questions. A new section in every chapter called "Responsible Operations", that summarises how the topic touches upon social, ethical, and environmental issues. With plenty of new end-of-chapter case studies and a plethora of international examples, this textbook will challenge your critical thinking, both individually and as part of your group discussion in class.
Annað
- Höfundar: Nigel Slack, Alistair Brandon-Jones
- Útgáfa:10
- Útgáfudagur: 2022-02-28
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- Format:Page Fidelity
- ISBN 13: 9781292408217
- Print ISBN: 9781292408248
- ISBN 10: 1292408219
Efnisyfirlit
- Half Title
- Title Page
- Copyright Page
- Brief Contents
- Contents
- Guide to ‘Operations in practice’ examples and case studies
- Preface
- To the instructor. . .
- To the student. . .
- Ten steps to getting a better grade in operations management
- About the authors
- Authors’ acknowledgements
- PART ONE DIRECTING THE OPERATION
- 1 Operations management
- Introduction
- 1.1 What is operations management?
- 1.2 Why is operations management important in all types of organisations?
- 1.3 What is the input–transformation–output process?
- 1.4 What is the process hierarchy?
- 1.5 How do operations (and processes) differ?
- 1.6 What do operations managers do?
- Summary answers to key questions
- Case study: Kaston-Trenton Service (KTS)
- Problems and applications
- Selected further reading
- Notes on chapter
- 2 Operations performance
- Introduction
- 2.1 Why is operations performance vital in any organisation?
- 2.2 How is operations performance judged at a societal level?
- 2.3 How is operations performance judged at a strategic level?
- 2.4 How is operations performance judged at an operational level?
- 2.5 How can operations performance be measured?
- 2.6 How do operations performance objectives trade off against each other?
- Summary answers to key questions
- Case study: IKEA looks to the future
- Problems and applications
- Selected further reading
- Notes on chapter
- 3 Operations strategy
- Introduction
- 3.1 What is strategy and what is operations strategy?
- 3.2 How does operations strategy align with business strategy (top-down)?
- 3.3 How does operations strategy align with market requirements (outside-in)?
- 3.4 How does operations strategy align with operational experience (bottom-up)?
- 3.5 How does operations strategy align with operations resources (inside-out)?
- 3.6 How are the four perspectives of operations strategy reconciled?
- 3.7 How can the process of operations strategy be organised?
- Summary answers to key questions
- Case study: McDonald's: half a century of growth
- Problems and applications
- Selected further reading
- Notes on chapter
- 4 Managing product and service innovation
- Introduction
- 4.1 What is product and service innovation?
- 4.2 What is the strategic role of product and service innovation?
- 4.3 What are the stages of product and service innovation?
- 4.4 How should product and service innovation be resourced?
- Summary answers to key questions
- Case study: Widescale studios and the Fierybryde development
- Problems and applications
- Selected further reading
- Notes on chapter
- 5 The structure and scope of supply
- Introduction
- 5.1 What is the structure and scope of supply?
- 5.2 How should the supply network be configured?
- 5.3 How much capacity should operations have?
- 5.4 Where should operations be located?
- 5.5 How vertically integrated should an operation's supply network be?
- 5.6 What activities should be in-house and what should be outsourced?
- Summary answers to key questions
- Case study: Aarens Electronic
- Problems and applications
- Selected further reading
- Notes on chapter
- 1 Operations management
- 6 Process design
- Introduction
- 6.1 What is process design?
- 6.2 What should be the objectives of process design?
- 6.3 How do volume and variety affect process design?
- 6.4 How are processes designed in detail?
- Summary answers to key questions
- Case study: The Action Response Applications Processing Unit (ARAPU)
- Problems and applications
- Selected further reading
- Notes on chapter
- 7 The layout and look of facilities
- Introduction
- 7.1 How can the layout and look of facilities influence performance?
- 7.2 What are the basic layout types and how do they affect performance?
- 7.3 How does the appearance of an operation's facilities affect its performance?
- 7.4 What information and analysis is needed to design the layout and look of facilities?
- Summary answers to key questions
- Case study: Misenwings SA
- Problems and applications
- Selected further reading
- Notes on chapter
- 8 Process technology
- Introduction
- 8.1 What is process technology and why is it getting more important?
- 8.2 How can one understand the potential of new process technology?
- 8.3 How can new process technologies be evaluated?
- 8.4 How are new process technologies developed and implemented?
- Summary answers to key questions
- Case study: Logaltel Logistics
- Problems and applications
- Selected further reading
- Notes on chapter
- 9 People in operations
- Introduction
- 9.1 Why are people so important in operations management?
- 9.2 How can the operations function be organised?
- 9.3 How do we go about designing jobs?
- 9.4 How are work times allocated?
- Summary answers to key questions
- Case study: Grace faces (three) problems
- Problems and applications
- Selected further reading
- Notes on chapter
- Supplement to Chapter 9: Work study
- Introduction
- Method study in job design
- Work measurement in job design
- 10 Planning and control
- Introduction
- 10.1 What is planning and control?
- 10.2 How do supply and demand affect planning and control?
- 10.3 What is 'loading'?
- 10.4 What is 'sequencing'?
- 10.5 What is 'scheduling'?
- 10.6 What is 'monitoring and control'?
- Summary answers to key questions
- Case study: Audall Auto Servicing
- Problems and applications
- Selected further reading
- Notes on chapter
- 11 Capacity management
- Introduction
- 11.1 What is capacity management?
- 11.2 How is demand measured?
- 11.3 How is capacity measured?
- 11.4 How is the demand side managed?
- 11.5 How is the supply side managed?
- 11.6 How can operations understand the consequences of their capacity management decisions?
- Summary answers to key questions
- Case study: FreshLunch
- Problems and applications
- Selected further reading
- Notes on chapter
- Supplement to Chapter 11: Analytical queuing models
- Introduction
- Notation
- Variability
- Incorporating Little's law
- Types of queuing system
- Introduction
- 12.1 What is supply chain management?
- 12.2 How should supply chains compete?
- 12.3 How should relationships in supply chains be managed?
- 12.4 How is the supply side managed?
- 12.5 How is the demand side managed?
- 12.6 What are the dynamics of supply chains?
- Summary answers to key questions
- Case study: Big or small? EDF's sourcing dilemma
- Problems and applications
- Selected further reading
- Notes on chapter
- Introduction
- 13.1 What is inventory?
- 13.2 Why should there be any inventory?
- 13.3 How much should be ordered? The volume decision
- 13.4 When should an order be placed? The timing decision
- 13.5 How can inventory be controlled?
- Summary answers to key questions
- Case study: Supplies4medics.com
- Problems and applications
- Selected further reading
- Notes on chapter
- Introduction
- 14.1 What are planning and control systems?
- 14.2 What is enterprise resource planning, and how did it develop into the most common planning and
- 14.3 How should planning and control systems be implemented?
- Summary answers to key questions
- Case study: Psycho Sports Ltd
- Problems and applications
- Selected further reading
- Notes on chapter
- Supplement to Chapter 14: Materials requirements planning (MRP)
- Introduction
- Master production schedule
- The bill of materials (BOM)
- Inventory records
- The MRP netting process
- MRP capacity checks
- Summary of supplement
- 15 Operations improvement
- Introduction
- 15.1 Why is improvement so important in operations management?
- 15.2 What are the key elements of operations improvement?
- 15.3 What are the broad approaches to improvement?
- 15.4 What techniques can be used for improvement?
- 15.5 How can the improvement process be managed?
- Summary answers to key questions
- Case study: Sales slump at Splendid Soup Co.
- Problems and applications
- Selected further reading
- Notes on chapter
- 16 Lean operations
- Introduction
- 16.1 What is lean?
- 16.2 How does lean consider flow?
- 16.3 How does lean consider (and reduce) waste?
- 16.4 How does lean consider improvement?
- 16.5 How does lean consider the role of people?
- 16.6 How does lean apply throughout the supply network?
- Summary answers to key questions
- Case study: St Bridget's Hospital: seven years of lean
- Problems and applications
- Selected further reading
- Notes on chapter
- 17 Quality management
- Introduction
- 17.1 What is quality and why is it so important?
- 17.2 What steps lead towards conformance to specification?
- 17.3 What is total quality management (TQM)?
- Summary answers to key questions
- Case study: Rapposcience Labs
- Problems and applications
- Selected further reading
- Notes on chapter
- Supplement to Chapter 17: Statistical process control (SPC)
- Introduction
- Control charts
- Variation in process quality
- Control charts for attributes
- Control chart for variables
- Process control, learning and knowledge
- Summary of supplement
- Selected further reading
- Introduction
- 18.1 What is risk management?
- 18.2 How can operations assess the potential causes and consequences of failure?
- 18.3 How can failures be prevented?
- 18.4 How can operations mitigate the effects of failure?
- 18.5 How can operations recover from the effects of failure?
- Summary answers to key questions
- Case study: Slagelse Industrial Services (SIS)
- Problems and applications
- Selected further reading
- Notes on chapter
- Introduction
- 19.1 What are projects?
- 19.2 What is project management?
- 19.3 How is the project environment understood?
- 19.4 How are projects defined?
- 19.5 How are projects planned?
- 19.6 How are projects controlled and learned from?
- Summary answers to key questions
- Case study: Kloud BV and Sakura Bank K.K.
- Problems and applications
- Selected further reading
- Notes on chapter
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- Gerð : 208
- Höfundur : 5739
- Útgáfuár : 2019
- Leyfi : 380