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
• PART TWO DESIGNING THE OPERATION
  • 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
• PART THREE DELIVER
  • 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
  • 12 Supply chain management
    • 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
  • 13 Inventory management
    • 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
  • 14 Planning and control systems
    • 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
• PART FOUR DEVELOPMENT
  • 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
  • 18 Managing risk and recovery
    • 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
  • 19 Project management
    • 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
• Glossary
• Index
• Credits
• Back Cover

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