Operations management : an international perspective /: an international perspective. (2018)

• Record Type: Book
• Further Information: Note: David Barnes.
• Authors: Barnes, David
• Contents: Machine generated contents note: pt. 1 Introduction to Operations Management -- 1.Operations Management -- Introduction -- The Transformation Model -- Different Types of Operations -- Service Operations -- The Changing Nature of Operations Management -- Moving beyond the factory -- The increased importance of the supply network -- The growing importance of services -- The International Context For Operations Management -- Technological -- Political -- Sociocultural -- Economic -- Internationalization theories -- Vernon's product cycle theory -- Dunning's eclectic theory -- Stage theories -- The Internationalization of Services -- Separated services -- Demander-located services -- Provider-located services -- Peripatetic services -- Challenges of Operating Internationally -- Benefits From Operating Internationally -- 2.Operations Performance -- Introduction -- Performance Objectiveg -- Performance Measurement -- Performance Measures -- Economy -- Efficiency -- Effectiveness Note continued: Developments in Performance Measurement -- Performance Measurement Systems -- Performance Standards -- The organization's past performance -- The organization's own targets -- Competitors' performance -- Best practice -- Market requirements -- Benchmarking -- Thf Triple Bottom Line -- Location and Operations Performance -- 3.Operations Strategy -- Introduction -- The Nature of Strategy -- Organizational-level strategy -- Business-level strategy -- Functional-level strategy -- Operations Management and Strategy -- Operations Strategy -- Operations Strategy -- Process -- Top-down -- Bottom-up -- Market-led -- Operations-led -- Operations Strategy -- Content -- Structure -- Infrastructure -- International Operations Strategies -- Market access strategy -- Resource-seeking strategy -- The Internationalization of Operations Management and the Transformation Model -- Inputs -- The process -- Outputs -- Entering Foreign Markets -- Direct export -- Joint venture Note continued: Establish a sales subsidiary -- Establish a production facility -- International Operations and Business Strategy -- Global sourcing -- Location -- Network effects -- Competition -- pt. 2 Structural Issues -- 4.Facilities -- Introduction -- Location Decisions -- Weighted scoring -- Centre of gravity -- The Scale and Scope of Operations Facilities -- The Strategic Role and Purpose of Operations Facilities -- The primary strategic reason for the facility -- The level of competence on-site -- The Configuration of Operations Facilities -- Approaches to configuring international operations -- Generic international configurations -- Configuring of international facilities -- 5.Capacity -- Introduction -- The Meaning of Capacity -- The Measurement of Capacity -- Forecasting Demand -- Capacity Timing Decisions -- Capacity leads demand -- Capacity matches demand -- Capacity lags demand -- Capacity Increments -- Capacity Management -- Level capacity Note continued: Chase demand -- Demand management -- Managing Capacity in Customer Service Operations -- Yield management -- Queuing theory -- The Dynamics of Capacity Management -- 6.Process Design and Technology -- Introduction -- Different Process Technologies -- Material-processing technologies -- Customer-processing technologies -- Information-processing technologies -- Decision-Making About Technology -- The Crucial Role of ICT -- Localized exploitation -- Internal integration -- Business process redesign -- Business network redesign -- Business scope redefinition -- Technology Adoption Strategies -- Technology Transfer -- Process Choice -- Project -- Jobbing -- Batch -- Mass -- Continuous -- Professional services -- Mass services -- Service shop -- The Layout of Process Equipment -- Fixed position layout -- Process layout -- Product layout -- Group (or cellular) layout -- Throughput -- Queuing Systems -- Single line, single server Note continued: Single line, multiple servers -- Multiple lines, multiple servers -- The psychology of queuing -- 7.The Supply Network -- Introduction -- The Importance of Purchasing -- Supply Networks -- The Configuration of the Supply Network -- The Coordination of the Supply Network -- Collaborative Planning, Forecasting and Replenishment (CPFR) -- The SCOR model -- The Outsourcing Decision -- Global Sourcing -- Relationships With Suppliers -- Single Versus Multi-Sourcing -- pt. 3 Infrastructural Issues -- 8.Planning and Control -- Introduction -- The Principles of Planning and Control -- The Activities of Planning and Control -- Strategic operations planning -- Aggregate planning -- Master production scheduling -- Activity scheduling -- Expediting -- Meeting Customer Demand -- PD Ratios -- Planning and Control Philosophies -- Supply-push -- Demand-pull -- Computer-Based Planning and Control -- Optimized Production Technology (OPT) -- 9.Inventory Management Note continued: Introduction -- Types of Inventory -- The Role of Inventory -- Types of Demand -- Managing Independent Demand Inventory -- The order quantity decision -- The order timing decision -- Inventory Level Analysis -- Managing Dependent Demand Inventory -- The Customer Service Analogy -- 10.Lean Operations -- Introduction -- Lean Principles -- Synchronization -- Lean as a Planning and Control System -- Line balancing -- Kanban -- Lean as an Inventory Control System -- Waste Elimination -- Continuous Improvement -- The Involvement of all Employees -- Lean Techniques and Practices -- Smooth flow -- Focus on set-ups -- Standardized procedures -- Simplicity in equipment and layout -- Total quality -- Product design -- Lean supply -- Total people involvement -- Total productive maintenance -- Lean in Services -- Lean as a Best Practice Model -- 11.Quality Management -- Introduction -- The Evolution of Quality Ideas -- W. Edwards Deming -- Joseph Juran Note continued: Armand Feigenbaum -- Philip Crosby -- Genichi Taguchi -- Kaoru Ishikawa -- Quality inspection -- Quality control -- Quality assurance -- Total quality management (TQM) -- Quality in service operations -- Defining Quality -- The specification: `What can I expect when I buy the product?' -- Conformance to specification: `Will it do wh at I expect?' -- Reliability: `Will it continue to do what I expect?' -- Delivery: `When can I have it?' -- Price: `How much do I have to pay?' -- The Quality Gaps Model -- Gap 1: the gap between customers' expectations and management's perceptions of customers' expectations -- Gap 2: the gap between management's perception of customers' expectations and the product specification -- Gap 3: the gap between the specification and the customers' experience of the product -- Gap 4: the gap between the customers' experience and the external communications to customers Note continued: Gap 5: the gap between the customers' expectations and the customers' experiences -- Measuring Quality -- Operations measures -- Financial measures -- Customer measures -- Statistical Quality Control -- Acceptance sampling -- Statistical process control charts -- The ISO 9000 Series Quality Management System -- ISO 9000 and TOM -- Quality Awards -- Six Sigma -- Global Differences in Quality Management -- 12.People in Operations Management -- Introduction -- Job Design -- Scientific management -- Behavioural approaches -- Reward and Remuneration -- Levels of pay -- Performance-related pay -- Managing employee performance -- Group Working -- Virtual teams -- Factors affecting team effectiveness -- Workforce diversity -- Cultural Context -- Organizational culture -- National culture -- Other National Contextual Factors -- 13.Risk, Resilience and Recovery -- Introduction -- Risk -- Internal failures -- External failures -- Detecting failure Note continued: Analysing failure -- Failure patterns -- Measuring failure -- Learning from failures -- Resilience -- Improved process design -- Redundancy -- Fail-safing -- Maintenance of equipment -- Total productive maintenance (TPM) -- Rfcovery -- Sfrvice Recovery -- 14.Operations Improvement -- Introduction -- The Performancf Gap -- The scale and scope of the performance gap -- Setting priorities for performance improvement -- Approaches to Performance Improvement -- Radical change -- Continuous performance improvement -- Radical and incremental improvement compared -- The Process Perspective on Improvement -- Business process re-engineering (BPR) -- Business Process Redesign -- Identify and document existing processes -- Identify processes for improvement -- Evaluate process design alternatives -- Process redesign tools -- Process Improvement Tools -- Scatter diagrams -- Pareto diagrams -- Cause and effect diagrams -- Why-why analysis Note continued: Operations Improvement Through Organizational Learning -- Knowledge management -- 15.Innovation in Operations Management -- Introduction -- Innovation -- New Product Development -- Types of New Products -- Incremental products -- Next-generation products -- Breakthrough products -- Sources of New Product Ideas -- Market-pull -- Technology-push -- The New Product Development Process -- Idea generation -- Idea selection -- Preliminary design -- Prototype -- Testing -- Final design -- Process Innovation -- New service development -- The Impact of Technological Innovation on Products and Processes -- The fluid phase -- The transitional phase -- The specific phase -- New Product Design Practices -- Tools and Techniques For New Product Design -- Design for manufacture (DFM) -- Quality function deployment (QFD) -- Taguchi methods -- Complexity reduction -- Value engineering and value analysis (VE/VA) -- New Product Development in International Organizations Note continued: R&D-related factors -- Nan-R&D factors -- pt. 4 The Future of Operations Management -- 16.Emerging Challenges in Operations -- Introduction -- The Internationalization of Operations Management -- Current Issues -- Low-cost labour -- Population changes -- Risks of discontinuity -- Environmentalism -- Social responsibility -- Operations Management and Digital Technologies -- Unit of analysis -- Goal -- Domain of OM -- Dominant DM activity -- DM tools -- Primary measure of performance -- Competitive imperative -- Performance improvement -- Relationship between performance objectives -- Competition.
• Publisher Details: London : Palgrave
• Publication Date: 2018
• Copyright Date: 2018
• Extent: 1 online resource (545 pages)
• Subjects: 658.5; Business; Production management; Management science; Organization; Operations research; Sales management; Management; Economics; Business and Management; Business and Management; Production management; Business & Economics -- Strategic Planning; Business & Economics -- Operations Research; Business & Economics -- Sales & Selling; Business & Economics -- Management; Business & Economics -- General; Organizational theory & behaviour; Operational research; Sales & marketing; Management & management techniques; Economics; Business & Economics -- Production & Operations Management; Management of specific areas
• Languages: English
• ISBNs: 9781137525772
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.