Operations Management. (2013)

• Record Type: Book
• Other Names: Slack, Nigel
• Contents: Cover -- Cover2 -- Contents -- Guide to 'operations in practice', examples, short cases and case studies -- Making the most of this book and MyOMLab -- Preface -- To the Instructor . . . -- To the Student . . . -- Ten steps to getting a better grade in operations management -- About the authors -- Acknowledgements -- Part One: INTRODUCTION -- Chapter 1: Operations management -- Introduction -- What is operations management? -- Operations management is important in all types of organization -- The input-transformation-output process -- The process hierarchy -- Operations processes have diferent characteristics -- What do operations managers do? -- Summary answers to key questions -- Case study: Design house partnerships at Concept design Services -- Problems and applications -- Selected further reading -- Useful websites -- Chapter 2: Operations performance -- Introduction -- Operations performance is vital for any organization -- Why is quality important? -- Why is speed important? -- Why is dependability important? -- Why is flexibility important? -- Why is cost important? -- Trade-offs between performance objectives -- Summary answers to key questions -- Case study: Operations objectives at the penang mutiara -- Problems and applications -- Selected further reading -- Useful websites -- Chapter 3: Operations strategy -- Introduction -- What is strategy and what is operations strategy? -- The 'top-down' and 'bottom-up' perspectives -- The market requirements and operations resources perspectives -- How can an operations strategy be put together? -- Summary answers to key questions -- Case study: Long Ridge Gliding Club -- Problems and applications -- Selected further reading -- Useful websites -- Part Two: DESIGN -- Chapter 4: Process design -- Introduction -- What is process design? -- What objectives should process design have?. Process types -- the volume-variety effect on process design -- Detailed process design -- Summary answers to key questions -- Case study: The Action Response Applications Processing Unit (ARAPU) -- Problems and applications -- Selected further reading -- Useful websites -- Chapter 5: Innovation and design in services and products -- Introduction -- How does innovation impact on design? -- Why is good design so important? -- The stages of design -- from concept to specification -- What are the benefits of interactive design? -- Summary answers to key questions -- Case study: Chatsworth -- the adventure playground decision -- Problems and applications -- Selected further reading -- Useful websites -- Chapter 6: Supply network design -- Introduction -- The supply network perspective -- Configuring the supply network -- Where should an operation be located? -- Long-term capacity management -- Break-even analysis of capacity expansion -- Summary answers to key questions -- Case study: Disneyland Resort Paris (abridged) -- Problems and applications -- Selected further reading -- Useful websites -- Supplement to Chapter 6: Forecasting -- Introduction -- Forecasting -- knowing the options -- In essence forecasting is simple -- Aproaches to forecasting -- Selected further reading -- Chapter 7: Layout and flow -- Introduction -- What is layout? -- The basic layout types -- What type of layout should an operation choose? -- How should each basic layout type be designed in detail? -- Summary answers to key questions -- Case study: North West Constructive Bank (abridged) -- Problems and applications -- Selected further reading -- Useful websites -- Chapter 8: Process technology -- Introduction -- Operations management and process technology -- What do operations managers need to know about process technology? -- How are process technologies evaluated?. How are process technologies implemented? -- Summary answers to key questions -- Case study: Rochem Ltd -- Problems and applications -- Selected further reading -- Useful websites -- Chapter 9: People, jobs and organization -- Introduction -- People in operations -- Human resource strategy -- Organization design -- Job design -- Allocate work times -- Summary answers to key questions -- Case study: Service Adhesives try again -- Problems and applications -- Selected further reading -- Useful websites -- Supplement to Chapter 9: Work study -- Introduction -- Method study in job design -- Work measurement in job design -- Part Three: DELIVER-PLANNING AND CONTROLLING OPERRATIONS -- Chapter 10: The nature of planning and control -- Introduction -- What is planning and control? -- The effect of supply and demand on planning and control -- Planning and control activities -- Controlling operations is not always routine -- Summary answers to key questions -- 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?. What is quality and why is it so important? -- How can quality problems be diagnosed? -- Conformance to specification -- Achieving conformance to specification -- Total quality management (TQM) -- Summary answers to key questions -- Case study: Turnround at the Preston plant -- Problems and applications -- Selected further reading -- Useful websites -- 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 -- Selected further reading -- Useful websites -- Part Four: IMPROVEMENT -- Chapter 18: Operations improvement -- Introduction -- Why is improvement so important in operations management? -- The key elements of operations improvement -- The broad approaches to managing improvement -- What techniques can be used for improvement? -- Summary answers to key questions -- Case study: GCR Insurance -- Problems and applications -- Selected further reading -- Useful websites -- Chapter 19: Risk management -- Introduction -- What is risk management? -- Assessing the potential causes of and risks from failure -- Preventing failure -- How can operations mitigate the effects of failure? -- 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 -- Useful websites -- Chapter 20: Organizing for improvement -- Introduction -- Why the improvement effort needs organizing -- Linking improvements to strategy -- What information is needed for improvement? -- What should be improvement priorities? -- How can organizational culture affect improvement? -- Key implementation issues -- Summary answers to key questions.
• Edition: 7th ed
• Publisher Details: Boston, Mass : Pearson Education UK
• Publication Date: 2013
• Extent: 1 online resource (1 online resource (768 pages))
• Subjects: 658.5; Production management; Manufacturing processes; Industrial management; Industrial management; Manufacturing processes; Production management; Electronic books; Electronic books
• Languages: English
• ISBNs: 9781299711914; 9780273776284; 0273776282
• Related ISBNs: 129971191X; 9780273776208; 0273776207
• Notes: Note: Print version record.
• 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.