Operations Management

Description

Operations may not run the world, but it makes the world run!  To truly understand the way a business operates, you need to get your hands dirty –- that’s how you get to appreciate what's actually happening within an organization. Looking inside for the answers is what Operations Management is all about.  Learn from world-leading experts Nigel Slack, Alistair Brandon-Jones and Nicola Burgess and benefit from their wealth of experience helping improve businesses of all shapes and sizes. Strategic in its perspective, the book offers a comprehensive and practical way to explore key concepts and see them in action through a plethora of international examples.     What makes Operations Management, 10th edition work so well?  Clear structure (thanks to the “4 Ds” model of operations management)Real life examples through the ‘operations in practice’ boxes and case studiesWorked examples blend qualitative and quantitative perspectivesCritical commentaries pose alternative views where appropriateSummary answers to key questions in practical bullet pointsA New section in every chapter called ‘Responsible Operations’, which summarizes how the topic touches upon social, ethical and environmental issues  Nigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School, an Honorary Professor at Bath University and 'Honorary Fellow of the European Operations Management Association'.   Alistair Brandon-Jones is a Full Chaired Professor in Operations and Supply Chain Management, and Head of the Information, Decisions, and Operations Division at the University of Bath, School of Management.   Nicola Burgess is Reader in Operations Management at Warwick Business School. She has worked extensively with public sector organisations to understand operations management and improvement in a public sector context.  Front Cover 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 control system? 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