Operations Management

Höfundar: Steve Paton; Ben Clegg; Juliana Hsuan (Útgáfa: 2)
Operations Management

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EBOOK: Operations Management 2/e

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Útgefandi
McGraw-Hill UK
ISBN
9781526848239
Print ISBN
9781526848222
Format
ePub
Útgáfa
2
Höfundar
Steve Paton; Ben Clegg; Juliana Hsuan
Tungumál
English
Útgefið
2020-12-03
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • cover
  • Series Title
  • Halftitle
  • Title
  • Copyright
  • Dedication
  • Brief Table of Contents
  • Detailed Table of Contents
  • Guide to Case Studies
  • Preface
  • About the Authors
  • Acknowledgements
  • Guided Tour
  • Connect
  • Create & Custom Publishing
  • Improve your Study, Research & Writing Skills
  • Introduction
  • Case: Breathing Life into Operations Management
  • Introduction
  • What Is Operations Management?
  • Today’s Management Challenges
  • The Operations Challenge
  • The Conversion Process
  • The Nature of Products
  • How Is Operations Management Practised?
  • The importance of Process
  • Characteristics of Operations Management
  • Who Is the Operations Manager?
  • The Role of the Operations Manager
  • Operations Management Skills
  • The Evolving Nature of Operations
  • Part One: Directing
  • Chapter 1: Business Strategy and Customer Orientation
  • Case: Warner Bros: From Humphrey Bogart to Harry Potter
  • Introduction
  • What Is Strategy?
  • Defining our Business
  • Competitive Advantage
  • Terminology Used in Strategy
  • Where Is Strategy Carried Out?
  • How Is Strategy Approached?
  • External (Market-Based) and Internal (Resource-Based)
  • The Market-Based View
  • The Resource-Based View
  • Resources and Competitive Advantage
  • Competences: Bundling of Resources
  • Threshold Competencies
  • Core Competencies
  • Distinctive Competencies
  • Competencies in Service Provision
  • Dynamic Capabilities
  • Contemporary Thinking: Industries and Ecosystems
  • Rethinking Industry
  • Classifying Industries
  • From Industry to Ecosystem
  • Strategic Analysis and Ecosystems
  • Chapter 2: Operations Strategy
  • Case: IMV Imaging – Looking Inside the Animal Kingdom
  • Introduction
  • The Role of Operations Strategy
  • What Is Operations Strategy?
  • How Is Operations Strategy Made?
  • Operations Strategy and Performance
  • Generic Performance Objectives
  • Order-Winning and Order-Qualifying Criteria
  • Performance Prioritizing
  • Contingencies in Operations Strategy Generation
  • The Contribution of Operations to Strategy?
  • Linking Operations Capability with Strategic Impact
  • Operations Contribution and Competencies
  • Simplifying Operations Strategy
  • Generic Strategies
  • Value Disciplines
  • Value Matrix
  • Product/Service Life Cycle Model
  • Contemporary Thinking: Servitization
  • Chapter 3: Innovation
  • Case: Four Revolutions of Innovation
  • Introduction
  • The Nature of Innovation
  • Innovation: Strategy, Process and Outcome
  • Innovation as a Strategy
  • Innovation as a Process
  • Outcomes of Innovation: The Four Ps
  • Types of Innovation: Radical and Incremental
  • Where Do Innovations Come From?
  • Eureka Moments
  • Knowledge Push – The Resource-Based View
  • Need Pull – The Market-Based View
  • Regulation Changes
  • Accidents and Unplanned Events
  • Users as Innovators
  • Innovation and Operations Management
  • The Innovation Life Cycle
  • The Four Ss: Organizational Factors in Managing Innovation
  • The Innovative Workforce
  • Continuous Innovation
  • Contemporary Thinking: Open Innovation within Networks and Ecosystems
  • Part Two: Designing
  • Chapter 4: Designing Products and Services
  • Case: The First Generation of Chrysler Jeep’s WIPERs
  • Introduction
  • The New Product Development Process
  • Research and Development
  • Phases of Development
  • Product Platforms
  • Modularization
  • The Role of Interfaces
  • Organizing Product Designs for Manufacturing
  • Contemporary Thinking: Product Design for Sustainability
  • Mass Customization
  • Approaches to Mass Customization
  • Product Service Systems
  • Service Design
  • Customer Contact
  • Front and Back Office
  • Service Process Matrix
  • Contemporary Thinking: IT (ERP) Implications: Virtual Service (e-Service)
  • Contemporary Thinking: New Service Development
  • Stages of Service Development
  • Service Architecture
  • Customers’ Input in Service Development Process
  • Chapter 5: Process Design
  • Case: Take a Welcome Break
  • Introduction
  • Systems Thinking
  • Processes
  • Types of Process
  • Volume and Variety
  • Contemporary Thinking: Design for Mass Customization
  • Process Mapping
  • Flow Diagram
  • Swim Lane Map
  • Process Chart
  • Service Blueprint
  • Value Stream Map
  • Physical Layouts of Processes
  • Different Types of Layout
  • Designing Physical Layouts
  • Technology in Processes
  • Production Technology
  • Service Technology
  • Chapter 6: Supply Network Design
  • Case: More Power for More Passengers?
  • Introduction
  • Different Perspectives on Supplier Relationships
  • Supply Chain Relationships
  • Supplier Network Relationships
  • Enterprise Relationships
  • Transferring Activities to Suppliers
  • Single Sourcing
  • Multiple Sourcing
  • Location Decisions and Supplier Relationships
  • The Impact of Demand Changes
  • The Impact of Supply Changes
  • Making the Location Decision
  • Supply Base Rationalization
  • Multi-Organization Enterprises for Closer Supplier Relationships
  • Transaction Cost Economics
  • Resource-based View
  • Contemporary Thinking: Collaborative Multi-Organizational Enterprise Governance
  • Stage 1: Mapping the Enterprise
  • Stage 2: Reflecting on Knowledge
  • Stage 3: Using the Dynamic Enterprise Reference Grid
  • Stage 4: Assess Options and Make Changes
  • Part Three: Managing
  • Chapter 7: Capacity Planning and Management
  • Case: Waitrose and the Delia effect
  • Introduction
  • Capacity Management
  • Aggregate Planning
  • Adjusting Capacity
  • Capacity Constraints
  • Theory of Constraints
  • Measuring Capacity
  • Input Measures of Capacity
  • Output Measures of Capacity
  • Defining Capacity
  • Efficiency and Utilization Calculations
  • Takt Time and Cycle Time
  • Capacity Planning
  • Capacity Planning Methods
  • Capacity Timing
  • Anticipating Changes in Demand
  • Forecasting
  • Forecasting Models and Techniques
  • Qualitative Methods
  • Quantitative Methods
  • Capacity Strategies
  • Level Production
  • Chase Demand
  • Demand Management
  • Contemporary Thinking: Yield Management
  • Queuing
  • Why Are We Waiting?
  • Queuing Calculations
  • Customers’ Perception of Waiting in Queues
  • Chapter 8: Supply Chain and Supply Relationship Management
  • Case: Barilla: Managing Inventory
  • Introduction
  • Supply Chain Management
  • Managing Supplier–Buyer Relationships
  • Suppliers and Product Life Cycle Effects
  • Challenges in Managing Supplier Relationships
  • Improving Supplier Relationships
  • The Impact of Product Design on Supply Chains
  • Mass Customization and Postponement Strategies
  • Dynamics of Supply Networks
  • Tactics for Supplier Management
  • Functional Versus Innovative Products
  • Efficient Versus Responsive Supplier Relationships
  • The Bullwhip Effect
  • Leagile Supply
  • Coordination Efforts and Information Technology
  • Vendor-managed Inventory
  • Collaborative Planning, Forecasting and Replenishment
  • Service Supply Chains
  • Third-Party Logistics
  • Contemporary Thinking: Reverse Supply and Logistics
  • Reverse Supply
  • Reverse Logistics
  • Chapter 9: Inventory Management
  • Case: Amazon: Managing Inventory
  • Introduction
  • What Is Inventory?
  • Types of Inventory
  • The Valuable Functions of Inventory
  • Problems Caused by Inventory
  • Service Inventories
  • Inventory Management
  • Stock Time Charts
  • Economic Order Quantity
  • Holding Costs: Pressure to Order Small Amounts
  • Ordering Costs: Pressure to Order in Bulk
  • Total Inventory Costs
  • Extending the EOQ Model
  • Inventory Systems in Practice
  • The Reorder Level System
  • The Cyclical Review System
  • Which System: Reorder Level or Cyclical Review?
  • ABC Inventory Classification: Choosing Inventory Control Methods
  • Manufacturing Control Systems: Dependent Demand
  • Material Requirements Planning (MRP)
  • The MRP Process
  • Running the MRP Calculation
  • Manufacturing Resource Planning
  • Capacity Planning and Scheduling
  • Enterprise Resource Planning
  • Extending MRP II to ERP
  • ERP Challenges
  • Contemporary Thinking: ERP Players and Scope
  • Reverse Inventory Management
  • Chapter 10: Lean Operations
  • Case: Subway: Sandwiches Just in Time
  • Introduction
  • Inventory Control Classification
  • Push and Pull Systems
  • Lean Production
  • History of Lean Systems
  • Just in Time
  • The Kanban System
  • Calculation of Kanban Quantity
  • The Lean Focus on Reducing Waste
  • Characteristics of Lean Systems
  • Focus on Set-Ups
  • Suppliers
  • Flow and Synchronization
  • Quality Control for Lean Systems
  • Employee Involvement
  • Product Stewardship
  • Contemporary Thinking: Extending Lean to Other Industries
  • The Five Principles of Lean Thinking
  • The 5S Lean Implementation Framework
  • Lean Services
  • Chapter 11: Project Management
  • Case: Crossrail: A new railway under London
  • Introduction
  • Alternative Views of Project Management
  • Towards the Project-based Organization (PBO)
  • Designing a Project-based Organization
  • Managing the Project Life Cycle
  • PRINCE Methodology
  • PRINCE2 Alternative: PMI PMBOK
  • Project Management Tools
  • Project Planning
  • Developing Budget Plans
  • Scheduling Projects
  • Resource Allocation
  • Managing Project Progress
  • Variance and Earned Value
  • Tracking Project Ratios
  • Managing People
  • Project Teams
  • Forming Teams
  • Leading Teams
  • Ending Projects
  • Part Four: Improving
  • Chapter 12: Performance and People Management
  • Case: W.L. Gore & Associates: Gore-Tex Manufacturer
  • Introduction
  • What is Performance Management?
  • The Performance Management Mindset
  • Performance Management’s Contribution to Competitive Advantage
  • Building a Performance Management System
  • Components of Performance Management
  • Principles that Guide Performance Management
  • Devising Useful Performance Measures
  • Implementing a PMS
  • Performance Management Models
  • The Performance Pyramid
  • The Balanced Scorecard
  • The Performance Prism
  • People Performance
  • Human Resource Management
  • The Evolution of Human Resource Management
  • Workforce Planning
  • Recruitment and Selection
  • Employee Performance Management
  • Chapter 13: Quality Management
  • Case: Coca-Cola’s Dasani
  • Introduction
  • Defining Quality
  • Dimensions of Quality
  • Product Quality
  • Service Quality
  • Philosophical Approaches to Quality
  • Deming’s Philosophy
  • Juran’s Philosophy
  • Crosby’s Philosophy
  • Feigenbaum’s Philosophy
  • The Evolution of Quality Management
  • Inspection
  • Quality Control
  • Quality Assurance
  • Total Quality Management
  • Six Sigma
  • Lean Six Sigma
  • European Foundation of Quality Management (EFQM) Excellence Model
  • Quality Tools
  • The Seven Basic Tools of Quality
  • Benchmarking
  • Failure Mode and Effect Analysis (FMEA)
  • Quality Function Deployment
  • Statistical Process Control
  • Cost of Quality
  • Contemporary Thinking: Quality Control and Corporate Social Responsibility
  • Chapter 14: Future Directions in Operations Management
  • Case: Beth’s Chocolate Ambitions
  • Introduction
  • Globalization
  • Approaches and Stages of Globalization
  • Functions Commonly Globalized
  • Business Integration
  • McKinsey’s 7S Framework Applied to Business Integration
  • The Role of Information Technology in Business Integration
  • Corporate Social Responsibility
  • The Triple Bottom Line
  • Operational Learning for Operations Managers
  • Glossary
  • Index