Slack: Operations Management

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