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9780273679066

Operations Management

by ; ;
  • ISBN13:

    9780273679066

  • ISBN10:

    0273679066

  • Edition: 4th
  • Format: Paperback
  • Copyright: 2004-03-01
  • Publisher: Trans-Atlantic Pubns
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Summary

Operations management is important, it is exciting, and it is challenging. It is concerned with creating the products and services upon which we all depend and creating products and services is the very reason for any organization's existence, whether that organization be large or small, manufacturing or service, for profit or not for profit. Operations management is also at the centre of so many of the changes affecting the business world changes in customer preference, changes in supply networks brought about by internet-based technologies, and changes in the extent of environmental responsibility that we expect from companies. This revised and fully updated edition of Operations Management continues to provide a clear, well-structured and comprehensive treatment of the subject, balancing a logical approach with the insights that come from operations practice around the world. New edition features: Greater emphasis on the important topics in current operations practice, such as Supply Chain Management, Internet-based technology, Process design, and Enterprise Resources Planning (ERP) A Glossary that provides brief explanations of the key terms used in the book An updated set of boxed examples from real operations, including one to begin each chapter and establish the broad principles that will be covered More 'Worked examples' covering both qualitative and quantitative techniques An extended set of 'Critical Commentaries' that propose alternative views to those discussed in the chapter. A set of 'Study Activities' at the end of each chapter. These are short exercises, often involving some degree of investigative work, that can be tackled in groups or individually An enhanced Companion website that includes student study guides, many more short case examples with worked answers, hints on how to approach the study cctivities and new multiple choice questions. Classic features: THE authoritative, managerial view of the subject A clear structure based on a model of operations management that distinguishes between design, planning and control, and improvement 'Boxed' examples that explain the issues faced by real operations in both Service and Manufacturing organizations Case Exercises that provide opportunities to test your understanding Recommended further readings, now with comments on their content and use 'Key Questions' at the beginning of each chapter with matching 'Summary Answers' at the end This market-leading book is vital reading for everyone interested in operations management whether studying for undergraduate and masters degrees or professional qualifications.

Table of Contents

Preface xi
Guided tour of the book xiv
Guided tour of the student resources on the companion website xvi
How to use this book xviii
About the authors xix
Acknowledgements xx
Introduction
Operations management
4(33)
Introduction
4(1)
Effective operations management
5(2)
Operations management is important
7(5)
Operations management is about managing processes
12(8)
Operations processes have different characteristics
20(7)
The activities of operations management
27(4)
The model of operations management
31(1)
Summary answers to key questions
32(1)
Case exercise: ANLG Bank
33(1)
Study activities
34(1)
Notes on chapter
35(1)
Selected further reading
35(2)
The strategic role and objectives of operations
37(27)
Introduction
37(2)
The role of the operations function
39(4)
Operations performance objectives
43(14)
The polar representation of performance objectives
57(2)
Summary answers to key questions
59(1)
Case exercise: Operations objectives at the Penang Mutiara
60(2)
Study activities
62(1)
Notes on chapter
62(1)
Selected further reading
63(1)
Operations strategy
64(30)
Introduction
64(2)
What is strategy?
66(1)
The content of operations strategy
67(16)
The process of operations strategy
83(4)
Summary answers to key questions
87(1)
Case exercise: Long Ridge Gliding Club
88(1)
Study activities
89(1)
Notes on chapter
89(1)
Selected further reading
90(4)
Design
Process design
94(33)
Introduction
94(2)
Process design and product/service design are interrelated
96(5)
Designing processes
101(9)
The volume--variety effect on design
110(1)
Process types
111(10)
Design -- the structure of Part Two
121(1)
Summary answers to key questions
122(1)
Case exercise: United Flower Auctions, Aalsmeer, Holland
123(1)
Study activities
124(1)
Notes on chapter
125(1)
Selected further reading
126(1)
The design of products and services
127(34)
Introduction
127(2)
The competitive advantage of good design
129(4)
The stages of design -- from concept to specification
133(2)
Concept generation
135(4)
Concept screening
139(1)
Preliminary design
140(5)
Design evaluation and improvement
145(5)
Prototyping and final design
150(1)
The benefits of interactive design
151(6)
Summary answers to key questions
157(1)
Case exercise: Binning boarding rage
158(1)
Study activities
159(1)
Notes on chapter
160(1)
Selected further reading
160(1)
Supply network design
161(42)
Introduction
161(2)
The supply network perspective
163(3)
Configuring the supply network
166(6)
The location of capacity
172(10)
Long-term capacity management
182(8)
Summary answers to key questions
190(1)
Case exercise: Delta Synthetic Fibres
191(1)
Study activities
192(1)
Notes on chapter
193(1)
Selected further reading
193(1)
Supplement to Chapter 6 -- Forecasting
194(1)
Introduction
194(1)
Forecasting -- knowing the options
194(1)
In essence forecasting is simple
195(1)
Approaches to forecasting
196(7)
Layout and flow
203(41)
Introduction
203(2)
The layout procedure
205(2)
The basic layout types
207(12)
Detailed design of the layout
219(20)
Summary answers to key questions
239(1)
Case exercise: Weldon Hand Tools
240(2)
Study activities
242(1)
Notes on chapter
243(1)
Selected further reading
243(1)
Process technology
244(38)
Introduction
244(2)
What is process technology?
246(3)
Materials-processing technology
249(5)
Information-processing technology
254(10)
Customer-processing technology
264(6)
Integrating technologies
270(1)
The dimensions of technology
271(2)
Choice of technology
273(4)
Summary answers to key questions
277(1)
Case exercise: Rochem Ltd
278(2)
Study activities
280(1)
Notes on chapter
281(1)
Selected further reading
281(1)
Job design and work organization
282(40)
Introduction
282(2)
The design of jobs
284(2)
Designing environmental conditions -- ergonomics
286(3)
Designing the technology: human interface -- ergonomic workplace design
289(3)
Designing task allocation -- the division of labour
292(1)
Designing job methods -- scientific management
293(7)
Designing job time -- work measurement
300(5)
Designing for job commitment -- behavioural approaches to job design
305(9)
Summary answers to key questions
314(1)
Case exercise: South West Cross Bank
315(2)
Study activities
317(1)
Notes on chapter
318(1)
Selected further reading
318(4)
Planning and control
The nature of planning and control
322(35)
Introduction
322(2)
What is planning and control?
324(3)
The nature of supply and demand
327(6)
Planning and control activities
333(17)
The volume--variety effect on planning and control
350(2)
Summary answers to key questions
352(1)
Case exercise: Air traffic control
353(1)
Study activities
354(2)
Notes on chapter
356(1)
Selected further reading
356(1)
Capacity planning and control
357(47)
Introduction
357(2)
What is capacity?
359(1)
Planning and controlling capacity
360(2)
Measuring demand and capacity
362(9)
The alternative capacity plans
371(9)
Choosing a capacity planning and control approach
380(12)
Summary answers to key questions
392(1)
Case exercise: British Airways London Eye (A)
393(1)
Study activities
394(1)
Notes on chapter
395(1)
Selected further reading
396(1)
Supplement to Chapter 11 -- Analytical queueing models
397(1)
Introduction
397(1)
Notation
397(1)
Variability
398(2)
Types of queueing system
400(4)
Inventory planning and control
404(39)
Introduction
404(2)
What is inventory?
406(3)
The strategic role of inventories
409(5)
Day-to-day inventory decisions
414(17)
Inventory analysis and control systems
431(7)
Summary answers to key questions
438(1)
Case exercise: Trans-European Plastics
439(2)
Study activities
441(1)
Notes on chapter
442(1)
Selected further reading
442(1)
Supply chain planning and control
443(38)
Introduction
443(2)
What is supply chain management?
445(3)
The activities of supply chain management
448(12)
Types of relationships in supply chains
460(5)
Supply chain behaviour
465(11)
Summary answers to key questions
476(1)
Case exercise: Globalcast
477(1)
Study activities
478(1)
Notes on chapter
479(1)
Selected further reading
480(1)
Enterprise resource planning (ERP)
481(36)
Introduction
481(2)
What is ERP?
483(3)
Materials requirements planning (MRP)
486(12)
MRP calculations
498(7)
Manufacturing resource planning (MRPII)
505(1)
Enterprise resource planning (ERP)
505(4)
Web-integrated ERP
509(3)
Summary answers to key questions
512(1)
Case exercise: Psycho Sports Ltd
513(2)
Study activities
515(1)
Notes on chapter
516(1)
Selected further reading
516(1)
Lean operations and JIT
517(34)
Introduction
517(2)
Lean and just-in-time
519(4)
The lean philosophy
523(4)
JIT techniques
527(5)
The contribution of lean ideas to operations management
532(1)
JIT planning and control
532(8)
JIT in service operations
540(2)
JIT and MRP
542(4)
Summary answers to key questions
546(1)
Case exercise: Boys and Boden (B&B)
547(2)
Study activities
549(1)
Notes on chapter
549(1)
Selected further reading
550(1)
Project planning and control
551(40)
Introduction
551(2)
What is a project?
553(3)
Successful project management
556(1)
The project planning and control process
557(14)
Network planning
571(13)
Computer-assisted project management
584(2)
Summary answers to key questions
586(1)
Case exercise: British Airways London Eye (B)
587(2)
Study activities
589(1)
Notes on chapter
590(1)
Selected further reading
590(1)
Quality planning and control
591(47)
Introduction
591(2)
What is quality and why is it so important?
593(7)
Conformance to specification
600(9)
Statistical process control (SPC)
609(15)
Process control, learning and knowledge
624(3)
Acceptance sampling
627(3)
Summary answers to key questions
630(2)
Case exercise: Calling Sue
632(1)
Study activities
633(1)
Notes on chapter
634(1)
Selected further reading
634(4)
Improvement
Operations improvement
638(40)
Introduction
638(2)
Measuring and improving performance
640(7)
Improvement priorities
647(5)
Approaches to improvement
652(11)
The techniques of improvement
663(10)
Summary answers to key questions
673(1)
Case exercise: Lombard Direct
674(2)
Study activities
676(1)
Notes on chapter
677(1)
Selected further reading
677(1)
Failure prevention and recovery
678(39)
Introduction
678(2)
System failure
680(9)
Failure detection and analysis
689(6)
Improving process reliability
695(12)
Recovery
707(5)
Summary answers to key questions
712(1)
Case exercise: The Chernobyl failure
713(2)
Study activities
715(1)
Notes on chapter
715(1)
Selected further reading
716(1)
Managing improvement -- the TQM approach
717(33)
Introduction
717(2)
TQM and the management of improvement
719(3)
What is TQM?
722(12)
Implementing improvement programmes
734(6)
Quality awards
740(3)
Summary answers to key questions
743(1)
Case exercise: The Waterlander Hotel
744(2)
Study activities
746(1)
Notes on chapter
746(1)
Selected further reading
747(3)
The operations challenge
The operations challenge
750(20)
Introduction
750(1)
Globalization
751(3)
Social responsibility
754(2)
Environmental responsibility
756(5)
Technology
761(2)
Knowledge management
763(3)
Summary answers to key questions
766(1)
Case exercise: Oxfam
767(1)
Study activities
768(1)
Notes on chapter
769(1)
Selected further reading
769(1)
Glossary 770(11)
Index 781

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