Operations Management for Dummies

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  • Edition: 1st
  • Format: Paperback
  • Copyright: 2013-07-22
  • Publisher: For Dummies

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Score your highest in Operations Management Operations management is an important skill for current and aspiring business leaders to develop and master. It deals with the design and management of products, processes, services, and supply chains. Operations management is a growing field and a required course for most undergraduate business majors and MBA candidates. Now, Operations Management For Dummies serves as an extremely resourceful aid for this difficult subject. Tracks to a typical course in operations management or operations strategy, and covers topics such as evaluating and measuring existing systems' performance and efficiency, materials management and product development, using tools like Six Sigma and Lean production, designing new, improved processes, and defining, planning, and controlling costs of projects. Clearly organizes and explains complex topics Serves as an supplement to your Operations Management textbooks Helps you score your highest in your Operations Management course Whether your aim is to earn an undergraduate degree in business or an MBA, Operations Management For Dummies is indispensable supplemental reading for your operations management course.

Author Biography

Mary Ann Anderson is a consultant in supply chain management and operations strategy. Dr. Edward Anderson is Associate Professor of Operations Management at the University of Texas McCombs School of Business. Dr. Geoffrey Parker is Professor of Management Science at the A. B. Freeman School of Business at Tulane University.

Table of Contents

Introduction  1

Part I: Getting Started with Operations Management  5

Chapter 1: Discovering the Fundamentals of Operations Management 7

Chapter 2: Defining and Evaluating Processes 19

Chapter 3: Designing Processes to Meet Goals 33

Chapter 4: Dealing with Shared Resources, Batches, and Rework 49

Chapter 5: Designing Your Process to Match Your Product or Service 67

Part II: Managing Variability and Risk  83

Chapter 6: Forecasting Demand 85

Chapter 7: Planning Capacity 99

Chapter 8: Managing Inventory 121

Chapter 9: Planning for Successful Operations 145

Chapter 10: Managing the Supply Chain 161

Part III: Improving Operations  177

Chapter 11: Becoming Lean 179

Chapter 12: Managing Quality 197

Chapter 13: Creating a Quality Organization 221

Part IV: Managing Projects  239

Chapter 14: Using Communication and Leadership Skills When Managing Projects 241

Chapter 15: Estimating and Scheduling Projects 255

Chapter 16: Responding to Risks That Threaten Your Project 277

Part V: Scaling and Globalizing Your Operations  297

Chapter 17: Considering Outsourcing 299

Chapter 18: Scaling Operations throughout the Product Life Cycle 313

Part VI: The Part of Tens  331

Chapter 19: Ten Pivotal Operations Management Developments 333

Chapter 20: Ten Mistakes That New Operations Managers Make 339

Chapter 21: Ten Traits of World-Class Operations 345

Index  351

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