Additional Information
Book Details
Abstract
Written by best-selling authors in their field, the fifth edition of Operations and Process Management inspires a critical and applied mastery of the core principles and process which are fundamental to successfully managing business operations.
Approaching the subject from a managerial perspective, this innovative text provides clear and concise coverage of the nature, principles, and practice of operations and process management.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Front Cover\r | Front Cover | ||
| Title Page | iii | ||
| Copyright Page | iv | ||
| Brief Contents\r | v | ||
| Contents\r | vii | ||
| Guide to case studies | xiii | ||
| Preface | xv | ||
| About the authors | xix | ||
| Acknowledgements | xxi | ||
| Publisher’s acknowledgements | xxii | ||
| Chapter 1: Operations and processes | 1 | ||
| Executive summary | 2 | ||
| Does the organisation understand the potential of operations and process management? | 4 | ||
| Does the business take a process perspective? | 9 | ||
| Does operations and process management have a strategic impact? | 20 | ||
| Are processes managed to reflect their operating circumstances? | 24 | ||
| Are operations and process decision-making appropriate? | 27 | ||
| Critical commentary | 30 | ||
| Summary checklist | 31 | ||
| Case study: Design house partnerships at concept design services | 32 | ||
| Applying the principles | 35 | ||
| Notes on chapter | 36 | ||
| Taking it further | 37 | ||
| Chapter 2: Operations and strategic impact | 39 | ||
| Executive summary | 40 | ||
| Does operations have a strategy? | 43 | ||
| Does operations strategy reflect business strategy (top-down)? | 50 | ||
| Does operations strategy align with market requirements (outside-in)? | 54 | ||
| Does operations strategy learn from operational experience (bottom-up)? | 59 | ||
| Does operations strategy develop the capability of its resources and processes (inside-out)? | 60 | ||
| Are the four perspectives of operations strategy reconciled? | 64 | ||
| Does operations strategy set an improvement path? | 68 | ||
| Critical commentary | 72 | ||
| Summary checklist | 73 | ||
| Case study: McDonald’s: half a century of growth | 74 | ||
| Applying the principles | 78 | ||
| Notes on chapter | 79 | ||
| Taking it further | 80 | ||
| Chapter 3: Product and service innovation | 81 | ||
| Executive summary | 82 | ||
| What is the strategic role of product and service innovation? | 84 | ||
| Are the product and service innovation process objectives specified? | 90 | ||
| Is the product and service innovation process defined? | 93 | ||
| Are the resources for developing product and service innovation adequate? | 100 | ||
| Is the development of products and services and of the process that created them simultaneous? | 103 | ||
| Critical commentary | 108 | ||
| Summary checklist | 109 | ||
| Case study: Developing ‘Savory Rosti-crisps’ at Dreddo Dan’s | 110 | ||
| Applying the principles | 113 | ||
| Notes on chapter | 114 | ||
| Taking it further | 115 | ||
| Chapter 4: Operations scope and structure | 117 | ||
| Executive summary | 118 | ||
| Does the operation understand its place in its supply network? | 120 | ||
| How vertically integrated should the operation’s network be? | 125 | ||
| How do operations decide what to do in-house and what to outsource? | 128 | ||
| What configuration should a supply network have? | 131 | ||
| How much capacity should operations plan to have? | 134 | ||
| Where should operations be located? | 139 | ||
| Critical commentary | 143 | ||
| Summary checklist | 144 | ||
| Case study: Aarens Electronic | 145 | ||
| Applying the principles | 147 | ||
| Notes on chapter | 148 | ||
| Taking it further | 149 | ||
| Supplement: Forecasting | 150 | ||
| Chapter 5: Process design 1 – Positioning | 161 | ||
| Executive summary | 162 | ||
| Does the operation understand the importance of how it positions its process resources? | 164 | ||
| Do processes match volume–variety requirements? | 167 | ||
| Are process layouts appropriate? | 173 | ||
| Are process technologies appropriate? | 178 | ||
| Are job designs appropriate? | 180 | ||
| Critical commentary | 184 | ||
| Summary checklist | 185 | ||
| Case study: McPherson Charles Solicitors | 186 | ||
| Applying the principles | 188 | ||
| Notes on chapter | 190 | ||
| Taking it further | 190 | ||
| Chapter 6: Process design 2 – Analysis | 191 | ||
| Executive summary | 192 | ||
| Is the importance of detailed process design understood? | 194 | ||
| Are process performance objectives clear? | 197 | ||
| How are processes currently designed? | 200 | ||
| Are process tasks and capacity configured appropriately? | 205 | ||
| Is process variability recognised? | 215 | ||
| Critical commentary | 220 | ||
| Summary checklist | 221 | ||
| Case study: The Action Response Applications Processing Unit (ARAPU) | 222 | ||
| Applying the principles | 224 | ||
| Notes on chapter | 226 | ||
| Taking it further | 227 | ||
| Supplement: Queuing analysis | 228 | ||
| Chapter 7: Supply chain management | 237 | ||
| Executive summary | 238 | ||
| Is the importance of supply chain management understood? | 240 | ||
| Are supply chain objectives clear? | 245 | ||
| How should supply chain relationships be managed? | 249 | ||
| How is the supply side managed? | 252 | ||
| How is the demand side managed? | 256 | ||
| Are supply chain dynamics under control? | 260 | ||
| Critical commentary | 263 | ||
| Summary checklist | 265 | ||
| Case study: Supplying fast fashion | 266 | ||
| Applying the principles | 268 | ||
| Notes on chapter | 270 | ||
| Taking it further | 271 | ||
| Chapter 8: Capacity management | 273 | ||
| Executive summary | 274 | ||
| Is capacity management integrated across levels? | 277 | ||
| What is the operation’s current capacity? | 281 | ||
| How well are demand–capacity mismatches understood? | 284 | ||
| What should be the operation’s base capacity? | 287 | ||
| How can demand–capacity mismatches be managed? | 289 | ||
| How should capacity be controlled? | 297 | ||
| Critical commentary | 299 | ||
| Summary checklist | 300 | ||
| Case study: Blackberry Hill Farm | 301 | ||
| Applying the principles | 306 | ||
| Notes on chapter | 308 | ||
| Taking it further | 308 | ||
| Chapter 9: Inventory management | 309 | ||
| Executive summary | 310 | ||
| Is the role of inventory understood? | 312 | ||
| Why should there be any inventory? | 316 | ||
| Is the right quantity being ordered? | 321 | ||
| Are inventory orders being placed at the right time? | 329 | ||
| Is inventory being controlled effectively? | 332 | ||
| Critical commentary | 336 | ||
| Summary checklist | 338 | ||
| Case study: supplies4medics.com | 339 | ||
| Applying the principles | 341 | ||
| Notes on chapter | 342 | ||
| Taking it further | 342 | ||
| Chapter 10: Resource planning and control | 343 | ||
| Executive summary | 344 | ||
| Do resource planning and control have all the right elements? | 345 | ||
| Are resource planning and control information integrated? | 352 | ||
| Are core planning and control activities effective? | 356 | ||
| Critical commentary | 368 | ||
| Summary checklist | 369 | ||
| Case study: subText Studios Singapore | 370 | ||
| Applying the principles | 373 | ||
| Notes on chapter | 376 | ||
| Taking it further | 376 | ||
| Supplement: Materials requirements planning (MRP) | 377 | ||
| Chapter 11: Lean synchronisation | 385 | ||
| Executive summary | 386 | ||
| What are the benefits of lean synchronisation? | 388 | ||
| What are the barriers to ‘lean synchronisation’? | 393 | ||
| Is flow streamlined? | 398 | ||
| Does supply exactly match demand? | 402 | ||
| Are processes flexible? | 403 | ||
| Is variability minimised? | 404 | ||
| Is lean synchronisation applied throughout the supply network? | 407 | ||
| Critical commentary | 410 | ||
| Summary checklist | 413 | ||
| Case study: Saint Bridget’s Hospital | 414 | ||
| Applying the principles | 416 | ||
| Notes on chapter | 418 | ||
| Taking it further | 418 | ||
| Chapter 12: Improvement | 419 | ||
| Executive summary | 420 | ||
| Why is improvement so important? | 422 | ||
| What is the gap between current and required performance? | 426 | ||
| What is the most appropriate improvement path? | 437 | ||
| What techniques should be used to facilitate improvement? | 443 | ||
| How can improvement be made to stick? | 447 | ||
| Critical commentary | 451 | ||
| Summary checklist | 452 | ||
| Case study: Ferndale Sands Conference Centre | 453 | ||
| Applying the principles | 456 | ||
| Notes on chapter | 458 | ||
| Taking it further | 458 | ||
| Chapter 13: Quality management | 459 | ||
| Executive summary | 460 | ||
| Is the importance of quality management universally understood and applied? | 462 | ||
| Is quality adequately defined? | 468 | ||
| Is quality adequately measured? | 471 | ||
| Is quality adequately controlled? | 474 | ||
| Does quality management always lead to improvement? | 478 | ||
| Critical commentary | 481 | ||
| Summary checklist | 482 | ||
| Case study: Turnround at the Preston Plant | 483 | ||
| Applying the principles | 485 | ||
| Notes on chapter | 487 | ||
| Taking it further | 487 | ||
| Supplement: Statistical process control (SPC) | 488 | ||
| Chapter 14: Risk and resilience | 499 | ||
| Executive summary | 500 | ||
| Is there an integrated approach to operations risk and resilience? | 502 | ||
| Have potential failure points been assessed? | 507 | ||
| Have failure prevention measures been implemented? | 514 | ||
| Have failure mitigation measures been implemented? | 518 | ||
| Have failure recovery measures been implemented? | 522 | ||
| Critical commentary | 525 | ||
| Summary checklist | 526 | ||
| Case study: Slagelse Industrial Services | 527 | ||
| Applying the principles | 528 | ||
| Notes on chapter | 530 | ||
| Taking it further | 530 | ||
| Chapter 15: Project management | 531 | ||
| Executive summary | 532 | ||
| Is the applicability of project management understood? | 534 | ||
| Is the nature of the project and its stakeholders understood? | 537 | ||
| Is the project well defined? | 543 | ||
| Is project management adequate? | 544 | ||
| Has the project been adequately planned? | 547 | ||
| Is the project adequately controlled? | 554 | ||
| Critical commentary | 557 | ||
| Summary checklist | 558 | ||
| Case study: United Photonics Malaysia Sdn Bhd | 559 | ||
| Applying the principles | 562 | ||
| Notes on chapter | 564 | ||
| Taking it further | 565 | ||
| Index | 567 | ||
| Back Cover\r | Back Cover |