ESCP Europe

Item type

Ebook

Language

English

Publication year

2016

Edition no.

8th ed.

ISBN

978-1-292-09871-5

Note

• ACCESS Limit : 20 simultaneous on Vital source //

This book focuses on the sustainable and socially responsible imperatives of operations management, using over 120 cases and illustrations of real-life operations around the world, including Apple, Médecins Sans Frontières, Amazon, Ecover, Dyson, Disneyland Paris, Google, The North Face, and many more.

Part One DIRECTING THE OPERATION -- Chapter 1: Operations management - Introduction - What is operations management? - Why is operations management important in all types of organization? - What is the inputtransformationoutput process? - What is the process hierarchy? - How do operations and processes differ? - What do operations managers do? - Summary answers to key questions - Case study : Design house partnerships at Concept Design Services - Problems and applications - Selected further reading -- Chapter 2: Operations performance - Introduction - Why is operations performance vital in any organization? - How is operations performance judged at a societal level? - How is operations performance judged at a strategic level? - How is operations performance judged at an operational level? - How can operations performance be measured? - How do performance objectives trade off against each other? - Summary answers to key questions Case study : Operations objectives at the Penang Mutiara - Problems and applications - Selected further reading -- Chapter 3: Operations strategy - Introduction - What is strategy and what is operations strategy? - What is the difference between a top-down and bottom-up view of operations strategy? - What is the difference between a market requirements and an operations resources view of operations strategy? - How can operations strategy form the basis for operations improvement? - How can an operations strategy be put together? The process of operations strategy - Summary answers to key questions -Case study : McDonald's: half a century of growth - Problems and applications - Selected further reading -- Chapter 4: Product and service innovation - Introduction - What is product and service innovation? - What is the strategic role of product and service innovation? - What are the stages of product and service innovation? - What are the benefits of interactive product and service innovation? - Summary answers to key questions - Case study: Developing Savory Rosti-crisps at Dreddo Dans - Problems and applications - Selected further reading -- Chapter 5: The structure and scope of operations - Introduction - What do we mean by the structure and scope of operations supply networks? - What configuration should a supply network have? - How much capacity should operations plan to have? - Where should operations be located? - How vertically integrated should an operations network be? - How do operations decide what to do in-house and what to outsource? - Summary answers to key questions - Case study: Aarens Electronic - Problems and applications - Selected further reading -- Supplement to Chapter 5: Forecasting - Introduction - Forecasting knowing the options In essence forecasting is simple - Approaches to forecasting - Selected further reading -- Part Two DESIGNING THE OPERATION - Chapter 6: Process design - Introduction - What is process design? - What should be the objectives of process design? - How do volume and variety affect process design? - 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 -- Chapter 7: Layout and flow Introduction - What is layout and how can it influence performance? - What are the basic layout types used in operations? - How does the appearance of an operation affect its performance? - How should each basic layout type be designed in detail? - Summary answers to key questions - Case study: The event hub - Problems and applications - Selected further reading -- Chapter 8: Process technology - Introduction - What is process technology? - What do operations managers need to know about process technology? - How are process technologies evaluated? - How are process technologies implemented? - Summary answers to key questions - Case study: Rochem Ltd - Problems and applications - Selected further reading -- Chapter 9: People in operations - Introduction - Why are people so important in operations management? - How do operations managers contribute to human resource strategy? - How can the operations function be organized? - How do we go about designing jobs? - How are work times allocated? - Summary answers to key questions - Case study: Grace faces (three) problems - Problems and applications - Selected further reading -- Supplement to Chapter 9: Work study - Introduction - Method study in job design - Work measurement in job design -- Part Three DELIVER - Chapter 10: Planning and control - Introduction - What is planning and control? - What is the difference between planning and control? - How do supply and demand affect planning and control? - What are the activities of planning and control? - Summary answers to key questions - Case study: subText Studios Singapore - Problems and applications - Selected further reading -- Chapter 11: Capacity management - Introduction - What is capacity management? - How are demand and capacity measured? - How should the operations base capacity be set? - What are the ways of coping with mismatches between demand and capacity? - How can operations understand the consequences of their capacity decisions? - Summary answers to key questions - Case study: Blackberry Hill Farm - Problems and applications - Selected further reading -- Supplement to Chapter 11: Analytical queuing models - Introduction - Notation - Variability - Incorporating Littles law - Types of queuing system -- Chapter 12: Supply chain management - Introduction - What is supply chain management? - How should supply chains compete? - How should relationships in supply chains be managed? - How is the supply side managed? - How is the demand side managed? - What are the dynamics of supply chains? - Summary answers to key questions - Case study: Supplying fast fashion - Problems and applications - Selected further reading -- Chapter 13: Inventory management - Introduction - What is inventory? - Why should there be any inventory? - How much to order? The volume decision - When to place an order? The timing decision - How can inventory be controlled? - Summary answers to key questions - Case study: supplies4medics.com - Problems and applications - Selected further reading -- Chapter 14: Planning and control systems - Introduction - What are planning and control systems? - What is enterprise resource planning and how did it develop into the most common planning and control system? - How should planning and control systems be implemented? - Summary answers to key questions - Case study: Psycho Sports Ltd - Problems and applications - Selected further reading -- 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 -- Chapter 15: Lean operations - Introduction - What is lean? - How does lean eliminate waste? - How does lean apply throughout the supply network? - How does lean compare with other approaches? - Summary answers to key questions - Case study: Saint Bridgets Hospital - Problems and applications - Selected further reading -- Part Four DEVELOPMENT - Chapter 16: Operations improvement - Introduction - Why is improvement so important in operations management? - What are the key elements of operations improvement? - What are the broad approaches to improvement? - What techniques can be used for improvement? - How can the improvement process be managed? - Summary answers to key questions - Case study: Reinventing Singapores libraries - Problems and applications - Selected further reading -- Chapter 17: Quality management - Introduction - What is quality and why is it so important? - What steps lead towards conformance to specification? - What is total quality management (TQM)? - Summary answers to key questions - Case study: Turnaround at the Preston plant - Problems and applications - Selected further reading -- Supplement to Chapter 17: Statistical process control - Introduction - Control charts - Variation in process quality - Control charts for attributes - Control chart for variables - Summary of supplement - Selected further reading -- Chapter 18: Managing risk and recovery - Introduction - What is risk management? - How can operations assess the potential causes and consequences of failure? - How can failures be prevented? - How can operations mitigate the effects of failure? - 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 -- Chapter 19: Project management - Introduction - What is project management? - How are projects planned? - How are projects controlled? - Summary answers to key questions - Case study: United Photonics Malaysia Sdn Bhd - Problems and applications -.