Operations Management in Context is a straightforward and accessible text which provides students with a good grounding in the theory and practise of operations management and its role within organizations. The structure is clear and logical, leading newcomers to this subject through the topics in a way to maximize comprehension, highlighting key issues and using case studies and examples from business to contextualize learning. Chapters are structured to enable incremental and progressive learning with a logical development of the content. Each chapter is linked and ends with a summary of the key points to aid revision. Exercises and self-assessment questions are included to reinforce learning and maintain variety, with answers included at the end of the book. * Written in a clear and logical style; ideal for students who are taking the subject for the first time. * Key issues will be highlighted and supported by real life case studies from a hospital to the Channel tunnel. * Self assessment questions and feedback to reinforce learning. Instructor's Manual is available on line. Front cover......Page 1 Title page......Page 4 Copyright page......Page 5 Table of contents......Page 6 Preface......Page 12 Introduction......Page 14 Learning objectives......Page 16 Definition of operations management......Page 17 Operations management in the not-for-profit sector......Page 19 The tasks of operations managers......Page 21 The roots of operations management......Page 25 Manufacturing and service-based organizations......Page 28 Classifying operations by key environmental factors......Page 30 The value chain......Page 33 Summary......Page 37 Self assessment......Page 40 Further reading......Page 42 Learning objectives......Page 44 Internal influences on the operations function......Page 45 Design......Page 46 External influences on the operations function......Page 48 Operations management as a transformation process......Page 51 The service concept......Page 55 The strategic importance of operations......Page 57 The process and content of operations strategy......Page 59 Decision areas in operations strategy......Page 62 Summary......Page 66 Self assessment......Page 69 Further reading......Page 72 Learning objectives......Page 74 Objectives of operations design......Page 75 Process organization......Page 83 Service operations......Page 95 Location......Page 99 Summary......Page 106 Self assessment......Page 108 Further reading......Page 110 Learning objectives......Page 112 Objectives of work design......Page 113 Approaches to work design......Page 114 Layout......Page 129 Role of automation......Page 134 Work measurement......Page 137 Summary......Page 144 Self assessment......Page 145 Further reading......Page 148 Learning objectives......Page 150 Productivity at work......Page 151 Improving resource productivity......Page 153 Productivity in manufacturing organizations......Page 156 Productivity in service industries......Page 159 Critical issues in productivity improvement......Page 161 Productivity improvement techniques......Page 163 Total integrated management......Page 174 Achieving world-class performance......Page 177 Summary......Page 180 Self assessment......Page 182 Further reading......Page 186 Learning objectives......Page 188 How does the operation work?......Page 189 The meaning of planning and control......Page 190 Capacity planning and control......Page 192 Operations scheduling......Page 207 Summary......Page 213 Appendix: a summary of forecasting techniques......Page 215 Self assessment......Page 224 Further reading......Page 226 Learning objectives......Page 228 Introduction......Page 229 Types of materials......Page 230 The basic concepts of materials systems......Page 231 The aims of materials management......Page 233 Performance measures for materials systems......Page 234 ABC analysis of stock......Page 236 Independent and dependent demand......Page 240 Techniques for managing materials in cases of independent demand......Page 241 Summary......Page 253 Self assessment......Page 257 Further reading......Page 259 Learning objectives......Page 260 The master schedule......Page 261 MRP systems: materials requirement planning, manufacturing resources planning and enterprise resource planning......Page 267 Optimized production technology......Page 274 Just-in-time systems......Page 279 Hybrid systems......Page 286 Other aids to scheduling......Page 287 Summary......Page 291 Self assessment......Page 294 Further reading......Page 296 Learning objectives......Page 298 The nature of project management......Page 299 Stages in project planning and control......Page 301 Project management techniques......Page 304 Summary......Page 316 Self assessment......Page 318 Further reading......Page 321 Learning objectives......Page 322 The interface between purchasing and operations......Page 323 Purchasing responsibilities......Page 325 Purchasing process......Page 326 The purchasing mix......Page 329 Supplier selection......Page 331 Supplier relations......Page 334 Advantages of partnership......Page 337 Summary......Page 339 Self assessment......Page 342 Further reading......Page 345 Learning objectives......Page 346 Why quality?......Page 347 What is quality?......Page 349 Cost of quality......Page 351 The measurement of quality......Page 354 Control of quality......Page 362 Quality improvement......Page 364 Quality standards......Page 382 Summary......Page 383 Self assessment......Page 385 Further reading......Page 387 Learning objectives......Page 388 The operations environment......Page 389 The product/service dichotomy......Page 395 Productivity, responsiveness and quality......Page 396 Social and environmental responsibility......Page 398 Summary......Page 399 Self assessment......Page 400 Further reading......Page 401 P.T. Dresswel International......Page 402 High Performance Pumps......Page 409 The Library......Page 411 The United Kingdom Passport Agency......Page 414 Alton Towers Limited......Page 418 A day at the Tunnel......Page 420 Capacity planning in the technical services department of Advantage Textiles Limited......Page 423 Midtown General Hospital......Page 426 Security Products Limited......Page 429 Oldborough development plan......Page 431 Answers to self assessment questions......Page 434 Index......Page 448
All managers are operations managers since all finctions within an organization are productive activities. It goes without saying that all functions should be carried out efficiently and effectively. The operations function is at teh heart of all manufacturing and service enterprises, and unless this core operation is carried out effectively, there is little hope that the organization as a whole will be effective.
This new edition of Operations Management in Context provides:
* a clear and logical text; ideal for students who are taking the subject for the first time
* an easy to understand approach avoiding a mathematical and technique driven approach
* small exercises and discussion topics that promote debate and interest
* key issues highlighted and supported by real life case studies from a hospital to the Channel tunnel.
* a series of self-assessment questions that test understanding
* A web resource with instructor's support material
The second edition of this successful text has been updated to include extensions of the earlier material covered and the recent developments in operations management, including technology, empowerment, six sigma and social and environmental responsibility.
Operations Management in Context provides students with excellent grounding in the theory and practice of operations management and its role within organizations. Structured in a clear and logical manner, it gradually leads newcomers to this subject through each topic area, highlighting key issues, and using practical case study material and examples to contextualize learning. Each chapter is structured logically and concludes with summary material to aid revision. Exercises and self-assessment questions are included to reinforce learning and maintain variety, with answers included at the end of the text.
