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• Half Title
• Title Page
• Copyright Page
• Brief Contents
• Contents
• Guide to ‘Operations in practice’ examples and case studies
• Preface
• To the instructor. . .
• To the student. . .
• Ten steps to getting a better grade in operations management
• About the authors
• Authors’ acknowledgements
• PART ONE DIRECTING THE OPERATION
• 1 Operations management
• Introduction
• 1.1 What is operations management?
• 1.2 Why is operations management important in all types of organisations?
• 1.3 What is the input–transformation–output process?
• 1.4 What is the process hierarchy?
• 1.5 How do operations (and processes) differ?
• 1.6 What do operations managers do?
• Summary answers to key questions
• Case study: Kaston-Trenton Service (KTS)
• Problems and applications
• Selected further reading
• Notes on chapter
• 2 Operations performance
• Introduction
• 2.1 Why is operations performance vital in any organisation?
• 2.2 How is operations performance judged at a societal level?
• 2.3 How is operations performance judged at a strategic level?
• 2.4 How is operations performance judged at an operational level?
• 2.5 How can operations performance be measured?
• 2.6 How do operations performance objectives trade off against each other?
• Summary answers to key questions
• Case study: IKEA looks to the future
• Problems and applications
• Selected further reading
• Notes on chapter
• 3 Operations strategy
• Introduction
• 3.1 What is strategy and what is operations strategy?
• 3.2 How does operations strategy align with business strategy (top-down)?
• 3.3 How does operations strategy align with market requirements (outside-in)?
• 3.4 How does operations strategy align with operational experience (bottom-up)?
• 3.5 How does operations strategy align with operations resources (inside-out)?
• 3.6 How are the four perspectives of operations strategy reconciled?
• 3.7 How can the process of operations strategy be organised?
• Summary answers to key questions
• Case study: McDonald’s: half a century of growth
• Problems and applications
• Selected further reading
• Notes on chapter
• 4 Managing product and service innovation
• Introduction
• 4.1 What is product and service innovation?
• 4.2 What is the strategic role of product and service innovation?
• 4.3 What are the stages of product and service innovation?
• 4.4 How should product and service innovation be resourced?
• Summary answers to key questions
• Case study: Widescale studios and the Fierybryde development
• Problems and applications
• Selected further reading
• Notes on chapter
• 5 The structure and scope of supply
• Introduction
• 5.1 What is the structure and scope of supply?
• 5.2 How should the supply network be configured?
• 5.3 How much capacity should operations have?
• 5.4 Where should operations be located?
• 5.5 How vertically integrated should an operation’s supply network be?
• 5.6 What activities should be in-house and what should be outsourced?
• Summary answers to key questions
• Case study: Aarens Electronic
• Problems and applications
• Selected further reading
• Notes on chapter
• PART TWO DESIGNING THE OPERATION
• 6 Process design
• Introduction
• 6.1 What is process design?
• 6.2 What should be the objectives of process design?
• 6.3 How do volume and variety affect process design?
• 6.4 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
• Notes on chapter
• 7 The layout and look of facilities
• Introduction
• 7.1 How can the layout and look of facilities influence performance?
• 7.2 What are the basic layout types and how do they affect performance?
• 7.3 How does the appearance of an operation’s facilities affect its performance?
• 7.4 What information and analysis is needed to design the layout and look of facilities?
• Summary answers to key questions
• Case study: Misenwings SA
• Problems and applications
• Selected further reading
• Notes on chapter
• 8 Process technology
• Introduction
• 8.1 What is process technology and why is it getting more important?
• 8.2 How can one understand the potential of new process technology?
• 8.3 How can new process technologies be evaluated?
• 8.4 How are new process technologies developed and implemented?
• Summary answers to key questions
• Case study: Logaltel Logistics
• Problems and applications
• Selected further reading
• Notes on chapter
• 9 People in operations
• Introduction
• 9.1 Why are people so important in operations management?
• 9.2 How can the operations function be organised?
• 9.3 How do we go about designing jobs?
• 9.4 How are work times allocated?
• Summary answers to key questions
• Case study: Grace faces (three) problems
• Problems and applications
• Selected further reading
• Notes on chapter
• Supplement to Chapter 9: Work study
• Introduction
• Method study in job design
• Work measurement in job design
• PART THREE DELIVER
• 10 Planning and control
• Introduction
• 10.1 What is planning and control?
• 10.2 How do supply and demand affect planning and control?
• 10.3 What is ‘loading’?
• 10.4 What is ‘sequencing’?
• 10.5 What is ‘scheduling’?
• 10.6 What is ‘monitoring and control’?
• Summary answers to key questions
• Case study: Audall Auto Servicing
• Problems and applications
• Selected further reading
• Notes on chapter
• 11 Capacity management
• Introduction
• 11.1 What is capacity management?
• 11.2 How is demand measured?
• 11.3 How is capacity measured?
• 11.4 How is the demand side managed?
• 11.5 How is the supply side managed?
• 11.6 How can operations understand the consequences of their capacity management decisions?
• Summary answers to key questions
• Case study: FreshLunch
• Problems and applications
• Selected further reading
• Notes on chapter
• Supplement to Chapter 11: Analytical queuing models
• Introduction
• Notation
• Variability
• Incorporating Little’s law
• Types of queuing system
• 12 Supply chain management
• Introduction
• 12.1 What is supply chain management?
• 12.2 How should supply chains compete?
• 12.3 How should relationships in supply chains be managed?
• 12.4 How is the supply side managed?
• 12.5 How is the demand side managed?
• 12.6 What are the dynamics of supply chains?
• Summary answers to key questions
• Case study: Big or small? EDF’s sourcing dilemma
• Problems and applications
• Selected further reading
• Notes on chapter
• 13 Inventory management
• Introduction
• 13.1 What is inventory?
• 13.2 Why should there be any inventory?
• 13.3 How much should be ordered? The volume decision
• 13.4 When should an order be placed? The timing decision
• 13.5 How can inventory be controlled?
• Summary answers to key questions
• Case study: Supplies4medics.com
• Problems and applications
• Selected further reading
• Notes on chapter
• 14 Planning and control systems
• Introduction
• 14.1 What are planning and control systems?
• 14.2 What is enterprise resource planning, and how did it develop into the most common planning and
• 14.3 How should planning and control systems be implemented?
• Summary answers to key questions
• Case study: Psycho Sports Ltd
• Problems and applications
• Selected further reading
• Notes on chapter
• 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 of supplement
• PART FOUR DEVELOPMENT
• 15 Operations improvement
• Introduction
• 15.1 Why is improvement so important in operations management?
• 15.2 What are the key elements of operations improvement?
• 15.3 What are the broad approaches to improvement?
• 15.4 What techniques can be used for improvement?
• 15.5 How can the improvement process be managed?
• Summary answers to key questions
• Case study: Sales slump at Splendid Soup Co.
• Problems and applications
• Selected further reading
• Notes on chapter
• 16 Lean operations
• Introduction
• 16.1 What is lean?
• 16.2 How does lean consider flow?
• 16.3 How does lean consider (and reduce) waste?
• 16.4 How does lean consider improvement?
• 16.5 How does lean consider the role of people?
• 16.6 How does lean apply throughout the supply network?
• Summary answers to key questions
• Case study: St Bridget’s Hospital: seven years of lean
• Problems and applications
• Selected further reading
• Notes on chapter
• 17 Quality management
• Introduction
• 17.1 What is quality and why is it so important?
• 17.2 What steps lead towards conformance to specification?
• 17.3 What is total quality management (TQM)?
• Summary answers to key questions
• Case study: Rapposcience Labs
• Problems and applications
• Selected further reading
• Notes on chapter
• Supplement to Chapter 17: Statistical process control (SPC)
• Introduction
• Control charts
• Variation in process quality
• Control charts for attributes
• Control chart for variables
• Process control, learning and knowledge
• Summary of supplement
• Selected further reading
• 18 Managing risk and recovery
• Introduction
• 18.1 What is risk management?
• 18.2 How can operations assess the potential causes and consequences of failure?
• 18.3 How can failures be prevented?
• 18.4 How can operations mitigate the effects of failure?
• 18.5 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
• Notes on chapter
• 19 Project management
• Introduction
• 19.1 What are projects?
• 19.2 What is project management?
• 19.3 How is the project environment understood?
• 19.4 How are projects defined?
• 19.5 How are projects planned?
• 19.6 How are projects controlled and learned from?
• Summary answers to key questions
• Case study: Kloud BV and Sakura Bank K.K.
• Problems and applications
• Selected further reading
• Notes on chapter
• Glossary
• Index
• Credits
• Back Cover