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• Title Page
• Copyright
• Contents
• About the Author
• Preface
• Acknowledgements
• Content
• A Guide for Students
• Online Resources
• Lecturer Resources
• New for the Third Edition
• Part One: Introduction
• Chapter 1: Introduction
• Introduction
• What is operations management?
• The history of operations management
• The role of operations management
• The process view of operations
• Service operations management
• The strategic role of operations
• Technology and operations management
• Case Study 1.1: ‘First Bank’ PLC
• Case Study 1.2: Manufacturing’s Decline Partly Due to Services Shift
• Case Study 1.3: A Student’s Perspective
• Chapter 2: Operations Strategy
• Introduction
• What is strategy?
• Judging the contribution of operations to strategy
• Measuring the contribution of operations to strategy
• Operations strategy approaches
• Operations strategy alignment
• Operations strategy formulation
• Operations strategy implementation
• Case Study 2.1: Findus
• Case Study 2.2: Gecko
• Case Study 2.3: Operations Strategy in Action
• Case Study 2.4: Texon
• Case Study 2.5: Pure Gym
• Part Two: Design
• Chapter 3: Process Types
• Introduction
• Manufacturing process types
• Service process types
• Matching process type with volume and variety
• Choosing a process type
• Case Study 3.1: Ashburton Products
• Case Study 3.2: Democracy Made with Personalised Products
• Case Study 3.3: The Mini
• Chapter 4: Layout Types and Layout Design
• Introduction
• Layout types
• Layout design
• Case Study 4.1: Line Balancing in a Manufacturing Plant
• Case Study 4.2: M&S
• Chapter 5: Facility Design: Supply, Capacity and Location
• Introduction
• Supply network design
• Long-term capacity planning
• Facility location
• Location selection techniques
• Case Study 5.1: IoD Advocates Space Hub to Lift Economy
• Case Study 5.2: The Supply Chains that Could Bind Unsuspecting Managers
• Case Study 5.3: Moving Textile Manufacturing Overseas
• Case Study 5.4: Mom-and-Pop Companies Face Struggle for Survival
• Case Study 5.5: Coca-Cola
• Chapter 6: Process Technology
• Introduction
• Process technology for materials
• Process technology for information
• Process technology for customers
• Choosing process technology
• Case Study 6.1: Spencer Davis Engineering
• Case Study 6.2: Kennedys
• Case Study 6.3: Retail Applications of Transaction Processing Systems by Sainsbury’s
• Case Study 6.4: RFID American Apparel
• Chapter 7: Product and Service Design
• Introduction
• Developing product and service designs
• The relationship between product/service design and process design
• The design process
• Service design
• Improving design
• Case Study 7.1: Product Development at Fracino
• Case Study 7.2: Benugo
• Case Study 7.3: Wine-on-the-go
• Chapter 8: Process Design
• Introduction
• Steps in process design
• Tools for process design
• Case Study 8.1: Why the Bunker Mentality has become a Corporate Liability
• Case Study 8.2: Designing a Custody-of-Prisoner Process at a Police Force
• Case Study 8.3: F1 Pitstop
• Chapter 9: Job and Work Design
• Introduction
• Behavioural aspects of job design
• Physical aspects of job design
• Work study
• Case Study 9.1: Innocent
• Case Study 9.2: Keep up Motivation Levels through Long Summer Days
• Case Study 9.3: Design Space: A more ergonomic earphone
• Case Study 9.4: Experience Curves
• Case Study 9.5: The Creative Space
• Part Three: Management
• Chapter 10: Operations Planning and Control
• Introduction
• Operations planning
• Operations control
• Optimized production technology (OPT)
• Case Study 10.1: Workforce Scheduling at a Police Communications Centre
• Case Study 10.2: Car Mechanics Ltd
• Case Study 10.3: Using Workforce Scheduling to Lower Labour Costs
• Case Study 10.4: Ocado
• Chapter 11: Capacity Management
• Introduction
• Measuring demand
• Measuring capacity
• Reconciling capacity and demand
• Evaluating alternatives and making a choice
• Appendix: Forecasting
• Case Study 11.1: Lloyds Cameras Cut Time in Queues
• Case Study 11.2: Queuing Theory
• Case Study 11.3: Glastonbury
• Chapter 12: Inventory Management
• Introduction
• Types of inventory
• Managing inventory
• The ABC inventory classification system
• Inventory models
• Implementing inventory systems
• Case Study 12.1: Pandora: Box is wide open
• Case Study 12.2: Retail: Knowing your stock is the key to a busy shop
• Case Study 12.3: Vauxhall
• Chapter 13: Lean Operations
• Introduction
• The philosophy of lean operations
• Lean techniques
• Lean in service systems
• Implementing lean operations
• Case Study 13.1: Quake Upsets Lean Supply Model
• Case Study 13.2: Satair
• Case Study 13.3: Goodwin Steel Castings
• Case Study 13.4: How Much Waste is there in the Service Industry?
• Case Study 13.5: It Pays to Cut Out Waste but Not to Trim All the Value Away
• Case Study 13.6: Harley-Davidson
• Chapter 14: Enterprise Resource Planning
• Introduction
• Enterprise resource planning (ERP) systems
• Customer Relationship Management (CRM) systems
• Resource planning
• Materials requirements planning
• Manufacturing resource planning (MRP II)
• Distribution requirements planning (DRP)
• Case Study 14.1: ERP: A convincing case must be made before investment
• Case Study 14.2: The Challenge of Changing Everything at Once
• Case Study 14.3: Lambton Clothing Co.
• Chapter 15: Supply Chain Management
• Introduction
• Supply chain design
• Activities in the supply chain
• Case Study 15.1: BASF and Aker Kvaerner
• Case Study 15.2: Supplier Evaluation at EADS
• Case Study 15.3: Chance & Hunt
• Case Study 15.4: Amazon – A Virtual Supply Chain
• Chapter 16: Project Management
• Introduction
• Project management in the organization
• Project management activities
• Network analysis
• Case Study 16.1: Project Management: Lessons can be learned from successful delivery
• Case Study 16.2: Fast Homes – Courtesy of Prefabrication
• Case Study 16.3: The Orbit Tower
• Chapter 17: Quality
• Introduction
• Defining quality
• Measuring quality
• Improving quality
• Methodologies for quality improvement
• Six Sigma quality
• Statistical process control (SPC)
• Acceptance sampling
• Case Study 17.1: Growth with Values
• Case Study 17.2: Adventures in Six Sigma: How the Problem-solving Technique Helped Xerox
• Case Study 17.3: A Disciple of Japanese Quality Management
• Case Study 17.4: Yell
• Case Study 17.5: Mouse Bread
• Chapter 18: Performance Measurement and Improvement
• Introduction
• How do we measure performance?
• Where should we improve performance?
• How do we improve performance?
• Case Study 18.1: Activity-Based Costing at a Police Service
• Case Study 18.2: In the Age of the Smart Machine
• Case Study 18.3: Managers Disrupt Learning with their ‘Great Ideas’
• Case Study 18.4: Process Improvement at a UK Police Service
• Case Study 18.5: GOSH and F1
• Glossary
• Index