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• Cover
• Half Title
• Series Title
• Title Page
• Copyright
• Dedication
• Editor Title
• Contents
• Tables and Figures
• Preface
• Letter to the Student
• Letter to the Lecturer
• Case Study Grid
• Tour of the Online Resource Centre
• About the Author
• Guided Tour of the Book
• Author’s Acknowledgements
• Publisher’s Acknowledgements
• Part 1: Introduction to Operations Management
• 1. Operations Management
• INTRODUCTION
• THE TRANSFORMATION MODEL
• DIFFERENT TYPES OF OPERATIONS
• SERVICE OPERATIONS
• THE CHANGING NATURE OF OPERATIONS MANAGEMENT
• Moving beyond the factory
• The increased importance of the supply network
• The growing importance of services
• THE INTERNATIONAL CONTEXT FOR OPERATIONS MANAGEMENT
• Technological
• Political
• Sociocultural
• Economic
• Internationalization theories
• Vernon’s product cycle theory
• Dunning’s eclectic theory
• Stage theories
• THE INTERNATIONALIZATION OF SERVICES
• Separated services
• Demander-located services
• Provider-located services
• Peripatetic services
• CHALLENGES OF OPERATING INTERNATIONALLY
• BENEFITS FROM OPERATING INTERNATIONALLY
• 2. Operations Performance
• INTRODUCTION
• PERFORMANCE OBJECTIVES
• PERFORMANCE MEASUREMENT
• PERFORMANCE MEASURES
• Economy
• Efficiency
• Effectiveness
• DEVELOPMENTS IN PERFORMANCE MEASUREMENT
• PERFORMANCE MEASUREMENT SYSTEMS
• PERFORMANCE STANDARDS
• The organization’s past performance
• The organization’s own targets
• Competitors’ performance
• Best practice
• Market requirements
• BENCHMARKING
• THE TRIPLE BOTTOM LINE
• LOCATION AND OPERATIONS PERFORMANCE
• 3. Operations Strategy
• INTRODUCTION
• THE NATURE OF STRATEGY
• Organizational-level strategy
• Business-level strategy
• Functional-level strategy
• OPERATIONS MANAGEMENT AND STRATEGY
• OPERATIONS STRATEGY
• OPERATIONS STRATEGY – PROCESS
• Top-down
• Bottom-up
• Market-led
• Operations-led
• OPERATIONS STRATEGY – CONTENT
• Structure
• Infrastructure
• INTERNATIONAL OPERATIONS STRATEGIES
• Market access strategy
• Resource-seeking strategy
• THE INTERNATIONALIZATION OF OPERATIONS MANAGEMENT AND THE TRANSFORMATION MODEL
• Inputs
• The process
• Outputs
• ENTERING FOREIGN MARKETS
• Direct export
• Joint venture
• Establish a sales subsidiary
• Establish a production facility
• INTERNATIONAL OPERATIONS AND BUSINESS STRATEGY
• Global sourcing
• Location
• Network effects
• Competition
• Part 2: Structural Issues
• 4. Facilities
• INTRODUCTION
• LOCATION DECISIONS
• Weighted scoring
• Centre of gravity
• THE SCALE AND SCOPE OF OPERATIONS FACILITIES
• THE STRATEGIC ROLE AND PURPOSE OF OPERATIONS FACILITIES
• The primary strategic reason for the facility
• The level of competence on-site
• THE CONFIGURATION OF OPERATIONS FACILITIES
• Approaches to configuring international operations
• Generic international configurations
• Configuring of international facilities
• 5. Capacity
• INTRODUCTION
• THE MEANING OF CAPACITY
• THE MEASUREMENT OF CAPACITY
• FORECASTING DEMAND
• CAPACITY TIMING DECISIONS
• Capacity leads demand
• Capacity matches demand
• Capacity lags demand
• CAPACITY INCREMENTS
• CAPACITY MANAGEMENT
• Level capacity
• Chase demand
• Demand management
• MANAGING CAPACITY IN CUSTOMER SERVICE OPERATIONS
• Yield management
• Queuing theory
• THE DYNAMICS OF CAPACITY MANAGEMENT
• 6. Process Design and Technology
• INTRODUCTION
• DIFFERENT PROCESS TECHNOLOGIES
• Material-processing technologies
• Customer-processing technologies
• Information-processing technologies
• DECISION-MAKING ABOUT TECHNOLOGY
• THE CRUCIAL ROLE OF ICT
• Localized exploitation
• Internal integration
• Business process redesign
• Business network redesign
• Business scope redefinition
• TECHNOLOGY ADOPTION STRATEGIES
• TECHNOLOGY TRANSFER
• PROCESS CHOICE
• Project
• Jobbing
• Batch
• Mass
• Continuous
• Professional services
• Mass services
• Service shop
• THE LAYOUT OF PROCESS EQUIPMENT
• Fixed position layout
• Process layout
• Product layout
• Group (or cellular) layout
• THROUGHPUT
• QUEUING SYSTEMS
• Single line, single server
• Single line, multiple servers
• Multiple lines, multiple servers
• The psychology of queuing
• 7. The Supply Network
• INTRODUCTION
• THE IMPORTANCE OF PURCHASING
• SUPPLY NETWORKS
• THE CONFIGURATION OF THE SUPPLY NETWORK
• THE COORDINATION OF THE SUPPLY NETWORK
• COLLABORATIVE PLANNING, FORECASTING AND REPLENISHMENT (CPFR)
• The SCOR model
• THE OUTSOURCING DECISION
• GLOBAL SOURCING
• RELATIONSHIPS WITH SUPPLIERS
• SINGLE VERSUS MULTI-SOURCING
• Part 3: Infrastructural Issues
• 8. Planning and Control
• INTRODUCTION
• THE PRINCIPLES OF PLANNING AND CONTROL
• THE ACTIVITIES OF PLANNING AND CONTROL
• Strategic operations planning
• Aggregate planning
• Master production scheduling
• Activity scheduling
• Expediting
• MEETING CUSTOMER DEMAND
• P:D RATIOS
• PLANNING AND CONTROL PHILOSOPHIES
• Supply-push
• Demand-pull
• COMPUTER-BASED PLANNING AND CONTROL
• OPTIMIZED PRODUCTION TECHNOLOGY (OPT)
• 9. Inventory Management
• INTRODUCTION
• TYPES OF INVENTORY
• THE ROLE OF INVENTORY
• TYPES OF DEMAND
• MANAGING INDEPENDENT DEMAND INVENTORY
• The order quantity decision
• The order timing decision
• INVENTORY LEVEL ANALYSIS
• MANAGING DEPENDENT DEMAND INVENTORY
• THE CUSTOMER SERVICE ANALOGY
• 10. Lean Operations
• INTRODUCTION
• LEAN PRINCIPLES
• SYNCHRONIZATION
• LEAN AS A PLANNING AND CONTROL SYSTEM
• Line balancing
• Kanban
• LEAN AS AN INVENTORY CONTROL SYSTEM
• WASTE ELIMINATION
• CONTINUOUS IMPROVEMENT
• THE INVOLVEMENT OF ALL EMPLOYEES
• LEAN TECHNIQUES AND PRACTICES
• Smooth flow
• Focus on set-ups
• Standardized procedures
• Simplicity in equipment and layout
• Total quality
• Product design
• Lean supply
• Total people involvement
• Total productive maintenance
• LEAN IN SERVICES
• LEAN AS A BEST PRACTICE MODEL
• 11. Quality Management
• INTRODUCTION
• THE EVOLUTION OF QUALITY IDEAS
• W. Edwards Deming
• Joseph Juran
• Armand Feigenbaum
• Philip Crosby
• Genichi Taguchi
• Kaoru Ishikawa
• Quality inspection
• Quality control
• Quality assurance
• Total quality management (TQM)
• Quality in service operations
• DEFINING QUALITY
• The specification: ‘What can I expect when I buy the product?’
• Conformance to specification: ‘Will it do what I expect?’
• Reliability: ‘Will it continue to do what I expect?’
• Delivery: ‘When can I have it?’
• Price: ‘How much do I have to pay?’
• THE QUALITY GAPS MODEL
• Gap : the gap between customers’ expectations and management’s perceptions of customers’ expectations
• Gap : the gap between management’s perception of customers’ expectations and the product specification
• Gap : the gap between the specification and the customers’ experience of the product
• Gap : the gap between the customers’ experience and the external communications to customers
• Gap : the gap between the customers’ expectations and the customers’ experiences
• MEASURING QUALITY
• Operations measures
• Financial measures
• Customer measures
• STATISTICAL QUALITY CONTROL
• Acceptance sampling
• Statistical process control charts
• THE ISO SERIES QUALITY MANAGEMENT SYSTEM
• ISO AND TQM
• QUALITY AWARDS
• SIX SIGMA
• GLOBAL DIFFERENCES IN QUALITY MANAGEMENT
• 12. People in Operations Management
• INTRODUCTION
• JOB DESIGN
• Scientific management
• Behavioural approaches
• REWARD AND REMUNERATION
• Levels of pay
• Performance-related pay
• Managing employee performance
• GROUP WORKING
• Virtual teams
• Factors affecting team effectiveness
• Workforce diversity
• CULTURAL CONTEXT
• Organizational culture
• National culture
• OTHER NATIONAL CONTEXTUAL FACTORS
• 13. Risk, Resilience and Recovery
• INTRODUCTION
• RISK
• Internal failures
• External failures
• Detecting failure
• Analysing failure
• Failure patterns
• Measuring failure
• Learning from failures
• RESILIENCE
• Improved process design
• Redundancy
• Fail-safing
• Maintenance of equipment
• Total productive maintenance (TPM) 413
• RECOVERY
• SERVICE RECOVERY
• 14. Operations Improvement
• INTRODUCTION
• THE PERFORMANCE GAP
• The scale and scope of the performance gap
• Setting priorities for performance improvement
• APPROACHES TO PERFORMANCE IMPROVEMENT
• Radical change
• Continuous performance improvement
• Radical and incremental improvement compared
• THE PROCESS PERSPECTIVE ON IMPROVEMENT
• Business process re-engineering (BPR)
• BUSINESS PROCESS REDESIGN
• Identify and document existing processes
• Identify processes for improvement
• Evaluate process design alternatives
• Process redesign tools
• PROCESS IMPROVEMENT TOOLS
• Scatter diagrams
• Pareto diagrams
• Cause and effect diagrams
• Why-why analysis
• OPERATIONS IMPROVEMENT THROUGH ORGANIZATIONAL LEARNING
• Knowledge management
• 15. Innovation in Operations Management
• INTRODUCTION
• INNOVATION
• NEW PRODUCT DEVELOPMENT
• TYPES OF NEW PRODUCTS
• Incremental products
• Next-generation products
• Breakthrough products
• SOURCES OF NEW PRODUCT IDEAS
• Market-pull
• Technology-push
• THE NEW PRODUCT DEVELOPMENT PROCESS
• Idea generation
• Idea selection
• Preliminary design
• Prototype
• Testing
• Final design
• PROCESS INNOVATION
• New service development
• THE IMPACT OF TECHNOLOGICAL INNOVATION ON PRODUCTS AND PROCESSES
• The fluid phase
• The transitional phase
• The specific phase
• NEW PRODUCT DESIGN PRACTICES
• TOOLS AND TECHNIQUES FOR NEW PRODUCT DESIGN
• Design for manufacture (DFM)
• Quality function deployment (QFD)
• Taguchi methods
• Complexity reduction
• Value engineering and value analysis (VE/VA)
• NEW PRODUCT DEVELOPMENT IN INTERNATIONAL ORGANIZATIONS
• R&D-related factors
• Non-R&D factors
• Part 4: The Future of Operations Management
• 16. Emerging Challenges in Operations
• INTRODUCTION
• THE INTERNATIONALIZATION OF OPERATIONS MANAGEMENT
• CURRENT ISSUES
• Low-cost labour
• Population changes
• Risks of discontinuity
• Environmentalism
• Social responsibility
• OPERATIONS MANAGEMENT AND DIGITAL TECHNOLOGIES
• Unit of analysis
• Goal
• Domain of OM
• Dominant OM activity
• OM tools
• Primary measure of performance
• Competitive imperative
• Performance improvement
• Relationship between performance objectives
• Competition
• Glossary
• Author Index
• Subject Index