LEADER 03905nam 2200637za 450 001 9910150215903321 005 20240131143547.0 010 $a9780273776284 (e-book) 010 $a9780273776208 (pbk.) 035 $a(MiAaPQ)EBC5138779 035 $a(MiAaPQ)EBC6577657 035 $a(MiAaPQ)EBC6577711 035 $a(MiAaPQ)EBC6578074 035 $a(Au-PeEL)EBL5138779 035 $a(CaONFJC)MIL502442 035 $a(OCoLC)851695477 035 $a(Au-PeEL)EBL6578074 035 $a(OCoLC)1250088937 035 $a(PPN)196918189 035 $a(CKB)2550000001095867 035 $a(OCoLC)1399430700 035 $a(FlNmELB)ELB249359 035 $a(Au-PeEL)EBL6577711 035 $a(EXLCZ)992550000001095867 100 $a20130130d2013 fy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aOperations management /$fNigel Slack, Alistair Brandon-Jones, Robert Johnston 205 $a7th ed. 210 $aHarlow $cPearson$d2013 210 1$aHarlow, England :$cPearson,$d2013. 215 $a1 online resource (xxviii, 733 p.) $cill. (col.) 300 $aPrevious ed.: Harlow: Financial Times Prentice Hall, 2010. 320 $aIncludes bibliographical references and index. 327 $aPart One INTRODUCTION; 1. Operations management; 2. Operations performance; 3. Operations strategy; Part Two DESIGN; 4. Process design; 5. Innovation and design in services and products; 6. Supply network design; Supplement to Chapter 6 - Forecasting; 7. Layout and flow; 8. Process technology; 9. People, jobs and organization; Supplement to Chapter 9 - Work study; Part Three DELIVER - PLANNING AND CONTROL; 10. The nature of planning and control; 11. Capacity management; Supplement to Chapter 11 - Analytical queuing models; 12. Inventory planning and control; 13. Supply chain management; 14. Enterprise resource planning (ERP); Supplement to Chapter 14 - Materials requirements planning (MRP); 15. Lean synchronization; 16. Project management; 17. Quality management; Supplement to Chapter 17 - Statistical process control (SPC); Part Four IMPROVEMENT; 18. Operations improvement; 19. Risk management; 20. Organizing for improvement; Part Five CORPORATE SOCIAL RESPONSIBILITY; 21. Operations and corporate social responsibility (CSR); Notes on chapters; Glossary; Index. 330 $aOperations management is important, exciting, challenging and everywhere you look! Important, because it enables organisations to provide services and products that we all need. Exciting, because it is central to constant changes in customer preference, networks of supply and demand, and developments in technology. Challenging, because solutions must be must be financially sound, resource-efficient, as well as environmentally and socially responsible. And everywhere, because in our daily lives, whether at work or at home, we all experience and manage processes and operations. 'Operations Management' 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, Medecins Sans Frontieres, Amazon, Ecover, Dyson, Disneyland Paris, Google, The North Face, and many more. 606 $aProduction management 606 $aManufacturing processes 606 $aIndustrial management 608 $aLibros electro?nicos. 615 0$aProduction management. 615 0$aManufacturing processes. 615 0$aIndustrial management. 676 $a658.5 700 $aSlack$b Nigel$0595336 701 $aBrandon-Jones$b Alistair$01233262 701 $aJohnston$b Robert$f1953-$01061684 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 912 $a9910150215903321 996 $aOperations management$92863851 997 $aUNINA