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[null,"1.","Record Nr.",null,"UNINA9910150215903321"]
[null,null,"Autore",null,"Slack Nigel"]
[null,null,"Titolo",null,"Operations management / / Nigel Slack, Alistair Brandon-Jones, Robert Johnston"]
[null,null,"Pubbl/distr/stampa",null,"Harlow, : Pearson, 2013"]
[{"$nulls":4},"Harlow, England : , : Pearson, , 2013"]
[null,null,"ISBN",null,"9780273776284 (e-book)"]
[{"$nulls":4},"9780273776208 (pbk.)"]
[null,null,"Edizione",null,"[7th ed.]"]
[null,null,"Descrizione fisica",null,"1 online resource (xxviii, 733 p.) : ill. (col.)"]
[null,null,"Disciplina",null,"658.5"]
[null,null,"Soggetti",null,"Production management"]
[{"$nulls":4},"Manufacturing processes"]
[{"$nulls":4},"Industrial management"]
[{"$nulls":4},"Libros electrónicos."]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Previous ed.: Harlow: Financial Times Prentice Hall, 2010."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Part One INTRODUCTION; 1. Operations management; 2. Operations performance; 3. Operations strategy; Part Two DESIGN; 4. Process design; 5. Innovation and design in services and products; 6. Supply network design; Supplement to Chapter 6 - Forecasting; 7. Layout and flow; 8. Process technology; 9. People, jobs and organization; Supplement to Chapter 9 - Work study; Part Three DELIVER - PLANNING AND CONTROL; 10. The nature of planning and control; 11. Capacity management; Supplement to Chapter 11 - Analytical queuing models; 12. Inventory planning and control; 13. Supply chain management; 14. Enterprise resource planning (ERP); Supplement to Chapter 14 - Materials requirements planning (MRP); 15. Lean synchronization; 16. Project management; 17. Quality management; Supplement to Chapter 17 - Statistical process control (SPC); Part Four IMPROVEMENT; 18. Operations improvement; 19. Risk management; 20. Organizing for improvement; Part Five CORPORATE SOCIAL RESPONSIBILITY; 21. Operations and corporate social responsibility (CSR); Notes on chapters; Glossary; Index."]
[null,null,null,"Sommario/riassunto","Operations management is important, exciting, challenging and everywhere you look! Important, because it enables organisations to provide services and products that we all need. Exciting, because it is central to constant changes in customer preference, networks of supply "]
[{"$nulls":4},"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."]