Info
- Utilizzare la checkbox di selezione a fianco di ciascun documento per attivare le funzionalità di stampa, invio email, download nei formati disponibili del (i) record.
Essentials of operations management / / Nigel Slack, Alistair Brandon-Jones, Robert Johnston
| Essentials of operations management / / Nigel Slack, Alistair Brandon-Jones, Robert Johnston |
| Autore | Slack Nigel |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Harlow, England : , : Financial Times Prentice Hall, , [2011] |
| Descrizione fisica | 1 online resource (xiii, 328 p. ) : ill |
| Disciplina | 658.5 |
| Soggetto topico |
Production management
Manufacturing processes Industrial management |
| ISBN |
1-283-27560-0
9786613275608 0-273-75611-7 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | 1 Operations management 2 Operations strategy 3 Social, environment and economic performance 4 The design of products and services 5 Process design 6 Location, layout and flow 7 Supply network management 8 Capacity management 9 Inventory planning and control 10 Planning and control 11 Lean synchronization 12 Quality management 13 Operations improvement Notes on chapters Index |
| Record Nr. | UNINA-9910150235703321 |
Slack Nigel
|
||
| Harlow, England : , : Financial Times Prentice Hall, , [2011] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Operations and process management : principles and practice for strategic impact / / Nigel Slack [and three others]
| Operations and process management : principles and practice for strategic impact / / Nigel Slack [and three others] |
| Autore | Slack Nigel |
| Edizione | [Fourth edition.] |
| Pubbl/distr/stampa | Harlow, England : , : Pearson, , 2015 |
| Descrizione fisica | 1 online resource (577 pages) : illustrations (some color) |
| Disciplina | 670 |
| Soggetto topico |
Manufacturing processes
Process control |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Title page -- Copyright -- Brief Contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Acknowledgements -- Publisher's acknowledgements -- Chapter 1: Operations and processes -- Executive summary -- What is operations and process management? -- Does the business take a process perspective? -- Does operations and process management have a strategic impact? -- Should all processes be managed in the same way? -- Critical commentary -- Summary checklist -- Case study: Design house partnerships at concept design services -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 2: Operations strategy -- Executive summary -- What is operations strategy? -- Does the operation have a strategy? -- Does operations strategy make sense from the top and the bottom of the business? -- Does operations strategy align market requirements with operations resources? -- Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: McDonald's: half a century of growth -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 3: Supply network design -- Executive summary -- What is supply network design? -- How should the supply network be configured? -- Where should operations be located? -- How much capacity should each operation in the supply network have? -- Critical commentary -- Summary checklist -- Case study: Disneyland resort paris (abridged) -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Supplement: Forecasting -- Chapter 4: Process design 1 - positioning -- Executive summary -- What is process design Ð positioning? -- Do processes match volumeÐvariety requirements? -- Are process layouts appropriate? -- Is process technology appropriate?.
Are job designs appropriate? -- Critical commentary -- Summary checklist -- Case study: McPherson charles solicitors -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 5: Process design 2 - analysis -- Executive summary -- What is process design - analysis? -- Are process performance objectives understood? -- How are processes currently designed? -- Are processes tasks and capacity configured appropriately? -- Is process variability recognised? -- Critical commentary -- Summary checklist -- Case study: The Action Response Applications Processing Unit (ARAPU) -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Queuing analysis -- Chapter 6: Designing the innovation process -- Executive summary -- What is innovation and why does it matter? -- Are the innovation process objectives specified? -- Is the innovation process defined? -- Are the resources for developing innovations adequate? -- Is the design of the offering and of the process simultaneous? -- Critical commentary -- Summary checklist -- Case study: Developing 'Savory Rosti-crisps' at Dreddo Dan's -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 7: Supply chain management -- Executive summary -- What is supply chain management? -- Are supply chain objectives clear? -- How should supply chain relationships be managed? -- How should the supply side be managed? -- How should the demand side be managed? -- Are supply chain dynamics under control? -- Critical commentary -- Summary checklist -- Case study: Supplying fast fashion -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 8: Capacity management -- Executive summary -- What is capacity management? -- What is the operation's current capacity?. How well are demand-capacity mismatches understood? -- What should be the operation's base capacity? -- How can demand-capacity mismatches be managed? -- How should capacity be controlled? -- Critical commentary -- Summary checklist -- Case study: Blackberry Hill Farm -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 9: Inventory management -- Executive summary -- What is inventory management? -- Why should there be any inventory? -- Is the right quantity being ordered? -- Are inventory orders being placed at the right time? -- Is inventory being controlled effectively? -- Critical commentary -- Summary checklist -- Case study: supplies4medics.com -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 10: Resource planning and control -- Executive summary -- What is resource planning and control? -- Does resource planning and control have all the right elements? -- Is resource planning and control information integrated? -- Are core planning and control activities effective? -- Critical commentary -- Summary checklist -- Case study: subText Studios Singapore -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Supplement: Materials requirements planning (MRP) -- Chapter 11: Lean synchronisation -- Executive summary -- What is lean synchronisation? -- What are the barriers to 'lean synchronisation'? -- Is flow streamlined? -- Does supply exactly match demand? -- Are processes flexible? -- Is variability minimised? -- Is lean synchronisation applied throughout the supply network? -- Critical commentary -- Summary checklist -- Case study: Lean implementation in the National Tax Service -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 12: Quality management -- Executive summary. What is quality management? -- Is the idea of quality management universally understood and applied? -- Is 'quality' adequately defined? -- Is 'quality' adequately measured? -- Is 'quality' adequately controlled? -- Does quality management always lead to improvement? -- Critical commentary -- Summary checklist -- Case study: Turnround at the Preston plant -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Supplement: Statistical process control (SPC) -- Chapter 13: Improvement -- Executive summary -- What is improvement? -- What is the gap between current and required performance? -- What is the most appropriate improvement path? -- What techniques should be used to facilitate improvement? -- How can improvement be made to stick? -- Critical commentary -- Summary checklist -- Case study: GCR Insurance -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 14: Risk and resilience -- Executive summary -- What are risk and resilience? -- Have potential failure points been assessed? -- Have failure prevention measures been implemented? -- Have failure mitigation measures been implemented? -- Have failure recovery measures been implemented? -- Critical commentary -- Summary checklist -- Case study: Slagelse Industrial Services (SIS) -- Applying the principles -- Notes on chapter -- Taking it further -- Useful websites -- Chapter 15: Project management -- Executive summary -- What is project management? -- Are the nature of the project and its stakeholders understood? -- Is the project well defined? -- Is project management adequate? -- Has the project been adequately planned? -- Is the project adequately controlled? -- Critical commentary -- Summary checklist -- Case study: United Photonics Malaysia Sdn Bhd -- Applying the principles -- Notes on chapter -- Taking it further. Useful websites -- Index. |
| Record Nr. | UNINA-9910153252203321 |
|
Slack Nigel
|
||
| Harlow, England : , : Pearson, , 2015 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Operations management / / Nigel Slack, Alistair Brandon-Jones, Robert Johnston
| Operations management / / Nigel Slack, Alistair Brandon-Jones, Robert Johnston |
| Autore | Slack Nigel |
| Edizione | [Eighth edition] |
| Pubbl/distr/stampa | Harlow, England : , : Pearson Education, Limited, , [2016] |
| Descrizione fisica | 1 online resource (xxv, 728 pages) : illustrations |
| Disciplina | 658.5 |
| Collana | Always learning |
| Soggetto topico | Aziende industriali - Produzione - Organizzazione - Testi universitari |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to 'operations in practice', examples, short cases and case studies -- Preface -- To the Instructor. . . -- To the Student. . . -- Ten steps to getting a better grade in operations management -- About the authors -- Acknowledgements -- Publisher's acknowledgements -- Part One DIRECTING THE OPERATION -- Chapter 1: Operations management -- Introduction -- What is operations management? -- Why is operations management important in all types of organization? -- What is the input-transformation-output process? -- What is the process hierarchy? -- How do operations and processes differ? -- What do operations managers do? -- Summary answers to key questions -- Case study : Design house partnerships at Concept Design Services -- Problems and applications -- Selected further reading -- Chapter 2: Operations performance -- Introduction -- Why is operations performance vital in any organization? -- How is operations performance judged at a societal level? -- How is operations performance judged at a strategic level? -- How is operations performance judged at an operational level? -- How can operations performance be measured? -- How do performance objectives trade off against each other? -- Summary answers to key questions -- Case study : Operations objectives at the Penang Mutiara -- Problems and applications -- Selected further reading -- Chapter 3: Operations strategy -- Introduction -- What is strategy and what is operations strategy? -- What is the difference between a 'top-down' and 'bottom-up' view of operations strategy? -- What is the difference between a 'market requirements' and an 'operations resources' view of operations strategy? -- How can operations strategy form the basis for operations improvement?.
How can an operations strategy be put together? The process of operations strategy -- Summary answers to key questions -- Case study : McDonald's: half a century of growth -- Problems and applications -- Selected further reading -- Chapter 4: Product and service innovation -- Introduction -- What is product and service innovation? -- What is the strategic role of product and service innovation? -- What are the stages of product and service innovation? -- What are the benefits of interactive product and service innovation? -- Summary answers to key questions -- Case study: Developing 'Savory Rosti-crisps' at Dreddo Dan's -- Problems and applications -- Selected further reading -- Chapter 5: The structure and scope of operations -- Introduction -- What do we mean by the 'structure' and 'scope' of operations' supply networks? -- What configuration should a supply network have? -- How much capacity should operations plan to have? -- Where should operations be located? -- How vertically integrated should an operation's network be? -- How do operations decide what to do in-house and what to outsource? -- Summary answers to key questions -- Case study: Aarens Electronic -- Problems and applications -- Selected further reading -- Supplement to Chapter 5: Forecasting -- Introduction -- Forecasting - knowing the options -- In essence forecasting is simple -- Approaches to forecasting -- Selected further reading -- Part Two DESIGNING THE OPERATION -- Chapter 6: Process design -- Introduction -- What is process design? -- What should be the objectives of process design? -- How do volume and variety affect process design? -- 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 -- Chapter 7: Layout and flow. Introduction -- What is layout and how can it influence performance? -- What are the basic layout types used in operations? -- How does the appearance of an operation affect its performance? -- How should each basic layout type be designed in detail? -- Summary answers to key questions -- Case study: The event hub -- Problems and applications -- Selected further reading -- Chapter 8: Process technology -- Introduction -- What is process technology? -- What do operations managers need to know about process technology? -- How are process technologies evaluated? -- How are process technologies implemented? -- Summary answers to key questions -- Case study: Rochem Ltd -- Problems and applications -- Selected further reading -- Chapter 9: People in operations -- Introduction -- Why are people so important in operations management? -- How do operations managers contribute to human resource strategy? -- How can the operations function be organized? -- How do we go about designing jobs? -- How are work times allocated? -- Summary answers to key questions -- Case study: Grace faces (three) problems -- Problems and applications -- Selected further reading -- Supplement to Chapter 9: Work study -- Introduction -- Method study in job design -- Work measurement in job design -- Part Three DELIVER -- Chapter 10: Planning and control -- Introduction -- What is planning and control? -- What is the difference between planning and control? -- How do supply and demand affect planning and control? -- What are the activities of planning and control? -- Summary answers to key questions -- Case study: subText Studios Singapore -- Problems and applications -- Selected further reading -- Chapter 11: Capacity management -- Introduction -- What is capacity management? -- How are demand and capacity measured? -- How should the operation's base capacity be set?. What are the ways of coping with mismatches between demand and capacity? -- How can operations understand the consequences of their capacity decisions? -- Summary answers to key questions -- Case study: Blackberry Hill Farm -- Problems and applications -- Selected further reading -- Supplement to Chapter 11: Analytical queuing models -- Introduction -- Notation -- Variability -- Incorporating Little's law -- Types of queuing system -- Chapter 12: Supply chain management -- Introduction -- What is supply chain management? -- How should supply chains compete? -- How should relationships in supply chains be managed? -- How is the supply side managed? -- How is the demand side managed? -- What are the dynamics of supply chains? -- Summary answers to key questions -- Case study: Supplying fast fashion -- Problems and applications -- Selected further reading -- Chapter 13: Inventory management -- Introduction -- What is inventory? -- Why should there be any inventory? -- How much to order? The volume decision -- When to place an order? The timing decision -- How can inventory be controlled? -- Summary answers to key questions -- Case study: supplies4medics.com -- Problems and applications -- Selected further reading -- Chapter 14: Planning and control systems -- Introduction -- What are planning and control systems? -- What is enterprise resource planning and how did it develop into the most common planning and control system? -- How should planning and control systems be implemented? -- Summary answers to key questions -- Case study: Psycho Sports Ltd -- Problems and applications -- Selected further reading -- 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. Chapter 15: Lean operations -- Introduction -- What is lean? -- How does lean eliminate waste? -- How does lean apply throughout the supply network? -- How does lean compare with other approaches? -- Summary answers to key questions -- Case study: Saint Bridget's Hospital -- Problems and applications -- Selected further reading -- Part Four DEVELOPMENT -- Chapter 16: Operations improvement -- Introduction -- Why is improvement so important in operations management? -- What are the key elements of operations improvement? -- What are the broad approaches to improvement? -- What techniques can be used for improvement? -- How can the improvement process be managed? -- Summary answers to key questions -- Case study: Reinventing Singapore's libraries -- Problems and applications -- Selected further reading -- Chapter 17: Quality management -- Introduction -- What is quality and why is it so important? -- What steps lead towards conformance to specification? -- What is total quality management (TQM)? -- Summary answers to key questions -- Case study: Turnaround at the Preston plant -- Problems and applications -- Selected further reading -- Supplement to Chapter 17: Statistical process control -- Introduction -- Control charts -- Variation in process quality -- Control charts for attributes -- Control chart for variables -- Summary of supplement -- Selected further reading -- Chapter 18: Managing risk and recovery -- Introduction -- What is risk management? -- How can operations assess the potential causes and consequences of failure? -- How can failures be prevented? -- How can operations mitigate the effects of failure? -- 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 -- Chapter 19: Project management. Introduction. |
| Record Nr. | UNINA-9910154946003321 |
|
Slack Nigel
|
||
| Harlow, England : , : Pearson Education, Limited, , [2016] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Operations management / / Nigel Slack, Alistair Brandon-Jones, Robert Johnston
| Operations management / / Nigel Slack, Alistair Brandon-Jones, Robert Johnston |
| Autore | Slack Nigel |
| Edizione | [7th ed.] |
| Pubbl/distr/stampa | Harlow, : Pearson, 2013 |
| Descrizione fisica | 1 online resource (xxviii, 733 p.) : ill. (col.) |
| Disciplina | 658.5 |
| Altri autori (Persone) |
Brandon-JonesAlistair
JohnstonRobert <1953-> |
| Soggetto topico |
Production management
Manufacturing processes Industrial management |
| Soggetto genere / forma | Libros electrónicos. |
| ISBN |
9780273776284 (e-book)
9780273776208 (pbk.) |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | 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. |
| Record Nr. | UNINA-9910150215903321 |
|
Slack Nigel
|
||
| Harlow, : Pearson, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Operations strategy / / Nigel Slack, Michael Lewis
| Operations strategy / / Nigel Slack, Michael Lewis |
| Autore | Slack Nigel |
| Edizione | [Fourth edition.] |
| Pubbl/distr/stampa | Harlow, England ; ; New York : , : Pearson, , 2015 |
| Descrizione fisica | 1 online resource (478 pages) |
| Disciplina | 658.5 |
| Soggetto topico | Production management |
| ISBN | 1-292-01782-1 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Title -- Copyright -- Contents -- List of figures, tables and exhibits from case studies -- Preface -- Acknowledgements -- Publisher's acknowledgements -- Chapter 1 Operations strategy - developing resources and processes for strategic impact -- Introduction -- Why is operations excellence fundamental to strategic success? -- What is strategy? -- What is operations strategy and how is it different from operations management? -- What is the 'content' of operations strategy? -- The operations strategy matrix -- What is the 'process' of operations strategy? -- How is operations strategy developing? -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 2 Operations performance -- Introduction -- Operations performance can make or break any organisation -- The five generic performance objectives -- The relative importance of performance objectives changes over time -- Trade-offs - are they inevitable? -- Targeting and operations focus -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 3 Substitutes for strategy -- Introduction -- Fads, fashion and the 'new' approaches to operations -- Total quality management (TQM) -- Lean operations -- Business process reengineering (BPR) -- Six Sigma -- Some common threads -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 4 Capacity strategy -- Introduction -- What is capacity strategy? -- The overall level of operations capacity -- The number and size of sites -- Capacity change -- Location of capacity -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 5 Purchasing and supply strategy -- Introduction -- What is purchasing and supply strategy? -- Do or buy? The vertical integration decision -- Contracting and relationships -- Which type of arrangement?.
Supply network dynamics -- Managing suppliers over time -- Purchasing and supply chain risk -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 6 Process technology strategy -- Introduction -- What is process technology strategy? -- Process technology should reflect volume and variety -- The product-process matrix -- The challenges of information technology (IT) -- Evaluating process technology -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 7 Improvement strategy -- Introduction -- Operations improvement -- Setting the direction -- Importance-performance mapping -- Developing operations capabilities -- Deploying capabilities in the market -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 8 Product and service development and organisation -- Introduction -- The strategic importance of product and service development -- Key questions -- Product and service development as a process -- A market requirements perspective on product and service development -- An operations resources perspective on product and service development -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 9 The process of operations strategy - formulation and implementation -- Introduction -- Formulating operations strategy -- What is the role of alignment? -- What analysis is needed for formulation? -- The challenges to operations strategy formulation -- How do we know when the formulation process is complete? -- What is operations strategy implementation? -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 10 The process of operations strategy - monitoring and control -- Introduction -- What are the differences between operational and strategic monitoring and control?. How is progress towards strategic objectives tracked? -- How can the monitoring and control process attempt to control risks? -- How does learning contribute to strategic control? -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Case studies -- 1. McDonald's: half a century of growth -- 2. Disneyland Resort Paris -- 3. Carglass®: building and sustaining a customer-centric organisation -- 4. Hartford Building Society: to measure, or not to measure? -- 5. Ocado versus Tesco.com -- 6. Zara's operating model -- 7. Delta Synthetic Fibres (DSF) -- 8. Turnround at the Preston plant -- 9. IDEO: service design -- 10. Slagelse Industrial Services (SIS) -- Index. |
| Record Nr. | UNINA-9910153255703321 |
|
Slack Nigel
|
||
| Harlow, England ; ; New York : , : Pearson, , 2015 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||