Operations and process management : principles and practice for strategic impact / / Nigel Slack [and three others]

• Autore: Slack Nigel
• Pubblicazione: Harlow, England : , : Pearson, , 2015; ©2015
• Edizione: Fourth edition.
• Descrizione fisica: 1 online resource (577 pages) : illustrations (some color)
• Disciplina: 670
• Soggetto topico: Manufacturing processes; Process control
• Persona (resp. second.): SlackNigel
• Note generali: Includes index.
• 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.
• Sommario/riassunto: Written by best-selling authors in their field, the Fourth Edition of Operations and Process Management inspires a critical and applied mastery of the core principles and process which are fundamental to successfully managing business operations. Approaching the subject from a managerial perspective, this brand new text provides clear and concise coverage of the nature, principles, and practice of operations and process management.
• Titolo autorizzato: Operations and process management
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910153252203321
• Lo trovi qui: Univ. Federico II