Operations Management, 10th Edition PDF by Nigel Slack, Alistair Brandon-Jones and Nicola Burgess

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Operations Management, 10th Edition

Nigel Slack, Alistair Brandon-Jones and Nicola Burgess

OPERATIONS MANAGEMENT

Contents

Guide to ‘Operations in practice’ examples

and case studies xi

Preface xvi

To the instructor.¦.¦.¦ xix

To the student.¦.¦.¦ xx

Ten steps to getting a better grade in

operations management xxi

About the authors xxii

Authors’ acknowledgements xxiv

PART ONE

DIRECTING THE OPERATION 2

1 Operations management 4

Introduction 4

1.1 What is operations management? 5

1.2 Why is operations management important in all types of organisations? 7

1.3 What is the input–transformation–output process? 11

1.4 What is the process hierarchy? 19

1.5 How do operations (and processes) differ? 22

1.6 What do operations managers do? 26

Summary answers to key questions 31

Case study: Kaston-Trenton Service (KTS) 32

Problems and applications 34

Selected further reading 36

Notes on chapter 37

2 Operations performance 38

Introduction 38

2.1 Why is operations performance vital in any organisation? 39

2.2 How is operations performance judged at a societal level? 40

2.3 How is operations performance judged at a strategic level? 43

2.4 How is operations performance judged at an operational level? 45

2.5 How can operations performance be measured? 59

2.6 How do operations performance objectives trade off against each other? 61

Summary answers to key questions 64

Case study: IKEA looks to the future 66

Problems and applications 69

Selected further reading 70

Notes on chapter 71

3 Operations strategy 72

Introduction 72

3.1 What is strategy and what is operations strategy? 73

3.2 How does operations strategy align with business strategy (top-down)? 76

3.3 How does operations strategy align with market requirements (outside-in)? 79

3.4 How does operations strategy align with operational experience (bottom-up)? 85

3.5 How does operations strategy align with operations resources (inside-out)? 87

3.6 How are the four perspectives of operations strategy reconciled? 91

3.7 How can the process of operations strategy be organised? 97

Summary answers to key questions 101

Case study: McDonald’s: half a century of growth 103

Problems and applications 106

Selected further reading 108

Notes on chapter 108

4 Managing product and service

innovation 110

Introduction 110

4.1 What is product and service innovation? 111

4.2 What is the strategic role of product and service innovation? 114

4.3 What are the stages of product and service innovation? 118

4.4 How should product and service innovation be resourced? 127

Summary answers to key questions 135

Case study: Widescale studios and the Fierybryde development 137

Problems and applications 141

Selected further reading 142

Notes on chapter 143

5 The structure and scope of supply 144

Introduction 144

5.1 What is the structure and scope of supply? 145

5.2 How should the supply network be

configured? 149

5.3 How much capacity should operations have? 155

5.4 Where should operations be located? 159

5.5 How vertically integrated should an operation’s supply network be? 161

5.6 What activities should be in-house and what should be outsourced? 164

Summary answers to key questions 169

Case study: Aarens Electronic 171

Problems and applications 173

Selected further reading 174

Notes on chapter 175

 

PART TWO

DESIGNING THE OPERATION 176

6 Process design 178

Introduction 178

6.1 What is process design? 179

6.2 What should be the objectives of process

design? 181

6.3 How do volume and variety affect process

design? 185

6.4 How are processes designed in detail? 193

Summary answers to key questions 209

Case study: The Action Response Applications

Processing Unit (ARAPU) 211

Problems and applications 213

Selected further reading 215

Notes on chapter 216

7 The layout and look of facilities 217

Introduction 217

7.1 How can the layout and look of facilities

influence performance? 218

7.2 What are the basic layout types and how

do they affect performance? 220

7.3 How does the appearance of an operation’s

facilities affect its performance? 230

7.4 What information and analysis is needed to

design the layout and look of facilities? 232

Summary answers to key questions 240

Case study: Misenwings SA 242

Problems and applications 245

Selected further reading 248

Notes on chapter 248

8 Process technology 250

Introduction 250

8.1 What is process technology and why is it

getting more important? 251

8.2 How can one understand the potential of

new process technology? 256

8.3 How can new process technologies be

evaluated? 261

8.4 How are new process technologies

developed and implemented? 268

Summary answers to key questions 274

Case study: Logaltel Logistics 275

Problems and applications 277

Selected further reading 279

Notes on chapter 279

9 People in operations 281

Introduction 281

9.1 Why are people so important in operations

management? 282

9.2 How can the operations function be

organised? 285

9.3 How do we go about designing jobs? 288

9.4 How are work times allocated? 302

Summary answers to key questions 305

Case study: Grace faces (three) problems 306

Problems and applications 308

Selected further reading 310

Notes on chapter 311

Supplement to Chapter 9:

Work study 312

Introduction 312

Method study in job design 312

Work measurement in job design 314

PART THREE

DELIVER 320

10 Planning and control 322

Introduction 322

10.1 What is planning and control? 323

10.2 How do supply and demand affect planning

and control? 326

10.3 What is ‘loading’? 332

10.4 What is ‘sequencing’? 333

10.5 What is ‘scheduling’? 339

10.6 What is ‘monitoring and control’? 344

Summary answers to key questions 349

Case study: Audall Auto Servicing 351

Problems and applications 354

Selected further reading 357

Notes on chapter 357

11 Capacity management 358

Introduction 358

11.1 What is capacity management? 359

11.2 How is demand measured? 361

11.3 How is capacity measured? 369

11.4 How is the demand side managed? 375

11.5 How is the supply side managed? 376

11.6 How can operations understand the

consequences of their capacity

management decisions? 381

Summary answers to key questions 388

Case study: FreshLunch 390

Problems and applications 395

Selected further reading 397

Notes on chapter 398

Supplement to Chapter 11:

Analytical queuing models 399

Introduction 399

Notation 399

Variability 400

Incorporating Little’s law 401

Types of queuing system 401

12 Supply chain management 406

Introduction 406

12.1 What is supply chain management? 407

12.2 How should supply chains compete? 409

12.3 How should relationships in supply

chains be managed? 414

12.4 How is the supply side managed? 415

12.5 How is the demand side managed? 426

12.6 What are the dynamics of supply chains? 429

Summary answers to key questions 434

Case study: Big or small? EDF’s

sourcing dilemma 436

Problems and applications 439

Selected further reading 440

Notes on chapter 441

13 Inventory management 442

Introduction 442

13.1 What is inventory? 443

13.2 Why should there be any inventory? 445

13.3 How much should be ordered? The volume

decision 450

13.4 When should an order be placed? The

timing decision 461

13.5 How can inventory be controlled? 466

Summary answers to key questions 473

Case study: Supplies4medics.com 475

Problems and applications 477

Selected further reading 478

Notes on chapter 479

14 Planning and control systems 480

Introduction 480

14.1 What are planning and control systems? 481

14.2 What is enterprise resource planning,

and how did it develop into the most

common planning and control system? 485

14.3 How should planning and control systems

be implemented? 491

Summary answers to key questions 495

Case study: Psycho Sports Ltd 497

Problems and applications 499

Selected further reading 501

Notes on chapter 501

Supplement to Chapter 14:

Materials requirements planning

(MRP) 503

Introduction 503

Master production schedule 503

The bill of materials (BOM) 504

Inventory records 506

The MRP netting process 506

MRP capacity checks 509

Summary of supplement 509

PART FOUR

DEVELOPMENT 510

15 Operations improvement 512

Introduction 512

15.1 Why is improvement so important in

operations management? 513

15.2 What are the key elements of operations

improvement? 517

15.3 What are the broad approaches to

improvement? 523

15.4 What techniques can be used for

improvement? 532

15.5 How can the improvement process be

managed? 537

Summary answers to key questions 544

Case study: Sales slump at Splendid Soup Co. 546

Problems and applications 548

Selected further reading 550

Notes on chapter 551

16 Lean operations 552

Introduction 552

16.1 What is lean? 553

16.2 How does lean consider flow? 555

16.3 How does lean consider (and reduce)

waste? 560

16.4 How does lean consider improvement? 568

16.5 How does lean consider the role of

people? 573

16.6 How does lean apply throughout the

supply network? 576

Summary answers to key questions 577

Case study: St Bridget’s Hospital: seven years

of lean 579

Problems and applications 582

Selected further reading 583

Notes on chapter 584

17 Quality management 585

Introduction 585

17.1 What is quality and why is it so important? 586

17.2 What steps lead towards conformance to

specification? 594

17.3 What is total quality management (TQM)? 600

Summary answers to key questions 610

Case study: Rapposcience Labs 612

Problems and applications 615

Selected further reading 618

Notes on chapter 618

Supplement to Chapter 17:

Statistical process control (SPC) 620

Introduction 620

Control charts 620

Variation in process quality 621

Control charts for attributes 626

Control chart for variables 627

Process control, learning and knowledge 631

Summary of supplement 632

Selected further reading 632

18 Managing risk and recovery 633

Introduction 633

18.1 What is risk management? 634

18.2 How can operations assess the potential causes and consequences of failure? 636

18.3 How can failures be prevented? 647

18.4 How can operations mitigate the effects of failure? 652

18.5 How can operations recover from the effects of failure? 653

Summary answers to key questions 656

Case study: Slagelse Industrial Services (SIS) 658

Problems and applications 659

Selected further reading 662

Notes on chapter 662

19 Project management 663

Introduction 663

19.1 What are projects? 664

19.2 What is project management? 668

19.3 How is the project environment understood? 671

19.4 How are projects defined? 676

19.5 How are projects planned? 678

19.6 How are projects controlled and learned from? 687

Summary answers to key questions 692

Case study: Kloud BV and Sakura Bank K.K. 694

Problems and applications 696

Selected further reading 698

Notes on chapter 699

Glossary 700

Index 715

Credits 735

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