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Operations Management. 3rd Edition

  • ID: 2244321
  • April 2013
  • 510 Pages
  • John Wiley and Sons Ltd

Operations Management, 3rd Edition provides a clear and accessible introduction to this important area of study, focusing on all key areas of operations in both manufacturing and service industries.

Features:

- Focuses on the subject from a European perspective.
- Deals with the management of the creation of goods and the delivery of services to the customer.
- Covers the main areas of operations strategy, the design of operations system and the management of operations over time.
- Incorporates more strategic and international commentary.
- Includes a strategy link section consisting of a paragraph relating each chapter topic to operations strategy.
- Includes more end of chapter and quantitative exercises.
- Cases have been updated throughout and now include: Service including public sector, international, a mix of mini–cases and a longer case for each chapter.
- Accompanied by a comprehensive package of online learning support materials including: A robust testbank featuring 1500 questions, PowerPoint slides and a comprehensive instructor's manual

An interactive e–Book is included with every new copy of this text, featuring a wealth of embedded media, including: Animated worked examples, simulations, virtual tours, videos, flashcards and practice quizzes.

Note: Product cover images may vary from those shown

About the Author xv

Preface xvi

Acknowledgements xvi

Content xvii

A Guide for Students xvii

Online Resources xviii

Lecturer Resources xviii

New for the Th ird Edition xviii

PART ONE INTRODUCTION 1

Chapter 1 Introduction 3

Introduction 3

What is operations management? 4

Th e history of operations management 5

Th e role of operations management 7

Th e process view of operations 8

Service operations management 10

Th e strategic role of operations 14

Technology and operations management 14

Case Studies

1.1 First Bank PLC 15

1.2 Manufacturing s Decline Partly Due to Services Shift16

1.3 A Student s Perspective 17

Chapter 2 Operations Strategy 22

Introduction 22

What is strategy? 23

Judging the contribution of operations to strategy 25

Measuring the contribution of operations to strategy 27

Operations strategy approaches 33

Operations strategy alignment 36

Operations strategy formulation 37

Operations strategy implementation 45

Case Studies

2.1 Findus 25

2.2 Gecko 30

2.3 Operations Strategy in Action 32

2.4 Texon 35

2.5 Pure Gym 49

PART TWO DESIGN 53

Chapter 3 Process Types 55

Introduction 56

Manufacturing process types 56

Service process types 59

Matching process type with volume and variety 62

Choosing a process type 63

Case Studies

3.1 Ashburton Products 65

3.2 Democracy Made with Personalised Products 66

3.3 Th e Mini 68

Chapter 4 Layout Types and Layout Design 71

Introduction 71

Layout types 72

Layout design 80

Case Studies

4.1 Line Balancing in a Manufacturing Plant 88

4.2 M&S 91

Chapter 5 Facility Design: Supply, Capacity and Location 96

Introduction 97

Supply network design 97

Long–term capacity planning 102

Facility location 108

Location selection techniques 112

Case Studies

5.1 IoD Advocates Space Hub to Lift Economy 101

5.2 Th e Supply Chains that Could Bind Unsuspecting Managers106

5.3 Moving Textile Manufacturing Overseas 112

5.4 Mom–and–Pop Companies Face Struggle for Survival 118

5.5 Coca–Cola 120

Chapter 6 Process Technology 125

Introduction 126

Process technology for materials 126

Process technology for information 130

Process technology for customers 135

Choosing process technology 136

Case Studies

6.1 Spencer Davis Engineering 127

6.2 Kennedys 134

6.3 Retail Applications of Transaction Processing Systems bySainsbury s 138

6.4 RFID American Apparel 139

Chapter 7 Product and Service Design 143

Introduction 144

Developing product and service designs 144

Th e relationship between product/service design and processdesign 145

Th e design process 145

Service design 155

Improving design 157

Case Studies

7.1 Product Development at Fracino 155

7.2 Benugo 157

7.3 Wine–on–the–go 166

Chapter 8 Process Design 170

Introduction 170

Steps in process design 171

Tools for process design 173

Case Studies

8.1 Why the Bunker Mentality has become a Corporate Liability182

8.2 Designing a Custody–of–Prisoner Process at a Police Force184

8.3 F1 Pitstop 188

Chapter 9 Job and Work Design 192

Introduction 193

Behavioural aspects of job design 193

Physical aspects of job design 200

Work study 201

Case Studies

9.1 Innocent 197

9.2 Keep up Motivation Levels through Long Summer Days 198

9.3 Design Space: A more ergonomic earphone 201

9.4 Experience Curves 209

9.5 Th e Creative Space 210

PART THREE MANAGEMENT 215

Chapter 10 Operations Planning and Control 217

Introduction 218

Operations planning 218

Operations control 220

Optimized production technology (OPT) 231

Case Studies

10.1 Workforce Scheduling at a Police Communications Centre227

10.2 Car Mechanics Ltd 229

10.3 Using Workforce Scheduling to Lower Labour Costs 235

10.4 Ocado 235

Chapter 11 Capacity Management 240

Introduction 241

Measuring demand 241

Measuring capacity 243

Reconciling capacity and demand 246

Evaluating alternatives and making a choice 251

Appendix: Forecasting 257

Case Studies

11.1 Lloyds Cameras Cut Time in Queues 256

11.2 Queuing Th eory 267

11.3 Glastonbury 269

Chapter 12 Inventory Management 274

Introduction 275

Types of inventory 275

Managing inventory 278

Th e ABC inventory classifi cation system 280

Inventory models 281

Implementing inventory systems 291

Case Studies

12.1 Pandora: Box is wide open 278

12.2 Retail: Knowing your stock is the key to a busy shop279

12.3 Vauxhall 292

Chapter 13 Lean Operations 296

Introduction 297

Th e philosophy of lean operations 297

Lean techniques 302

Lean in service systems 312

Implementing lean operations 314

Case Studies

13.1 Quake Upsets Lean Supply Model 300

13.2 Satair 302

13.3 Goodwin Steel Castings 308

13.4 How Much Waste is there in the Service Industry? 313

13.5 It Pays to Cut Out Waste but Not to Trim All the Value Away315

13.6 Harley–Davidson 317

Chapter 14 Enterprise Resource Planning 320

Introduction 321

Enterprise resource planning (ERP) systems 321

Customer Relationship Management (CRM) systems 326

Resource planning 327

Materials requirements planning 329

Manufacturing resource planning (MRP II) 334

Distribution requirements planning (DRP) 335

Case Studies

14.1 ERP: A convincing case must be made before investment325

14.2 Th e Challenge of Changing Everything at Once 336

14.3 Lambton Clothing Co. 337

Chapter 15 Supply Chain Management 341

Introduction 342

Supply chain design 343

Activities in the supply chain 355

Case Studies

15.1 BASF and Aker Kvaerner 351

15.2 Supplier Evaluation at EADS 359

15.3 Chance & Hunt 362

15.4 Amazon A Virtual Supply Chain 368

Chapter 16 Project Management 371

Introduction 372

Project management in the organization 372

Project management activities 375

Network analysis 378

Case Studies

16.1 Project Management: Lessons can be learned from successfuldelivery 373

16.2 Fast Homes Courtesy of Prefabrication 390

16.3 Th e Orbit Tower 391

Chapter 17 Quality 397

Introduction 398

De fi ning quality 398

Measuring quality 401

Improving quality 404

Methodologies for quality improvement 406

Six Sigma quality 410

Statistical process control (SPC) 414

Acceptance sampling 425

Case Studies

17.1 Growth with Values 409

17.2 Adventures in Six Sigma: How the Problem–solving TechniqueHelped Xerox 412

17.3 A Disciple of Japanese Quality Management 431

17.4 Yell 433

17.5 Mouse Bread 434

Chapter 18 Performance Measurement and Improvement 439

Introduction 440

How do we measure performance? 440

Where should we improve performance? 445

How do we improve performance? 447

Case Studies

18.1 Activity–Based Costing at a Police Service 443

18.2 In the Age of the Smart Machine 453

18.3 Managers Disrupt Learning with their GreatIdeas 453

18.4 Process Improvement at a UK Police Service 456

18.5 GOSH and F1 461

Glossary 465

Index 475

Note: Product cover images may vary from those shown

Andrew Greasley

Note: Product cover images may vary from those shown
Note: Product cover images may vary from those shown

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