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ISBN 10: 1137525789
ISBN 13: 9781137525789
Author: David Barnes
This fascinating new core textbook, authored by a highly respected academic with over a decade of industry experience, takes a global and strategic approach to the important topic of operations management (OM). Integrating contemporary and traditional theories the text covers everything a student needs to understand the reality of operations in the modern world and combines the latest cutting-edge thinking with innovative learning features. Written in a concise and engaging style and based on up-to-date research in the field, the book provides a range of international case studies and examples that help students to apply theoretical knowledge to real-world practice. This is a must-have textbook for students studying operations management modules on undergraduate, postgraduate and MBA programmes. In addition, this is an ideal textbook to accompany modules on operations strategy, production management and services management. Accompanying online resources for this title can be found at bloomsburyonlineresources.com/operations-management. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.
Operations Management An International Perspective 1st Table of contents:
Part 1: Introduction to Operations Management
1. Operations Management
INTRODUCTION
THE TRANSFORMATION MODEL
DIFFERENT TYPES OF OPERATIONS
SERVICE OPERATIONS
THE CHANGING NATURE OF OPERATIONS MANAGEMENT
Moving beyond the factory
The increased importance of the supply network
The growing importance of services
THE INTERNATIONAL CONTEXT FOR OPERATIONS MANAGEMENT
Technological
Political
Sociocultural
Economic
Internationalization theories
Vernon’s product cycle theory
Dunning’s eclectic theory
Stage theories
THE INTERNATIONALIZATION OF SERVICES
Separated services
Demander-located services
Provider-located services
Peripatetic services
CHALLENGES OF OPERATING INTERNATIONALLY
BENEFITS FROM OPERATING INTERNATIONALLY
2. Operations Performance
INTRODUCTION
PERFORMANCE OBJECTIVES
PERFORMANCE MEASUREMENT
PERFORMANCE MEASURES
Economy
Efficiency
Effectiveness
DEVELOPMENTS IN PERFORMANCE MEASUREMENT
PERFORMANCE MEASUREMENT SYSTEMS
PERFORMANCE STANDARDS
The organization’s past performance
The organization’s own targets
Competitors’ performance
Best practice
Market requirements
BENCHMARKING
THE TRIPLE BOTTOM LINE
LOCATION AND OPERATIONS PERFORMANCE
3. Operations Strategy
INTRODUCTION
THE NATURE OF STRATEGY
Organizational-level strategy
Business-level strategy
Functional-level strategy
OPERATIONS MANAGEMENT AND STRATEGY
OPERATIONS STRATEGY
OPERATIONS STRATEGY – PROCESS
Top-down
Bottom-up
Market-led
Operations-led
OPERATIONS STRATEGY – CONTENT
Structure
Infrastructure
INTERNATIONAL OPERATIONS STRATEGIES
Market access strategy
Resource-seeking strategy
THE INTERNATIONALIZATION OF OPERATIONS MANAGEMENT AND THE TRANSFORMATION MODEL
Inputs
The process
Outputs
ENTERING FOREIGN MARKETS
Direct export
Joint venture
Establish a sales subsidiary
Establish a production facility
INTERNATIONAL OPERATIONS AND BUSINESS STRATEGY
Global sourcing
Location
Network effects
Competition
Part 2: Structural Issues
4. Facilities
INTRODUCTION
LOCATION DECISIONS
Weighted scoring
Centre of gravity
THE SCALE AND SCOPE OF OPERATIONS FACILITIES
THE STRATEGIC ROLE AND PURPOSE OF OPERATIONS FACILITIES
The primary strategic reason for the facility
The level of competence on-site
THE CONFIGURATION OF OPERATIONS FACILITIES
Approaches to configuring international operations
Generic international configurations
Configuring of international facilities
5. Capacity
INTRODUCTION
THE MEANING OF CAPACITY
THE MEASUREMENT OF CAPACITY
FORECASTING DEMAND
CAPACITY TIMING DECISIONS
Capacity leads demand
Capacity matches demand
Capacity lags demand
CAPACITY INCREMENTS
CAPACITY MANAGEMENT
Level capacity
Chase demand
Demand management
MANAGING CAPACITY IN CUSTOMER SERVICE OPERATIONS
Yield management
Queuing theory
THE DYNAMICS OF CAPACITY MANAGEMENT
6. Process Design and Technology
INTRODUCTION
DIFFERENT PROCESS TECHNOLOGIES
Material-processing technologies
Customer-processing technologies
Information-processing technologies
DECISION-MAKING ABOUT TECHNOLOGY
THE CRUCIAL ROLE OF ICT
Localized exploitation
Internal integration
Business process redesign
Business network redesign
Business scope redefinition
TECHNOLOGY ADOPTION STRATEGIES
TECHNOLOGY TRANSFER
PROCESS CHOICE
Project
Jobbing
Batch
Mass
Continuous
Professional services
Mass services
Service shop
THE LAYOUT OF PROCESS EQUIPMENT
Fixed position layout
Process layout
Product layout
Group (or cellular) layout
THROUGHPUT
QUEUING SYSTEMS
Single line, single server
Single line, multiple servers
Multiple lines, multiple servers
The psychology of queuing
7. The Supply Network
INTRODUCTION
THE IMPORTANCE OF PURCHASING
SUPPLY NETWORKS
THE CONFIGURATION OF THE SUPPLY NETWORK
THE COORDINATION OF THE SUPPLY NETWORK
COLLABORATIVE PLANNING, FORECASTING AND REPLENISHMENT (CPFR)
The SCOR model
THE OUTSOURCING DECISION
GLOBAL SOURCING
RELATIONSHIPS WITH SUPPLIERS
SINGLE VERSUS MULTI-SOURCING
Part 3: Infrastructural Issues
8. Planning and Control
INTRODUCTION
THE PRINCIPLES OF PLANNING AND CONTROL
THE ACTIVITIES OF PLANNING AND CONTROL
Strategic operations planning
Aggregate planning
Master production scheduling
Activity scheduling
Expediting
MEETING CUSTOMER DEMAND
P:D RATIOS
PLANNING AND CONTROL PHILOSOPHIES
Supply-push
Demand-pull
COMPUTER-BASED PLANNING AND CONTROL
OPTIMIZED PRODUCTION TECHNOLOGY (OPT)
9. Inventory Management
INTRODUCTION
TYPES OF INVENTORY
THE ROLE OF INVENTORY
TYPES OF DEMAND
MANAGING INDEPENDENT DEMAND INVENTORY
The order quantity decision
The order timing decision
INVENTORY LEVEL ANALYSIS
MANAGING DEPENDENT DEMAND INVENTORY
THE CUSTOMER SERVICE ANALOGY
10. Lean Operations
INTRODUCTION
LEAN PRINCIPLES
SYNCHRONIZATION
LEAN AS A PLANNING AND CONTROL SYSTEM
Line balancing
Kanban
LEAN AS AN INVENTORY CONTROL SYSTEM
WASTE ELIMINATION
CONTINUOUS IMPROVEMENT
THE INVOLVEMENT OF ALL EMPLOYEES
LEAN TECHNIQUES AND PRACTICES
Smooth flow
Focus on set-ups
Standardized procedures
Simplicity in equipment and layout
Total quality
Product design
Lean supply
Total people involvement
Total productive maintenance
LEAN IN SERVICES
LEAN AS A BEST PRACTICE MODEL
11. Quality Management
INTRODUCTION
THE EVOLUTION OF QUALITY IDEAS
W. Edwards Deming
Joseph Juran
Armand Feigenbaum
Philip Crosby
Genichi Taguchi
Kaoru Ishikawa
Quality inspection
Quality control
Quality assurance
Total quality management (TQM)
Quality in service operations
DEFINING QUALITY
The specification: ‘What can I expect when I buy the product?’
Conformance to specification: ‘Will it do what I expect?’
Reliability: ‘Will it continue to do what I expect?’
Delivery: ‘When can I have it?’
Price: ‘How much do I have to pay?’
THE QUALITY GAPS MODEL
Gap : the gap between customers’ expectations and management’s perceptions of customers’ expectations
Gap : the gap between management’s perception of customers’ expectations and the product specification
Gap : the gap between the specification and the customers’ experience of the product
Gap : the gap between the customers’ experience and the external communications to customers
Gap : the gap between the customers’ expectations and the customers’ experiences
MEASURING QUALITY
Operations measures
Financial measures
Customer measures
STATISTICAL QUALITY CONTROL
Acceptance sampling
Statistical process control charts
THE ISO SERIES QUALITY MANAGEMENT SYSTEM
ISO AND TQM
QUALITY AWARDS
SIX SIGMA
GLOBAL DIFFERENCES IN QUALITY MANAGEMENT
12. People in Operations Management
INTRODUCTION
JOB DESIGN
Scientific management
Behavioural approaches
REWARD AND REMUNERATION
Levels of pay
Performance-related pay
Managing employee performance
GROUP WORKING
Virtual teams
Factors affecting team effectiveness
Workforce diversity
CULTURAL CONTEXT
Organizational culture
National culture
OTHER NATIONAL CONTEXTUAL FACTORS
13. Risk, Resilience and Recovery
INTRODUCTION
RISK
Internal failures
External failures
Detecting failure
Analysing failure
Failure patterns
Measuring failure
Learning from failures
RESILIENCE
Improved process design
Redundancy
Fail-safing
Maintenance of equipment
Total productive maintenance (TPM) 413
RECOVERY
SERVICE RECOVERY
14. Operations Improvement
INTRODUCTION
THE PERFORMANCE GAP
The scale and scope of the performance gap
Setting priorities for performance improvement
APPROACHES TO PERFORMANCE IMPROVEMENT
Radical change
Continuous performance improvement
Radical and incremental improvement compared
THE PROCESS PERSPECTIVE ON IMPROVEMENT
Business process re-engineering (BPR)
BUSINESS PROCESS REDESIGN
Identify and document existing processes
Identify processes for improvement
Evaluate process design alternatives
Process redesign tools
PROCESS IMPROVEMENT TOOLS
Scatter diagrams
Pareto diagrams
Cause and effect diagrams
Why-why analysis
OPERATIONS IMPROVEMENT THROUGH ORGANIZATIONAL LEARNING
Knowledge management
15. Innovation in Operations Management
INTRODUCTION
INNOVATION
NEW PRODUCT DEVELOPMENT
TYPES OF NEW PRODUCTS
Incremental products
Next-generation products
Breakthrough products
SOURCES OF NEW PRODUCT IDEAS
Market-pull
Technology-push
THE NEW PRODUCT DEVELOPMENT PROCESS
Idea generation
Idea selection
Preliminary design
Prototype
Testing
Final design
PROCESS INNOVATION
New service development
THE IMPACT OF TECHNOLOGICAL INNOVATION ON PRODUCTS AND PROCESSES
The fluid phase
The transitional phase
The specific phase
NEW PRODUCT DESIGN PRACTICES
TOOLS AND TECHNIQUES FOR NEW PRODUCT DESIGN
Design for manufacture (DFM)
Quality function deployment (QFD)
Taguchi methods
Complexity reduction
Value engineering and value analysis (VE/VA)
NEW PRODUCT DEVELOPMENT IN INTERNATIONAL ORGANIZATIONS
R&D-related factors
Non-R&D factors
Part 4: The Future of Operations Management
16. Emerging Challenges in Operations
INTRODUCTION
THE INTERNATIONALIZATION OF OPERATIONS MANAGEMENT
CURRENT ISSUES
Low-cost labour
Population changes
Risks of discontinuity
Environmentalism
Social responsibility
OPERATIONS MANAGEMENT AND DIGITAL TECHNOLOGIES
Unit of analysis
Goal
Domain of OM
Dominant OM activity
OM tools
Primary measure of performance
Competitive imperative
Performance improvement
Relationship between performance objectives
Competition
Glossary
Author Index
Subject Index
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