TY  - BOOK
AU  - Slack,Nigel
TI  - Operations and process management: principles and practice for strategic impact 
SN  - 9780273718512
AV  - TS183 .O64 2009
PY  - 2009///
CY  - Harlow, England, New York
PB  - Prentice Hall/Financial Times
KW  - Manufacturing processes
KW  - Process control
N1  - Includes bibliographical references and index; Contents; Guide to case studies in the book and on CD	xii; Preface	xv; Guided tour of the book	xviii; Guided tour of the CD	xx; About the authors	xxiv; Acknowledgements	xxv; 1	Operations and processes	1; Executive summary	2; What is operations and process management?	2; Does the business take a process perspective?	3; Does operations and process management have a strategic impact?	3; Should all processes be managed in the same way?	4; A model of operations and process management	24; Critical commentary	25; Summary checklist	27; Case study: AAF Rotterdam	28; Active case study: EleXon Computers	30; Applying the principles	30; Notes on chapter	32; Taking it further	32; Useful websites	32; 2	Operations strategy	34; Executive summary	34; What is operations strategy?	34; Does the operation have a strategy?	34; Does operations strategy make sense from the top and 	 the bottom of the business?	35; Does operations strategy align market requirements with operations 	 resources?	35; Does operations strategy set an improvement path?	35; Critical commentary	57; Summary checklist	58; Case study: Dresding Wilson	59; Active case study: Long Ridge Gliding Club	61; Applying the principles	62; Notes on chapter	63; Taking it further	63; Useful websites	64; 3	Supply network design	65; Executive summary	66; What is supply network design?	66; How should the supply network be configured?	66; Where should operations be located?	66; How much capacity should each operation in the supply network have?	67; Critical commentary	86; Summary checklist	87; Case study: Disney Resort Pans	88; Active case study: Freeman Biotest	93; Applying the principles	93; Notes on chapter	94; Taking it further	95; Useful websites	95; Supplement: Forecasting	96; 4	Process design 1 - positioning	105; Executive summary	106; What is process design-positioning?	106; Do processes match volume-variety requirements?	106; Are process layouts appropriate?	107; Is process technology appropriate?	107; Are job designs appropriate?	107; Critical commentary	127; Summary checklist	128; Case study: North West Constructive Bank - The New Mortgage Centre 1	129; Active case study: McPherson Charles Solicitors	132; Applying the principles	132; Notes on chapter	133; Taking it further	133; Useful websites	134; 5	Process design 2 - analysis	135; Executive summary	136; What is process design-analysis?	136; Are process performance objectives understood?	136; How are processes currently designed?	136; Are process tasks and capacity configured appropriately?	137; Is process variability recognized?	137; Critical commentary	161; Summary checklist	162; Case study: North West Constructive Bank - The New Mortgage Centre 2	163; Active case study: Action Response	167; Applying the principles	167; Notes on chapter	169; Taking it further	169; Supplement: Queuing analysis	170; 6	Product and service design processes	179; Executive summary	180; What is product/service design?	180; Are product/service design objectives specified?	180; Is the product/service design process defined?	181; Are the resources for developing products and services adequate?	181; Are product/service design and process design simultaneous?	181; Critical commentary	202; Summary checklist	203; Case study: Chatsworth - The adventure playground	204; Active case study: Getting Customer #1	205; Applying the principles	206; Notes on chapter	206; Taking it further	207; Useful websites	207; 7	Supply chain management	209; Executive summary	210; What is supply chain management?	210; Are supply chain objectives clear?	210; How should supply chain relationships be managed?	210; How should the supply side be managed?	211; How should the demand side be managed?	211; Are supply chain dynamics under control?	211; Critical commentary	235; Summary checklist	237; Case study: Supplying fast fashion	238; Active case study: NK Fleet Management	240; Applying the principles	241; Notes on chapter	241; Taking it further	242; Useful websites	243; 8	Capacity management	245; Executive summary	246; What is capacity management?	246; What is the operation's current capacity?	246; How well are demand-capacity mismatches understood?	246; What should be the operation's base capacity?	247; How can demand-capacity mismatches be managed?	247; How should capacity be controlled?	247; Critical commentary	268; Summary checklist	269; Case study: Blackberry Hill Farm	270; Active case study: Fresh Salads Ltd	274; Applying the principles	275; Notes on chapter	276; Taking it further	276; Useful websites	276; 9	Inventory management	277; Executive summary	278; What is inventory management?	278; Why should there be any inventory?	278; Is the right quantity being ordered?	278; Are inventory orders being placed at the right time?	279; Is inventory being controlled effectively?	279; Critical commentary	301; Summary checklist	303; Case study: supplies4medics.com	304; Active case study: Rotterdam Serum	305; Applying the principles	306; Notes on chapter	307; Taking it further	307; Useful websites	307; 10	Resource planning and control	309; Executive summary	310; What is resource planning and control?	310; Does resource planning and control have all the right elements?	310; Is resource planning and control information integrated?	310; Are core planning and control activities effective?	311; Critical commentary	331; Summary checklist	332; Case study: subText Studios, Singapore	333; Active case study: Coburn Finnegan Accountants	336; Applying the principles	336; Notes on chapter	338; Taking it further	338; Useful websites	338; Supplement: Materials Requirements Planning (MRP)	339; 11	Lean synchronization	347; Executive summary	348; What is lean synchronization?	348; What are the barriers to lean synchronization?	349; Is flow streamlined?	349; Does supply exactly match demand?	349; Are processes flexible?	349; Is variability minimized?	349; Is lean synchronization applied throughout the supply network?	349; Critical commentary	373; Summary checklist	376; Case study: Boys and Boden (B&B)	377; Active case study: Treating Ann	379; Applying the principles	379; Notes on chapter	380; Taking it further	381; Useful websites	381; 12	Quality management	383; Executive summary	384; What is quality management?	384; Is the idea of quality management universally understood and applied?	384; Is 'quality' adequately defined?	384; Is 'quality' adequately measured?	385; Is 'quality' adequately controlled?	385; Does quality management always lead to improvement?	385; Critical commentary	403; Summary checklist	405; Case study: Turnround at the Preston plant	406; Active case study: 'You have eight messages'	408; Applying the principles	408; Notes on chapter	409; Taking it further	409; Useful websites	410; Supplement: Statistical Process Control (SPC)	411; 13	Improvement	423; Executive summary	424; What is improvement?	424; What is the gap between current and required performance?	424; What is the most appropriate improvement path?	425; What techniques should be used to facilitate improvement?	425; How can improvement be made to stick?	425; Critical commentary	454; Summary checklist	456; Case study: Geneva Construction and Risk (GCR)	457; Active case study: Ferndale Sands Conference Centre	460; Applying the principles	460; Notes on chapter	461; Taking it further	461; Useful;  websites	462; 14	Risk and resilience	464; Executive summary	464; What are risk and resilience?	464; Have potential failure points been assessed?	464; Have failure prevention measures been implemented?	465; Have failure mitigation measures been implemented?	465; Have failure recovery measures been implemented?	465; Critical commentary	487; Summary checklist	489; Case study: The Chernobyl failure	490; Active case study: Paterford Elevators	491; Applying the principles	492; Notes on chapter	493; Taking it further	493; Useful websites	493; 15	Project management	495; Executive summary	496; What is project management?	496; Is the project environment understood?	496; Is the;  project well defined?	496; Is project management adequate?	497; Has the project been adequately planned?	497; Is the project adequately controlled?	497; Critical commentary	520; Summary checklist	521; Case study: United Photonics Malaysia Sdn Bhd	522; Active case study: National Trust	527; Applying the principles	527; Notes on chapter	528; Taking it further	529; Useful websites	529; Index	531
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