000			09524nam a2200337 i 4500
008			080905s2009 enka b 001 0 eng
010			_a2008039182
020			_a9780273718512 _qbook with cd
020			_a0273718517 _qbook with cd
035			_a(OCoLC)ocn247442161
040			_aDLC _beng _cDLC _dBTCTA _dBWK _dBWKUK _dYDXCP _dBWX _dDLC _dBAUN _erda
049			_aBAUN_MERKEZ
050	0	4	_aTS183 _b.O64 2009
082	0	0	_222
245	0	0	_aOperations and process management : _bprinciples and practice for strategic impact / _cNigel Slack ... [and others].
250			_a2nd ed.
264		1	_aHarlow, England ; _aNew York : _bPrentice Hall/Financial Times, _c2009.
300			_axxiii, 541 pages : _bcolor illustrations ; _c28 cm. + _e1 CD-ROM (4 3/4 in.)
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references and index.
505	0	0	_tContents _tGuide to case studies in the book and on CD xii _tPreface xv _tGuided tour of the book xviii _tGuided tour of the CD xx _tAbout the authors xxiv _tAcknowledgements xxv _t1 Operations and processes 1 _tExecutive summary 2 _tWhat is operations and process management? 2 _tDoes the business take a process perspective? 3 _tDoes operations and process management have a strategic impact? 3 _tShould all processes be managed in the same way? 4 _tA model of operations and process management 24 _tCritical commentary 25 _tSummary checklist 27 _tCase study: AAF Rotterdam 28 _tActive case study: EleXon Computers 30 _tApplying the principles 30 _tNotes on chapter 32 _tTaking it further 32 _tUseful websites 32 _t2 Operations strategy 34 _tExecutive summary 34 _tWhat is operations strategy? 34 _tDoes the operation have a strategy? 34 _tDoes operations strategy make sense from the top and the bottom of the business? 35 _tDoes operations strategy align market requirements with operations resources? 35 _tDoes operations strategy set an improvement path? 35 _tCritical commentary 57 _tSummary checklist 58 _tCase study: Dresding Wilson 59 _tActive case study: Long Ridge Gliding Club 61 _tApplying the principles 62 _tNotes on chapter 63 _tTaking it further 63 _tUseful websites 64 _t3 Supply network design 65 _tExecutive summary 66 _tWhat is supply network design? 66 _tHow should the supply network be configured? 66 _tWhere should operations be located? 66 _tHow much capacity should each operation in the supply network have? 67 _tCritical commentary 86 _tSummary checklist 87 _tCase study: Disney Resort Pans 88 _tActive case study: Freeman Biotest 93 _tApplying the principles 93 _tNotes on chapter 94 _tTaking it further 95 _tUseful websites 95 _tSupplement: Forecasting 96 _t4 Process design 1 - positioning 105 _tExecutive summary 106 _tWhat is process design-positioning? 106 _tDo processes match volume-variety requirements? 106 _tAre process layouts appropriate? 107 _tIs process technology appropriate? 107 _tAre job designs appropriate? 107 _tCritical commentary 127 _tSummary checklist 128 _tCase study: North West Constructive Bank - The New Mortgage Centre 1 129 _tActive case study: McPherson Charles Solicitors 132 _tApplying the principles 132 _tNotes on chapter 133 _tTaking it further 133 _tUseful websites 134 _t5 Process design 2 - analysis 135 _tExecutive summary 136 _tWhat is process design-analysis? 136 _tAre process performance objectives understood? 136 _tHow are processes currently designed? 136 _tAre process tasks and capacity configured appropriately? 137 _tIs process variability recognized? 137 _tCritical commentary 161 _tSummary checklist 162 _tCase study: North West Constructive Bank - The New Mortgage Centre 2 163 _tActive case study: Action Response 167 _tApplying the principles 167 _tNotes on chapter 169 _tTaking it further 169 _tSupplement: Queuing analysis 170 _t6 Product and service design processes 179 _tExecutive summary 180 _tWhat is product/service design? 180 _tAre product/service design objectives specified? 180 _tIs the product/service design process defined? 181 _tAre the resources for developing products and services adequate? 181 _tAre product/service design and process design simultaneous? 181 _tCritical commentary 202 _tSummary checklist 203 _tCase study: Chatsworth - The adventure playground 204 _tActive case study: Getting Customer #1 205 _tApplying the principles 206 _tNotes on chapter 206 _tTaking it further 207 _tUseful websites 207 _t7 Supply chain management 209 _tExecutive summary 210 _tWhat is supply chain management? 210 _tAre supply chain objectives clear? 210 _tHow should supply chain relationships be managed? 210 _tHow should the supply side be managed? 211 _tHow should the demand side be managed? 211 _tAre supply chain dynamics under control? 211 _tCritical commentary 235 _tSummary checklist 237 _tCase study: Supplying fast fashion 238 _tActive case study: NK Fleet Management 240 _tApplying the principles 241 _tNotes on chapter 241 _tTaking it further 242 _tUseful websites 243 _t8 Capacity management 245 _tExecutive summary 246 _tWhat is capacity management? 246 _tWhat is the operation's current capacity? 246 _tHow well are demand-capacity mismatches understood? 246 _tWhat should be the operation's base capacity? 247 _tHow can demand-capacity mismatches be managed? 247 _tHow should capacity be controlled? 247 _tCritical commentary 268 _tSummary checklist 269 _tCase study: Blackberry Hill Farm 270 _tActive case study: Fresh Salads Ltd 274 _tApplying the principles 275 _tNotes on chapter 276 _tTaking it further 276 _tUseful websites 276 _t9 Inventory management 277 _tExecutive summary 278 _tWhat is inventory management? 278 _tWhy should there be any inventory? 278 _tIs the right quantity being ordered? 278 _tAre inventory orders being placed at the right time? 279 _tIs inventory being controlled effectively? 279 _tCritical commentary 301 _tSummary checklist 303 _tCase study: supplies4medics.com 304 _tActive case study: Rotterdam Serum 305 _tApplying the principles 306 _tNotes on chapter 307 _tTaking it further 307 _tUseful websites 307 _t10 Resource planning and control 309 _tExecutive summary 310 _tWhat is resource planning and control? 310 _tDoes resource planning and control have all the right elements? 310 _tIs resource planning and control information integrated? 310 _tAre core planning and control activities effective? 311 _tCritical commentary 331 _tSummary checklist 332 _tCase study: subText Studios, Singapore 333 _tActive case study: Coburn Finnegan Accountants 336 _tApplying the principles 336 _tNotes on chapter 338 _tTaking it further 338 _tUseful websites 338 _tSupplement: Materials Requirements Planning (MRP) 339 _t11 Lean synchronization 347 _tExecutive summary 348 _tWhat is lean synchronization? 348 _tWhat are the barriers to lean synchronization? 349 _tIs flow streamlined? 349 _tDoes supply exactly match demand? 349 _tAre processes flexible? 349 _tIs variability minimized? 349 _tIs lean synchronization applied throughout the supply network? 349 _tCritical commentary 373 _tSummary checklist 376 _tCase study: Boys and Boden (B&B) 377 _tActive case study: Treating Ann 379 _tApplying the principles 379 _tNotes on chapter 380 _tTaking it further 381 _tUseful websites 381 _t12 Quality management 383 _tExecutive summary 384 _tWhat is quality management? 384 _tIs the idea of quality management universally understood and applied? 384 _tIs 'quality' adequately defined? 384 _tIs 'quality' adequately measured? 385 _tIs 'quality' adequately controlled? 385 _tDoes quality management always lead to improvement? 385 _tCritical commentary 403 _tSummary checklist 405 _tCase study: Turnround at the Preston plant 406 _tActive case study: 'You have eight messages' 408 _tApplying the principles 408 _tNotes on chapter 409 _tTaking it further 409 _tUseful websites 410 _tSupplement: Statistical Process Control (SPC) 411 _t13 Improvement 423 _tExecutive summary 424 _tWhat is improvement? 424 _tWhat is the gap between current and required performance? 424 _tWhat is the most appropriate improvement path? 425 _tWhat techniques should be used to facilitate improvement? 425 _tHow can improvement be made to stick? 425 _tCritical commentary 454 _tSummary checklist 456 _tCase study: Geneva Construction and Risk (GCR) 457 _tActive case study: Ferndale Sands Conference Centre 460 _tApplying the principles 460 _tNotes on chapter 461 _tTaking it further 461 _tUseful
505	0	0	_t websites 462 _t14 Risk and resilience 464 _tExecutive summary 464 _tWhat are risk and resilience? 464 _tHave potential failure points been assessed? 464 _tHave failure prevention measures been implemented? 465 _tHave failure mitigation measures been implemented? 465 _tHave failure recovery measures been implemented? 465 _tCritical commentary 487 _tSummary checklist 489 _tCase study: The Chernobyl failure 490 _tActive case study: Paterford Elevators 491 _tApplying the principles 492 _tNotes on chapter 493 _tTaking it further 493 _tUseful websites 493 _t15 Project management 495 _tExecutive summary 496 _tWhat is project management? 496 _tIs the project environment understood? 496 _tIs the
505	0	0	_t project well defined? 496 _tIs project management adequate? 497 _tHas the project been adequately planned? 497 _tIs the project adequately controlled? 497 _tCritical commentary 520 _tSummary checklist 521 _tCase study: United Photonics Malaysia Sdn Bhd 522 _tActive case study: National Trust 527 _tApplying the principles 527 _tNotes on chapter 528 _tTaking it further 529 _tUseful websites 529 _tIndex 531
650		0	_aManufacturing processes.
650		0	_aProcess control.
700	1		_aSlack, Nigel.
900			_a31267 CD00610
942			_2lcc _cKT
999			_c27762 _d27762