The Central Evaluation Unit
OPERATIONS MANAGEMENT
Nigel Slack Stuart Chambers Robert Johnston
Financial Times Prentice Hall is an imprint of PEARSON
• London • New York • Bosl
Contents
Guide to 'operations in practice', examples, short cases and case studies Making the most of this book and MyOMLab Preface To the Instructor To the Student Ten steps to getting a better grade in operations management About the authors Acknowledgements Problems and applications Selected further reading Useful web sites 58 59 59
xi xiv xviii
XX
xxi xxii xxiii xxiv
Chapter 3 Operations strategy
Introduction What is strategy and what is operations strategy? The 'top-down' and 'bottom-up' perspectives The market requirements and operations resources perspectives The process of operations strategy Summary answers to key questions Case study: Long Ridge Gliding Club Problems and applications Selected further reading Useful web sites
60 60 62 65 68 75 79 80 81 82 82
Part One INTRODUCTION Chapter 1 Operations management
Introduction What is operations management? Operations management is important in all types of organization The input-transformation-output process The process hierarchy Operations processes have different characteristics The activities of operations management Summary answers to key questions Case study: Design house partnerships at Concept Design Services Problems and applications Selected further reading Useful web sites
1
2 2 4 6 11 15 19 23 25 27 30 30 31
Part Two DESIGN Chapter 4 Process design
Introduction What is process design? What effects should process design have? Process types - the volume-variety effect on process design Detailed process design Summary answers to key questions Case study: The Central Evaluation Unit Problems and applications Selected further reading Useful web sites
85
86 86 87 88 91 96 108 109 110 111 111
Chapter 2 Operations performance
Introduction Operations performance is vital for any organization The quality
Nigel Slack Stuart Chambers Robert Johnston
Financial Times Prentice Hall is an imprint of PEARSON
• London • New York • Bosl
Contents
Guide to 'operations in practice', examples, short cases and case studies Making the most of this book and MyOMLab Preface To the Instructor To the Student Ten steps to getting a better grade in operations management About the authors Acknowledgements Problems and applications Selected further reading Useful web sites 58 59 59
xi xiv xviii
XX
xxi xxii xxiii xxiv
Chapter 3 Operations strategy
Introduction What is strategy and what is operations strategy? The 'top-down' and 'bottom-up' perspectives The market requirements and operations resources perspectives The process of operations strategy Summary answers to key questions Case study: Long Ridge Gliding Club Problems and applications Selected further reading Useful web sites
60 60 62 65 68 75 79 80 81 82 82
Part One INTRODUCTION Chapter 1 Operations management
Introduction What is operations management? Operations management is important in all types of organization The input-transformation-output process The process hierarchy Operations processes have different characteristics The activities of operations management Summary answers to key questions Case study: Design house partnerships at Concept Design Services Problems and applications Selected further reading Useful web sites
1
2 2 4 6 11 15 19 23 25 27 30 30 31
Part Two DESIGN Chapter 4 Process design
Introduction What is process design? What effects should process design have? Process types - the volume-variety effect on process design Detailed process design Summary answers to key questions Case study: The Central Evaluation Unit Problems and applications Selected further reading Useful web sites
85
86 86 87 88 91 96 108 109 110 111 111
Chapter 2 Operations performance
Introduction Operations performance is vital for any organization The quality