Slack: Operations and Process Management, 6th Edition
- Length: 602 pages
- Edition: 6
- Language: English
- Publisher: Pearson
- Publication Date: 2021
- ISBN-10: 1292350067
- ISBN-13: 9781292350066
- Sales Rank: #5874399 (See Top 100 Books)
Master the core subject principles and critically analyse business operations and processes
Operations and Process Management, 6th Edition, by Nigel Slack and Alistair Brandon-Jones, is the market-leading text on operations and process management. This innovative text approaches the subject from a managerial perspective and provides clear and concise coverage of the nature, principles, and practice of operations and process management. The content is organised around diagnostic questions which relate the theory back to the key questions faced by managers in the workplace. Each chapter provides a range of examples, frameworks and techniques designed to help you better analyse existing operations and understand ways to deal with operational and process challenges. This new edition includes new cases studies drawn from diverse range of industries and regions, and coverage of new topics such as servitisation and the co-creation of services.
This text introduces operations and process management for everyone who wishes to understand the nature, principles and practice of the subject, inspiring a critical and applied mastery of the core principles and processes which are fundamental to successfully managing business operations. It is aimed primarily at students with some management experience, or those who are about to embark on a career in management.
Front Cover Half Title Title Page Copyright Page Brief contents Contents Guide to case studies Preface About the authors Author's acknowledgements 1 Operations and processes Executive summary 1.1 Does the organisation understand the potential of operations and process management? 1.2 Does the organisation take a process perspective? 1.3 Does operations and process management have a strategic impact? 1.4 Are processes managed to reflect their operating circumstances? 1.5 Is operations and process decision-making appropriate? Critical commentary Summary checklist Case study: Kaston-Trenton Service (KTS) Applying the principles Notes on chapter Taking it further 2 Operations and strategic impact Executive summary 2.1 Does the operation have a strategy? 2.2 Does operations strategy reflect business strategy (top-down)? 2.3 Does operations strategy align with market requirements (outside-in)? 2.4 Does operations strategy learn from operational experience (bottom-up)? 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)? 2.6 Are the four perspectives of operations strategy reconciled? 2.7 Does operations strategy set an improvement path? Critical commentary Summary checklist Case study: IKEA looks to the future Applying the principles Notes on chapter Taking it further 3 Product and service innovation Executive summary 3.1 What is the strategic role of product and service innovation? 3.2 Are the product and service innovation process objectives specified? 3.3 Is the product and service innovation process defined? 3.4 Are the resources for developing product and service innovation adequate? 3.5 Is the development of products and services and of the process that created them simultaneous? Critical commentary Summary checklist Case study: Widescale Studios and the Fierybryde development Applying the principles Notes on chapter Taking it further 4 Operations scope and structure Executive summary 4.1 Does the operation understand its place in its supply network? 4.2 How vertically integrated should the operation's network be? 4.3 How do operations decide what to do in-house and what to outsource? 4.4 What configuration should a supply network have? 4.5 How much capacity should operations plan to have? 4.6 Where should operations be located? Critical commentary Summary checklist Case study: Aarens Electronic Applying the principles Notes on chapter Taking it further Supplement: Forecasting - Does the operation have an idea of future demand? 5 Process design 1 - Positioning Executive summary 5.1 Does the operation understand the importance of how it positions its process resources? 5.2 Do processes match volume-variety requirements? 5.3 Are process layouts appropriate? 5.4 Are process technologies appropriate? 5.5 Are job designs appropriate? Critical commentary Summary checklist Case study: McPherson Charles Solicitors Applying the principles Notes on chapter Taking it further 6 Process design 2 - Analysis Executive summary 6.1 Is the importance of detailed process design understood? 6.2 Are process performance objectives clear? 6.3 How are processes currently designed? 6.4 Are process tasks and capacity configured appropriately? 6.5 Is process variability recognised? Critical commentary Summary checklist Case study: The Action Response Applications Processing Unit (ARAPU) Applying the principles Notes on chapter Taking it further Supplement: Queuing analysis 7 Supply chain management Executive summary 7.1 Is the nature of supply chain management understood? 7.2 What type of supply chain relationship should be adopted? 7.3 Has the sourcing configuration been determined? 7.4 Has the approach to supplier selection and negotiation been determined? 7.5 Are supply chains run effectively? 7.6 Are supply chain dynamics under control? Critical commentary Summary checklist Case study: Big or small? EDF's sourcing dilemma Applying the principles Notes on chapter Taking it further 8 Capacity management Executive summary 8.1 Is the importance of capacity management understood? 8.2 Have patterns of demand been understood and influenced? 8.3 Has the operation's current capacity been determined? 8.4 Have strategies for managing the 'supply side' been considered? 8.5 Have the consequences of capacity management decisions been considered? Critical commentary Summary checklist Case study: FreshLunch Applying the principles Notes on chapter Taking it further 9 Inventory management Executive summary 9.1 Is the role of inventory understood? 9.2 Why should there be any inventory? 9.3 Is the right quantity being ordered? 9.4 Are inventory orders being placed at the right time? 9.5 Is inventory being controlled effectively? Critical commentary Summary checklist Case study: supplies4medics.com Applying the principles Notes on chapter Taking it further 10 Resource planning and control Executive summary 10.1 Does resource planning and control have all the right elements? 10.2 Is resource planning and control information integrated? 10.3 Are core planning and control activities effective? Critical commentary Summary checklist Case study: Audall Auto Servicing Applying the principles Notes on chapter Taking it further Supplement: Materials requirements planning (MRP) 11 Lean synchronisation Executive summary 11.1 What are the benefits of lean synchronisation? 11.2 What are the barriers to lean synchronisation? 11.3 Is flow streamlined? 11.4 Does supply exactly match demand? 11.5 Are processes flexible? 11.6 Is variability minimised? 11.7 Is lean synchronisation applied throughout the supply network? Critical commentary Summary checklist Case study: St Bridget's Hospital Applying the principles Notes on chapter Taking it further 12 Improvement Executive summary 12.1 Why is improvement so important? 12.2 What is the gap between current and required performance? 12.3 What is the most appropriate improvement path? 12.4 What techniques could be used to facilitate improvement? 12.5 How can improvement be made to stick? Critical commentary Summary checklist Case study: Ferndale Sands Conference Centre Applying the principles Notes on chapter Taking it further 13 Quality management Executive summary 13.1 Is the importance of quality management universally understood and applied? 13.2 Is quality adequately defined? 13.3 Is quality adequately measured? 13.4 Is quality adequately controlled? 13.5 Does quality management always lead to improvement? Critical commentary Summary checklist Case study: Rapposcience Labs Applying the principles Notes on chapter Taking it further Supplement: Statistical process control (SPC) 14 Risk and resilience Executive summary 14.1 Is there an integrated approach to operations risk and resilience? 14.2 Have potential risks been assessed? 14.3 Have risk prevention measures been implemented? 14.4 Have risk mitigation measures been implemented? 14.5 Have risk recovery measures been implemented? Critical commentary Summary checklist Case study: Slagelse Industrial Services Applying the principles Notes on chapter Taking it further 15 Project management Executive summary 15.1 Are the innate characteristics of the project understood? 15.2 Is the applicability of project management understood? 15.3 Are the project environment and project stakeholders understood? 15.4 Has the project been effectively defi ned? 15.5 Has the project been adequately planned? 15.6 Is the project effectively controlled and learned from? Critical commentary Summary checklist Case study: Kloud BV and Sakura Bank K.K. Applying the principles Notes on chapter Taking it further Index Credits Back Cover
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