CONTENTS

Guide to ‘operations in practice’, examples, How is operations performance judged at an

short cases and case studies x operational level? 47
Preface xv How can operations performance
be measured? 60
To the instructor… xvii How do performance objectives trade off
To the student… xviii against each other? 63
Ten steps to getting a better grade in Summary answers to key questions 65
operations management xix Case study: IKEA looks to the future 67
Problems and applications 70
About the authors xx
Selected further reading 71
Acknowledgements xxi
Publisher’s acknowledgements xxiii 3 Operations strategy 72
Introduction 72
What is strategy and what is operations strategy? 74
PART ONE How does operations strategy align with business
strategy (top-down)? 78
How does operations strategy align with market
DIRECTING THE OPERATION 2 requirements (outside-in)? 81
How does operations strategy align with
1 Operations management 4 operational experience (bottom-up)? 86
Introduction 4 How does operations strategy align with operations
What is operations management? 5 resources (inside-out)? 88
Why is operations management important in How are the four perspectives of operations
all types of organization? 7 strategy reconciled? 90
What is the input–transformation–output process? 14 How can the process of operations strategy be
What is the process hierarchy? 18 organized? 97
How do operations and processes differ? 23 Summary answers to key questions 101
What do operations managers do? 27 Case study: McDonald’s: half a century of growth 103
Summary answers to key questions 31 Problems and applications 106
Case study: Design house partnerships at Concept Selected further reading 108
Design Services 32
Problems and applications 35 4 Managing product and service
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Selected further reading 37 innovation 109

Introduction 109
2 Operations performance 38
What is product and service innovation? 110
Introduction 38 What is the strategic role of product and service
Why is operations performance vital in any innovation? 113
organization? 39 What are the stages of product and service
How is operations performance judged at a innovation? 119
societal level? 40 How should product and service innovation be
How is operations performance judged at a resourced? 128
strategic level? 45 Summary answers to key questions 135

vi

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 Case study: Developing ‘Savory Rosti-crisps’ at Summary answers to key questions 238
Dreddo Dan’s 137 Case study: The event hub 240
Problems and applications 140 Problems and applications 243
Selected further reading 141 Selected further reading 245

5 The structure and scope 8 Process technology 246

of operations 142 Introduction 246
Introduction 142 What is process technology and why is it getting
What is the structure and scope of operations? 143 more important? 247
How should the network be configured? 147 Understanding the potential of new process
How much capacity should operations have? 151 technology 251
Where should operations be located? 154 How can new process technologies be evaluated? 258
How vertically integrated should an operation’s How are new process technologies developed
network be? 158 and implemented? 265
What activities should be in-house and what Summary answers to key questions 270
should be outsourced? 163 Case study: Rochem Ltd 272
Summary answers to key questions 168 Problems and applications 274
Case study: Aarens Electronic 170 Selected further reading 275
Problems and applications 172
Selected further reading 173 9 People in operations 276
Introduction 276
Why are people so important in operations
PART TWO management? 277
How can the operations function be organized? 279
DESIGNING THE OPERATION 174 How do we go about designing jobs? 284
How are work times allocated? 299
6 Process design 176 Summary answers to key questions 302
Case study: Grace faces (three) problems 303
Introduction 176
Problems and applications 305
What is process design? 177 Selected further reading 307
What should be the objectives of process design? 179
How do volume and variety affect process design? 183 Supplement to Chapter 9
How are processes designed in detail? 190
Work study 308
Summary answers to key questions 209
Case study: The Action Response Applications Introduction 308
Processing Unit (ARAPU) 210 Method study in job design 308
Problems and applications 212 Work measurement in job design 310
Selected further reading 213

7 The layout and look of facilities 214 PART THREE

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Introduction 214
How can the layout and look of facilities influence DELIVER 316
performance? 215
What are the basic layout types used in operations 10 Planning and control 318
and how do they affect performance? 218 Introduction 318
How does the appearance of an operation’s What is planning and control? 319
facilities affect its performance? 228 How do supply and demand affect planning and
What information and analysis is control? 322
needed to design the layout and look What are planning and control activities? 328
of facilities? 232 Summary answers to key questions 347

CONTENTS vii

Slack, Nigel, and Alistair Brandon-Jones. Operations Management, Pearson Education, Limited, 2019. ProQuest Ebook Central,
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 Case study: subText Studios Singapore 349 14 Planning and control systems 485
Problems and applications 351
Introduction 485
Selected further reading 354
What are planning and control systems? 486
11 Capacity management 355 What is enterprise resource planning and how
did it develop into the most common planning
Introduction 355
and control system? 492
What is capacity management? 356 How should planning and control systems be
How is demand measured? 359 implemented? 500
How is capacity measured? 368 Summary answers to key questions 503
How is the demand side managed? 375 Case study: Psycho Sports Ltd 504
How is the supply side managed? 378 Problems and applications 506
How can operations understand the consequences Selected further reading 507
of their capacity management decisions? 382
Summary answers to key questions 393 Supplement to Chapter 14: Materials
Case study: Blackberry Hill Farm 395
requirements planning (MRP) 508
Problems and applications 400
Selected further reading 401 Introduction 508
Master production schedule 508
Supplement to Chapter 11: The bill of materials (BOM) 509
Analytical queueing models 402 Inventory records 510
The MRP netting process 511
Introduction 402
MRP capacity checks 514
Notation 402 Summary 514
Variability 403
Incorporating Little’s law 404 15 Lean operations 515
Types of queueing system 404
Introduction 515
12 Supply chain management 409 What is lean? 516
How does lean eliminate waste? 522
Introduction 409
How does lean apply throughout the
What is supply chain management? 410 supply network? 536
How should supply chains compete? 412 How does lean compare with other approaches? 538
How should relationships in supply chains Summary answers to key questions 541
be managed? 417 Case study: Saint Bridget’s Hospital 542
How should the supply side be managed? 421 Problems and applications 544
How should the demand side be managed? 427
Selected further reading 545
What are the dynamics of supply chains? 432
Summary answers to key questions 438
Case study: Supplying fast fashion 440
PART FOUR
Problems and applications 443
Selected further reading 444
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DEVELOPMENT 546
13 Inventory management 445
Introduction 445 16 Operations improvement 548
What is inventory? 446 Introduction 548
Why should there be any inventory? 449 Why is improvement so important in operations
How much to order? The volume decision 455 management? 549
When to place an order? The timing decision 468 What are the key elements of operations
How can inventory be controlled? 473 improvement? 554
Summary answers to key questions 479 What are the broad approaches to improvement? 561
Case study: Supplies4medics.com 481 What techniques can be used for improvement? 569
Problems and applications 482 How can the improvement process be managed? 574
Selected further reading 483 Summary answers to key questions 581

viii CONTENTS

Slack, Nigel, and Alistair Brandon-Jones. Operations Management, Pearson Education, Limited, 2019. ProQuest Ebook Central,
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 Case study: Ferndale Sands Conference Centre 583 How can operations assess the potential causes
Problems and applications 586 and consequences of failure? 639
Selected further reading 588 How can failures be prevented? 650
How can operations mitigate the effects
17 Quality management 589 of failure? 656
Introduction 589 How can operations recover from the effects
of failure? 658
What is quality and why is it so important? 590
Summary answers to key questions 660
What steps lead towards conformance to
Case study: Slagelse Industrial Services (SIS) 662
specification? 598
Problems and applications 663
What is total quality management (TQM)? 604
Selected further reading 666
Summary answers to key questions 616
Case study: Turnaround at the Preston plant 618
19 Project management 667
Problems and applications 620
Selected further reading 622 Introduction 667
What are projects? 668
Supplement to Chapter 17: Statistical What is project management? 673
process control (SPC) 623 How is the project environment understood? 674
How are projects defined? 678
Introduction 623 How are projects planned? 680
Control charts 623 How are projects controlled and learnt from? 689
Variation in process quality 624 Summary answers to key questions 694
Control charts for attributes 629 Case study: United Photonics Malaysia
Control chart for variables 631 Sdn Bhd 696
Process control, learning and knowledge 634 Problems and applications 700
Summary of supplement 635 Selected further reading 702
Selected further reading 635
Notes on chapters 703
18 Managing risk and recovery 636 Glossary 710
Introduction 636 Index 725
What is risk management? 637
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CONTENTS ix

Slack, Nigel, and Alistair Brandon-Jones. Operations Management, Pearson Education, Limited, 2019. ProQuest Ebook Central,
F01 Operations Management 53961 Contents.indd 9 18/03/2019 20:16
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Created from lboro on 2023-10-22 23:09:56.