Contents
1 Managing operations
The role of operations management
The mix of manufactured items and services
Misunderstandings of the operations management task
Key points review
2 Strategic context
Functions dominate strategic outcomes
Functional strategies vis-a-vis a corporate strategy
The reactive role of operations management
Markets are inherently different and dynamic whilst
operations management is inherently fixed
Linking marketing and operations
Technical and business specifications
Differentiating the task
Order-winners and qualifiers
Achieving the link
The reality of strategic debate
Benchmarking
Market- or marketing-led?
Key points review
3 Operations and design
Operations and design
Operations management's responses to supporting
product/service range
Key points review
Notes
4 The delivery system
The transformation process
Process choice
Process alternatives
The reality of process choice
The fixed nature of process investments
Trade-offs of process choice
Products/services and markets
Operations
Organizational implications
Hybrid processes
Product/service profiling
Issues in service delivery systems
Capacity decisions
Location
Layout
Bottlenecks
Reviewing delivery systems
Operational approaches to improving the
delivery system
Key points review
Notes
5 Controlling operations
Planning and control systems
Aggregate planning
Operations control
Developments in planning and control systems
Short-term changes to meet demand fluctuations
Inventory control systems
The functions provided by inventories
Approaches to controlling inventory
Key points review
Notes
6 Quality
Concept of quality
Quality assurance and quality control
Developments concerned with quality
Service issues
Key points review
Notes
The job of work in the 1990s
Managerial philosophies of work
Outcomes
Traditional approaches
Operations management alternatives
Key points review
Notes
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