Saturday, July 15, 2023

Operations Management - Nigel Slack et al. - 7th Edition - Details of Chapters

  Nigel Slack et al. Operations Management - 7th Edition - Detailed Chapters Contents


 Part 1




 INTRODUCTION 3




 Chapter 1   Operations management 4


 Introduction 4


 What is operations management? 6 


 Operations management is important in all types of organization 8 


 The input–transformation–output process 13 


 The process hierarchy 18 


 Operations processes have different characteristics 23 


 What do operations managers do? 26 


 Summary answers to key questions 30


 Case study: Design house partnerships at Concept Design Services 31


 Problems and applications 34


 Selected further reading 34


 Useful websites 35




https://nraomtr.blogspot.com/2014/10/introduction-to-operations-management.html




Industrial Engineering and Operations Management - Distinction and Combination


https://nraomtr.blogspot.com/2019/04/industrial-engineering-and-operations.html




AIIE




“Industrial engineering is concerned with the design, improvement, and installation of integrated systems of men, materials, and equipment. It draws upon specialized knowledge and skill in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design, to specify, predict, and evaluate the results to be obtained from such systems.” (AIIE, 1955). [4]




AIIE (Revised)




"Industrial engineering is concerned with the design, improvement and installation of integrated systems of people, materials, information, equipment and energy. It draws upon specialized knowledge and skill in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design, to specify, predict, and evaluate the results to be obtained from such systems." [7]




Narayana Rao (2017)


Industrial engineering is  system efficiency engineering.


http://nraoiekc.blogspot.com/2012/02/industrial-engineering-definitions-1911.html



Top 1% of Publications on Academia.Edu  


INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING by Narayana Rao Kvss.


121 Pages. Free Download.    


https://www.academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0


Document about IKEA operational strategy

https://www.slideshare.net/GaganSharma3/ikea-operational-startegies



 Chapter 2    Operations performance 36


 Introduction 36


 Operations performance is vital for any 


organization 38 


 Why is quality important? 46 


 Why is speed important? 47 


 Why is dependability important? 49


 Why is flexibility important? 52 


 Why is cost important? 55 


 Trade-offs between performance objectives 60 


 Summary answers to key questions 62


 Case study: Operations objectives at the 


Penang Mutiara 64


 Problems and applications 65


 Selected further reading 66


 Useful websites 67


Slides

https://slideplayer.com/slide/4008688/


What is Operational Excellence in Manufacturing and Supply Chain?


https://nraomtr.blogspot.com/2015/03/what-is-operational-excellence-in.html




KPIs


Procurement KPIs : Accuracy, Operational, Supplier and Financial level Procurement Key performance indicators


https://engineeringwithmanagement.com/procurement-key-performance-indicators/


Important Key Performance Indicators(KPIs) for Strategic Human Resource(HR) management


https://engineeringwithmanagement.com/important-key-performance-indicatorskpis-for-strategic-human-resourcehr-management/



Analytics-Based Enterprise Performance Management (EPM)

https://nraoiekc.blogspot.com/2023/06/analytics-based-enterprise-performance.html


Webinar on 18 June 2023

Registration link

https://us06web.zoom.us/webinar/register/WN_dIsZXphETZ-a8szRiVS_kQ#/registration



 Chapter 3   Operations strategy 68


 Introduction 68


 What is strategy and what is operations strategy? 70 


 The ‘top-down’ and ‘bottom-up’ perspectives 73 


 The market requirements and operations resources perspectives 77 


 How can an operations strategy be put together? 86 


 Summary answers to key questions 89


 Case study: Long Ridge Gliding Club 91


 Problems and applications 92


 Selected further reading 93


 Useful websites 93


https://nraomtr.blogspot.com/2023/06/operations-strategy-nigel-slack-et-al.html


Slides

https://slideplayer.com/slide/5800721/


Part 2




DESIGN 95




 Chapter 4   Process design 96


 Introduction 96


 What is process design? 97 


 What objectives should process design have? 98 


 Process types – the volume–variety effect on process design 101 


 Detailed process design 109 


 Summary answers to key questions 120


 Case study: The Action Response Applications Processing Unit (ARAPU) 121


 Problems and applications 123


 Selected further reading 124


 Useful websites 124






Process Design - A Note - Nigel Slack et al.


https://nraomtr.blogspot.com/2022/05/process-design-note-nigel-slack-et-al.html




Production Process Planning - Sub-Module of Process Industrial Engineering


https://nraoiekc.blogspot.com/2020/07/production-process-planning-sub-module.html




Process Strategy and Analysis - Important Points - Summary - Krajewski - 12th Edition


https://nraomtr.blogspot.com/2019/08/process-strategy-and-analysis-important.html




Product Design and Process Selection—Services - Review Notes


https://nraomtr.blogspot.com/2011/12/product-design-and-process.html





Chapter 5  Innovation and design in services and products 125


Introduction 125


How does innovation impact on design? 127


Why is good design so important? 130


The stages of design – from concept to specification 131


What are the benefits of interactive design? 141


Summary answers to key questions 147


Case study: Chatsworth – the adventure playground decision 148


Problems and applications 150


Selected further reading 150


Useful websites 151








Chapter 6 Supply network design 152


Introduction 152


The supply network perspective 153


Configuring the supply network 155


Where should an operation be located? 160


Long-term capacity management 168


Break-even analysis of capacity expansion 174


Summary answers to key questions 175


Case study: Disneyland Resort Paris (abridged) 176


Problems and applications 180


Selected further reading 182


Useful websites 182


Supplement to Chapter 6


Forecasting 183


Introduction 183


Forecasting – knowing the options 183


In essence forecasting is simple 184


Approaches to forecasting 185


Selected further reading 190


Slides

https://slideplayer.com/slide/4710224/


https://slideplayer.com/slide/7939745/  Good





Chapter 7 Layout and flow 191


Introduction 191


What is layout? 193


The basic layout types 193


What type of layout should an operation choose? 200


How should each basic layout type be designed in detail? 204


Summary answers to key questions 217


Case study: North West Constructive Bank (abridged) 218


Problems and applications 220


Selected further reading 222


Useful websites 222


slides 6th ed.

https://www.slideshare.net/brentaweeks/07-layout-and-flowoperations-management?from_search=7




Chapter 8  Process technology 223


Introduction 223


Operations management and process technology 225


What do operations managers need to know about process technology? 225


How are process technologies evaluated? 237


How are process technologies implemented? 242


Summary answers to key questions 246


Case study: Rochem Ltd 247


Problems and applications 249


Selected further reading 249


Useful websites 250


Slides

https://slideplayer.com/slide/8716028/


6ed

https://slideplayer.com/slide/4434487/


https://www.slideshare.net/GaganSharma3/chap08-11808667


IoT and Supply Chain Management


2017


https://www.researchgate.net/publication/321131587_Internet_of_things_and_supply_chain_management_a_literature_review/link/5e3fb9d892851c7f7f27ee14/download




Free Access


Good article


Introduction to the special issue on “Technology management in a global context: From enterprise systems to technology disrupting operations and supply chains”


Gregory R. Heim, Xiaosong (David) Peng


First published:  JOM,  21 September 2022 https://doi.org/10.1002/joom.1216


https://onlinelibrary.wiley.com/doi/full/10.1002/joom.1216




Chapter 9


People, jobs and organization 251


Introduction 251


People in operations 253


Human resource strategy 253


Organization design 256


Job design 259


Allocate work time 271


Summary answers to key questions 273


Case study: Service Adhesives try again 274


Problems and applications 276


Selected further reading 277


Useful websites 277


Supplement to Chapter 9


Work study 279


Introduction 279


Method study in job design 279


Work measurement in job design 282




https://nraomtr.blogspot.com/2023/06/people-jobs-and-organization-operations.html



Slides


6ed.

https://slideplayer.com/slide/3552936/


https://www.slideshare.net/brentaweeks/09-people-jobs-and-organizationsoperations-management




Part Three


DELIVER – PLANNING AND CONTROLLING OPERATIONS 287




Chapter 10 The nature of planning and control 288


Introduction 288


What is planning and control? 290


The effect of supply and demand on 


planning and control 293


Planning and control activities 299


Controlling operations is not always routine 314


Summary answers to key questions 316






Case study: subText Studios, 


Singapore (abridged) 317


Problems and applications 320


Selected further reading 321


Useful websites 321


6 edition slides

https://slideplayer.com/slide/4723231/



Chapter 11  Capacity management 322


Introduction 322


What is capacity management? 324


How is capacity measured? 326


Coping with demand fluctuation 334


How can operations plan their capacity level? 343


How is capacity planning a queuing problem? 348


Summary answers to key questions 353


Case study: Blackberry Hill Farm 354


Problems and applications 358


Selected further reading 360


Useful websites 360


Supplement to Chapter 11


Analytical Queuing Models 361


Introduction 361


Notation 361


Variability 361


Incorporating Little’s law 363


Types of queuing system 363



6th ed. Prsentation slides

https://slideplayer.com/slide/3897603/





Chapter 12


Inventory management 368


Introduction 368


What is inventory? 370


Why should there be any inventory? 372


How much to order – the volume decision 376


When to place an order – the timing decision 388


How can inventory be controlled? 392


Summary answers to key questions 398


Case study: supplies4medics.com 400


Problems and applications 401


Selected further reading 402


Useful websites 402



https://slideplayer.com/slide/3561130/



Chapter 13


Supply chain management 404


Introduction 404


What is supply chain management? 406


The activities of supply chain management 409


Single- and multi-sourcing 413


Relationships between operations 


in a supply chain 419


How do supply chains behave in practice? 424


How can supply chains be improved? 426


Summary answers to key questions 433


Case study: Supplying fast fashion 434


Problems and applications 437


Selected further reading 438


Useful websites 438



7th ed slides

https://slideplayer.com/slide/10964843/


https://www.slideshare.net/brentaweeks/13-supply-chain-planning-and-controloperations-management?from_search=17



Chapter 14


Enterprise resource planning (ERP) 439


Introduction 439


What is ERP? 440


How did ERP develop? 441


Implementation of ERP systems 449


Summary answers to key questions 451


Case study: Psycho Sports Ltd 452


Problems and applications 454


Selected further reading 455


Useful websites 455


Supplement to Chapter 14


Materials requirements planning (MRP) 456


Introduction 456


Master production schedule 456


The bill of materials (BOM) 458


Inventory records 459


The MRP netting process 459


MRP capacity checks 461


Summary 463






Chapter 15


Lean synchronization 464


Introduction 464


What is lean synchronization? 465


How does lean synchronization 


eliminate waste? 471


Lean synchronization applied throughout the supply network 484


Lean synchronization compared with other approaches 486


Summary answers to key questions 489


Case study: The National Tax Service (NTS) 490


Problems and applications 492


Selected further reading 493


Useful websites 494


Slides

https://slideplayer.com/slide/6289830/



Chapter 16


Project management 495


Introduction 495


What is project management? 497


How are projects planned and controlled? 500


What is network planning? 514


Summary answers to key questions 526


Case study: United Photonics Malaysia Sdn Bhd 527


Problems and applications 531


Selected further reading 532


Useful websites 533




Chapter 17 Quality management 534


Introduction 534


What is quality and why is it so important? 536


How can quality problems be diagnosed? 540


Conformance to specification 541


Achieving conformance to specification 541


Total quality management (TQM) 548


Summary answers to key questions 556


Case study: Turnround at the Preston plant 557


Problems and applications 559


Selected further reading 560


Useful websites 560


Slides


https://www.slideshare.net/earms/chapter17-quality?from_search=15




Supplement to Chapter 17


Statistical process control (SPC) 562


Introduction 562


Control charts 562


Variation in process quality 563


Control charts for attributes 568


Control chart for variables 569


Process control, learning and knowledge 573


Summary 574


Selected further reading 574


Useful websites 574






Part Four


IMPROVEMENT 577




Chapter 18  Operations improvement 578


Introduction 578


Why is improvement so important in operations management? 580


The key elements of operations  improvement 584


The broad approaches to managing improvement 588


What techniques can be used for improvement? 598


Summary answers to key questions 603


Case study: GCR Insurance 605


Problems and applications 608


Selected further reading 609


Useful websites 609






Chapter 19  Risk management 610


Introduction 610


What is risk management? 612


Assessing the potential causes of and 


risks from failure 613


Preventing failure 624


How can operations mitigate the effects of failure? 631


How can operations recover from the effects of failure? 632


Summary answers to key questions 635


Case study: Slagelse Industrial 


Services (SIS) 636


Problems and applications 638


Selected further reading 638


Useful websites 639




Chapter 20  Organizing for improvement 640


Introduction 640


Why the improvement effort needs organizing 642


Linking improvements to strategy 643


What information is needed for improvement? 645


What should be improvement priorities? 652


How can organizational culture affect improvement? 657


Key implementation issues 659


Summary answers to key questions 664


Case study: Re-inventing Singapore’s 


libraries 666


Problems and applications 667


Selected further reading 668


Useful websites 668










Part 5




CORPORATE SOCIAL  RESPONSIBILITY 671




Chapter 21  Operations and corporate social responsibility (CSR) 672


Introduction 672


What is corporate social responsibility? 674


The wider view of corporate social responsibility 679


How can operations managers analyse CSR issues? 686


Summary answers to key questions 689


Case study: CSR as it is presented 690


Problems and applications 691


Selected further reading 691


Useful websites 691


Notes on chapters 693


Glossary 700


Index 713




Sustainability




IJOPM Vol. 43, Issue 4, 2023: Speical Issue Applying operations and supply chain management theories in the circular economy context



https://www.linkedin.com/pulse/ijopm-vol-43-issue-4-2023-si-applying-operations/


Issue Link


https://www.emerald.com/insight/publication/issn/0144-3577/vol/43/iss/4






June - July 2023


Top 1% of Publications on Academia.Edu  - 


INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING by Narayana Rao Kvss.


224 Views  - 121 Pages.


Free Download.    


https://www.academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0


#IndustrialEngineering #Productivity #CostReduction














Monday, November 28, 2011

Peter Drucker - Business Organization - Economic Function - Social Responsibility

In the book, In The End of Economic Man, published in 1939, Drucker explained what had happened when central European managers had failed to meet social responsibilities. The managers had valued people only for their labor and treated them as factors of production. As they were treated like things, people had felt isolated and governed by irrational, "demonic forces" that do not think of their weillbeing. Society had ceased to be a community of individuals bound together by a common purpose in various institutions.

In a desperate situation, some were drawn to Marxism, which in turn undercut traditional values and institutions and paved the way for Fascist dictatorships. Both Fascism and Marxism, as Drucker saw them, were escapist; they could thow out established order using existing discontent as leverage but never fulfill human needs.

People need a society that could provide freedom, "status," and "function," and it is the task of business managers to help create such a society by shaping the workforce into the industrial citizens and the company into a community.

In subsequent works, particularly in The Future of Industrial Man (1942), Concept of the Corporation (1946), and The New Society (1949), Drucker emphasized that only satisfying work could fulfill the needs of individuals for autonomy, security, dignity, usefulness, belonging, and peer respect. Work was needed as much to provide "status and function" as income. People will be frustrated when managers valued labor only as a commodity. Through responsible acts of "citizenship" by manager and worker alike, the social and the economic needs of the individual, could be brought into "harmony" and thus fulfilled in the business organization.

In the case of managerial goals, Drucker acknowledged that economic goals must come before social ones. If the firm went bankrupt, managers would be unable to sutain the corporate community. Corporate "survival" depended on making a profit that not only covered costs but provided insurance against future risks. To make such a profit, managers must "create" customers by providing them with useful products and services.

The primacy of economic performance, however, should not obscure the thought that the business corporation was "as much a social organization, a community and society" as it was "an economic organ." In the "new society," which was an employee society, the firm had a responsibility to realize social values and fulfill individual needs.


Drucker expanded his ideas in later years by insisting that managers select socially responsible goals for the enterprise. He rejected the power of the market and the notion that a "hidden-hand" in the marketplace naturally converted "private vices" into "public virtues." He had never believed that competition automatically solved social problems. He diagreed with Milton Friedman's argument that businessmen should stick to "business" and should refrain from appointing themselves guardians of the common good. According to Drucker, business men were running social organizations that could help society and realize "social values." Like anyone else, they also had "a self-interest in a healthy society," and so they should follow normal ethical imperatives. Moreover, for Drucker, managers were the only true "leadership group" in modern society. If they did not "take responsibility for the common good," then no one else could or would.

Reference
Stephen P. Waring, "Peter Drucker, MBO, and the Corporatist Critique of Scientific Management" in
http://www.ohiostatepress.org/books/Complete%20PDFs/Nelson%20Mental/10.pdf

Source:
http://nraomtr.blogspot.com/2011/11/peter-drucker-business-organization.html

Sunday, November 27, 2011

Peter Drucker on Scientific Management - Industrial Engineering

"Scientific management is our most widely practised personnel management concept" said Peter Drucker in his book The Practice of Management. The concepts of scientific management underlie the actual management of worker and work in American Industry.

"Scientific management is our most widely practised personnel management concept" said Peter Drucker in his book The Practice of Management. The concepts of scientific management underlie the actual management of worker and work in American Industry. The core of scientific management is the organized study of work, the analysis of work into its simplest elements and the systematic improvement or design of each of these elements. Drucker emphasized that scientific management has both basic concepts and easily applicable tools and techniques to carry out it intended job. Its contribution is visible in the form of higher readily measurable output.

Scientific management is a systematic philosophy of worker and work. As long as industrial society endures, we will not forget the insight that human work can be studied systematically, can be analyzed, can be improved by work on its elementary parts. Scientific management was a great liberating and pioneering insight. Without it a real study of human beings at work would not have been possible. Scientific management or industrial engineering has penetrated the entire world. Yet is has been stagnant for a long time. From 1890 to 1920 Scientific Management produced one brilliant insight after the other and creative thinkers like Taylor, Gantt and Gilbreths. During the last thirty years, it has given us little. There are exceptions like Mrs Lillian Gilbreth and the Late Harry Hopf.

According to Drucker, the lack of progress is due to two blind spots. One was the thinking that each element has to be done by one worker. Taylor saw the need to integrate and Harry Hopf certainly advocated it. According to Drucker, IE has not provided good integration tools or concepts, both individual elements and the special qualities of each man.

The second blind spot according to Drucker is insistence on divorce of planning and doing.

Drucker concluded his discussion of the topic with the statement, 'We must preserve the fundamental insights of Scientific Management - just as we must preserve those of Human Relations. But we must go beyond the traditional application of Scientific Management, must learn to see where it has been blind. And the coming of the new technology makes this task doubly urgent."


References

Peter Drucker in his book The Practice of Management, First Edition, 1955, Current Print 2006, Butterworth Heinemann, .pp.273-281

Source: http://nraomtr.blogspot.com/2011/11/peter-drucker-on-scientific-management.html

The site for MBA Revision Articles: http://nraomtr.blogspot.com/

Friday, November 25, 2011

Management Theory Review - A New Blog/Website

MBA Knowledge Revision are being posted in the new website

Management Theory Review



http://nraomtr.blogspot.com/

Saturday, March 5, 2011

The Marketing Concept - Kotler

Marketing - Definition

Marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating, offering, and exchanging products of value with others.

A human need is a state of deprivation of some basic satisfaction. People require food, clothing, shelter, safety, belonging, and esteem. These needs are not created by society or by marketers. They exist in the very texture of human biology and the human condition.

Wants are desires for specific satisfiers of needs. Although people’s needs are few, their wants are many. They are continually shaped and reshaped by social forces and institutions, including churches, schools, families and business corporations.

Demands are wants for specific products that are backed by an ability and willingness to buy them. Companies must measure not only how many people want their product but, more importantly, how many would actually be willing and able to buy it.


Full revision articles in on Google knol
http://knol.google.com/k/the-marketing-concept-kotler

Sunday, October 12, 2008

12 Manage Executive Fast Track

I came across this web site today.

I am in the process of setting up a management knowledge revision encyclpedia. But, I need to appreciate the initiatives and successes of others in this endeavor. This site is exclusively focused on management and claims a large readership.

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Communication and Skills. Methods, Models and Theories - Description, forum and special interest group



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Decision-making and Valuation. Methods, Models and Theories - Description, forum and special interest group



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12 Manage Global Top 10 of Most Popular Management Concepts


September 2008

1. 14 Principles of Management Fayol
2. Five Competitive Forces Porter
3. Mind Mapping
4. SWOT Analysis
5. BCG Matrix
6. Marketing Mix McCarthy
7. Competitive Advantage Porter
8. 7-S Framework McKinsey
9. Balanced Scorecard Kaplan Norton

10. Value Chain Porter

Source: www.12manage.com

This Top-10 of Management Concepts may be freely republished, provided www.12manage.com is mentioned as the source.