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.    

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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

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#IndustrialEngineering #Productivity #CostReduction

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

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

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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.


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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

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