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Key operations questions Chapter 4 Process design ➤ What is process design? ➤ What objectives should process design have? ➤ How do volume and variety affect process design? ➤ How are processes designed in detail? Chapter 5 The design of products and services ➤ Why is good product and service design important? ➤ What are the stages in product and service design? ➤ Why should product and service design and process design be considered interactively? Chapter 6 Supply network design ➤ Why should an organization take a total supply network perspective? ➤ What is involved in configuring a supply network? ➤ Where should an operation be located? ➤ How much capacity should an operation plan to have? Chapter 7 Layout and flow ➤ What is layout? ➤ What are the basic layout types used in operations? ➤ What type of layout should an operation choose? ➤ What is layout design trying to achieve? ➤ How should each basic layout type be designed in detail? Chapter 8 Process technology ➤ What is process technology? ➤ How does one gain an understanding of process technologies? ➤ How are process technologies evaluated? ➤ How are process technologies implemented? Chapter 9 People, jobs and organization ➤ Why are people issues so important in operations management? ➤ How do operations managers contribute to human resource strategy? ➤ What forms can organization designs take? ➤ What is the role of recruitment and development? ➤ How do we go about designing jobs? ➤ How are work times allocated?
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sixth edition OperatiOns ManageMent
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Further reading in Operations Manag
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Pearson Education Limited Edinburgh
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Contents Guide to ‘operations in
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Contents ix Chapter 12 Inventory pl
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Guide to ‘operations in practice
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Guide to ‘operations in practice
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Making the most of this book and My
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Making the most of this book and My
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Preface xix Illustrations-based Ope
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To the Student . . . Making the mos
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About the authors Nigel Slack is th
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Publisher’s acknowledgements We a
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Part One INTRODUCTION This part of
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Chapter 1 Operations management 3 O
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Chapter 1 Operations management 5 S
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Chapter 1 Operations management 7 S
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Chapter 1 Operations management 9 m
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Chapter 1 Operations management 11
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Functional design organization Proj
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Chapter 5 The design of products an
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Chapter 5 The design of products an
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Chapter 6 Supply network design 139
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Supplement to Chapter 6 Forecasting
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Panel approach Supplement to Chapte
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Table S6.2 Moving-average forecast
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Supplement to Chapter 6 Forecasting
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Chapter 7 Layout and flow Key quest
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Chapter 7 Layout and flow 179 What
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Chapter 7 Layout and flow 181 A con
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Chapter 7 Layout and flow 183 figur
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Chapter 7 Layout and flow 185 Short
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Chapter 7 Layout and flow 187 What
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Chapter 7 Layout and flow 189 Of al
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Chapter 7 Layout and flow 191 Figur
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Chapter 7 Layout and flow 197 Total
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than one element could be chosen. T
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■ Chapter 7 Layout and flow 203 I
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Chapter 7 Layout and flow 205 Table
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Chapter 8 Process technology 207 Op
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Operations management and process t
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Chapter 8 Process technology 211 ma
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Chapter 8 Process technology 213 In
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Chapter 8 Process technology 215 M-
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Chapter 8 Process technology 229 Su
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Chapter 8 Process technology 231 th
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Chapter 9 People, jobs and organiza
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Perspectives on organizations 7 How
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● ● ● ● There are also seri
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Supplement to Chapter 9 Work study
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Part Three PLANNING AND CONTROL The
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Chapter 10 The nature of planning a
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as rapid-response service operation
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Chapter 11 Capacity planning and co
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Table 11.1 Input and output capacit
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Supplement to Chapter 11 Analytical
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Chapter 12 Inventory planning and c
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which could otherwise be in the ban
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A more elegant method of finding th
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Figure 12.14 A periodic review appr
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Chapter 13 Supply chain planning an
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● Transportation infrastructures
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● Chapter 13 Supply chain plannin
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Operational efficiency helps improv
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Chapter 14 Enterprise resource plan
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The benefits of ERP ERP is generall
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Supplement to Chapter 14 Materials
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Table S14.4 Indented bill of materi
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Figure S14.4 Extract of the MRP rec
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Chapter 15 Lean synchronization Key
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Chapter 15 Lean synchronization 431
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● Chapter 15 Lean synchronization
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non-value-adding activities. It is
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Ensure visibility Appropriate layou
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it results in information inventori
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Eliminate waste through flexible pr
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dispatched at the end of that day.
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Table 15.2 Theory of constraints co
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Chapter 16 Project planning and con
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projects emphasize time: for exampl
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Table 16.2 Time and resources estim
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Chapter 17 Quality management Key q
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Chapter 17 Quality management 497 i
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Chapter 17 Quality management 499 A
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Chapter 17 Quality management 501 b
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Chapter 17 Quality management 517 q
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Chapter 17 Quality management 519 5
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Supplement to Chapter 17 Statistica
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shown in the lower blue shaded area
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Key operations questions Chapter 18
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Chapter 18 Operations improvement K
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542 Part Four Improvement Why impro
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544 Part Four Improvement Continuou
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546 Part Four Improvement Figure 18
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548 Part Four Improvement five per
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550 Part Four Improvement Lean as a
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554 Part Four Improvement Defects p
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556 Part Four Improvement every hun
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560 Part Four Improvement Worked ex
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562 Part Four Improvement Pareto an
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564 Part Four Improvement Summary a
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566 Part Four Improvement regional
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568 Part Four Improvement ● ●
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570 Part Four Improvement Selected
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572 Part Four Improvement Operation
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574 Part Four Improvement Table 19.
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576 Part Four Improvement Organizat
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578 Part Four Improvement enterpris
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580 Part Four Improvement But: one
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582 Part Four Improvement Worked ex
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586 Part Four Improvement Preventin
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588 Part Four Improvement Critical
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592 Part Four Improvement Short cas
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594 Part Four Improvement been if t
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596 Part Four Improvement The proce
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598 Part Four Improvement Source:
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600 Part Four Improvement Selected
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602 Part Four Improvement Operation
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606 Part Four Improvement Informati
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608 Part Four Improvement Table 20.
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612 Part Four Improvement Critical
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618 Part Four Improvement (the capa
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620 Part Four Improvement Short cas
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622 Part Four Improvement through s
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626 Part Four Improvement ➤ What
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628 Part Four Improvement Problems
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Key operations questions Chapter 21
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Chapter 21 Operations and corporate
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634 Part Five Corporate social resp
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636 Part Five Globalization Corpora
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Notes on chapters Chapter 1 1 Sourc
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654 Notes on chapters 8 Adapted fro
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656 Notes on chapters 6 Barnes, M.
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Glossary ABC inventory control: an
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660 Glossary Continuous review: an
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662 Glossary Fault tree analysis: a
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664 Glossary Make-to-order: operati
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666 Glossary Productivity: the rati
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668 Glossary Spatially variable cos
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Index Page numbers in bold refer to
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672 Index complementers 142-3 compl
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674 Index DPU (defects per unit) 55
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676 Index health, staff health and
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678 Index length of flows 179 lens
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680 Index Orange 649-50 orders fulf
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682 Index projects definition 462,
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684 Index Skunkworks 129 SLA (servi
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686 Index TVM (team value managemen
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