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Guide to ‘operations in practice’, examples, short cases and case studies xiii Chapter Location Company/example Region Sector/activity Company size Chapter 14 p. 407 Rolls Royce Global Aerospace Large Enterprise p. 410 SAP Global IT services Large Resource p. 411 Chicken salad sandwich All Food processing Small Planning (Part 2) p. 414 SAP Global IT services Large p. 417 What a waste US Waste management Large p. 418 Psycho Sports Ltd All Manufacturing Small Chapter 15 p. 430 Toyota Motor Company Global Auto manufacturing Large Lean p. 440 Hospitals UK Healthcare Medium/large synchronization Chapter 16 p. 458 The Millau Bridge France Construction Large Project p. 465 The National Trust UK Heritage Various planning p. 47 Access HK Hong Kong Charity Small and control p. 488 United Photonics Malaysia Malaysia Research and Medium Sdn Bhd development Chapter 17 p. 496 Four Seasons Hotel Global/UK Hospitality Large Quality p. 499 Tea and Sympathy USA Hospitality Small management p. 500 Magic Moments UK Photography services Small p. 505 Vitacress Europe Agriculture Large p. 507 Surgical Statistics US Healthcare Various p. 512 IBM Canada IT services Large p. 516 Rendall Graphics Canada Manufacturing Medium Chapter 18 p. 541 Heineken International (Part I) Netherlands Brewery Large Improvement p. 548 Erdington UK Beverage Large p. 556 Xchanging Europe Process outsourcing Large p. 565 Geneva Construction and Europe Insurance Large Risk (GCR) Chapter 19 p. 572 Cadburys Salmonella outbreak Global Confectionary Large Risk p. 575 Not what you want to hear USA Airline Large management p. 577 Viruses, threats and 30 years Global Internet Various of spam p. 592 Otis Elevators Global Facilities services Large p. 597 Chernobyl Ukraine Power generation Large Chapter 20 p. 602 Taxing Quality Denmark Public service Large Organizing for p. 620 Heineken International (Part II) Netherlands Brewery Large improvement p. 622 Work-Out at GE Global Various ?Large p. 626 Singapore Libraries Singapore ? ? Chapter 21 p. 635 Ecological footprints All All All Corporate p. 638 HP Recycling Program Global Manufacturing Large social p. 642 The Gap between perception, Global Retail Large responsibility reality and intention (CSR) p. 649 CSR as it is presented Various Various Various
Making the most of this book and MyOMLab Check your understanding Each chapter opens with a set of Key questions to identify major topics. Summary answers conclude the chapter. You can check your understanding of each chapter by taking the Sample tests of self-assessment questions on MyOMLab at www.myomlab.com. Chapter 2 Operations performance 56 Part One Introduction Summary answers to key questions Check and improve your understanding of this chapter using self assessment questions and a personalised study plan, audio and video downloads, and an eBook – all at www.myomlab.com. Key questions ➤ Why is operations performance important in any organization? ➤ How does the operations function incorporate all stakeholders’ objectives? ➤ What does top management expect from the operations function? ➤ What are the performance objectives of operations and what are the internal and external benefits which derive from excelling in each of them? ➤ How do operations performance objectives trade off against each other? Introduction Operations are judged by the way they perform. There are many individuals and groups doing the judging and there are many different aspects of performance on which the assessment is being made. The people doing the judging are called ‘stakeholders’ and the aspects of performance they are using are called ‘performance objectives’. And if we want to understand the strategic contribution of the operations function, it is important to understand how we can measure its performance. So this chapter starts by illustrating how operations performance can impact on the success of the whole organization. Second, we look at various perspectives on, and aspects of performance. Finally, we examine how performance objectives trade off against each other. On our general model of operations management the topics covered in this chapter are represented by the area marked on Figure 2.1. ➤ Why is operations performance important in any organization? ■ Operations management can either ‘make or break’ any business. It is large and, in most businesses, represents the bulk of its assets, but also because the operations function gives the ability to compete by providing the ability to respond to customers and by developing the capabilities that will keep it ahead of its competitors in the future. ➤ How does the operations function incorporate all stakeholders objectives? ■ At a strategic level, performance objectives relate to the interests of the operation’s stakeholders. They relate to the company’s responsibility to customers, suppliers, shareholders, employees, and society in general. ➤ What does top management expect from the operations function? ■ Operations can contribute to the organization as a whole by: – reducing the costs – achieving customer satisfaction – reducing the risk of operational failure – reducing the amount of investment – providing the basis for future innovation. ➤ What are the performance objectives of operations and what are the internal and external benefits which derive from excelling in each of them? Figure 2.1 This chapter examines operations performance Check and improve your understanding of this chapter using self assessment questions and a personalised study plan, audio and video downloads, and an eBook – all at www.myomlab.com. ■ By ‘doing things right’, operations seek to influence the quality of the company’s goods and services. Externally, quality is an important aspect of customer satisfaction or dissatisfaction. Internally, quality operations both reduce costs and increase dependability. ■ By ‘doing things fast’, operations seek to influence the speed with which goods and services are delivered. Externally, speed is an important aspect of customer service. Internally, speed both reduces inventories by decreasing internal throughput time and reduces risks by delaying the commitment of resources. ■ By ‘doing things on time’, operations seek to influence the dependability of the delivery of goods and services. Externally, dependability is an important aspect of customer service. Internally, dependability within operations increases operational reliability, thus saving the time and money that would otherwise be taken up in solving reliability problems and also giving stability to the operation. ■ By ‘changing what they do’, operations seek to influence the flexibility with which the company produces goods and services. Externally, flexibility can: – produce new products and services (product/service flexibility); – produce a wide range or mix of products and services (mix flexibility); – produce different quantities or volumes of products and services (volume flexibility); – produce products and services at different times (delivery flexibility).
Page 1 and 2: sixth edition OperatiOns ManageMent
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Page 8 and 9: Contents Guide to ‘operations in
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146 Part Two Design Figure 6.4 Offs
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148 Part Two Design Controversially
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150 Part Two Design Energy costs. O
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152 Part Two Design product and fas
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154 Part Two Design Figure 6.7 Cent
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158 Part Two Design Table 6.4 The a
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160 Part Two Design Figure 6.11 Rep
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180 Part Two Design The basic layou
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Chapter 10 The nature of planning a
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Part Four IMPROVEMENT Even the best
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failures (continued) estimates of o
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inventories (continued) de-coupling
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mitigation of ethical practice brea
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precedence diagrams 197-9, 481 prec
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esources 7-8 business continuity 59
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supply chains (continued) meaning 3
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