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Publisher’s acknowledgements We are grateful to the following for permission to reproduce copyright material: Figures Figure 15.11 from ‘Strategies for implemeting JIT’ in Just in Time Manufacture IFS/Springer-Verlag (Voss, C.A., and Harrison, A. 1987) Springer; Figure 17.4 adapted from A conceptual model of service quality and implications for future research, Journal of Marketing, vol. 49, Fall, pp. 41–50 (Parasuraman, A. et al. 1985), American Marketing Association. Tables Table 8.1 after E-commerce and its impact on operations management, International Journal of Production Economics, 75, pp. 185–97 (Gunasekaran, A., Marri, H.B., McGaughey, R.E. and Nebhwani, M.D. 2002), Elsevier; Table S9.2 adapted from Adapted from Barnes, Frank C. (1983) ‘Principles of Motion Economy: Revisited, Reviewed, and Restored’, Proceedings of the Southern Management Association Annual Meeting (Atlanta, G.A. 1983), p. 298. In some instances we have been unable to trace the owners of copyright material, and we would appreciate any information that would enable us to do so. Photographs The publisher would like to thank the following for their kind permission to reproduce their photographs: 3 Alamy Images: Neil Cannon. 7 Alamy Images: Chris Rout (c); Golden Pixels/LLC (b). Corbis: Claudio Peri/epa (br). Getty Images: Siri Stafford (tl). Rex Features: Action Press (t). 8 ACME. 9 Rex Features: Brian Rasic. 14 Alamy Images: Alex Segre. 27 Alamy Images: Adrian Sherratt. 33 Alamy Images: Craig Ingram. 34 Rex Features: Jurgen Hasenkopf. 41 Alamy Images: David Hoffman Photo Library (tl); Stuart Pearce (b). Courtesy of Arup: (cr). Honda: (tr). Rex Features: Per Lindgren. 42 Alamy Images: David Hoffman Photo Library (cl). Rex Features: Per Lindgren (bl). 43 Corbis: Bernardo Bucci. 44 Alamy Images: David Hoffman Photo Library (tl). Getty Images: AFP (b). Rex Features: Per Lindgren (cl). 46 Alamy Images: David Hoffman Photo Library. Rex Features: Per Lindgren (bl). 47 BBC Photo Library: Jeff Overs. 49 Alamy Images: Bildagentur-online (b); David Hoffman Photo Library (tl). Rex Features: Per Lindgren (cl). 57 Alamy Images: Tim Graham. 61 Corbis: Thomas White (b); Ulrich Perrey/epa (t). 68 Alamy Images: Rob Crandell. 74 Alamy Images: Bernhard Classen. 87 Getty Images: AFP. 90 Getty Images. 92 Corbis: Construction Photography (cr); Heinz von Heyenaber (br). Acknowledgements 93 Getty Images: Burje/Triolo Productions (tr). Rex Features: Richard Jones (cr). 94 Alamy Images: Directphoto.org (t). Getty Images: David Sacks (b). 95 © The Royal Bank of Scotland Group plc. 107 Alamy Images: Michael Jones. 113 Rex Features: Action Press. 116 Alamy Images: Adrian Sherratt. 120 Getty Images. 122 Photographers Direct: Martin Karius. 139 Corbis: Gianni Giansanti/Sygma. 145 Rex Features: Image Source. 147 Getty Images: AFP. 151 Getty Images: AFP. 162 Corbis: Jacques Langevin. 178 Alamy Images: British Retail Photography. 186 Cadbury World: (t). Corbis: Marijan Murat/epa (b). 207 Rex Features: Action Press. 210 Corbis: Yiorgos Karahalis. 211 YO! Sushi: Jonathan Roberts. 213 Rex Features. 216 Rex Features. 220 Photographers Direct: Andy Maluche. 224 SVT Bengt O Nordin. 230 Press Association Images: ECKEHARD SCHULZ/AP. 234 Alamy Images: Ashley Cooper. 237 Alamy Images: David Hancock. 247 Corbis: Reuters. 248 Getty Images. 250 Rex Features: Voisin Phanie. 251 Getty Images: Williams & Hirakawa. 269 © BMW Group. 273 Getty Images: AFP. 281 Alamy Images: Ian Miles/Flashpoint Pictures. 292 Robert Wiseman Dairies. 294 Courtesy of Arup. 298 Wincanton. 304 Alamy Images: Medical-on-Line. 309 British Airways. 310 Corbis: G Flayols /Photocuisine. 317 Press Association Images: Orlin Wagner/AP. 341 Alamy Images: Van Hilversum. 356 Howard Smith Paper Group. 369 Alamy Images: Archive Berlin Fotoagentur GmbH. 374 Alamy Images: Imagebroker. 379 Getty Images: Getty Images News. 384 Corbis: Joes Luis Pelaez. 385 TDG Logistics. 387 Virgin Atlantic. 398 Getty Images: AFP. 402 Press Association Images: JAVA/ABACA. 407 © Rolls- Royce plc. 410 Courtesy of SAP (UK) Limited. 414 Alamy Images: Bon Appetit. 417 Alamy Images: A T Willett. 418 Corbis: Mark Cooper. 430 Corbis: Denis Balihoudr. 440 Rex Features: Burger/Phanie. 458 Corbis: Jane-Philippe Arles/ Reuters. 465 Alamy Images: Oleksandr Ivanchenko. 475 Image courtesy of Silicon Graphics, Inc. © 2003 Silicon Graphics, Inc. Used. 488 Corbis: Eric K K Yu. 496 Four Seasons Hotels: Robert Miller. 499 Corbis: Eleanor Bentall. 500 Alamy Images: Les Gibbons. 505 Alamy Images: Daniel Jones. 541 Getty Images. 548 Rex Features: Dan Tuffs. 556 Rex Features: Charles Knight. 572 Science Photo Library Ltd: Simon Fraser. 577 Alamy Images: Imagina Photography. 592 Alamy Images: Dinodia Images. 602 Rex Features: Action Press. 622 Getty Images: Paul Vismara. 633 Rex Features: Design Pics Inc. 638 Photographers Direct: Awe Inspiring Images. 642 Alamy Images: PSL Images. 649 Corbis: Ultraf. All other images © Nigel Slack, Stuart Chambers and Robert Johnston Every effort has been made to trace the copyright holders and we apologise in advance for any unintentional omissions. We would be pleased to insert the appropriate acknowledgement in any subsequent edition of this publication. xxv
Key operations questions Chapter 1 Operations management ➤ What is operations management? ➤ Why is operations management important in all types of organization? ➤ What is the input–transformation–output process? ➤ What is the process hierarchy? ➤ How do operations processes have different characteristics? ➤ What are the activities of operations management? Chapter 2 Operations performance ➤ 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? Chapter 3 Operations strategy ➤ What is strategy and what is operations strategy? ➤ What is the difference between a ‘top-down’ and a ‘bottom-up’ view of operations strategy? ➤ What is the difference between a ‘market requirements’ and an ‘operations resources’ view of operations strategy? ➤ How can an operations strategy be put together?
Page 1 and 2: sixth edition OperatiOns ManageMent
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Chapter 4 Process design Key questi
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88 Part Two Design Figure 4.2 The d
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90 Part Two Design Environmentally
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94 Part Two Design Professional ser
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96 Part Two Design Figure 4.4 Devia
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98 Part Two Design Figure 4.6 Proce
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100 Part Two Design Figure 4.8 Flow
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102 Part Two Design Given that an i
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106 Part Two Design The relationshi
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108 Part Two Design Summary answers
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110 Part Two Design the grant appli
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Chapter 5 The design of products an
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120 Part Two Design Short case Squa
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122 Part Two Design Critical commen
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124 Part Two Design Reducing design
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126 Part Two Design Figure 5.7 A QF
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128 Part Two Design Purpose Basic f
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130 Part Two Design Interactive des
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132 Part Two Design Early conflict
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140 Part Two Design The supply netw
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142 Part Two Design a particularly
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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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156 Part Two Design The blue dotted
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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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162 Part Two Design Case study Disn
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164 Part Two Design plastic, and ap
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166 Part Two Design of a failing Di
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170 Part Two Design Figure S6.2 Som
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172 Part Two Design Figure S6.3 Tim
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174 Part Two Design Table S6.3 Expo
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176 Part Two Design a comparative s
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178 Part Two Design Operations in p
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180 Part Two Design The basic layou
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182 Part Two Design In functional l
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184 Part Two Design Figure 7.5 The
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186 Part Two Design shown with thre
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188 Part Two Design Table 7.2 The a
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190 Part Two Design Combinatorial c
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192 Part Two Design The general fun
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194 Part Two Design Heuristic proce
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196 Part Two Design Figure 7.16 (a)
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198 Part Two Design the total work
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200 Part Two Design Working from th
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202 Part Two Design ● ● ● Hig
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204 Part Two Design Table 7.4 Stand
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Chapter 8 Process technology Key qu
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208 Part Two Design What is process
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210 Part Two Design be used where c
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212 Part Two Design Here we will ex
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214 Part Two Design E-business E-co
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216 Part Two Design Table 8.2 Examp
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218 Part Two Design Customer-proces
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220 Part Two Design ‘drive’ it.
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222 Part Two Design Figure 8.6 Diff
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224 Part Two Design Short case SVT
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226 Part Two Design Table 8.5 Prese
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228 Part Two Design Anticipating im
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230 Part Two Design Case study Roch
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232 Part Two Design Problems and ap
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234 Part Two Design Operations in p
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236 Part Two Design Human resource
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238 Part Two Design Table 9.2 Cause
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240 Part Two Design ● Group resou
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242 Part Two Design Job design Job
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244 Part Two Design ● ● ● ●
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246 Part Two Design Figure 9.7 A ty
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248 Part Two Design asked to contri
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250 Part Two Design ● ● ● Eff
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252 Part Two Design Table 9.3 Examp
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254 Part Two Design Qualified worke
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256 Part Two Design Case study Serv
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258 Part Two Design 3 4 5 Step 1 -
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260 Part Two Design them. This mean
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262 Part Two Design Work measuremen
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264 Part Two Design Figure S9.1 Tim
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Key operations questions Chapter 10
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Chapter 10 The nature of planning a
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270 Part Three Planning and control
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276 Part Three Make-to-stock Planni
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Chapter 14 Enterprise resource plan
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Part Four IMPROVEMENT Even the best
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in both scientific management and m
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Chapter 19 Risk management Key ques
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Part Five CORPORATE SOCIAL RESPONSI
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Notes on chapters 653 3 Sources inc
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Glossary 659 Breakthrough improveme
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Glossary 669 Transformation process
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‘blue sky’ research projects 45
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cumulative representation 317-22 cu
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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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