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Supplement to Chapter 9 Work study 265 Average weekly output from Team A is: 85.2 Business visas 39.5 Tourist visas Average weekly output from Team B is: 53.5 Business visas 100.7 Tourist visas All team members work a 40-hour week. The efficiency of each team can be calculated by comparing the actual output in standard minutes and the time worked in minutes. Team A processes: (85.2 × 63) + (39.5 × 55) = 7,540.1 standard minutes of work in 3 × 40 × 60 minutes = 7,200 minutes 7,540.1 So its efficiency = × 100 = 104.72% 7,200 Team B processes: (53.5 × 63) + (100.7 × 55) = 8,909 standard minutes of work in 4 × 40 × 60 minutes = 9,600 minutes 8,909 So its efficiency = × 100 = 92.8% 9,600 The initial evidence therefore seems to suggest that the way Team A has organized itself is more efficient.
Key operations questions Chapter 10 The nature of planning and control ➤ What is planning and control? ➤ How do supply and demand affect planning and control? ➤ What are the activities of planning and control? Chapter 11 Capacity planning and control ➤ What is capacity planning and control? ➤ How are demand and capacity measured? ➤ What are the alternative ways of coping with demand fluctuation? ➤ How can operations plan and control their capacity level? ➤ How can queuing theory be used to plan capacity? Chapter 12 Inventory planning and control ➤ What is inventory? ➤ Why is inventory necessary? ➤ What are the disadvantages of holding inventory? ➤ How much inventory should an operation hold? ➤ When should an operation replenish its inventory? ➤ How can inventory be controlled? Chapter 13 Supply chain planning and control ➤ What is supply chain management? ➤ What are the activities of supply chain management? ➤ What are the types of relationship between operations in supply chains? ➤ How do supply chains behave in practice? ➤ How can supply chains be improved? Chapter 14 ERP ➤ What is ERP? ➤ How did ERP develop? ➤ How should ERP systems be implemented? Chapter 15 Lean synchronization ➤ What is lean synchronization? ➤ How does lean synchronization eliminate waste? ➤ How does lean synchronization apply throughout the supply network? ➤ How does lean synchronization compare with other approaches? Chapter 16 Project planning and control ➤ What is a project? ➤ What makes project management successful? ➤ How are projects planned and controlled? ➤ What is project planning and why is it important? ➤ How can the techniques of network planning help project management? Chapter 17 Quality planning and control ➤ What is quality and why is it so important? ➤ How can quality problems be diagnosed? ➤ What steps lead towards conformance to specification? ➤ What is total quality management (TQM)?
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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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Key operations questions Chapter 4
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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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92 Part Two Design Figure 4.3 Diffe
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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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100 Part Two Design Figure 4.8 Flow
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102 Part Two Design Given that an i
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104 Part Two Design From Little’s
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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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118 Part Two Design Figure 5.3 The
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120 Part Two Design Short case Squa
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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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134 Part Two Design Summary answers
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Chapter 6 Supply network design Key
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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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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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Supplement to Chapter 6 Forecasting
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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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204 Part Two Design Table 7.4 Stand
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208 Part Two Design What is process
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212 Part Two Design Here we will ex
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Part Four IMPROVEMENT Even the best
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in both scientific management and m
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Notes on chapters 653 3 Sources inc
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Glossary 659 Breakthrough improveme
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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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