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mitigation of ethical practice breaches effects 648 of failures 573, 592–3 Mitsubishi 126 mix flexibility 46, 201, 223, 664 mixed capacity plans 315–16 mixed layouts 185–6 mixed modelling 445–6 mobile phones 128, 215, 649–50 mobile working 249 model of operations management 24–5 modular design 124–5, 664 money time value of 224–6 see also costs monitoring operations 289–90, 291 projects 474 monotonous work 202, 243 motion economy principles 261, 665 waste of 430, 435 motor manufacturing see automobile plants Motorola 128, 129, 553 moving-average forecasting 172–3, 174 MPS see master production schedules MRP see materials requirements planning MRP II (manufacturing resource planning) 409, 664 MRP netting 425–7, 664 MTBF (mean time between failures) 581–2, 664 MTTR (mean time to repair) 582 multi-echelon inventory system 345–6 multi-factor productivity 50 multi-skilling 249, 664 multi-sourcing 380–1, 664 Murphy curves 228 Mwagusi Safari Lodge 14, 21, 23 N-form organizations 240, 241 nagare 4330 National Blood Service 341 National Library Board, Singapore 626–7 National Trust 465–6 natural diagonals 96, 436 needs 18, 68, 69–71, 508–9, 545, 606, 612 net present value (NPV) 224–6 netting process, MRP 425–7, 664 network form organizations 240, 241 networks analysis 475, 664 design environmental issues 639 social issues 642 extranets 213, 661 internal 15 intranets 213 networked information technology 213 planning 475–87 see also Internet; supply networks neutrality 63 Nicholas, J.M. 460 noise at work 252 Nokia 51, 61 non-competitive benchmarking 611 non-operations functions 18 non-productive work 242 non-value-adding activities 437–8 Northamptonshire Police 280 Northern Foods 388 Northrop Grumman 207 not-for-profit organizations 9–10, 37, 148 notebook computers 145 Novotel 314 NPV (net present value) 224–6 nuclear power 586, 597–9 objective estimates of failures 578–82 objectives capacity planning and control 300–1 cost see costs customer-driven 555 dependability see dependability financial 607 flexibility see flexibility layouts 179 of location decisions 148–9 market 607 operations 57–8, 607, 612–13 overall strategic 607 performance see performance process design 88–91 projects 459, 466–7 quality see quality speed see speed strategic 23, 607 supply chains 375–7 obsolescence 347, 349, 364 OC (operating characteristics) 534 occupational health and safety see health and safety at work OEE (operating equipment efficiency) 541 OEE (overall equipment effectiveness) 307–9, 664 OEM (original equipment manufacturers) 392–3, 410 offices ergonomics in 252–3 replacement 596 virtual 249 Ohno, Taiichi 550 Oldham, G. 245 one-sided capability indices 522 open communications, risk management 574 open-sourcing 119 operating characteristics (OC) 534 operating equipment efficiency (OEE) 541 operating inefficiency costs 347 operation time sequencing 282 ‘operational’, definition 62 operational efficiency 201, 399, 664 operational equipment efficiency see overall equipment effectiveness operational risks, global sourcing 383 operations as activities 18, 23–5 analyses 15 broad definition of 5, 659 characteristics 19–23 control 289–90 decisions, globalization and 641 efficiency 608 functions 4–6, 17–18, 664 hierarchy of 15–17, 514, 662 improvements 604–5 managers 4, 664 corporate social responsibility, analyses of issues 646–8 meaning 62 monitoring 289–90 new agenda 10–11 objectives 57–8, 607, 612–13 in organizations 4–6, 17–18 performance objectives see performance quality view 498–501 resource capabilities 65, 73–5, 664 service providers 14 strategies 24–5, 60–81, 664 typology 22 operations contribution, four-stage model of 63–4, 662 operations management corporate social responsibility influences on 637–45 definition 2, 4–6, 664 e-business and 214 expert systems and 216 importance in all types of organization 6–11 make or break activity 34–5 model of 24–5 not-for-profit organizations 9–10 process technology and 209 relevance to all parts of businesses 17–18 smaller organizations 8–9 operations network management 551 OPT see optimized production technology optimistic estimates 469, 481–3 optimized production technology (OPT) 290, 449–50, 664 optimum capacity level 155–6 Oracle 408 Index 679
680 Index Orange 649–50 orders fulfilment 385, 664 generating 366–7 placing costs 347, 349–51 quantity decisions 345, 346–57 timing decisions 357–62 winning competitive factors 69–71, 613, 664 organic farming 41–2 organisms, organizations as 239 organizational abilities 617–18 organizational ethics 644 organizational failures 576 organizational learning 227 organizations design 238–41 operations in 4–6, 17–18 perspectives on 239 structures definition 238 forms of 239–41 project-based 132–3 organizing for improvement see improvement original equipment manufacturers (OEM) 392–3, 410 Otis Company 592 outline process maps 98, 664 output capacity measure 304 output costs 643–4 outputs 11, 7–8, 13–15, 19 outsourcing 142, 143–6, 389, 467, 556, 664 over-booking capacity, airlines 316 over-production, waste from 430, 435 overall equipment effectiveness (OEE) 307–9, 664 overall strategic objectives 607 overtime 313–14 Oxfam 9–10 P:D ratios 276–7, 451, 665 P2P (peer-to-peer) relationships 386 packages see products/services panel approach to forecasting 171 paper industry 184, 356–7 parallel processors 323–4 parallel relationships 470 Parasuraman, A. 500 Pareto analyses 562 Pareto diagrams 561–2 Pareto law 363–5, 664 Paris Miki 47 part-time staff 314 participation 78 partnership supply chain relationship 389–90, 664 parts commonality see commonality parts family coding 665 passive interaction technology 219, 665 paths, critical 470, 475–81, 660 PDA (personal digital assistants) 215 PDCA cycle 544–5, 665 peer-to-peer networks 212 peer-to-peer (P2P) relationships 386 Penang Mutiara 57–8 people human failures 575 queues of 432 total involvement 435 see also customers; human resources; staff perfection 547–8 performance 32–4 benchmarking 394, 395, 611 competitors and 612–13 defined levels of 254 ethical 646–7 financial 646–7 of forecasting models 175–6 improvement 24, 394–400, 605 key performance indicators (KPI) 395, 607 management 610–11 measurement 554, 606–9, 610–11, 665 metrics 395 objectives 101, 665 basic 39–40 competitive factors 68–9 cost see costs customer influence 68–9 dependability see dependability flexibility see flexibility market influence 68–9 outsourcing and 144 polar representation 53–4 process design 89 product/service life cycle influence 72 project management 466–7 quality see quality speed see speed of top management 39 trade-offs between 54–5 processes 547 projects, assessing 474 standard 254, 668 standards 665 target setting 609–11 vital nature of 34–40 periodic reviews, inventories 355, 360–2, 665 perpetual inventory principle 367, 665 personal digital assistants (PDA) 215 personnel see staff PERT (programme evaluation and review technique) 452, 481–3, 666 pessimistic estimates 469, 481–3 PFA (production flow analysis) 194–6, 665 pharmaceuticals 115 photography 500–1 photonics industry 488–92 physical constraints, sequencing 280 physical distribution management 377, 384–5, 665 physical injuries 243 physical properties 12 physiological state 12 pianos 185 Pig Stand restaurant 87 pipeline inventory 344, 665 pipelines, supply chains 375 plan–do–check–act (PDCA) cycle 544–5, 665 planning business continuity 595–6 ERP 416 failure recovery 573, 594–5 implementation 396 meaning 270, 665 see also enterprise resource planning; materials requirements planning planning and control 24, 267–9 activities 277–92 decisions 75 differences between 270–1 environmental issues 639 meaning and nature 270–2 social issues 642 supply and demand 272–7 volume-variety effect 272 waste effects 639 see also capacity: planning and control; control; inventories: planning and control; planning; projects: planning and control; quality: management; supply chains: management plant-within-a-plant 665 plastic household items 369–71 Platts, Ken 78 PM (preventive maintenance) 588–9, 665 PMTS (predetermined motion–time systems) 254, 665 point of entry 78 poka-yoke 587, 665 polar diagrams 53–4, 606, 665 polar representation 53–4 police call grading system 280–1 political systems, organizations as 239 pollution 639 POQ (production order quantity) see economic batch quantity positioning 54, 55 possession of information 12 post-failure analyses 578 potential failure 573, 574–8 power–interest grid 464–5 practice benchmarking 611
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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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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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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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114 Part Two Design hopeless lack o
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116 Part Two Design Core products a
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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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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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134 Part Two Design Summary answers
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136 Part Two Design similar. It was
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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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144 Part Two Design and expanding o
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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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282 Part Three Last-in first-out se
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Chapter 14 Enterprise resource plan
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Part Four IMPROVEMENT Even the best
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Chapter 18 Operations improvement 5
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in both scientific management and m
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Chapter 19 Risk management Key ques
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Risk mitigation actions Chapter 19
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■ ■ Chapter 19 Risk management
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Chapter 20 Organizing for improveme
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