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supply chains (continued) meaning 375, 668 miscommunication in 393–4 objectives 375–7 pipelines 375 relationships 386–91 responsive policies 391 risks 400, 668 time compression 399 vulnerability 400 supply networks 15, 17, 375, 668 changing shape 142 configuring 142–6 design 75, 138–40 decisions 141–2 forecasting 168–76 location of capacity 146–54 long-term capacity management 142, 155–60 immediate 140, 662 lean synchronization 447–9 long-term issues 141 perspective 140–2 total 140–1, 668 supply side 140–1, 148, 668 support functions 5–6, 668 supporting products/services 116 supporting strategy 63 surgery 181, 507 sustainability (environmental) dimension of corporate social responsibility 634–5, 638–41 sustainable alignment 604–5 SVT (Sveriges Television) 224 synchronization 431 see also lean: synchronization synchronized flows 431–2, 547, 550 synthesis from elemental data 254, 668 systematization 19, 668 Taguchi, Genichi 128, 525 Taguchi loss function 525–6 Taguchi methods 128, 668 tangibility 13, 668 target-oriented quality 525–6 targets absolute 547 performance 609–11 strategic 610 see also goals; objectives tariffs, cross-border 383 task allocation 242–3 task forces 133 task-time variation 197 Tata 147–8 tax collecting 602 taxis 20 Taylorism see scientific management TDG 385 Tea and Sympathy 499 team value management (TVM) 379 teams ERP implementation 416 projects 461 teamwork 248, 574 technical execution, projects 462 technical functions 5–6 technical knowledge 17 technology costs 48 coupling/connectivity 222, 223 degree of automation 221–2 disruptive 660 failures 576 scale/scalability of 222–3 see also information technology; processes: technology telephones, mobile see mobile phones television programmes 125, 224 teleworking 249, 668 temperatures at work 251 temporal containment of failures 593 temporary nature of projects 459 Tesco 120, 149, 178 Texas Instruments 151 theme parks 162–6 theory of constraints (TOC) 290, 449–51, 668 third-party logistics (TPL) 377–8, 385 third-tier suppliers 393 Third World countries 641 three-bin inventory system 362 throughput efficiency 103–4 throughput rates 89 throughput time 89, 100–4, 325, 335, 436–8, 451, 665 timber merchants 443–5 time basic 262, 658 compression 399 constraints 471 dependability and 45 estimates 481–3 flexibility 48, 249 intervals between orders 361 lags 20 lead see lead time overall equipment effectiveness 307–9 projects 446–7, 469–70 set-up reduction 443, 667 standard 263–4, 668 throughput see throughput time valuable operating time 278, 669 waiting 55, 106–7 time series analysis 171–22 time study 262, 668 time to market (TTM) 130, 132, 669 time value of money 224 timing of capacity change 157–9 decisions, inventories 345, 357–62 TOC (theory of constraints) 290, 668 top-down 65–6, 668 top management commitment 514 performance objectives 38, 39 support 416, 461, 620–1 Top Shop 122–3 total customer satisfaction 553 total factor productivity 50 total people involvement 435 total productive maintenance (TPM) 446, 557, 590, 668 total quality management (TQM) coverage 509–10 customer needs and expectations 508–9 environmental issues 639 as extension of previous practice 508, 509 as improvement approach 549, 557–8, 565–6 ISO 9000 approach 513–14 meaning 508, 668 quality costs 511–13 quality systems and procedures 513–14 social issues 642 staff contributions 510 total supply networks 140–1, 668 total work content 197, 199 Towill, D.R. 399 Toyota 126, 420, 435, 441, 442, 550 TPL (third-party logistics) 377–8, 385 TPM see total productive maintenance TQM see total quality management traceability, failures 578 trade-offs 54–5, 127, 644, 646–7, 668 trade unions’ performance objectives 38 trading blocs 382 traditional market supply relationships 388–9 training 220–1, 555 Trans-European Plastics 369–71 transaction costs 214 transaction files 425 transformation costs 643 transformation process model 11–15, 117, 668 transformed resources 122, 117, 187, 208, 342, 668 transforming resources 13, 117, 180, 669 transparency information 390, 415 layouts 439 transport costs 150, 153, 155, 383, 645 infrastructure 383 waste from 430, 435 troubleshooting ERP 416 mechanisms, projects 461 trust 390 TTM (time to market) 130, 132, 669 Tussaud’s 326 Index 685
686 Index TVM (team value management) 379 two-bin inventory system 362 two-handed process chart 669 type I and type II errors 506–7, 524–5, 533–5 tyre replacement service 274–5 U-form organizations 240–1 U-shaped flows 438 UAV (unmanned aerial vehicles) 207 UCL (upper control limits) 525, 527–32 Ulrich, Dave 236 unassignable variation 172–4 uncertainty 47, 121, 302, 459–61 in supply and demand 273–4, 364 under-utilization 300, 312 unethical behaviour 646 uniqueness, projects 459 unit costs see costs unitary form organizations 240–1 United Airlines 575 United Phototonics Malaysia 488–92 Universal Product Code 215 unmanned aerial vehicles (UAV) 207 upper control limits (UCL) 525, 527–32 upstream 141, 143, 391, 669 Upton, David 448 urgent-action zones 614 usage value 363–5, 669 utilization 89, 105–7, 300, 306, 312, 325, 338–9, 432, 669 vacuum cleaners 116–17 valuable operating time 278, 669 value-added throughput efficiency 104 value-adding activities 20, 299, 436–8, 545 value analyses 127 value engineering (VE) 127–8, 669 value stream mapping 436–7 Van Valen, Leigh 542 variability 105–7, 325, 334–5, 338, 443–6, 526 variable costs 148, 189 variables, quality see quality variation 547, 669 in demand 19, 20, 22 process 553–4 in process quality 521–6 variety 669 of output 19, 20, 22 reduction 124 see also volume–variety vendor-managed inventory (VMI) 398 vertical integration 142, 143–6, 389, 669 Vijay Dairy & Farm Products 414–15 violations 575, 597–9 Virgin Trains 95 virtual offices 249 virtual operations 389, 669 virtual prototype 129, 669 viruses 577 visibility 19, 20–2, 439, 669 vision, shared, risk management 574 visioning, ERP 416 visual control 430 Vitacress 505 VMI (vendor-managed inventory) 398 volume 669 decisions, inventories 345, 346–57 flexibility 46, 202, 223, 669 of outputs 19, 22 volume resellers 410 volume–variety effect on planning and control 272 flows 187 positions 91, 96 process technology reflects 221–3 voluntary dimension of corporate social responsibility 634, 637, 644–5 Volvo 248 Voss, C.A. 452 vulnerability of design option 120–1, 128, 660 supply chains 400 VUT formula 337 wages, global sourcing and 384 waiting lines see queuing waiting times 55, 106–7, 430, 435 waiting tolerance 20 Wal-Mart 390 walking the talk 618 Walley, P. 221 WAN (wide area networks) 212, 669 warehouses 356–7 warehousing 214 warm standby 587 waste 51, 90 corporate social responsibility 639 elimination 430, 433, 436–46, 550 identification 548 minimization 639–40 planning and control effects 639 production of 643 recycling 639, 643 reduction 639–40 in services 448 seven types of 435–6 Waste Management, Inc. 417 watercress 505 watermelons 120 WBS (work breakdown structure) 468, 669 WD-40 119 weather forecasting 304 web-integrated enterprise resource planning 409, 414, 669 wedding photography 500–1 weekly demand fluctuations 302–4 weighted score method of location 152–3, 669 Weldon Hand Tools 203–4 welfare of customers 644 well-being, staff 643 whats 126–7 Wheelwright, S.C. 63–4, 95–6 whisky industry 548–9 why–why analyses 5633 Wi-Fi 212 Wichita Mutual insurance 565–7 wide area networks (WAN) 212, 669 Wikipedia 119 Wincanton 298 WIP see work-in-progress wired networks 212 wireless LANs (WLAN) 212 wireless networks 212 W.L. Gore & Associates Inc 234–5 work breakdown structure (WBS) 468, 669 work content 100, 103–4, 197, 199, 669 work-in-progress (WIP) 89, 101–3, 333–9, 344, 345, 669 work–life balance 643 work measurement 243, 253–4, 262–5, 669 work organization see jobs: design work packages 468 work patterns, scheduling 288–9 work-related stress 238, 295 work study 243, 259–65, 669 work times allocation 197, 252–4 workflow 104, 396 workforce size 314 Workhouse project, National Trust 465–6 working capital 300, 347, 349, 391 working environment, job design 251–2 working hours, global sourcing and 384 working practices 434 World Bank 634 world wide web 212–13, 214, 669 worms 577 Xchanging 556 Yamaha 185 yield management 316–17, 669 Yo! Sushi 211 Zara 401–4 zero defects 511, 554, 669
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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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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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118 Part Two Design Figure 5.3 The
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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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140 Part Two Design The supply netw
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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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184 Part Two Design Figure 7.5 The
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194 Part Two Design Heuristic proce
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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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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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264 Part Two Design Figure S9.1 Tim
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Chapter 10 The nature of planning a
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