Ocr tesseract 4.1.1 Ocr_detected_lang en Ocr_detected_lang_conf 1.0000 Ocr_detected_script Latin Ocr_detected_script_conf 1.0000 Ocr_module_version 0.0.6 Ocr_parameters -l eng Old_pallet IA19878 Openlibrary_edition This text presents both a logical path through the activities of operations management and an understanding of the strategic context in which operations managers work. It features worked examples of techniques discussed in the text UPDATED! Key Operations Principles: Whenever a core idea of operations and process management is described in the text, a brief ‘operations principle’ summary is included in the margin. This helps to distil those essential points of the topic. The coverage of Lean Operations, which was included in the Deliver in previous editions, has been moved to the Develop part to reflects the change in how Lean is seen in the subject. Its emphasis has shifted more towards a holistic approach to operations and improvement. And, while its role in planning and control remains relevant, lean is increasingly seen as an improvement approach.

Slack: Operations Management 10th edition: Slack, Nigel Slack: Operations Management 10th edition: Slack, Nigel

urn:lcp:operationsmanage0003slac_l0x4:epub:938ed581-fa74-48ef-b674-b2b2e5b3a341 Foldoutcount 0 Identifier operationsmanage0003slac_l0x4 Identifier-ark ark:/13960/t6n10v020 Invoice 1652 Isbn 0273646575 UPDATED! Clear structure based on practical diagnostic logic: The text is structured on a model of operations management that distinguishes between activities that contribute to the direction, design, delivery and development of operations and processes. Every chapter follows a series of questions that forms a ‘diagnostic logic’ for the topic. These are the questions that anyone can ask to reveal the underlying state of their, or any other, operations. The questions provide an aid to diagnosing where and how an operation can be improved. Many totally new end-of-chapter case studies have been included. Of the nineteen chapters, eleven cases are new to this text, however several of the most popular cases have been retained. Summary answers to key questions Each chapter is summarized in the form of a list of bullet points. These extract the essential points that answer the key questions posed at the beginning of each chapter.

Contents

NEW! Understand the implications for operations of move towards ‘products’ as subscription services and ‘multiple types of customer’. Access-restricted-item true Addeddate 2020-12-10 03:52:47 Associated-names Chambers, Stuart; Johnston, Robert, 1953- Boxid IA1999823 Camera Sony Alpha-A6300 (Control) Collection_set printdisabled External-identifier NEW! Case studies and boxed examples throughout the text to ensure the content remains relevant and engaging to students UPDATED! Case studies: Every chapter includes a case study, relating real or realistic situations that require analysis, decision, or both. The cases have sufficient content to serve as the basis of case sessions in class, but are short enough to serve as illustrations for the less formal reader.

Operations management : Slack, Nigel : Free Download, Borrow Operations management : Slack, Nigel : Free Download, Borrow

UPDATED! Critical commentaries: Not everyone agrees about what is the best approach to the various topics and issues within the subject, so the end of each chapter includes a ‘critical commentary’. These are alternative views to the one being expressed in the main flow of the text. Worked examples Operations management is a subject that blends qualitative and quantitative perspectives, so worked examples are used to demonstrate how both types of technique can be used. Every chapter includes a new section called Responsible operations which summarizes how the topic covered in the chapter touches upon one or more important social, ethical and environmental issues. The Operations in Practice examples have been extended and refreshed throughout the book, and of the more than 100 examples, around 50% are new to this edition.Clear Structure: The structure of the book uses the 4 Ds model of operations management that distinguishes between the strategic decisions that govern the direction of the operation, the design of the processes and operations that create products and services, planning and control of the delivery of products and services, and the development, or improvement of operations