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Operations Management For Dummies.
Score your highest in Operations Management Operations management is an important skill for current and aspiring business leaders to develop and master. It deals with the design and management of products, processes, services, and supply chains. Operations management is a growing field and a require...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Wiley,
2013.
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| Colección: | --For dummies.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- At a Glance; Table of Contents; vi; vii; viii; ix; x; xi; xii; xiii; xiv; Introduction; About This Book; Foolish Assumptions; Icons Used in This Book; Beyond the Book; Where to Go from Here; Part I: Getting Started with Operations Management; Chapter 1: Discovering the Fundamentals of Operations Management; Defining Operations Management; Understanding the Process of Operations; Meeting the Challenges; Chapter 2: Defining and Evaluating Processes; Mapping Processes; Evaluating the Elements of a System; Chapter 3: Designing Processes to Meet Goals.
- Getting Started with Process ImprovementPlanning Operations; Improving Processes According to a Goal; Managing Bottlenecks; Chapter 4: Dealing with Shared Resources, Batches, and Rework; Sharing Resources; Batching Parts and Setting Up Operations; Managing Process Disruptions; Chapter 5: Designing Your Process to Match Your Product or Service; Considering Costs, Standardization, Volume, and Flexibility; Improving Face-to-Face and Back-Office Operations; Fulfilling Customer Demand: Making to Stock or Making to Order; Designing for X: Designing Products with Operations in Mind.
- Part II: Managing Variability and RiskChapter 6: Forecasting Demand; Getting Savvy about Forecasts; Building a Forecast to Predict Demand; Acknowledging the Error of Your Ways; Chapter 7: Planning Capacity; Considering Capacity; Balancing Capacity and Inventory; Addressing Wait Time for Services; Chapter 8: Managing Inventory; Dealing with the Business of Inventory; Managing Inventory; Getting Baseline Data on Performance; Reducing Inventory without Sacrificing Customer Service; Managing Inventory across the Supply Chain; Chapter 9: Planning for Successful Operations.
- Planning from the Top DownExploring the Components of an Aggregate Plan; Considering Materials; Planning for Services; Applying Information to the Entire Organization; Chapter 10: Managing the Supply Chain; Seeing the Structure of Supply Chains; Aligning the Supply Chain with Business Strategy; Exploring the Bullwhip Effect; Improving Supply Chain Management; Part III: Improving Operations; Chapter11: Becoming Lean; Evolving to Lean; Trimming the Fat; Producing Just in Time; Seeking the Silver Bullet; Chapter 12: Managing Quality; Deciding What Matters; Recognizing the Value of Quality.
- Addressing QualityDesigning for Quality; Measuring Quality; Chapter 13: Creating a Quality Organization; Reaching Beyond Traditional Improvement Programs; Adding to the Tool Box; Overcoming Obstacles; Part IV: Managing Projects; Chapter 14: Using Communication and Leadership Skills When Managing Projects; Defining Success; Figuring Out Why Projects Fail; Laying Out the Project Management Life Cycle; Leading a Project; Chapter 15: Estimating and Scheduling Projects; Estimating Time and Cost; Working with Uncertainty; Putting It All Together.