Operations strategy / (Record no. 8108)

MARC details
000 -LEADER
fixed length control field 05261 a2200265 4500
003 - CONTROL NUMBER IDENTIFIER
control field OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20201019131547.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 201019b 2012ii a|||| |||| 001 0 eng d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 97881317252726 (pbk)
040 ## - CATALOGING SOURCE
Transcribing agency NCL
082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.5
Edition number 21
Item number SLA-O 2012 11374
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name Slack, Nigel.
Authority record control number http://id.loc.gov/authorities/names/n86848499
245 10 - TITLE STATEMENT
Title Operations strategy /
Statement of responsibility, etc. by Nigel Slack, Michael Lewis.
250 ## - EDITION STATEMENT
Edition statement 2nd ed.
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc. U.P. :
Name of publisher, distributor, etc. Pearson,
Date of publication, distribution, etc. c2012.
300 ## - PHYSICAL DESCRIPTION
Extent xxiv, 470 p. :
Other physical details ill. ;
Dimensions 26 cm.
500 ## - GENERAL NOTE
General note Originally published: New York : Financial Times Prentice Hall, 2002.
504 ## - BIBLIOGRAPHY, ETC. NOTE
Bibliography, etc Includes bibliographical references and index.
505 ## - FORMATTED CONTENTS NOTE
Formatted contents note Machine generated contents note: ch. 1 Operations strategy --<br/>developing resources for strategic impact --<br/>Introduction --<br/>Key questions --<br/>Why is operations excellence fundamental to strategic success? --<br/>What is strategy? --<br/>What is operations strategy? --<br/>What is the content of operations strategy? --<br/>operations strategy matrix --<br/>What is the process of operations strategy? --<br/>Summary answers to key questions --<br/>Further reading --<br/>Appendix: the resource-based view of the firm --<br/>Notes on the chapter --<br/>ch. 2 Operations performance --<br/>Introduction --<br/>Key questions --<br/>Operations performance can make or break any organisation --<br/>five generic performance objectives --<br/>relative importance of performance objectives changes over time --<br/>Trade-offs --<br/>are they inevitable? --<br/>Targeting and operations focus --<br/>Summary answers to key questions --<br/>Further reading --<br/>Notes on the chapter --<br/>ch. 3 Substitutes for strategy^^^ Introduction --<br/>`New' approaches to operations --<br/>Key questions --<br/>Total quality management --<br/>Lean operations --<br/>Business process reengineering --<br/>Six stigma --<br/>Some common threads --<br/>Summary answers to key questions --<br/>Further reading --<br/>Notes on the chapter --<br/>ch. 4 Capacity strategy --<br/>Introduction --<br/>What is capacity strategy? --<br/>Key questions --<br/>overall level of operations strategy --<br/>number and size of sites --<br/>Capacity change --<br/>Location of capacity --<br/>Summary answers to key questions --<br/>Further reading --<br/>Notes on the chapter --<br/>ch. 5 Purchasing and supply strategy --<br/>Introduction --<br/>Key questions --<br/>What is purchasing and supply strategy? --<br/>Do or buy? The vertical integration decision --<br/>Contracting and relationships --<br/>Which type of arrangement? --<br/>Supply network dynamics --<br/>Managing suppliers over time --<br/>Purchasing and supply chain risk --<br/>Summary answers to key questions --<br/>Further reading^^^ Notes on the chapter --<br/>ch. 6 Process technology strategy --<br/>Introduction --<br/>Key questions --<br/>What is process technology strategy? --<br/>Scale/scalability --<br/>the capacity of each unit of technology --<br/>Degree of automation/`analytical content' --<br/>what can each unit of technology do? --<br/>Degree of coupling/connectivity --<br/>how much is joined together? --<br/>product-process matrix --<br/>challenges of information technology --<br/>Evaluating process technology --<br/>Summary answers to key questions --<br/>Further reading --<br/>Notes on the chapter --<br/>ch. 7 Improvement strategy --<br/>Introduction --<br/>Key questions --<br/>Development and improvement --<br/>Setting the direction --<br/>Importance-performance mapping --<br/>Developing operations capabilities --<br/>Deploying capabilities in the market --<br/>Summary answers to key questions --<br/>Further reading --<br/>Notes on the chapter --<br/>ch. 8 Product and service development and organisation --<br/>Introduction^^^ Further reading^^^ strategic importance of product and service development --<br/>Key questions --<br/>Product and service development as a process --<br/>market requirements perspective on product and service development --<br/>operations resources perspective on product and service development --<br/>Summary answers to key questions --<br/>Further reading --<br/>Notes on the chapter --<br/>ch. 9 process of operations strategy --<br/>formulation and implementation --<br/>Introduction --<br/>Key questions --<br/>Formulating operations strategy --<br/>What is the role of alignment? --<br/>Analysis for formulation --<br/>challenges to operations strategy formulation --<br/>How do we know when the formulation process is complete? --<br/>Implementing operations strategy --<br/>Summary answers to key questions --<br/>Further reading --<br/>Notes on the chapter --<br/>ch. 10 process of operations strategy --<br/>monitoring and control --<br/>Introduction --<br/>Key questions --<br/>Strategic monitoring and control^^^roduction^^^ Further reading^^^ Monitoring implementation --<br/>tracking performance --<br/>dynamics of monitoring and control --<br/>Implementation risk --<br/>Learning, appropriation and path dependency --<br/>Summary answers to key questions --<br/>Further reading --<br/>Notes on the chapter --<br/>Case studies --<br/>McDonald's Corporation --<br/>Delta Synthetic Fibres (DSF) --<br/>Greenville Operation --<br/>Turnround at the Preston plant --<br/>Disneyland Resort Paris --<br/>Contact Utilities --<br/>IDEO: Service Design --<br/>Ocado versus Tesco.com.
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Production management.
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Strategic planning.
700 1# - ADDED ENTRY--PERSONAL NAME
Personal name Lewis, Michael,
Dates associated with a name 1969-
856 41 - ELECTRONIC LOCATION AND ACCESS
Materials specified Table of contents
Uniform Resource Identifier <a href="https://login.proxy.lib.duke.edu/login?url=http://www.loc.gov/catdir/toc/fy033/2002022685.html">https://login.proxy.lib.duke.edu/login?url=http://www.loc.gov/catdir/toc/fy033/2002022685.html</a>
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme
Koha item type Books
Holdings
Withdrawn status Lost status Source of classification or shelving scheme Damaged status Not for loan Home library Current library Shelving location Date acquired Source of acquisition Cost, normal purchase price Inventory number Total Checkouts Full call number Barcode Date last seen Copy number Price effective from Koha item type
          Namal Library Namal Library Management 10/19/2020 Pak Book Corporation 1715.00 Bill No. 12017746   658.5 SLA-O 2012 11374 0011374 10/19/2020 1 10/19/2020 Books