Operations strategy / (Record no. 8108)
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000 -LEADER | |
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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 |
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 |
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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 |