Operations strategy / by Nigel Slack, Michael Lewis.
Publication details: U.P. : Pearson, c2012Edition: 2nd edDescription: xxiv, 470 p. : ill. ; 26 cmISBN: 97881317252726 (pbk)Subject(s): Production management | Strategic planningDDC classification: 658.5 Online resources: Table of contentsItem type | Current library | Call number | Copy number | Status | Date due | Barcode | Item holds |
---|---|---|---|---|---|---|---|
Books | Namal Library Management | 658.5 SLA-O 2012 11374 (Browse shelf (Opens below)) | 1 | Available | 0011374 |
Originally published: New York : Financial Times Prentice Hall, 2002.
Includes bibliographical references and index.
Machine generated contents note: ch. 1 Operations strategy --
developing resources for strategic impact --
Introduction --
Key questions --
Why is operations excellence fundamental to strategic success? --
What is strategy? --
What is operations strategy? --
What is the content of operations strategy? --
operations strategy matrix --
What is the process of operations strategy? --
Summary answers to key questions --
Further reading --
Appendix: the resource-based view of the firm --
Notes on the chapter --
ch. 2 Operations performance --
Introduction --
Key questions --
Operations performance can make or break any organisation --
five generic performance objectives --
relative importance of performance objectives changes over time --
Trade-offs --
are they inevitable? --
Targeting and operations focus --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 3 Substitutes for strategy^^^ Introduction --
`New' approaches to operations --
Key questions --
Total quality management --
Lean operations --
Business process reengineering --
Six stigma --
Some common threads --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 4 Capacity strategy --
Introduction --
What is capacity strategy? --
Key questions --
overall level of operations strategy --
number and size of sites --
Capacity change --
Location of capacity --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 5 Purchasing and supply strategy --
Introduction --
Key questions --
What is purchasing and supply strategy? --
Do or buy? The vertical integration decision --
Contracting and relationships --
Which type of arrangement? --
Supply network dynamics --
Managing suppliers over time --
Purchasing and supply chain risk --
Summary answers to key questions --
Further reading^^^ Notes on the chapter --
ch. 6 Process technology strategy --
Introduction --
Key questions --
What is process technology strategy? --
Scale/scalability --
the capacity of each unit of technology --
Degree of automation/`analytical content' --
what can each unit of technology do? --
Degree of coupling/connectivity --
how much is joined together? --
product-process matrix --
challenges of information technology --
Evaluating process technology --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 7 Improvement strategy --
Introduction --
Key questions --
Development and improvement --
Setting the direction --
Importance-performance mapping --
Developing operations capabilities --
Deploying capabilities in the market --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 8 Product and service development and organisation --
Introduction^^^ Further reading^^^ strategic importance of product and service development --
Key questions --
Product and service development as a process --
market requirements perspective on product and service development --
operations resources perspective on product and service development --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 9 process of operations strategy --
formulation and implementation --
Introduction --
Key questions --
Formulating operations strategy --
What is the role of alignment? --
Analysis for formulation --
challenges to operations strategy formulation --
How do we know when the formulation process is complete? --
Implementing operations strategy --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 10 process of operations strategy --
monitoring and control --
Introduction --
Key questions --
Strategic monitoring and control^^^roduction^^^ Further reading^^^ Monitoring implementation --
tracking performance --
dynamics of monitoring and control --
Implementation risk --
Learning, appropriation and path dependency --
Summary answers to key questions --
Further reading --
Notes on the chapter --
Case studies --
McDonald's Corporation --
Delta Synthetic Fibres (DSF) --
Greenville Operation --
Turnround at the Preston plant --
Disneyland Resort Paris --
Contact Utilities --
IDEO: Service Design --
Ocado versus Tesco.com.
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