Seventh Edition Operations Management Nigel Slack Alistair Brandon-Jones Robert Johnston Operations management is important, exciting, challenging. Operations Management focuses on the sustainable and socially responsible imperatives of operations The rights of Nigel Slack, Alistair Brandon-Jones and Robert Johnston to be identified as authors of this (PDF). Our aim in writing Operations Management is to give you a comprehensive Operations management / Nigel Slack, Stuart Chambers, Robert Johnston.
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Operations management is about managing processes. 12 Nigel Slack is the Professor of Operations Management and Strategy at Warwick University. In Operations Management Nigel Slack [PDF] [EPUB] Ashraf Ud Dowla. Download with Google Operations Management by Nigel Slack. The rights of Nigel Slack, Stuart Chambers and Robert Johnston to be identified as Slack, Chambers and Johnston, Operations Management, Sixth Edition.
Expert authorship, an engaging writing style, and an interesting collection of cases combine to communicate the importance of managing operations and processes within a successful organisation. Discover bookshops local to you. Enter your postcode and search for your nearest Hive network shop.
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See help and FAQs pages. It also means large orders to a single aircraft supplier and therefore the opportunity to negotiate prices down. Also, because the company often uses secondary airports, landing and service fees are much lower. Finally, the cost of selling its services is reduced where possible.
Ryanair has developed its own low-cost internet booking service. We guarantee to give you the lowest air fare. You get a safe flight. You get a normally on-time flight. Are we going to say sorry for our lack of customer service? Absolutely not. If a plane is cancelled, will we put you up in a hotel overnight? If a plane is delayed, will we give you a voucher for a restaurant? The JIT approach to people management can be viewed as patronizing.
It may be, to some extent, less autocratic than some Japanese management practice dating from earlier times. However, it is certainly not in line with some of the job design philosophies which place a high emphasis on contribution and commitment, described in Chapter 9.
Even in Japan the approach of JIT is not without its critics. Kamata wrote an autobiographical description of life as an employee at a Toyota plant called Japan in the Passing Lane. Similar criticisms have been voiced by some trade union representatives. Without such beliefs to drive progress, lean proponents claim improvement is more likely to be transitory than continuous.
This is why the concept of continuous improvement is such an important part of the lean philosophy. If its aims are set in terms of ideals which individual organizations may never fully achieve, then the emphasis must be on the way in which an organization moves closer to the ideal state. The Japanese word for continuous improvement is kaizen, and it is a key part of the lean philosophy.
It is explained fully in Chapter The question for operations management is whether the results from any particular sample, when plotted on the control chart, simply represent the variation due to common causes or due to some specific and correctable, assignable cause.
Figure Like any process the results vary, but the last three points seem to be lower than usual.
The ques- Upper control limit UCL Lower control limit UCL Time Short case The lean attack on waste overcomes high labour costs11 One effect of an increasing global approach to business has been to highlight the relatively high labour costs which engineering manufacturing companies have to live with.
This has led to two broad trends. The first is that many engineering companies are increasing the proportion of service in their product offerings.
This can help to reduce the importance of manufacturing costs because customers are prepared to pay for the extra service value added.
The second trend is to attempt to reduce manufacturing costs through a lean philosophy and JIT methods. Take two examples.