Instructor's Manual for Operations and Process Management (2nd Edition)
Nigel Slack, Stuart Chambers, Robert Johnston, Alan Betts
Language: English
Pages: 572
ISBN: 2:00124088
Format: PDF / Kindle (mobi) / ePub
Information refers to the textbook that accompanies this manual.
Everyone manages processes ...Everyone is an operations manager "...integrates services and manufacturing operations further than has been done before in any Operations Management textbook. This makes the book ideally suited for an MBA audience; who come from a multitude of organizational settings." --Par Ahlstrom, Professor of Operations Management, Chalmers University of Technology "This text places operations management clearly in context. I particularly like the emphasis on process management as a means of demonstrating the ubiquity of processes, even outside the traditional operations areas." --Dr. Alison Smart, Manchester Business School, University of Manchester "This comprehensive text shows how persuasive, relevant and exciting Operations Management is to business and everyday life." --Stephen Disney, Cardiff Business School Written by best-selling authors in their field,Operations and Process Management 2einspires a critical and applied mastery of the core principles and processes fundamental to managing business operations. Approaching the subject from a truly managerial perspective, this brand new text provides clear and concise coverage, whilst the fully updated accompanying CD provides an opportunity to practice and further explore the concepts and techniques introduced.
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That is out of control (in the Statistical Process Control (SPC) sense). During the case, the plant is sold by one group and bought by another. Its new owners, the Rendall Graphics Company, take the decision to close the plant. However, over a period of time, Tom Branton, the Managing Director of the plant, takes a series of actions that improve quality and reduce cost in the plant. Eventually, the closure decision is reversed. Using the case This case can be used as a general introduction to.
Of their understanding of process variation) could see that this was happening. The plant asked to bid for the Vector project (Spring 2000) – This was an important new contract that would have secured work for several years. The plant is bought by Rendall (Spring 2000) – However, the acquisition was part of a larger acquisition and Rendall were not impressed with either the strategic importance or the performance of the Preston Plant. Productivity and quality issues were still very problematic.
Another path becomes equally critical. After this any further reduction in the project time requires acceleration on both these paths, and so on. Ask the class to identify the activities in Table 15.5 that are on the critical path. In fact, only two activities (5–6 and 33–34) lie on the critical path. Between them these can shorten the project path by 6 weeks. 150 © Pearson Education Limited 2009 Part 3 Solutions for Active Cases on the CD (Note: For the convenience of tutors, some parts of.
Accepting an approach to decision making that weighs up advantages and disadvantages before making decisions. Appendix 1 Details of the company’s six main departments, as presented in the case Purchasing Purchasing places orders on all component suppliers using the sales forecasts provided by marketing. Because the company’s products are state of the art, there is a high risk of component obsolescence, so inventory levels should be kept low while still being sufficient to meet demand. ‘It is.
Project management capabilities Interpreting strategy to operations capabilities Learning to network capabilities If possible try to do this exercise with your colleagues or others who know the operation under analysis, after you have thought through it yourself. You can then compare your perceptions with those of others who are looking at the same operation. Do not be surprised if you find a wide range of perceptions! 16 © Pearson Education Limited 2009 Slack, Chambers, Johnston, and.