Operations Management for Dummies 2nd Edition by Mary Ann Anderson, Edward Anderson, Geoffrey Parker ISBN 9781119843122 111984312X

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Product details:
ISBN 10: 111984312X
ISBN 13: 9781119843122
Author: Mary Ann Anderson, Edward Anderson, Geoffrey Parker

Operations Management for Dummies 2nd Edition Table of contents:

Part 1: Getting Started with Operations Management

Chapter 1: Discovering the Fundamentals of Operations Management

Defining Operations Management

Understanding the Process of Operations

Meeting the Challenges

Chapter 2: Defining and Evaluating Processes

Mapping Processes

Evaluating the Elements of a System

Chapter 3: Designing Processes to Meet Goals

Getting Started with Process Improvement

Planning Operations

Improving Processes According to a Goal

Managing Bottlenecks

Chapter 4: Dealing with Shared Resources, Batches, and Rework

Sharing Resources

Batching Parts and Setting Up Operations

Handling Poor Quality

Chapter 5: Designing Your Process to Match Your Product or Service

Considering Costs, Standardization, Volume, and Flexibility

Improving Face-to-Face and Back-Office Operations

Fulfilling Customer Demand: Making to Stock or Making to Order

Getting It to Your Customer

Designing for X: Designing Products with Operations in Mind

Part 2: Managing Variability and Risk

Chapter 6: Forecasting Demand

Getting Savvy about Forecasts

Building a Forecast to Predict Demand

Acknowledging the Error of Your Ways

Chapter 7: Planning Capacity

Considering Capacity

Balancing Capacity and Inventory

Addressing Wait Time for Services

Chapter 8: Managing Inventory

Dealing with the Business of Inventory

Managing Inventory

Getting Baseline Data on Performance

Reducing Inventory without Sacrificing Customer Service

Managing Inventory across the Supply Chain

Chapter 9: Planning for Successful Operations

Planning from the Top Down

Exploring the Components of an Aggregate Plan

Considering Materials

Planning for Services

Applying Information to the Entire Organization

Part 3: Improving Operations

Chapter 10: Becoming Lean

Evolving to Lean

Trimming the Fat

Producing Just in Time

Seeking the Silver Bullet

Chapter 11: Proofing against Disruption

Understanding Disruptions

Planning for Disruption

Investing in Relationships

Fattening the Supply Chain

Redesigning Your Product and Process

Protecting against Cyberhacking

Mixing and Matching Strategies

Chapter 12: Managing Quality

Deciding What Matters

Recognizing the Value of Quality

Addressing Quality

Designing for Quality

Measuring Quality

Chapter 13: Creating a Quality Organization

Reaching Beyond Traditional Improvement Programs

Adding to the Tool Box

Overcoming Obstacles

Part 4: Managing the Supply Chain

Chapter 14: Understanding Supply Chain Basics

Seeing the Structure of Supply Chains

Aligning the Supply Chain with Business Strategy

Exploring the Bullwhip Effect

Improving Supply Chain Management

Chapter 15: Sourcing Strategically

Seeing the Upsides and Downsides of Outsourcing

Getting Down to the Basics

Chapter 16: Digitalizing the Supply Chain

Navigating the Digital World

Mapping a Digital Strategy

Chapter 17: Scaling throughout the Product Life Cycle

Managing Operations Age-Appropriately

Swooning over the Baby

Surviving the Awkward Stage of Quick Growth

Getting Comfortable with Market Maturity

Preparing for the End

Emerging Anew

Managing Start-up Operations

Part 5: Managing Projects

Chapter 18: Leading Successful Projects

Defining Success

Figuring Out Why Projects Fail

Laying Out the Project Management Life Cycle

Leading a Project

Chapter 19: Estimating and Scheduling Projects

Estimating Time and Cost

Working with Uncertainty

Putting It All Together

Chapter 20: Becoming Agile

Escaping the Waterfall

Deciding on Agile

Gearing Up for Agile

Sprinting through the Project

Avoiding Common Agile Mistakes

Chapter 21: Responding to Risks That Threaten Your Project

Tracking Project Progress

Planning Ahead with Risk Registers

Responding Productively to Risk

Part 6: The Part of Tens

Chapter 22: Ten Pivotal Operations Management Developments

Logistics

Division of Labor

Interchangeable Parts

Scientific Management and Mass Production

Statistical Quality Control

Lean Manufacturing

Scientific Project Planning

Supply Chain Management

Computerized Supply Chain Coordination

Electronic Commerce

Chapter 23: Ten Mistakes That New Operations Managers Make

Beginning an Improvement Journey without Knowing your Process

Creating Overly Complex Processes

Missing the Real Bottleneck

Managing Based on Utilization

Not Standardizing

Automating Bad Processes

Misdefining Quality

Improving Process through “Big Bangs” rather than Continuous Improvement

Not Doing Enough Project Planning Upfront

Not Focusing on the Customer

Chapter 24: Ten Traits of World-Class Operations

Knowing Thyself

Possessing Profound Knowledge of the Customer

Focusing Intensely on Quality

Adapting to Change

Getting Better All the Time

Appreciating Employees

Paying Constant Attention to Product Offerings

Using Relevant Process Metrics

Balancing Respect and Expectations for the Supply Chain

Avoiding Unnecessary Complexity

Index

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