1 Operations management and performance
Introduction
Key questions
1.1 What is operations management?
1.2 What is the input–transformation– output process?
1.3 Why is operations management important to an organisation's performance?
1.4 What is the process hierarchy?
1.5 How do operations (and processes) differ?
1.6 What do operations managers do?
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2 Operations strategy
Introduction
Key questions
2.1 What is strategy and what is operations strategy?
2.2 How does operations strategy align with business strategy (top-down)?
2.3 How does operations strategy align with market requirements (outside-in)?
2.4 How does operations strategy align with operational experience
(bottom-up)?
2.5 How does operations strategy align with operations resources (inside-out)?
2.6 How are the four perspectives of operations strategy reconciled?
2.7 How can the process of operations strategy be organised?
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3 Product and service innovation
Introduction
Key questions
3.1 What is product and service innovation?
3.2 What is the strategic role of product and service innovation?
3.3 What are the stages of product and service innovation?
3.4 What are the benefits of interactive product and service innovation?
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4 Process design – resources
Introduction
Key questions
4.1 Why is choosing the right resources important?
4.2 Do processes match volume–variety requirements?
4.3 Are process layouts appropriate?
4.5 Are job designs appropriate?
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5 Process design – analysis
Introduction
Key questions
5.1 Why is it important to get the details of process design correct?
5.2 What should be the objectives of process design?
5.3 How are processes currently designed?
5.4 Are process tasks and capacity configured appropriately?
5.5 Is process variability recognised?
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6 Supply chain management
Introduction
Key questions
6.1 What is supply chain management?
6.2 How should supply chains compete?
6.3 How should relationships in supply chains be managed?
6.4 How is the supply side managed?
6.5 How is the demand side managed?
6.6 What are the dynamics of supply chains
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7 Capacity management
Introduction
Key questions
7.1 What is capacity management?
7.2 How is demand measured?
7.3 How is capacity measured?
7.4 How is the demand side managed?
7.5 How is the supply side managed?
7.6 How can operations understand the consequences of their capacity management decisions?
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8 Inventory management
Introduction
Key questions
8.1 What is inventory?
8.2 Why do you need inventory?
8.3 How much should you order? (The volume decision)
8.4 When should you order? (The timing decision)
8.5 How can you control inventory?
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9 Resource planning and control
Introduction
Key questions
9.1 What is resource planning and control?
9.2 What is the difference between planning and control?
9.3 How do supply and demand affect planning and control?
9.4 What are the activities of planning and control?
9.5 What is enterprise resource planning (ERP)?
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10 Operations improvement
Introduction
Key questions
10.1 Why is improvement so important in operations management?
10.2 What are the key elements of operations improvement?
10.3 What are the broad approaches to improvement?
10.4 What techniques can be used for improvement?
10.5 Why is risk management also improvement?
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11 Lean operations
Introduction
Key questions
11.1 What is lean?
11.2 How does lean consider flow?
11.3 How does lean consider (and reduce) waste?
11.4 How does lean consider improvement?
11.5 How does lean consider the role of people?
11.6 How does lean apply throughout the supply network?
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12 Quality management
Introduction
Key questions
12.1 What is quality and why is it so important?
12.2 What steps lead towards conformance to specification?
12.3 What is total quality management (TQM)?
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13 Project management
Introduction
Key questions
13.1 What are projects?
13.2 What is project management?
13.3 How is the project environment understood?
13.4 How are projects defined?
13.5 How are projects planned?
13.6 How are projects controlled and learned from?
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