Essential Guide to Operations Management

The book is a contemporary and novel treatment of Operations Management. It complements the existing set of texts by taking a fresh insight to Operations Management. It explores fundamental operations management principles, equally applicable to service and manufacturing situations. It adapts a strategic stance by providing a framework for effective decision makingThis book is aimed at practising managers, who need to make decisions, manage change and design working processes within a strategic framework. The framework and supporting case vignettes allow the practitioner to grasp essential concepts relatively quickly in a range of different operational contexts. In addition to the case vignettes, the authors provide Inclusion of key Reading Lists and useful web addresses at the end of each chapter A 'useful formulae' listing for the quantitative side of operations management

Dr David Bamford joined Manchester Business School in 2000. He is an experienced industrialist/academic and a Senior Lecturer in Operations Management. In 2009 he was awarded the University of Manchester Distinguished Achievement Medal – Teacher of the Year 2009; in 2006 he won the University of Manchester Award for Teaching Excellence. His research interests include healthcare systems reform and review, strategic change management and organisational systems design. His many teaching/programme administrative activities have included: Director - NHS Leadership Programme, an MSc programme for senior NHS Directors in partnership with PriceWaterhouseCoopers; University lecture programmes in Operations Management (MBA and BSc); Quality Management: Concepts & Practice (BSc & MSc); Quality Management: Tools & Techniques (BSc); Business Improvement Tools & Techniques (MSc); Organisational Change (MSc).

Dr Paul Forrester is a Senior Lecturer in Operations Management and Director of a Full-Time MBA. His research interests lie in the strategic, design and organizational issues of managing operations, the extension of operations management concepts to service organizations, and the management of technology transfer projects. Though his early work was predominantly UK-based, the research has become increasingly international in nature, the latter having included studies of the impact on companies of foreign direct investment and technology transfer, and comparative studies of operations management practices in the emerging economies of Pacific Asia and Central/Eastern Europe.

Operations Management in Context
Designing Business Processes
Designing Products & Services
Transfer of Technology
Controlling Enterprise Resources
Developing Lean Operations
Managing Projects
Managing Operations Strategically
Managing Quality Systems
Improving the Operations
Making It All Work!
Selected References
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Essential Guide to Operations Management Concepts and Case Notes

Summary

Author Biography

Table of Contents

Supplemental Materials