The McGraw-Hill 36-Hour Course: Operations

Take a crash course in boosting operational efficiency! Whether a business manufactures trucks, delivers packages, or sells coffee, it lives and breathes on its operations. Without exception. Ensuring smooth, efficient processes is a challenging task--but the rewards are immense.The McGraw-Hill 36-Hour Course: Operations Managementputs you on the fast track to bolstering and managing the effectiveness of your organization's operations. Complete with exercises, self-tests, and an online final exam, this virtual immersion course in operations management teaches you how to: Evaluate and measure existing systems' performance Use quality management tools like Six Sigma and Lean Production Design new, improved processes Define, plan, and control costs of projects Take this in-depth course on operations management and put your vision into action. This is the only book on the syllabus. Class begins now!

Linda L. Brennan, Ph.D., is a professor of management at Mercer University. Her teaching portfolio includes graduate and undergraduate courses in operations management, leadership, international business and strategy. She conducts research and consults in the areas of technology impact assessment, process and project management, and instructional effectiveness.

Preface	p. xi
Acknowledgments	p. xiii
Managing for Results	p. 1
Operations as a Transformation Function	p. 2
Operations as a Competitive Advantage	p. 4
Technique: Identifying Sources of Competitive Advantage	p. 7
Summary	p. 10
A Practical Approach to Operations	p. 13
Systems Thinking	p. 14
Business Research Framework	p. 17
Technique: Environmental Analysis	p. 23
Summary	p. 24
Desired Results	p. 27
Measurement Theory	p. 28
Operational Decision Making	p. 30
Technique: The Balanced Scorecard	p. 32
Summary	p. 35
Organizational Performance	p. 39
Product and Service Design and Development	p. 40
Categories of Services	p. 48
Technique: Quality Function Deployment	p. 50
Summary	p. 53
Quality Across the Organization	p. 57
Definitions of Quality	p. 58
The Quality Movement in Businesses	p. 59
Six Sigma	p. 63
Lean Production	p. 66
Technique: Quality Management Tools	p. 70
Summary	p. 74
Technology Across the Value Chain	p. 79
Roles of Technology	p. 80
Technology Impact	p. 83
Applications of Technology Across and Beyond the Organization	p. 85
Technique: Capability Maturity Models	p. 92
Summary	p. 95
Process Effectiveness	p. 99
Value Chain Perspective of Processes	p. 100
Process Design	p. 101
Ongoing Process Management	p. 107
Technique: Flowcharting	p. 111
Summary	p. 116
Process Quality	p. 119
Theoretical Foundation	p. 120
Control Charts	p. 124
Process Capability	p. 132
Technique: Creating and Interpreting Control Charts	p. 134
Summary	p. 139
Project Definition for Results	p. 143
The Project Management Body of Knowledge	p. 144
Project Management Foundations	p. 147
Project Success Factors	p. 148
Project Definition	p. 149
Technique: Developing a Statement of Work	p. 151
Summary	p. 159
Project Planning	p. 163
Work Breakdown Structure	p. 164
Project Scheduling	p. 166
Technique: Critical Path Method	p. 174
Summary	p. 179
Project Control	p. 183
Project Control	p. 184
Project Closings	p. 191
Effective Project Teams	p. 195
Technique: Conducting Effective Meetings	p. 195
Summary	p. 200
Individual Effectiveness	p. 205
You as an Operational System	p. 206
Individual Performance	p. 208
Your Individualized Scorecard	p. 214
Summary	p. 216
Notes	p. 219
Index	p. 231
Instructions for Accessing Online Final Exam and Chapter Quiz Answers	p. 239
Table of Contents provided by Ingram. All Rights Reserved.

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The McGraw-Hill 36-Hour Course: Operations Management

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