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The plain language guide to getting things running smoothly in the world of business
Operations management is all about efficiency, and Operations Management For Dummies is all about efficiently teaching you what you need to know about this business hot topic. This book tracks typical operations management MBA courses, and it will help you un-muddle concepts like process mapping, bottlenecks, Lean Production, and supply chain management. Learn to step into a business, see what needs improving, and plug in the latest tools and ideas to shape things up in any industry.
This latest edition covers, you guessed it, digital transformation. Technology is completely upending operations management, and Dummies walks you through the latest, so you can stay at the front of the pack. Other new stuff inside: supply chain traceability, ethical sourcing and carbon footprint, business resiliency, and modularizing the supply chain. It's all here!
Optimize operations and increase revenue with strategies and ideas that make businesses run better and cheaper
Get easy-to-understand explanations of complex topics and theories in operations management
Learn how operations management is affected by digital transformation and sustainability concerns
Evaluate, design, improve, and scale all sorts of processes, regardless of business size or area of operation
Businesses can't operate successfully without effective operations and supply management. That makes Operations Management For Dummies a must--for MBA students and business professionals alike.
Auteur
Mary Ann Anderson is Director of the Supply Chain Management Center of Excellence at the University of Texas at Austin.
Edward Anderson, PhD, is Professor of Operations Management at the University of Texas McCombs School of Business. Geoffrey Parker, PhD, is Professor of Engineering at Dartmouth College.
Texte du rabat
Become a smooth operator
A critical competency for any business, operations management is an increasingly popular field for business students and professionals who want to have an immediate impact on a company's bottom line. And in Operations Management For Dummies, you'll discover how firms actually get their products and services out the door. From forecasting demand to ensuring quality control, managing inventory, and sourcing supplies, this book walks you through how to keep a business humming and what to do when something goes wrong. **Inside
Contenu
Introduction 1
About This Book 1
Conventions Used in This Book 3
Foolish Assumptions 3
Icons Used In This Book 4
Beyond the Book 4
Where to Go from Here 4
Part 1: Getting Started with Operations Management 7
Chapter 1: Discovering the Fundamentals of Operations Management 9
Defining Operations Management 10
Getting beyond the smokestack 10
Seeing the relevance of operations management 11
Understanding the Process of Operations 12
Driving the business model 12
Recognizing the diversity of processes 13
Managing processes 15
Handling special situations 17
Meeting the Challenges 18
Firefighting 18
Technology 18
Complacency 19
Metrics 19
Perspective 19
Outsourcing 20
Chapter 2: Defining and Evaluating Processes 21
Mapping Processes 22
Distinguishing between operations and delays 24
Identifying waste 24
Developing a process map 26
Evaluating the Elements of a System 28
Checking productivity 28
Considering capacity 28
Clocking cycle time 29
Getting a handle on constraints 29
Talking thruput and takt time 30
Going with the flow time 31
Monitoring utilization 32
Accounting for variability 35
Chapter 3: Designing Processes to Meet Goals 37
Getting Started with Process Improvement 38
Planning Operations 38
Considering a serial process 39
Placing operations in parallel 39
Improving Processes According to a Goal 42
Reducing customer flow time 43
Increasing system capacity 44
Balancing the line 46
Utilizing flexible resources 48
Improving a process that has excess capacity 49
Managing Bottlenecks 50
Getting tripped up by overproduction 50
Increasing process capacity 52
Chapter 4: Dealing with Shared Resources, Batches, and Rework 55
Sharing Resources 56
Assigning a resource to more than one operation 56
Allocating resources to more than one process 57
Batching Parts and Setting Up Operations 58
Working with batches 59
Maximizing operation batch size 60
Optimizing transfer batch size 62
Optimizing batch size with operation setups 65
Handling Poor Quality 68
Putting rework back in the process that created it 69
Pulling rework out of the main process 71
Chapter 5: Designing Your Process to Match Your Product or Service 73
Considering Costs, Standardization, Volume, and Flexibility 74
Balancing operating costs 75
Blurring the lines: Making standardized stuff customizable 79
Improving Face-to-Face and Back-Office Operations 80
Strengthening the customer interface 81
Improving efficiencies behind the scenes 83
Fulfilling Customer Demand: Making to Stock or Making to Order 84
Making to stock 84
Making to order 85
A tale of two companies: Making either method work 86
Getting It to Your Customer 87
Ordering Online and Pickup in Store or Curbside 87
Ordering Online with Delivery 88
Designing for X: Designing Products with Operations in Mind 89
Part 2: Managing Variability and Risk 91
Chapter 6: Forecasting Demand 93
Getting Savvy about Forecasts 94
Building a Forecast to Predict Demand 95
Recognizing demand variation 95
Looking to the past to predict the future 96
Lacking data: No problem 101 Acknowledging the Error of Your Ways 103<...