Managing operations / Bob Johnson.

Format:

Book

Author/Creator:

Johnson, Bob, 1947-

Contributor:

Institute of Management (Great Britain)

Series:

Institute of Management series.

Institute of Management series

Language:

English

Subjects (All):

Associations, institutions, etc--Management.

Associations, institutions, etc.

Management.

Physical Description:

1 online resource (241 p.)

Edition:

1st edition

Place of Publication:

Oxford ; Boston : Butterworth-Heinemann ; Corby, Northants : Institute of Management, 1998.

Language Note:

English

System Details:

text file

Summary:

Managing Operations is a concise guide to the fundamentals of operations management. Using examples and case studies from public, private and voluntary sector organizations, this book will enable managers to develop their competency to an excellent standard in an industrial or commercial setting. As well as being very practically based, Managing Operations also provides the theory behind operations management.The book is based on the Management Charter Initiative's Occupational Standards for Management NVQs and SVQs at level 4. It i

Contents:

Managing Operations; Copyright; Contents; Series adviser's preface; Introduction: what is operations management?; 1 Operations: the engine of the business; Finance; Marketing; Personnel; Operations; 2 The organizational context; The risks of decentralization; Effective decentralization; Strategy, mission and goals; Environmental demands and constraints; 3 Managing resources; Managing capacity; Managing operating schedules; Managing inventory; Managing capability; 4 The voice of the customer; External and internal customers; Operations as a horizontal process

Customer requirements and feedbackReasonable and unreasonable expectations; 5 Managing quality; Image and expectations; The language of quality; Quality control; Right first time; Quality improvement; 6 Health, safety - and productivity?; The legal framework; Rights and responsibilities; The price of failure; The link to productivity; 7 Monitoring and control; The manager's role; Objectives and performance measures; Evaluating shortfalls; Remedial action: tactical and strategic; Involving others; 8 Continuous improvement; Objectives of continuous improvement

The need for continuous improvementRisks of continuous improvement; The process of continuous improvement; Implications of continuous improvement; 9 Managing change; Approaches to problem-solving; Force-field analysis; Involving others; 10 Managing people; Managing subordinates; Managing colleagues; Managing the boss; Index

Notes:

"Published in association with the Institute of Management Foundation."

Includes index.

ISBN:

9786611013134

9781136382963

1136382968

9781281013132

1281013137

9780080496313

0080496318

OCLC:

476070131