Score your highest in Operations Management Operations management is an important skill for current and aspiring business leaders to develop and master. It deals with the design and management of products, processes, services, and supply chains. Operations management is a growing field and a required course for most undergraduate business majors and MBA candidates. Now, Operations Management For Dummies serves as an extremely resourceful aid for this difficult subject. Tracks to a typical course in operations management or operations strategy, and covers topics such as evaluating and measuring existing systems' performance and efficiency, materials management and product development, using tools like Six Sigma and Lean production, designing new, improved processes, and defining, planning, and controlling costs of projects.
* Clearly organizes and explains complex topics * Serves as an supplement to your Operations Management textbooks * Helps you score your highest in your Operations Management course Whether your aim is to earn an undergraduate degree in business or an MBA, Operations Management For Dummies is indispensable supplemental reading for your operations management course.
Mary Ann Anderson is a consultant in supply chain management and operations strategy. Dr. Edward Anderson is Associate Professor of Operations Management at the University of Texas McCombs School of Business. Dr. Geoffrey Parker is Professor of Management Science at the A. B. Freeman School of Business at Tulane University.
Introduction 1 Part I: Getting Started with Operations Management 5 Chapter 1: Discovering the Fundamentals of Operations Management 7 Chapter 2: Defining and Evaluating Processes 19 Chapter 3: Designing Processes to Meet Goals 33 Chapter 4: Dealing with Shared Resources, Batches, and Rework 49 Chapter 5: Designing Your Process to Match Your Product or Service 67 Part II: Managing Variability and Risk 83 Chapter 6: Forecasting Demand 85 Chapter 7: Planning Capacity 99 Chapter 8: Managing Inventory 121 Chapter 9: Planning for Successful Operations 145 Chapter 10: Managing the Supply Chain 161 Part III: Improving Operations 177 Chapter 11: Becoming Lean 179 Chapter 12: Managing Quality 197 Chapter 13: Creating a Quality Organization 221 Part IV: Managing Projects 239 Chapter 14: Using Communication and Leadership Skills When Managing Projects 241 Chapter 15: Estimating and Scheduling Projects 255 Chapter 16: Responding to Risks That Threaten Your Project 277 Part V: Scaling and Globalizing Your Operations 297 Chapter 17: Considering Outsourcing 299 Chapter 18: Scaling Operations throughout the Product Life Cycle 313 Part VI: The Part of Tens 331 Chapter 19: Ten Pivotal Operations Management Developments 333 Chapter 20: Ten Mistakes That New Operations Managers Make 339 Chapter 21: Ten Traits of World-Class Operations 345 Index 351