Operations Management For Dummies

Name: Operations Management For Dummies
Brand: Jossey-Bass
Price: 20.99 EUR
Availability: OnlineOnly

Mary Ann Anderson Edward J. Anderson Geoffrey Parker(Autor*in)

Jossey-Bass (Verlag)

2. Auflage

Erschienen am 27. Oktober 2021

416 Seiten

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978-1-119-84311-5 (ISBN)

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Inhalt

Intro
Title Page
Copyright Page
Table of Contents
Introduction
About This Book
Conventions Used in This Book
Foolish Assumptions
Icons Used In This Book
Beyond the Book
Where to Go from Here
Part 1 Getting Started with Operations Management
Chapter 1 Discovering the Fundamentals of Operations Management
Defining Operations Management
Getting beyond the smokestack
Seeing the relevance of operations management
Understanding the Process of Operations
Driving the business model
Recognizing the diversity of processes
Managing processes
Handling special situations
Meeting the Challenges
Firefighting
Technology
Complacency
Metrics
Perspective
Outsourcing
Chapter 2 Defining and Evaluating Processes
Mapping Processes
Distinguishing between operations and delays
Identifying waste
Developing a process map
Evaluating the Elements of a System
Checking productivity
Considering capacity
Clocking cycle time
Getting a handle on constraints
Talking thruput and takt time
Going with the flow time
Monitoring utilization
Accounting for variability
Chapter 3 Designing Processes to Meet Goals
Getting Started with Process Improvement
Planning Operations
Considering a serial process
Placing operations in parallel
Improving Processes According to a Goal
Reducing customer flow time
Increasing system capacity
Balancing the line
Utilizing flexible resources
Improving a process that has excess capacity
Managing Bottlenecks
Getting tripped up by overproduction
Increasing process capacity
Chapter 4 Dealing with Shared Resources, Batches, and Rework
Sharing Resources
Assigning a resource to more than one operation
Allocating resources to more than one process
Batching Parts and Setting Up Operations
Working with batches
Maximizing operation batch size
Optimizing transfer batch size
Optimizing batch size with operation setups
Handling Poor Quality
Putting rework back in the process that created it
Pulling rework out of the main process
Chapter 5 Designing Your Process to Match Your Product or Service
Considering Costs, Standardization, Volume, and Flexibility
Balancing operating costs
Blurring the lines: Making standardized stuff customizable
Improving Face-to-Face and Back-Office Operations
Strengthening the customer interface
Improving efficiencies behind the scenes
Fulfilling Customer Demand: Making to Stock or Making to Order
Making to stock
Making to order
A tale of two companies: Making either method work
Getting It to Your Customer
Ordering Online and Pickup in Store or Curbside
Ordering Online with Delivery
Designing for X: Designing Products with Operations in Mind
Part 2 Managing Variability and Risk
Chapter 6 Forecasting Demand
Getting Savvy about Forecasts
Building a Forecast to Predict Demand
Recognizing demand variation
Looking to the past to predict the future
Lacking data: No problem
Relying on qualitative techniques
Identifying related variables
Acknowledging the Error of Your Ways
Hunting down the source of your error
Measuring how inaccurate you are
Chapter 7 Planning Capacity
Considering Capacity
Matching supply and demand
Timing adjustments just right
Balancing Capacity and Inventory
Producing to match demand
Producing at capacity
Increasing capacity
Addressing Wait Time for Services
Getting the why of waiting
Estimating waiting time with queuing theory
Altering customer perceptions
Chapter 8 Managing Inventory
Dealing with the Business of Inventory
Recognizing inventory's purposes
Measuring the true cost of inventory
Managing Inventory
Continuous review
Periodic review
Single period review
Comparing the options
Getting Baseline Data on Performance
Assessing the inventory management?system
Evaluating the quality of customer service
Reducing Inventory without Sacrificing Customer Service
Multitasking inventory: The commonality approach
Holding on: The postponement strategy
Managing Inventory across the Supply Chain
Keeping track of the pipeline inventory
Setting service levels with multiple suppliers
Chapter 9 Planning for Successful Operations
Planning from the Top Down
Determining corporate strategy
Preparing for success
Executing the plan
Exploring the Components of an Aggregate Plan
Putting together a plan
Creating the master schedule
Considering Materials
Gathering information for the system
Getting system results
Planning for Services
Seeing the difference in services
Establishing the service plan
Applying Information to the Entire Organization
Part 3 Improving Operations
Chapter 10 Becoming Lean
Evolving to Lean
Mastering the craft
Producing in mass
Trimming the Fat
Eliminating the waste
Involving everyone
Leveling production
Embracing your supplier
Focusing on quality
Implementing continuous improvement
Producing Just in Time
Knowing when to work
Differentiating the customer interface
Implementing pull
Knowing when to JIT
Seeking the Silver Bullet
Chapter 11 Proofing against Disruption
Understanding Disruptions
Planning for Disruption
Knowing your supply chain and operations
Using new technology
Planning for scenarios collaboratively
Investing in Relationships
Fattening the Supply Chain
Stockpiling inventory
Maintaining stand-by capacity
Exploiting flexible capacity
Redesigning Your Product and Process
Designing for multiple parts
Designing for multiple processes
Replacing labor with autonomy
Protecting against Cyberhacking
Mixing and Matching Strategies
Chapter 12 Managing Quality
Deciding What Matters
Recognizing the Value of Quality
Assessing the cost of failure
Detecting defects
Getting the perks of high quality
Preventing defects in the first place
Addressing Quality
Considering the customer
Getting all hands on deck
Sticking to the improvement effort
Designing for Quality
Starting with the end in mind
Cascading to production
Measuring Quality
Understanding variation
Measuring "goodness" of a process
Controlling processes
Monitoring the process using an x-bar chart
Constructing a range chart
Using control charts
Chapter 13 Creating a Quality Organization
Reaching Beyond Traditional Improvement Programs
Multiplying failures
Raising the bar
Varying skill levels
Adding to the Tool Box
Defining the problem
Measuring the process
Analyzing the problem
Implementing a solution
Maintaining the gain
Overcoming Obstacles
Failing to focus
Prioritizing into paralysis
Avoiding the lure of magical solutions
Lacking employee involvement
Knowing what to do
Learning from the experience
Calling it a program
Giving up
Part 4 Managing the Supply Chain
Chapter 14 Understanding Supply Chain Basics
Seeing the Structure of Supply Chains
Getting through the tiers
Linking in support services
Aligning the Supply Chain with Business Strategy
Defining product demand
Choosing the right supply chain strategy
Exploring the Bullwhip Effect
Finding the bullwhip triggers
Dodging the bullwhip
Improving Supply Chain Management
Communicating better
Outsourcing inventory management
Simplifying the chain by consolidating shipments
Chapter 15 Sourcing Strategically
Seeing the Upsides and Downsides of Outsourcing
Benefiting from the pros
Avoiding the cons
Getting Down to the Basics
Figuring out what to outsource
Choosing the right partner
Developing a lasting relationship
Integrating the product
Chapter 16 Digitalizing the Supply Chain
Navigating the Digital World
Defining the difference between digitizing and digitalizing
Realizing the benefits
Mapping a Digital Strategy
Undergoing a digital transformation
Selecting the best solution
Chapter 17 Scaling throughout the Product Life Cycle
Managing Operations Age-Appropriately
Swooning over the Baby
Keeping capacity flexible to minimize inventory during unpredictable demand
Designing a supply chain for a new product
Defining a market with no competitors
Avoiding failure in incubation
Surviving the Awkward Stage of Quick Growth
Balancing Capacity and inventory for growing demand
Growing your supply chain
Distinguishing your product from competitors' products
Getting Comfortable with Market Maturity
Exploiting capacity and optimizing inventory for steady demand
Balancing a mature supply chain
Preparing for the End
Emerging Anew
Repositioning
Making improvements
Changing the product portfolio
Managing Start-up Operations
Operating on a shoestring
Transitioning to growth
Part 5 Managing Projects
Chapter 18 Leading Successful Projects
Defining Success
Prioritizing criteria
Seeing the interaction of factors
Figuring Out Why Projects Fail
Laying Out the Project Management Life Cycle
Detailing the phases of the cycle
Deciding to go or not to go
Documenting the project
Leading a Project
Developing a project proposal with a team
Communicating with stakeholders
Keeping stakeholders in the loop
Managing the team
Chapter 19 Estimating and Scheduling Projects
Estimating Time and Cost
Compiling a list of tasks
Adding up the project costs
Timing: The critical path
Assigning tasks
Presenting the schedule
Working with Uncertainty
Estimating with ranges
Using historical data
Relying on expert knowledge
Putting It All Together
Avoiding the estimation dance
Accelerating the project
Chapter 20 Becoming Agile
Escaping the Waterfall
Deciding on Agile
Gearing Up for Agile
Sprinting through the Project
Planning the sprint
Standing up with scrum meetings
Rinsing, washing, and repeating
Avoiding Common Agile Mistakes
Starting without planning
Ignoring Waterfall skills
Combining Agile and Waterfall
Chapter 21 Responding to Risks That Threaten Your Project
Tracking Project Progress
Assessing earned value
Earning value over time
Monitoring the metrics: Who's responsible?
Realizing your project's in trouble
Planning Ahead with Risk Registers
Knowing what can go wrong
Prioritizing risks
Developing a contingency plan
Responding Productively to Risk
Staying productive: Parkinson's Law
Recovering from delays: Brook's Law and Homer's Law
Delay the project
Sacrificing functionality
Part 6 The Part of Tens
Chapter 22 Ten Pivotal Operations Management Developments
Logistics
Division of Labor
Interchangeable Parts
Scientific Management and Mass Production
Statistical Quality Control
Lean Manufacturing
Scientific Project Planning
Supply Chain Management
Computerized Supply Chain Coordination
Electronic Commerce
Chapter 23 Ten Mistakes That New Operations Managers Make
Beginning an Improvement Journey without Knowing your Process
Creating Overly Complex Processes
Missing the Real Bottleneck
Managing Based on Utilization
Not Standardizing
Automating Bad Processes
Misdefining Quality
Improving Process through "Big Bangs" rather than Continuous Improvement
Not Doing Enough Project Planning Upfront
Not Focusing on the Customer
Chapter 24 Ten Traits of World-Class Operations
Knowing Thyself
Possessing Profound Knowledge of the Customer
Focusing Intensely on Quality
Adapting to Change
Getting Better All the Time
Appreciating Employees
Paying Constant Attention to Product Offerings
Using Relevant Process Metrics
Balancing Respect and Expectations for the Supply Chain
Avoiding Unnecessary Complexity
Index
About the Author
EULA

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