Operations Strategy
Focusing Competitive Excellence
Published on 1. April 1994
Book
Hardback
607 pages
978-0-205-14253-8 (ISBN)
Description
Unlike other books, which are primarily casebooks, books of readings, or designed for a non-classroom audience, this book is primarily text, with some cases and numerous real-world examples. The book is comprehensive and integrates the classical foundations with recent application advances. The chapters are organized to show the importance and interrelationship of each topic, describing all relevant algorithms, showing their applications, and noting the strategic operations issues of how, when, where and why. This perspective integrates corporate strategy formulation and implementation within long range business planning, midrange operations planning and short-range tactical execution of the strategy, without losing its linkage with operations management fundamentals.
More details
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 242 mm
Width: 180 mm
Thickness: 26 mm
Weight
1050 gr
ISBN-13
978-0-205-14253-8 (9780205142538)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Book
04/1994
Prentice-Hall
€85.60
Article is exhausted; no reprint
Content
I. INTRODUCTION-THE "STRATEGIC OVERVIEW" PERSPECTIVE.
1. Operations Management: The Key Competitive Weapon.
2. The Dimensions of Strategic Operations.
3. The Operations Strategy Process.
CASES - PART I.
Case I.- Operations Strategy at Waste Management.
Case II.- Business Planning at Elco Manufacturing.
II. STRUCTURE CONSIDERATIONS OF OPERATIONS STRATEGY.
4. The Integration of Organization Design.
5. Capacity Evaluation.
6. Facilities Strategy.
7. Production System Design.
CASES - PART II.
Case III.- Facilities Strategies at Courtyard by Marriott.
Case IV.- Capacity Evaluation, Facilities Strategy & Production System Design at Elco Manufacturing.
III. INFRASTRUCTURE CONSIDERATIONS OF OPERATIONS STRATEGY.
8. Operations Planning.
9. Improving Materials Management.
10. Just-in-Time.
11. Quality and Customer Service Management.
12. Productivity and Workforce Management.
CASES - PART III.
Case V.- Motorola - In Pursuit of Six Sigma.
Case VI.- Operations, Inventory, and Quality Planning at Elco Manufacturing.
IV. OPERATIONALIZING OPERATIONS STRATEGY.
13. The Management of Technology.
14. Policy-The Guide to Implementation.
15. Operations Management 2000: Toward the Millennium.
CASES - PART IV.
Case VII.- As GM goes ... So Goes the Nation.
Case VIII.- New Product Development at Elco Manufacturing.
1. Operations Management: The Key Competitive Weapon.
2. The Dimensions of Strategic Operations.
3. The Operations Strategy Process.
CASES - PART I.
Case I.- Operations Strategy at Waste Management.
Case II.- Business Planning at Elco Manufacturing.
II. STRUCTURE CONSIDERATIONS OF OPERATIONS STRATEGY.
4. The Integration of Organization Design.
5. Capacity Evaluation.
6. Facilities Strategy.
7. Production System Design.
CASES - PART II.
Case III.- Facilities Strategies at Courtyard by Marriott.
Case IV.- Capacity Evaluation, Facilities Strategy & Production System Design at Elco Manufacturing.
III. INFRASTRUCTURE CONSIDERATIONS OF OPERATIONS STRATEGY.
8. Operations Planning.
9. Improving Materials Management.
10. Just-in-Time.
11. Quality and Customer Service Management.
12. Productivity and Workforce Management.
CASES - PART III.
Case V.- Motorola - In Pursuit of Six Sigma.
Case VI.- Operations, Inventory, and Quality Planning at Elco Manufacturing.
IV. OPERATIONALIZING OPERATIONS STRATEGY.
13. The Management of Technology.
14. Policy-The Guide to Implementation.
15. Operations Management 2000: Toward the Millennium.
CASES - PART IV.
Case VII.- As GM goes ... So Goes the Nation.
Case VIII.- New Product Development at Elco Manufacturing.