Designing, Managing, and Improving Operations
Published on 26. March 1998
Book
Hardback
560 pages
978-0-13-904509-7 (ISBN)
Description
A casebook appropriate for advanced courses in Operations Management.
Unique in perspective, this collection of action and implementation-oriented cases focuses on improving the operations of a business unit - i.e., the individual operating unit in both manufacturing and services - and is based on the common conceptual premise that striving to create a "world-class" operation is not enough to guarantee long-term success. Throughout, the cases stress that the key to success lies in designing operations to provide a foundation for subsequent improvement, managing them in a way that directs, fuels, and sustains that improvement path, and improving the operating unit with an explicit and effective strategy.
Unique in perspective, this collection of action and implementation-oriented cases focuses on improving the operations of a business unit - i.e., the individual operating unit in both manufacturing and services - and is based on the common conceptual premise that striving to create a "world-class" operation is not enough to guarantee long-term success. Throughout, the cases stress that the key to success lies in designing operations to provide a foundation for subsequent improvement, managing them in a way that directs, fuels, and sustains that improvement path, and improving the operating unit with an explicit and effective strategy.
More details
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 209 mm
Width: 261 mm
Thickness: 26 mm
Weight
1206 gr
ISBN-13
978-0-13-904509-7 (9780139045097)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Content
Preface.
Introduction
MODULE 1: DESIGNING, MANAGING AND IMPROVING OPERATIONS PROCESSES.
1. The Cummins Engine Company: Starting Up "B" Crankshaft.
Manufacturing at the San Luis Potosi Plant.
2. Display Technologies Incorporated.
3. Corning Glass Works: The Z-Glass Project.
4. Deutsche Allgemeinversicherung.
A Note on Constructing and Using Process Control Charts.
5. Massachusetts General Hospital: CABG Surgery.
6. Solagen: Process Improvement in the Manufacture of Gelatin at Kodak.
7. McDonald's Corporation.
What Really Makes Factories Flexible? by David M. Upton.
8. Stermon Mills Incorporated.
MODULE 2: OPERATIONS SYSTEMS AND INFORMATION TECHNOLOGY.
9. John Crane UK Limited: The CAD-CAM Link.
10. The Cybertech Project (A).
11. Motorola, Inc.: Bandit Pager Project.
12. FASTech Integration, Inc.
Must CIM Be Justified by Faith Alone? by Robert S. Kaplan.
13. EG&G Rotron Division.
Getting Control of Just-in-Time by Uday Karmarker.
14. Digital Equipment Corporation: The Endpoint Model (A).
The EndpointModel (A).
A Note on Manufacturing Resource Planning (MRPII).
15. Vandelay Industries, Inc.
16. Kanebo Ltd.
17. Deere & Co. (A): Computer Aided Manufacturing Services Division (Abridged).
18. AeroTech Service Group, Inc.
The Real Virtual Factory by David M. Upton and Andrew McAfee.
The Coordination of Global Manufacturing by Ramchandran Jaikumar and David M. Upton.
MODULE 3: DESIGNING AND IMPLEMENTING OPERATIONS IMPROVEMENT STRATEGIES.
19. Integron Inc.: The Integrated Components Division (ICD).
20. A Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A).
21. Daewoo Shipbuilding and Heavy Machinery.
22. Samsung Heavy Industries: The Koje Shipyard.
Why (and How) to Take a Plant Tour by David M. Upton and Stephen E. Macadam.
23. HMS Thetis and Apollo XIII.
24. PPG: Developing a Self-Directed Workforce (A).
A Note on High-Commitment Work Systems.
25. Vickers Incorporated: Omaha Plant.
26. Deloitte & Touche Consulting Group.
27. Pacific Dunlop China (A): Beijing
28. Micom. Caribe (A).
Introduction
MODULE 1: DESIGNING, MANAGING AND IMPROVING OPERATIONS PROCESSES.
1. The Cummins Engine Company: Starting Up "B" Crankshaft.
Manufacturing at the San Luis Potosi Plant.
2. Display Technologies Incorporated.
3. Corning Glass Works: The Z-Glass Project.
4. Deutsche Allgemeinversicherung.
A Note on Constructing and Using Process Control Charts.
5. Massachusetts General Hospital: CABG Surgery.
6. Solagen: Process Improvement in the Manufacture of Gelatin at Kodak.
7. McDonald's Corporation.
What Really Makes Factories Flexible? by David M. Upton.
8. Stermon Mills Incorporated.
MODULE 2: OPERATIONS SYSTEMS AND INFORMATION TECHNOLOGY.
9. John Crane UK Limited: The CAD-CAM Link.
10. The Cybertech Project (A).
11. Motorola, Inc.: Bandit Pager Project.
12. FASTech Integration, Inc.
Must CIM Be Justified by Faith Alone? by Robert S. Kaplan.
13. EG&G Rotron Division.
Getting Control of Just-in-Time by Uday Karmarker.
14. Digital Equipment Corporation: The Endpoint Model (A).
The EndpointModel (A).
A Note on Manufacturing Resource Planning (MRPII).
15. Vandelay Industries, Inc.
16. Kanebo Ltd.
17. Deere & Co. (A): Computer Aided Manufacturing Services Division (Abridged).
18. AeroTech Service Group, Inc.
The Real Virtual Factory by David M. Upton and Andrew McAfee.
The Coordination of Global Manufacturing by Ramchandran Jaikumar and David M. Upton.
MODULE 3: DESIGNING AND IMPLEMENTING OPERATIONS IMPROVEMENT STRATEGIES.
19. Integron Inc.: The Integrated Components Division (ICD).
20. A Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A).
21. Daewoo Shipbuilding and Heavy Machinery.
22. Samsung Heavy Industries: The Koje Shipyard.
Why (and How) to Take a Plant Tour by David M. Upton and Stephen E. Macadam.
23. HMS Thetis and Apollo XIII.
24. PPG: Developing a Self-Directed Workforce (A).
A Note on High-Commitment Work Systems.
25. Vickers Incorporated: Omaha Plant.
26. Deloitte & Touche Consulting Group.
27. Pacific Dunlop China (A): Beijing
28. Micom. Caribe (A).