Linda L Brennan

The McGraw-Hill 36-Hour Course: Operations Management

• Broschiertes Buch

Produktbeschreibung

Take a crash course in boosting operational efficiency! Whether a business manufactures trucks, delivers packages, or sells coffee, it lives and breathes on its operations. Without exception. Ensuring smooth, efficient processes is a challenging task--but the rewards are immense.The McGraw-Hill 36-Hour Course: Operations Management puts you on the fast track to bolstering and managing the effectiveness of your organization's operations. Complete with exercises, self-tests, and an online final exam, this virtual immersion course in operations management teaches you how to: * Evaluate and measure existing systems' performance * Use quality management tools like Six Sigma and Lean Production * Design new, improved processes * Define, plan, and control costs of projects Take this in-depth course on operations management and put your vision into action. This is the only book on the syllabus. Class begins now!

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Produktdetails

• Verlag: McGraw Hill LLC
• Seitenzahl: 256
• Erscheinungstermin: 16. September 2010
• Englisch
• Abmessung: 232mm x 154mm x 18mm
• Gewicht: 358g
• ISBN-13: 9780071743839
• ISBN-10: 0071743839
• Artikelnr.: 30206755

Autorenporträt

Linda L. Brennan, Ph.D., is a professor of management at Mercer University where she teaches graduate and undergraduate courses in operations management, leadership, international business, and strategy. Brennan lives in Macon, Georgia.

Inhaltsangabe

PART I. FOUNDATION
Chapter 1
Results over Routine
(Motivation for this Study; Operations as Competitive Advantage, Guiding
Principles for Operations, Technique: Identifying Sources of Competitive
Advantage)
Chapter 2
Practical Approach
(Systems Thinking,Business Research Framework, Technique: Evaluating
Transformation Systems)
Chapter 3
Desired Results
(Bottom-Line Impact, Measurement Theory, Technique: Developing a Balanced
Measurement System)
PART II. RESULTS AT THE ORGANIZATIONAL LEVEL
Chapter 4
Organizational Performance
(The Organization as a Value Chain, Product and Service Design, Operational
Decision Points, Technique: Using a House of Quality)
Chapter 5
Quality Practices and Continuous Improvement
(Definitions and Origins of Quality Management, Principles and Practices
for Quality,Six Sigma Approach, Technique: Performing Problem
Determination, Managing for Results,A Practical Approach to Operations
Management)
Chapter 6
Technology across the Value Chain
(Product, Process and Information Technologies,Organizational Learning and
Knowledge Management,Technique: Applying Maturity Models)
PART III. RESULTS AT THE PROCESS LEVEL
Chapter 7
Process Design
(Defining Processes, Theory of Constraints, Levers for Capacity Management,
Technique: Creating Forecasts)
Chapter 8
Process Analysis & Reengineering
(Costs of Quality, Sources of Waste, Reengineering Principles & Pitfalls,
Techniques: Developing Flow Charts)
Chapter 9
Process Control
(To Change or Not to Change: Common vs. Assignable Causes,Statistical
Process Control and the Beauty of the Normal Distribution, Attributes
versus Variables, Chart Mechanics, Process Capability, Implementation
Considerations, Technique: Creating and Interpreting Control Charts)
PART IV. ACHIEVING RESULTS
Chapter 10
Project Definition
(Project Success Factors and Career-Ending Moves, Managing Change, Project
Initiation, Project Planning, Technique: Developing a Statement of Work)
Chapter 11
Project Control
(Schedule Development, Feasibility Analysis, Communications Management,
Project Closings, Technique: Using the Critical Path Method)
Chapter 12
Project Management
(Project Roles and Responsibilities, Ethical and Effective Leadership,
Groups versus Teams; Technique: Running Effective Meetings)