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Full Description
Operations Management is structured as follows: subject matter content is first, followed by integrative scenarios, and finally appendices containing details of methodology and techniques.
The content chapters are scenario-driven. Each chapter covers an operations topic from the perspective of the non-OPS student. For example, the short-term scheduling chapter follows a mortgage underwriter as she navigates aspects of scheduling work such as: including scheduling adaptations to address both internal and external demand variation; work sequencing options; and identifying methods of scheduling with applicable rules. After the content chapters there are several integrative scenarios. Each scenario uses principles from a few of the chapters. The interdependence of OPS and other functions and operational issues become apparent through discussion of the issues in these scenarios. Further, these scenarios will help students see that there can be multiple ways to solve problems and show that OPS is integral to the organization, and that the thinking processes required of OPS managers is critical for organizational success. The book closes with appendices that describes various techniques and explains the math; for example, CPM diagram, SPC, etc.
Specific and unique aspects of Operations Management include:
a spotlight on the integration with other functions, which helps the non-OPS major see how OPS principles apply to their discipline and daily professional life
focus on problem solving—in particular business problems where OPS principles are valuable rather than OPS problems where we can apply formulas
concise chapters that target topics that are applicable and relevant for today and tomorrow, including lean applications in a service environment
a practical, pragmatic, and useful approach that serves students in their careers
Contents
Operations Management is structured as follows: subject matter content is first, followed by integrative scenarios, and finally appendices containing details of methodology and techniques.
The content chapters are scenario-driven. Each chapter covers an operations topic from the perspective of the non-OPS student. For example, the short-term scheduling chapter follows a mortgage underwriter as she navigates aspects of scheduling work such as: including scheduling adaptations to address both internal and external demand variation; work sequencing options; and identifying methods of scheduling with applicable rules. After the content chapters there are several integrative scenarios. Each scenario uses principles from a few of the chapters. The interdependence of OPS and other functions and operational issues become apparent through discussion of the issues in these scenarios. Further, these scenarios will help students see that there can be multiple ways to solve problems and show that OPS is integral to the organization, and that the thinking processes required of OPS managers is critical for organizational success. The book closes with appendices that describes various techniques and explains the math; for example, CPM diagram, SPC, etc.
Specific and unique aspects of Operations Management include:
a spotlight on the integration with other functions, which helps the non-OPS major see how OPS principles apply to their discipline and daily professional life
focus on problem solving—in particular business problems where OPS principles are valuable rather than OPS problems where we can apply formulas
concise chapters that target topics that are applicable and relevant for today and tomorrow, including lean applications in a service environment
a practical, pragmatic, and useful approach that serves students in their careers
