Operations and Process Management 6th Edition by Nigel Slack, Alistair Brandon Jones ISBN 1292350067 978-1292350066

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ISBN 10: 1292350067
ISBN 13: 978-1292350066
Author:  Nigel Slack, Alistair Brandon Jones 

Master the core subject principles and critically analyse business operations and processes Operations and Process Management, 6th Edition, by Nigel Slack and Alistair Brandon-Jones, is the market-leading text on operations and process management. This innovative text approaches the subject from a managerial perspective and provides clear and concise coverage of the nature, principles, and practice of operations and process management. The content is organised around diagnostic questions which relate the theory back to the key questions faced by managers in the workplace. Each chapter provides a range of examples, frameworks and techniques designed to help you better analyse existing operations and understand ways to deal with operational and process challenges. This new edition includes new cases studies drawn from diverse range of industries and regions, and coverage of new topics such as servitisation and the co-creation of services. This text introduces operations and process management for everyone who wishes to understand the nature, principles and practice of the subject, inspiring a critical and applied mastery of the core principles and processes which are fundamental to successfully managing business operations. It is aimed primarily at students with some management experience, or those who are about to embark on a career in management. Pearson, the worlds learning company.

Operations and Process Management 6th Table of contents:

Preface

• Acknowledgments
• Introduction to the Sixth Edition
• Overview of Operations and Process Management

Chapter 1: Introduction to Operations and Process Management

• The Role of Operations Management
• The Evolution of Operations and Process Management
• Key Concepts and Terminology
• Types of Operations and Their Characteristics
• The Role of Technology in Operations

Chapter 2: Operations Strategy and Competitiveness

• Defining Operations Strategy
• Aligning Operations Strategy with Business Strategy
• Competitive Priorities: Cost, Quality, Delivery, and Flexibility
• Formulating an Operations Strategy
• Case Studies in Operations Strategy

Chapter 3: Process Design and Analysis

• Process Types: Job Shop, Batch, Assembly Line, and Continuous Flow
• Process Mapping and Flowcharting Techniques
• Capacity Planning and Utilization
• Process Analysis Techniques (e.g., Value Stream Mapping)
• Optimizing Processes for Efficiency and Effectiveness

Chapter 4: Product and Service Design

• The Product Life Cycle
• Designing for Manufacturing and Service Delivery
• Concurrent Engineering and Cross-functional Teams
• Innovation in Product and Service Design
• Sustainability Considerations in Design

Chapter 5: Supply Chain Management

• The Concept of Supply Chains
• Key Components and Flows in Supply Chain Management
• Sourcing and Procurement Strategies
• Global Sourcing and Supply Chain Challenges
• Inventory Management and Control in the Supply Chain
• The Role of Technology in Supply Chain Optimization

Chapter 6: Forecasting and Demand Planning

• The Importance of Accurate Forecasting
• Quantitative and Qualitative Forecasting Methods
• Forecasting Models and Techniques (e.g., Time Series Analysis)
• Demand Planning and Its Integration with Operations
• Managing Demand Fluctuations and Variability

Chapter 7: Capacity and Resource Management

• Understanding Capacity Management
• Strategies for Matching Capacity to Demand
• Resource Allocation and Scheduling Techniques
• Managing Bottlenecks and Constraints
• Capacity Planning in Services vs. Manufacturing

Chapter 8: Lean Operations and Six Sigma

• The Principles of Lean Manufacturing
• Tools and Techniques for Lean Operations (e.g., Kaizen, 5S, Kanban)
• Six Sigma Methodology and DMAIC
• Lean vs. Six Sigma: Integrating the Two Approaches
• Case Studies in Lean and Six Sigma Implementation

Chapter 9: Quality Management and Continuous Improvement

• Defining Quality in Operations
• Total Quality Management (TQM) Principles
• Quality Control and Quality Assurance
• Statistical Process Control (SPC) and Tools
• The Role of Continuous Improvement in Operations Management

Chapter 10: Project Management in Operations

• The Role of Project Management in Operations
• Project Planning and Scheduling (e.g., Gantt Charts, PERT)
• Resource Management and Cost Control
• Risk Management in Projects
• Agile Project Management in Operations

Chapter 11: Technology and Innovation in Operations

• The Role of Technology in Transforming Operations
• Automation, Robotics, and Artificial Intelligence
• Industry 4.0 and the Internet of Things (IoT)
• Cloud Computing and Data Analytics in Operations
• Digital Transformation of Service Operations

Chapter 12: Sustainable Operations and Environmental Impact

• The Concept of Sustainable Operations
• Environmental Considerations in Process Management
• Green Supply Chains and Eco-friendly Operations
• Corporate Social Responsibility and Sustainability Reporting
• Circular Economy and Resource Optimization

Chapter 13: Global Operations and Offshoring

• Managing Global Operations and Multinational Supply Chains
• Outsourcing and Offshoring Strategies
• Cross-cultural Management in Global Operations
• Globalization and Its Impact on Operations Management
• Risks and Challenges of Global Operations

Chapter 14: Managing Change and Innovation in Operations

• The Role of Innovation in Operations
• Managing Organizational Change in Operations
• The Diffusion of Innovation in Process Management
• Overcoming Resistance to Change
• Leading and Managing Transformation in Operations

Chapter 15: Operations Performance and Metrics

• Key Performance Indicators (KPIs) for Operations
• Measuring Operational Efficiency and Effectiveness
• Benchmarking and Best Practices in Operations
• The Role of Data Analytics in Performance Management
• Continuous Improvement through Metrics

Chapter 16: Ethical and Social Responsibility in Operations

• Ethical Issues in Operations Management
• Fair Labor Practices and Human Rights
• Operations and Stakeholder Management
• Sustainable Operations as Ethical Business Practices
• The Role of Operations Managers in Corporate Governance

Conclusion

• The Future of Operations and Process Management
• Emerging Trends and Technologies in Operations
• Final Thoughts on the Role of Operations Managers in Modern Organizations

Appendices

• Appendix A: Key Terms and Concepts
• Appendix B: Additional Readings and Resources
• Appendix C: Software Tools for Operations Management
• Appendix D: Case Study Solutions and Answers

Index

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