Operations Management

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Michael Lewis, Nigel Slack
Psychology Press, Jan 23, 2003 - Business & Economics - 2160 pages
Operations management is concerned with the fundamental activity of organizations - how they provide goods and services. One of the earliest branches of business and management studies, the increase in international competition has seen a resurgence of interest in the development of the operation management field.
This collection is international in scope, and addresses the four key areas of the subject:
* the foundations of operations management
* the interaction between operations and strategy
* the role of technology
* 'Japanization' and 'just in time' techniques.
With a new introduction providing an overview of the key concepts, and an extensive index, this collection will prove an invaluable reference tool and teaching aid.
 

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Contents

Machines and Men
3
A dynamic model of process and product innovation
11
Link manufacturing process and product life cycles
30
Control and evaluation in the innovation process the case of flexible manufacturing systems
41
Technology in services
62
Automation in a customer contact environment
80
The new industrial engineering information technology and business process redesign
97
Computer integration and catastrophic process failure in flexible production an empirical investigation
124
Productservice development
235
Product development past research present findings and future directions
237
New product What separates winners from losers?
273
Leadtime in automobile product development explaining the Japanese advantage
296
Operationalizing the concept of concurrent engineering a case study from the US auto industry
330
A practicecentered model of organization renewal through product innovation
350
Core capabilities and core rigidities a paradox in managing new product development
375
Integration and dynamic capability evidence from product development in automobiles and mainframe computers
398

Beating Murphys Law
147
Measuring and managing technological knowledge
166
The right mindset for managing information technology
187
Technological discontinuities and organizational environments
201
Project scope and project performance the effect of parts strategy and supplier involvement on product development
446
Designing and implementing new services the challenges of integrating service systems
468
Servicescapes The impact of physical surroundings on customers and employees
500
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