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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 projectsTake this in-depth course on operations management and put your vision into action. This is the only book on the syllabus. Class begins now!
The McGraw-Hill 36-hour Course Operations Management
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)