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The McGraw-Hill 36-Hour Course: Operations Management

The McGraw-Hill 36-Hour Course: Operations Management

Wydawnictwo McGraw-Hill Education - Europe
Data wydania 16/09/2010
Liczba stron 256
Forma publikacji książka w miękkiej oprawie
Poziom zaawansowania Dla profesjonalistów, specjalistów i badaczy naukowych
ISBN 9780071743839
Kategorie Produkcja i zarządzanie kontrolą jakości
80.93 PLN (z VAT)
$22.08 / €19.09 / £16.79 /
Produkt na zamówienie
Przesyłka w 3-4 tygodnie
Do schowka

Opis książki

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!

The McGraw-Hill 36-Hour Course: Operations Management

Spis treści


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)


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)


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)


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)

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