Operations and process management: principles and practice for strategic impact
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Harlow, England
Pearson
2021
|
| Ausgabe: | Sixth edition |
| Schlagwörter: | |
| Links: | https://ebookcentral.proquest.com/lib/th-deggendorf/detail.action?docID=6516183 https://ebookcentral.proquest.com/lib/hm-bib/detail.action?docID=6516183 https://elibrary.pearson.de/book/99.150005/9781292350103 |
| Umfang: | 1 Online-Ressource (xix, 578 Seiten) |
| ISBN: | 9781292350103 9781292350110 |
Internformat
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| 264 | 1 | |a Harlow, England |b Pearson |c 2021 | |
| 300 | |a 1 Online-Ressource (xix, 578 Seiten) | ||
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| 505 | 8 | |a Front Cover -- Half Title -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Author's acknowledgements -- 1 Operations and processes -- Executive summary -- 1.1 Does the organisation understand the potential of operations and process management? -- 1.2 Does the organisation take a process perspective? -- 1.3 Does operations and process management have a strategic impact? -- 1.4 Are processes managed to reflect their operating circumstances? -- 1.5 Is operations and process decision-making appropriate? | |
| 505 | 8 | |a Critical commentary -- Summary checklist -- Case study: Kaston-Trenton Service (KTS) -- Applying the principles -- Notes on chapter -- Taking it further -- 2 Operations and strategic impact -- Executive summary -- 2.1 Does the operation have a strategy? -- 2.2 Does operations strategy reflect business strategy (top-down)? -- 2.3 Does operations strategy align with market requirements (outside-in)? -- 2.4 Does operations strategy learn from operational experience (bottom-up)? -- 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)? | |
| 505 | 8 | |a 2.6 Are the four perspectives of operations strategy reconciled? -- 2.7 Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: IKEA looks to the future -- Applying the principles -- Notes on chapter -- Taking it further -- 3 Product and service innovation -- Executive summary -- 3.1 What is the strategic role of product and service innovation? -- 3.2 Are the product and service innovation process objectives specified? -- 3.3 Is the product and service innovation process defined? | |
| 505 | 8 | |a 3.4 Are the resources for developing product and service innovation adequate? -- 3.5 Is the development of products and services and of the process that created them simultaneous? -- Critical commentary -- Summary checklist -- Case study: Widescale Studios and the Fierybryde development -- Applying the principles -- Notes on chapter -- Taking it further -- 4 Operations scope and structure -- Executive summary -- 4.1 Does the operation understand its place in its supply network? -- 4.2 How vertically integrated should the operation's network be? | |
| 505 | 8 | |a 4.3 How do operations decide what to do in-house and what to outsource? -- 4.4 What configuration should a supply network have? -- 4.5 How much capacity should operations plan to have? -- 4.6 Where should operations be located? -- Critical commentary -- Summary checklist -- Case study: Aarens Electronic -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Forecasting -- Does the operation have an idea of future demand? -- 5 Process design 1 -- Positioning -- Executive summary -- 5.1 Does the operation understand the importance of how it positions its process resources? | |
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Datensatz im Suchindex
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|---|---|
| any_adam_object | |
| author | Slack, Nigel 1946- Brandon-Jones, Alistair |
| author_GND | (DE-588)1046228803 (DE-588)1046228617 |
| author_facet | Slack, Nigel 1946- Brandon-Jones, Alistair |
| author_role | aut aut |
| author_sort | Slack, Nigel 1946- |
| author_variant | n s ns a b j abj |
| building | Verbundindex |
| bvnumber | BV047263461 |
| classification_rvk | QP 340 |
| collection | ZDB-30-PQE ZDB-150-PEB |
| contents | Front Cover -- Half Title -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Author's acknowledgements -- 1 Operations and processes -- Executive summary -- 1.1 Does the organisation understand the potential of operations and process management? -- 1.2 Does the organisation take a process perspective? -- 1.3 Does operations and process management have a strategic impact? -- 1.4 Are processes managed to reflect their operating circumstances? -- 1.5 Is operations and process decision-making appropriate? Critical commentary -- Summary checklist -- Case study: Kaston-Trenton Service (KTS) -- Applying the principles -- Notes on chapter -- Taking it further -- 2 Operations and strategic impact -- Executive summary -- 2.1 Does the operation have a strategy? -- 2.2 Does operations strategy reflect business strategy (top-down)? -- 2.3 Does operations strategy align with market requirements (outside-in)? -- 2.4 Does operations strategy learn from operational experience (bottom-up)? -- 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)? 2.6 Are the four perspectives of operations strategy reconciled? -- 2.7 Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: IKEA looks to the future -- Applying the principles -- Notes on chapter -- Taking it further -- 3 Product and service innovation -- Executive summary -- 3.1 What is the strategic role of product and service innovation? -- 3.2 Are the product and service innovation process objectives specified? -- 3.3 Is the product and service innovation process defined? 3.4 Are the resources for developing product and service innovation adequate? -- 3.5 Is the development of products and services and of the process that created them simultaneous? -- Critical commentary -- Summary checklist -- Case study: Widescale Studios and the Fierybryde development -- Applying the principles -- Notes on chapter -- Taking it further -- 4 Operations scope and structure -- Executive summary -- 4.1 Does the operation understand its place in its supply network? -- 4.2 How vertically integrated should the operation's network be? 4.3 How do operations decide what to do in-house and what to outsource? -- 4.4 What configuration should a supply network have? -- 4.5 How much capacity should operations plan to have? -- 4.6 Where should operations be located? -- Critical commentary -- Summary checklist -- Case study: Aarens Electronic -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Forecasting -- Does the operation have an idea of future demand? -- 5 Process design 1 -- Positioning -- Executive summary -- 5.1 Does the operation understand the importance of how it positions its process resources? |
| ctrlnum | (OCoLC)1249680235 (DE-599)BVBBV047263461 |
| discipline | Wirtschaftswissenschaften |
| edition | Sixth edition |
| format | Electronic eBook |
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| id | DE-604.BV047263461 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T19:14:25Z |
| institution | BVB |
| isbn | 9781292350103 9781292350110 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032667277 |
| oclc_num | 1249680235 |
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| physical | 1 Online-Ressource (xix, 578 Seiten) |
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| publishDate | 2021 |
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| spelling | Slack, Nigel 1946- Verfasser (DE-588)1046228803 aut Operations and process management principles and practice for strategic impact Nigel Slack, Alistair Brandon-Jones Sixth edition Harlow, England Pearson 2021 1 Online-Ressource (xix, 578 Seiten) txt rdacontent c rdamedia cr rdacarrier Front Cover -- Half Title -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Author's acknowledgements -- 1 Operations and processes -- Executive summary -- 1.1 Does the organisation understand the potential of operations and process management? -- 1.2 Does the organisation take a process perspective? -- 1.3 Does operations and process management have a strategic impact? -- 1.4 Are processes managed to reflect their operating circumstances? -- 1.5 Is operations and process decision-making appropriate? Critical commentary -- Summary checklist -- Case study: Kaston-Trenton Service (KTS) -- Applying the principles -- Notes on chapter -- Taking it further -- 2 Operations and strategic impact -- Executive summary -- 2.1 Does the operation have a strategy? -- 2.2 Does operations strategy reflect business strategy (top-down)? -- 2.3 Does operations strategy align with market requirements (outside-in)? -- 2.4 Does operations strategy learn from operational experience (bottom-up)? -- 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)? 2.6 Are the four perspectives of operations strategy reconciled? -- 2.7 Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: IKEA looks to the future -- Applying the principles -- Notes on chapter -- Taking it further -- 3 Product and service innovation -- Executive summary -- 3.1 What is the strategic role of product and service innovation? -- 3.2 Are the product and service innovation process objectives specified? -- 3.3 Is the product and service innovation process defined? 3.4 Are the resources for developing product and service innovation adequate? -- 3.5 Is the development of products and services and of the process that created them simultaneous? -- Critical commentary -- Summary checklist -- Case study: Widescale Studios and the Fierybryde development -- Applying the principles -- Notes on chapter -- Taking it further -- 4 Operations scope and structure -- Executive summary -- 4.1 Does the operation understand its place in its supply network? -- 4.2 How vertically integrated should the operation's network be? 4.3 How do operations decide what to do in-house and what to outsource? -- 4.4 What configuration should a supply network have? -- 4.5 How much capacity should operations plan to have? -- 4.6 Where should operations be located? -- Critical commentary -- Summary checklist -- Case study: Aarens Electronic -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Forecasting -- Does the operation have an idea of future demand? -- 5 Process design 1 -- Positioning -- Executive summary -- 5.1 Does the operation understand the importance of how it positions its process resources? Operations Management (DE-588)4549167-7 gnd rswk-swf Prozessmanagement (DE-588)4353072-2 gnd rswk-swf Prozessmanagement (DE-588)4353072-2 s DE-604 Operations Management (DE-588)4549167-7 s Brandon-Jones, Alistair Verfasser (DE-588)1046228617 aut Erscheint auch als Druck-Ausgabe 978-1-292-35006-6 (DE-604)BV047283862 |
| spellingShingle | Slack, Nigel 1946- Brandon-Jones, Alistair Operations and process management principles and practice for strategic impact Front Cover -- Half Title -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Author's acknowledgements -- 1 Operations and processes -- Executive summary -- 1.1 Does the organisation understand the potential of operations and process management? -- 1.2 Does the organisation take a process perspective? -- 1.3 Does operations and process management have a strategic impact? -- 1.4 Are processes managed to reflect their operating circumstances? -- 1.5 Is operations and process decision-making appropriate? Critical commentary -- Summary checklist -- Case study: Kaston-Trenton Service (KTS) -- Applying the principles -- Notes on chapter -- Taking it further -- 2 Operations and strategic impact -- Executive summary -- 2.1 Does the operation have a strategy? -- 2.2 Does operations strategy reflect business strategy (top-down)? -- 2.3 Does operations strategy align with market requirements (outside-in)? -- 2.4 Does operations strategy learn from operational experience (bottom-up)? -- 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)? 2.6 Are the four perspectives of operations strategy reconciled? -- 2.7 Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: IKEA looks to the future -- Applying the principles -- Notes on chapter -- Taking it further -- 3 Product and service innovation -- Executive summary -- 3.1 What is the strategic role of product and service innovation? -- 3.2 Are the product and service innovation process objectives specified? -- 3.3 Is the product and service innovation process defined? 3.4 Are the resources for developing product and service innovation adequate? -- 3.5 Is the development of products and services and of the process that created them simultaneous? -- Critical commentary -- Summary checklist -- Case study: Widescale Studios and the Fierybryde development -- Applying the principles -- Notes on chapter -- Taking it further -- 4 Operations scope and structure -- Executive summary -- 4.1 Does the operation understand its place in its supply network? -- 4.2 How vertically integrated should the operation's network be? 4.3 How do operations decide what to do in-house and what to outsource? -- 4.4 What configuration should a supply network have? -- 4.5 How much capacity should operations plan to have? -- 4.6 Where should operations be located? -- Critical commentary -- Summary checklist -- Case study: Aarens Electronic -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Forecasting -- Does the operation have an idea of future demand? -- 5 Process design 1 -- Positioning -- Executive summary -- 5.1 Does the operation understand the importance of how it positions its process resources? Operations Management (DE-588)4549167-7 gnd Prozessmanagement (DE-588)4353072-2 gnd |
| subject_GND | (DE-588)4549167-7 (DE-588)4353072-2 |
| title | Operations and process management principles and practice for strategic impact |
| title_auth | Operations and process management principles and practice for strategic impact |
| title_exact_search | Operations and process management principles and practice for strategic impact |
| title_full | Operations and process management principles and practice for strategic impact Nigel Slack, Alistair Brandon-Jones |
| title_fullStr | Operations and process management principles and practice for strategic impact Nigel Slack, Alistair Brandon-Jones |
| title_full_unstemmed | Operations and process management principles and practice for strategic impact Nigel Slack, Alistair Brandon-Jones |
| title_short | Operations and process management |
| title_sort | operations and process management principles and practice for strategic impact |
| title_sub | principles and practice for strategic impact |
| topic | Operations Management (DE-588)4549167-7 gnd Prozessmanagement (DE-588)4353072-2 gnd |
| topic_facet | Operations Management Prozessmanagement |
| work_keys_str_mv | AT slacknigel operationsandprocessmanagementprinciplesandpracticeforstrategicimpact AT brandonjonesalistair operationsandprocessmanagementprinciplesandpracticeforstrategicimpact |