InhaltsangabeThe book is presented as a "reader" text rather than a thick text book. The new text will offer: a fresh and attractive perspective of the subject, routed in the practicalities of Operations Management, but reflective and supported by sound research underpinnings. a more affordable and readable book in the market though texts by Slack et al, Hill (both UK), Stevenson, Chase & Aquilano, Heizer & Render (all US) are comprehensive, they are too voluminous, overly detailed with quantification, and expensive to buy.

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Wiley-VCH GmbH
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Dr David Bamford joined Manchester Business School in 2000. He is an experienced industrialist/academic and a Senior Lecturer in Operations Management. In 2009 he was awarded the University of Manchester Distinguished Achievement Medal - Teacher of the Year 2009; in 2006 he won the University of Manchester Award for Teaching Excellence. His research interests include healthcare systems reform and review, strategic change management and organisational systems design. His many teaching/programme administrative activities have included: Director - NHS Leadership Programme, an MSc programme for senior NHS Directors in partnership with PriceWaterhouseCoopers; University lecture programmes in Operations Management (MBA and BSc); Quality Management: Concepts & Practice (BSc & MSc); Quality Management: Tools & Techniques (BSc); Business Improvement Tools & Techniques (MSc); Organisational Change (MSc). Dr Paul Forrester is a Senior Lecturer in Operations Management and Director of a Full-Time MBA. His research interests lie in the strategic, design and organizational issues of managing operations, the extension of operations management concepts to service organizations, and the management of technology transfer projects. Though his early work was predominantly UK-based, the research has become increasingly international in nature, the latter having included studies of the impact on companies of foreign direct investment and technology transfer, and comparative studies of operations management practices in the emerging economies of Pacific Asia and Central/Eastern Europe.

Leseprobe

Chapter 1 - Operations Management in Context Chapter 2 - Designing Business Processes Chapter 3 - Designing Products & Services Chapter 4 - Transfer of Technology Chapter 5 - Controlling Enterprise Resources Chapter 6 - Developing Lean Operations Chapter 7 - Managing Projects Chapter 8 - Managing Operations Strategically Chapter 9 - Managing Quality Systems Chapter 10 - Improving the Operations Chapter 11 - Making It All Work! Selected References