The Blackwell encyclopedia of management. Operations management / edited by Nigel Slack and Michael Lewis.

Contributor(s): Slack, Nigel | Lewis, Michael, 1969- | Blackwell Publishers .

Material type: materialTypeLabel

BookSeries: Blackwell encyclopedia of management ; v. 10.Publisher: Malden, MA : Blackwell Pub., c2005Description: xi, 364 p. : ill. ; 26 cm. + hbk.ISBN: 1405110961 .Other title: Operations management.Uniform titles: Blackwell encyclopedic dictionary of operations management. Subject(s): Production management -- Dictionaries | Management -- Dictionaries

DDC classification: 658.003

Contents:

Dictionary Entries A-Z.

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Enhanced descriptions from Syndetics:

This new edition contains over 250 fully updated entries in operations management; All bibliographies have been significantly up-dated and extended; Features 93 new entries across a wide range of areas, including: service, strategy, technology and innovation; Expands on core entries such as the newsvendor model; Contains entries from 31 new, worldwide authors, featuring more than 50 international contributors in total.

Rev. ed. of: The Blackwell encyclopedic dictionary of operations management / edited by Nigel Slack. 1999.

Includes bibliographical references and index.

Dictionary Entries A-Z.

CIT Module MECH 8005 - Core reading.

CIT Module MECH 8005 - Core reading

Table of contents provided by Syndetics

Part 1 Introduction
1 Operations management Effective operations management
2 The strategic role and objectives of operations The role of operations function
3 Operations strategy What is strategy?
Part 2 Design
4 Design in operations management What is design?
5 The design of products and services The competitive advantage of good design
6 Design of the operations network The network perspective
7 Layout and flow The layout procedure
8 Process technology What is process technology?
9 Job design and work organisation The design of jobs
Part 3 Planning and Control
10 The nature of planning and control What is planning and control
11 Capacity planning and control What is capacity?
12 Inventory planning and control What is inventory?
13 Supply chain planning and control What is supply chain planning and control?
14 MRP What is MRP?
15 Just-in-time planning and control What is just-in-time?
16 Project planning and control What is a project?
17 Quality planning and control What is quality and why is it so important?
Part 4 Improvement
18 Operations improvement Measuring and improving performance
19 Failure prevention and recovery System failure
20 Total quality management The origins of TQM
Part 5 The Operations Challenge
21 The operations challenge The strategy challenge

Author notes provided by Syndetics

Editor in Chief

Cary L. Cooper is based at Lancaster University as Professor of Organizational Psychology. He is the author of over 80 books, is past editor of the Journal of Organizational Behavior, and Founding President of the British Academy of Management.

Advisory Editors

Chris Argyris is James Bryant Conant Professor of Education and Organizational Behavior at Harvard Business School.

William Haynes Starbuck is Professor of Management and Organizational Behavior at the Stern School of Business, New York University.

Volume Editors

Nigel Slack is the Royal Academy of Engineering Professor of Service and Support Management at Cambridge University and Professor of Operations Strategy at Warwick Business School. He is the author of many publications in the Operations Management area, including the market leading text, Operations Management (Fourth Edition, 2004) with Stuart Chambers and Robert Johnston, which has been translated into several languages.

Michael Lewis is Professor of Operations and Supply Management at Bath University. He has published widely in the Operations Management and Strategy areas, including the four-volume series of edited papers Operations Management: Critical Perspectives

(2003).