Operations Management / Edition 7

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Were you looking for the book with access to MyOMLab? This product is the book alone, and does NOT come with access to MyOMLab. Buy Operations Management with MyOMLab access card 7e (ISBN 9780273776291) if you need access to the MyLab as well, and save money on this brilliant resource.

Operations management is important, exciting, challenging … and everywhere you


• Important, because it enables organisations to provide services and products

that we all need

• Exciting, because it is central to constant changes in customer preference,

networks of supply and demand, and developments in technology

• Challenging, because solutions must be must be financially sound, resource-

efficient, as well as environmentally and socially responsible

• And everywhere, because in our daily lives, whether at work or at home, we all

experience and manage processes and operations.

‘Operations Management’ focuses on the sustainable and socially responsible imperatives

of operations management, using over 120 cases and illustrations of real-life operations

around the world, including Apple, Médecins Sans Frontières, Amazon, Ecover,

Dyson, Disneyland Paris, Google, The North Face, and many more.

Need extra support?
This product is the book alone, and does NOT come with access to MyOMLab.

This title can be supported by MyOMLab, an online homework and tutorial system which can be used by students for self-directed study or fully integrated into an instructor's course.

You can benefit from MyOMLab at a reduced price by purchasing a pack containing a copy of the book and an access card for MyOMLab: Operations Management with MyOMLab access card 6e (ISBN 9780273776291). Alternatively, buy access to MyOMLab and the eText – an online version of the book - online at www.myomlab.com.

For educator access, contact your Pearson Account Manager. To find out who your account manager is, visit www.pearsoned.co.uk/replocator

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Product Details

  • ISBN-13: 9780273776208
  • Publisher: Prentice Hall
  • Publication date: 1/30/2014
  • Edition description: New Edition
  • Edition number: 7
  • Pages: 768
  • Sales rank: 292,291
  • Product dimensions: 7.60 (w) x 10.40 (h) x 0.90 (d)

Meet the Author

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


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Table of Contents

Brief contents

Guide to ‘operations in practice’, examples, short cases and case studies

Making the most of this book and MyOMLab


To the Instructor

To the Student

Ten steps to getting a better grade in operations management

About the authors



1 Operations management

2 Operations performance

3 Operations strategy


4 Process design

5 Innovation and design in services and products

6 Supply network design

Supplement to Chapter 6 – Forecasting

7 Layout and flow

8 Process technology

9 People, jobs and organization

Supplement to Chapter 9 – Work study


10 The nature of planning and control

11 Capacity management

Supplement to Chapter 11 – Analytical queuing models

12 Inventory planning and control

13 Supply chain management

14 Enterprise resource planning (ERP)

Supplement to Chapter 14 – Materials requirements planning (MRP)

15 Lean synchronization

16 Project management

17 Quality management

Supplement to Chapter 17 – Statistical process control (SPC)


18 Operations improvement

19 Risk management

20 Organizing for improvement


21 Operations and corporate social responsibility (CSR)

Notes on chapters



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