The McGraw-Hill 36-Hour Course: Operations Management / Edition 1

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Overview

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!

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Product Details

  • ISBN-13: 9780071743839
  • Publisher: McGraw-Hill Professional Publishing
  • Publication date: 9/17/2010
  • Series: McGraw-Hill 36-Hour Courses Series
  • Edition number: 1
  • Pages: 256
  • Sales rank: 384,264
  • Product dimensions: 9.32 (w) x 11.18 (h) x 0.63 (d)

Meet the Author

Linda L. Brennan, Ph.D., is a professor of management at Mercer University where she teaches graduate and undergraduate courses in operations management, leadership, international business, and strategy. Brennan lives in Macon, Georgia.

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Table of Contents

Preface xi

Acknowledgments xiii

Chapter 1 Managing for Results 1

Operations as a Transformation Function 2

Operations as a Competitive Advantage 4

Technique: Identifying Sources of Competitive Advantage 7

Summary 10

Chapter 2 A Practical Approach to Operations 13

Systems Thinking 14

Business Research Framework 17

Technique: Environmental Analysis 23

Summary 24

Chapter 3 Desired Results 27

Measurement Theory 28

Operational Decision Making 30

Technique: The Balanced Scorecard 32

Summary 35

Chapter 4 Organizational Performance 39

Product and Service Design and Development 40

Categories of Services 48

Technique: Quality Function Deployment 50

Summary 53

Chapter 5 Quality Across the Organization 57

Definitions of Quality 58

The Quality Movement in Businesses 59

Six Sigma 63

Lean Production 66

Technique: Quality Management Tools 70

Summary 74

Chapter 6 Technology Across the Value Chain 79

Roles of Technology 80

Technology Impact 83

Applications of Technology Across and Beyond the Organization 85

Technique: Capability Maturity Models 92

Summary 95

Chapter 7 Process Effectiveness 99

Value Chain Perspective of Processes 100

Process Design 101

Ongoing Process Management 107

Technique: Flowcharting 111

Summary 116

Chapter 8 Process Quality 119

Theoretical Foundation 120

Control Charts 124

Process Capability 132

Technique: Creating and Interpreting Control Charts 134

Summary 139

Chapter 9 Project Definition for Results 143

The Project Management Body of Knowledge 144

Project Management Foundations 147

Project Success Factors 148

Project Definition 149

Technique: Developing a Statement of Work 151

Summary 159

Chapter 10 Project Planning 163

Work Breakdown Structure 164

Project Scheduling 166

Technique: Critical Path Method 174

Summary 179

Chapter 11 Project Control 183

Project Control 184

Project Closings 191

Effective Project Teams 195

Technique: Conducting Effective Meetings 195

Summary 200

Chapter 12 Individual Effectiveness 205

You as an Operational System 206

Individual Performance 208

Your Individualized Scorecard 214

Summary 216

Notes 219

Index 231

Instructions for Accessing Online Final Exam and Chapter Quiz Answers 239

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