Seventh Edition Operations Management Nigel Slack Alistair Brandon-Jones Robert Johnston Operations management is important, exciting, challenging. Operations Management focuses on the sustainable and socially responsible imperatives of operations The rights of Nigel Slack, Alistair Brandon-Jones and Robert Johnston to be identified as authors of this (PDF). Our aim in writing Operations Management is to give you a comprehensive Operations management / Nigel Slack, Stuart Chambers, Robert Johnston.
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Operations management is about managing processes. 12 Nigel Slack is the Professor of Operations Management and Strategy at Warwick University. In Operations Management Nigel Slack [PDF] [EPUB] Ashraf Ud Dowla. Download with Google Operations Management by Nigel Slack. The rights of Nigel Slack, Stuart Chambers and Robert Johnston to be identified as Slack, Chambers and Johnston, Operations Management, Sixth Edition.
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Skickas inom vardagar. Operations management is important, exciting, challenging and everywhere you look!
Important, because it enables organizations 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.
New features: The importance of sustainability and Corporate Social Responsibility CSR has been emphasized further, and included throughout the book. Turnaround time at airports is kept to a minimum.
This is achieved partly because there are no meals to be loaded onto the aircraft and partly through improved employee productivity. All the aircraft in the fleet are identical, giving savings through standardization of parts, maintenance and servicing.
It also means large orders to a single aircraft supplier and therefore the opportunity to negotiate prices down. Also, because the company often uses secondary airports, landing and service fees are much lower.
Finally, the cost of selling its services is reduced where possible. Ryanair has developed its own low-cost internet booking service. We guarantee to give you the lowest air fare. You get a safe flight. You get a normally on-time flight. Are we going to say sorry for our lack of customer service? Absolutely not. If a plane is cancelled, will we put you up in a hotel overnight? If a plane is delayed, will we give you a voucher for a restaurant?
The JIT approach to people management can be viewed as patronizing. It may be, to some extent, less autocratic than some Japanese management practice dating from earlier times. However, it is certainly not in line with some of the job design philosophies which place a high emphasis on contribution and commitment, described in Chapter 9.
Even in Japan the approach of JIT is not without its critics. Kamata wrote an autobiographical description of life as an employee at a Toyota plant called Japan in the Passing Lane. Similar criticisms have been voiced by some trade union representatives.
Without such beliefs to drive progress, lean proponents claim improvement is more likely to be transitory than continuous.
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