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The McGraw-Hill 36-Hour Course: Operations Management,9780071743839

The McGraw-Hill 36-Hour Course: Operations Management

by
Edition: 1st
Format: Paperback
Pub. Date: 9/16/2010
Publisher(s): McGraw-Hill Education

Summary

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 Managementputs 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!

Author Biography

Linda L. Brennan, Ph.D., is a professor of management at Mercer University. Her teaching portfolio includes graduate and undergraduate courses in operations management, leadership, international business and strategy. She conducts research and consults in the areas of technology impact assessment, process and project management, and instructional effectiveness.

Table of Contents

Prefacep. xi
Acknowledgmentsp. xiii
Managing for Resultsp. 1
Operations as a Transformation Functionp. 2
Operations as a Competitive Advantagep. 4
Technique: Identifying Sources of Competitive Advantagep. 7
Summaryp. 10
A Practical Approach to Operationsp. 13
Systems Thinkingp. 14
Business Research Frameworkp. 17
Technique: Environmental Analysisp. 23
Summaryp. 24
Desired Resultsp. 27
Measurement Theoryp. 28
Operational Decision Makingp. 30
Technique: The Balanced Scorecardp. 32
Summaryp. 35
Organizational Performancep. 39
Product and Service Design and Developmentp. 40
Categories of Servicesp. 48
Technique: Quality Function Deploymentp. 50
Summaryp. 53
Quality Across the Organizationp. 57
Definitions of Qualityp. 58
The Quality Movement in Businessesp. 59
Six Sigmap. 63
Lean Productionp. 66
Technique: Quality Management Toolsp. 70
Summaryp. 74
Technology Across the Value Chainp. 79
Roles of Technologyp. 80
Technology Impactp. 83
Applications of Technology Across and Beyond the Organizationp. 85
Technique: Capability Maturity Modelsp. 92
Summaryp. 95
Process Effectivenessp. 99
Value Chain Perspective of Processesp. 100
Process Designp. 101
Ongoing Process Managementp. 107
Technique: Flowchartingp. 111
Summaryp. 116
Process Qualityp. 119
Theoretical Foundationp. 120
Control Chartsp. 124
Process Capabilityp. 132
Technique: Creating and Interpreting Control Chartsp. 134
Summaryp. 139
Project Definition for Resultsp. 143
The Project Management Body of Knowledgep. 144
Project Management Foundationsp. 147
Project Success Factorsp. 148
Project Definitionp. 149
Technique: Developing a Statement of Workp. 151
Summaryp. 159
Project Planningp. 163
Work Breakdown Structurep. 164
Project Schedulingp. 166
Technique: Critical Path Methodp. 174
Summaryp. 179
Project Controlp. 183
Project Controlp. 184
Project Closingsp. 191
Effective Project Teamsp. 195
Technique: Conducting Effective Meetingsp. 195
Summaryp. 200
Individual Effectivenessp. 205
You as an Operational Systemp. 206
Individual Performancep. 208
Your Individualized Scorecardp. 214
Summaryp. 216
Notesp. 219
Indexp. 231
Instructions for Accessing Online Final Exam and Chapter Quiz Answersp. 239
Table of Contents provided by Ingram. All Rights Reserved.

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