Operations Management: An Integrated Approach

Danny Samson; Prakash J. Singh

doi:10.1017/CBO9781139150002

Operations Management: An Integrated Approach provides an account of the systems, processes, people and technology that determine an organisation's strategy and success. With contributions from leading experts internationally, the text takes a comprehensive, comparative, and best-practice approach and applies this specifically to the Asia-Pacific region. Rigorous in scholarship yet eminently accessible in style, Operations Management is replete with pedagogical features - figures and tables, discussion exercises, 'Learnings from the Internet', and a diversity of long and short case studies from around the world. Students are taken on a seamless journey from the fundamentals of operations management, through to the multiple approaches, the various innovations, challenges and risks, and ultimately to models of sustainability and evaluative tools and techniques. The text effectively prepares future managers across every sector of the economy to lead, organise, plan and control a set of resources, in pursuit of identified goals. The book will be supported by an extensive companion website featuring PowerPoint slides for each chapter, sample answers, teaching notes and figures/images for presentations.

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Contents

Frontmatter
pp i-iv
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Contents
pp v-xvii
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List of Contributors
pp xviii-xx
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Preface
pp xxi-xxiii
- By Danny Samson, University of Melbourne, Prakash J. Singh, University of Melbourne
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Acknowledgements
pp xxiv-xxvi
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Part I - Operations within Organisations – Building Blocks
pp 1-2
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1 - What is Operations Management and Why is it Important?
pp 3-36
- By Prakash J. Singh, University of Melbourne
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2 - Operating System Models
pp 37-63
- By David Parker, University of Queensland
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3 - Key Decisions in OM
pp 64-89
- By Willem Selen, Middle East Technical University, Danny Samson, University of Melbourne
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4 - Planning and Controlling the Use of Operating Assets and Resources
pp 90-120
- By Chee Chuong Sum, National University of Singapore
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Part II - Approaches to Understanding OM
pp 121-122
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5 - Strategic Approach to Operations Management
pp 123-160
- By Senevi Kiridena, University of New South Wales, Prakash J. Singh, University of Melbourne
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6 - Processes and Systems in Operations Management
pp 161-200
- By Daniel Prajogo, Monash University, Prakash J. Singh, University of Melbourne, Danny Samson, University of Melbourne
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7 - Supply Chain or Network Approach to Operations Management
pp 201-222
- By Richard Lane, University of Queensland
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Part III - Moving Forward with OM – Creating Competitive Advantage
pp 223-224
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8 - Innovation, Technology and Knowledge Management
pp 225-250
- By Paul Hyland, University of Queensland, Claudine Soosay, University of South Australia
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9 - Quality Management in Operations
pp 251-285
- By Lawrie Corbett, Victoria University of Wellington
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10 - Operations Excellence
pp 286-322
- By Ross Chapman, University of Western Sydney, Terry Sloan, University of Western Sydney, Ron Beckett, University of Western Sydney
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Part IV - Challenges and Opportunities in Operations
pp 323-324
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11 - Managing Risk in Operations
pp 325-350
- By Damien Power, University of Melbourne, Danny Samson, University of Melbourne
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12 - Sustainability in Operations Management
pp 351-380
- By Suzy Goldsmith, University of Melbourne, Danny Samson, University of Melbourne
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13 - Operations Management in Different Settings
pp 381-406
- By Victoria Hanna, University of Melbourne
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Part V - Case Studies
pp 407-408
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1 - Innovation in the Biotechnology Sector: The Case of IDT Australia
pp 409-418
- By John Morgan, University of Melbourne
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2 - New Zealand King Salmon: Value-Chain Innovation
pp 419-434
- By Jay Sankaran, University of Auckland
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3 - Pilila Clothing Company Goes Lean
pp 435-439
- By David Parker, University of Queensland
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4 - From Singapore to the World: Port Management in Singapore
pp 440-449
- By Chee Chuong Sum, National University of Singapore
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5 - Striving for Operations Excellence within Queensland Rail Supply Division
pp 450-472
- By Kevin Burgess, Queensland Rail, Brisbane
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6 - Should I Stay or Should I Go? Shiraishi Garments Company
pp 473-482
- By Bin Jiang, DePaul University, Chicago, Patrick J. Murphy, DePaul University, Chicago
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7 - Towards a Green Supply Chain: Toyota Australia
pp 483-489
- By Dayna Simpson, Monash University
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An Integrated Approach

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