Operations Management: An Integrated Approach

Danny Samson; Prakash J. Singh

doi:10.1017/CBO9781139150002

Operations Management

An Integrated Approach

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Rentería, Arantxa and Alvarez, Esther 2012. Environmental Issues in Supply Chain Management. p. 91.

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Potocan, Vojko and Mulej, Matjaz 2012. CHALLENGING MANAGERIAL DILEMMAS OF OPERATIONS MANAGEMENT. Cybernetics and Systems, Vol. 43, Issue. 6, p. 493.

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Santa, Ricardo Echeverry, Ana María López Sánchez, Paula Andrea Villa and Rios Patiño, Jorge Ivan 2014. System and operational effectiveness alignment: The case of e-government in Saudi Arabia. International Journal of Management Science and Engineering Management, Vol. 9, Issue. 3, p. 212.

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Santa, Ricardo Hyland, Paul and Ferrer, Mario 2014. Technological innovation and operational effectiveness: their role in achieving performance improvements. Production Planning & Control, Vol. 25, Issue. 12, p. 969.

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Chikán, Attila and Sprague, Linda G. 2019. A life cycle model of major innovations in operations management. International Journal of Quality Innovation, Vol. 5, Issue. 1,

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Rouse, Paul Sherkat, Omid and O'Grady, Winnie 2024. Dynamic Stakeholder Analysis Through Process Mapping. Financial Accountability & Management,

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Danny Samson, University of Melbourne, Prakash J. Singh, University of Melbourne

Publisher:: Cambridge University Press
Online publication date:: June 2012
Print publication year:: 2008
Online ISBN:: 9781139150002
DOI:: https://doi.org/10.1017/CBO9781139150002

Subjects:: Economics, Economics: General Interest, Management: General Interest, Management

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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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Operations Management

An Integrated Approach

This Book has been cited by the following publications. This list is generated based on data provided by Crossref.

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Contents

Frontmatter
pp i-iv

Contents
pp v-xvii

List of Contributors
pp xviii-xx

Preface
pp xxi-xxiii

Acknowledgements
pp xxiv-xxvi

Part I - Operations within Organisations – Building Blocks
pp 1-2

1 - What is Operations Management and Why is it Important?
pp 3-36

2 - Operating System Models
pp 37-63

3 - Key Decisions in OM
pp 64-89

4 - Planning and Controlling the Use of Operating Assets and Resources
pp 90-120

Part II - Approaches to Understanding OM
pp 121-122

5 - Strategic Approach to Operations Management
pp 123-160

6 - Processes and Systems in Operations Management
pp 161-200

7 - Supply Chain or Network Approach to Operations Management
pp 201-222

Part III - Moving Forward with OM – Creating Competitive Advantage
pp 223-224

8 - Innovation, Technology and Knowledge Management
pp 225-250

9 - Quality Management in Operations
pp 251-285

10 - Operations Excellence
pp 286-322

Part IV - Challenges and Opportunities in Operations
pp 323-324

11 - Managing Risk in Operations
pp 325-350

12 - Sustainability in Operations Management
pp 351-380

13 - Operations Management in Different Settings
pp 381-406

Part V - Case Studies
pp 407-408

1 - Innovation in the Biotechnology Sector: The Case of IDT Australia
pp 409-418

2 - New Zealand King Salmon: Value-Chain Innovation
pp 419-434

3 - Pilila Clothing Company Goes Lean
pp 435-439

4 - From Singapore to the World: Port Management in Singapore
pp 440-449

5 - Striving for Operations Excellence within Queensland Rail Supply Division
pp 450-472

6 - Should I Stay or Should I Go? Shiraishi Garments Company
pp 473-482

7 - Towards a Green Supply Chain: Toyota Australia
pp 483-489

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An Integrated Approach

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