Focused operations management achieving more with existing resources
Focused Operations Management shows how to do much more with existing resources in terms of throughput, response time and quality. It provides a system view and will touch upon performance measures, operations management, quality, cost-accounting, pricing, and above all, value creation and value enh...
| Autor principal: | |
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| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, N.J. :
Wiley
c2008.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009626869406719 |
Tabla de Contenidos:
- Focused Operations Management: Achieving More with Existing Resources; Contents; Preface; Acknowledgments; About the Authors; Part I The Dynamic Management Environment; Chapter 1 The Modern Business Environment; From a Sellers' Market to a Buyers' Market; Globalization-The Small Global Village; The Remedy-Adoption of New Managerial Approaches; Summary; Chapter 2 Principles of Management in the Dynamic Environment; What Is a System?; Summary; Chapter 3 The Pareto Rule, the Focusing Table, and the Focusing Matrix; The Pareto Rule; The Focusing Table and Matrix
- The Use, Misuse, and Abuse of the Pareto RuleSummary; Part II New Approaches in Management; Chapter 4 Managing the System by Its Constraints; Step 1-Determine the System's Goal; Step 2-Establish Global Performance Measures; Step 3-Identify the System Constraint; Tools for Identifying Constraints; Summary; Chapter 5 Management by Constraints in a Bottleneck Environment; Step 4-Decide How to Exploit the Constraint and Break Dummy and Policy Constraints; Step 5-Subordinate the Rest of the System to the Previous Decision (the Constraint); Step 6-Elevate and Break the Constraint
- Step 7-If a Constraint Was Broken Return to Step 3. Do Not Let Inertia Become the System ConstraintSummary; Chapter 6 Managing by Constraints When the Market Is the Constraint; Step 4-Decide How to Exploit the Constraint and Break Policy and Dummy Constraints; Step 5-Subordinate the Rest of the System to the Previous Decision (the Constraint); Step 6-Elevate and Break the Constraint; Step 7-If a Constraint Was Broken, Return to Step 3. Do Not Let Inertia Become the System Constraint; Summary; Chapter 7 Focused Current Reality Tree; Principles of a Focused Current Reality Tree; Summary
- Chapter 8 Resolving Managerial Confl ictsThree-Step Methodology; Summary; Chapter 9 The Efficiencies Syndrome; Dealing with the Efficiencies Syndrome; Summary; Chapter 10 Evils of Long Response Times; Types of Inventories; Work in Process; Causes of Excess Work in Process; Summary; Chapter 11 Reducing Response Times; Methods for Reducing Response Times and Work in Process; Strategic Importance of Reducing Response Times and Working with Small Batches; Summary; Chapter 12 The Complete Kit Concept; Aspects of the Complete Kit; Evils of Working with an Incomplete Kit
- What Prevents People from Using a Complete Kit?Specific Implementations of the Complete Kit Concept; Implementing the Complete Kit Concept; Summary; Chapter 13 Performance Measures and Managerial Control; Global Performance Measures; Measures' Profile in Global Decision Making; Summary; Chapter 14 The Effects of Fluctuations, Variability, and Uncertainty on the System; Fluctuations; Elements of Capacity; Traditional Approaches to Managing Fluctuations and Uncertainty; Focused Management Approach; Summary; Chapter 15 Evils of Traditional Cost Accounting; Loss of Relevance
- Undesireable Effects of Traditional Cost Accounting
