Every time a package arrives at your door in hours, a sleek smartphone is assembled with flawless precision, or a hospital saves a life through perfectly timed teamwork, you are witnessing a symphony in motion. That symphony is Operations Management. It is not just about spreadsheets, supply chains, or factory floors. It is the invisible force that transforms raw, chaotic ideas into the physical reality of the modern world. It is the ultimate bridge between creative vision and execution. Unlock the secrets of operational excellence with Operations Management: An Integrated Approach. This equips future leaders with the essential tools to seamlessly blend strategy, technology, and daily processes across both service and manufacturing sectors. This book provides a solid foundation of the subject with clear, guided instructions and a balance between quantitative and qualitative concepts, thus providing both an applied and practical approach. In addition to leveraging customizable, tactile teaching and learning methods, the text covers emerging topics like artificial intelligence, robotics, data analytics, and sustainability. 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.
Professor Geoffrey Chimezie is a pioneering operations strategist and academic whose work redefines cross-functional business strategies. Blending a deep background in global supply chain logistics with a passion for emerging technologies, he empowers the next generation of business leaders to seamlessly integrate operations with marketing, finance, and human resources. Geoffrey brings over 20 years of hands-on and academic experience to the field of operations management. Prior to his academic career, he directed global supply chain integrations for multinational manufacturing firms, navigating complex disruptions and pioneering early lean manufacturing practices. As a tenured professor at a leading global business school, he translates complex, real-world data into highly accessible teaching frameworks. His current research and consulting focus on the intersection of artificial intelligence, robotics, and supply chain sustainability. Professor Geoffrey champions a highly integrative, cross-functional approach to management, emphasizing that operations management is the critical backbone of any organization. His teaching methods and writings including his recent editions of Operations Management: An Integrated Approach—reflect a commitment to balancing qualitative intuition with rigorous quantitative analysis. He is an active member of professional bodies such as the Association for Supply Chain Management (ASCM) and the Institute for Operations Research and the Management Sciences (INFORMS), continuously working to bridge the gap between academic theory and day-to-day practitioner realities.
Preface 1. INTRODUCTION TO OPERATIONS MANAGEMENT What Is Operations Management? Differences Between Manufacturing And Service Organizations Operations Management Decisions Today’s OM Environment Operations Management In Practice Within OM: How It All Fits Together OM Across the Organization 2. OPERATIONS STRATEGY AND COMPETITIVENESS The Role of Operations Strategy Developing A Business Strategy Developing An Operations Strategy Strategic Role of Technology Productivity Operations Strategy Within OM: How It All Fits Together Operations Strategy Across the Organization 3. PRODUCT DESIGN AND PROCESS SELECTION Product Design The Product Design Process Factors Impacting Product Design Process Selection Designing Processes Process Performance Metrics Linking Product Design And Process Selection Technology Decisions Designing Services Product Design And Process Selection Within OM 4. THE OPERATIONS FUNCTION Definition of Operations Management Operations Management In the Not-For-Profit Sector The Tasks of Operations Managers The Roots of Operations Management Manufacturing And Service-Based Organizations Classifying Operations By Key Environmental Factors Frameworks For Analysing Operations 5. THE CONTEXT OF OPERATIONS MANAGEMENT Macro And Micro Operating Systems Internal Influences on the Operations Function External Influences on the Operations Function Operations Management As A Transformation Process The Strategic Importance of Operations The Process And Content of Operations Strategy Decision Areas In Operations Strategy 6. ORGANIZATION OF THE OPERATIONS PROCESS Objectives of Operations Design Process Organization Service Operations Location Summary 7. DESIGN AND MEASUREMENT OF WORK Objectives of Work Design Approaches To Work Design Role of Automation Work Measurement Summary 8. MANAGING PRODUCTIVITY AT WORK Productivity At Work Improving Resource Productivity Productivity In Manufacturing Organizations Productivity In Service Industries Critical Issues In Productivity Improvement Productivity Improvement Techniques Total Integrated Management Achieving World-Class Performance Summary 9. PLANNING AND CONTROL OF WORK: THE MANAGEMENT OF CAPACITY How Does the Operation Work? The Meaning of Planning And Control Capacity Planning And Control Operations Scheduling The Complexity of Scheduling Summary 10. PLANNING AND CONTROL OF WORK: THE MANAGEMENT OF MATERIALS Introduction Types of Materials The Basic Concepts of Materials Systems The Aims of Materials Management Performance Measures For Materials Systems ABC Analysis of Stock Independent And Dependent Demand Techniques For Managing Materials In Cases of Independent Demand Summary 11. SCHEDULING BATCH AND FLOW PROCESSES The Master Schedule The Role of Master Scheduling Rough-Cut Capacity Planning Optimized Production Technology Hybrid Systems Other Aids To Scheduling Summary 12. PROJECT PLANNING AND CONTROL The Nature of Project Management Stages In Project Planning And Control Project Management Techniques Summary 13. PURCHASING AND SUPPLY CHAIN MANAGEMENT The Importance of Purchasing And Supply The Interface Between Purchasing And Operations Purchasing Responsibilities Purchasing Process The Purchasing Mix Supply Chain Management Supplier Selection Supplier Relations Advantages of Partnership Summary 14. STRATEGIC ISSUES IN OPERATIONS MANAGEMENT The Operations Environment The Product/Service Dichotomy Productivity, Responsiveness And Quality Social And Environmental Responsibility Summary BIBLIOGRAPHY INDEX
$280.00