{"product_id":"operations-management-for-dummies-isbn-9781119843108","title":"Operations Management For Dummies","description":"\u003cp\u003e\u003cb\u003eThe plain language guide to getting things running smoothly in the world of business \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOperations management is all about efficiency, and \u003ci\u003eOperations Management For Dummies\u003c\/i\u003e is all about efficiently teaching you what you need to know about this business hot topic. This book tracks typical operations management MBA courses, and it will help you un-muddle concepts like process mapping, bottlenecks, Lean Production, and supply chain management. Learn to step into a business, see what needs improving, and plug in the latest tools and ideas to shape things up in any industry. \u003c\/p\u003e \u003cp\u003eThis latest edition covers, you guessed it, digital transformation. Technology is completely upending operations management, and Dummies walks you through the latest, so you can stay at the front of the pack. Other new stuff inside: supply chain traceability, ethical sourcing and carbon footprint, business resiliency, and modularizing the supply chain. It’s all here! \u003c\/p\u003e \u003cul\u003e \u003cli\u003eOptimize operations and increase revenue with strategies and ideas that make businesses run better and cheaper \u003c\/li\u003e \u003cli\u003eGet easy-to-understand explanations of complex topics and theories in operations management \u003c\/li\u003e \u003cli\u003eLearn how operations management is affected by digital transformation and sustainability concerns \u003c\/li\u003e \u003cli\u003eEvaluate, design, improve, and scale all sorts of processes, regardless of business size or area of operation \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eBusinesses can't operate successfully without effective operations and supply management. That makes \u003ci\u003eOperations Management For Dummies\u003c\/i\u003e a must—for MBA students and business professionals alike. \u003c\/p\u003e \u003cp\u003e Introduction 1\u003c\/p\u003e \u003cp\u003eAbout This Book 1\u003c\/p\u003e \u003cp\u003eConventions Used in This Book 3\u003c\/p\u003e \u003cp\u003eFoolish Assumptions 3\u003c\/p\u003e \u003cp\u003eIcons Used In This Book 4\u003c\/p\u003e \u003cp\u003eBeyond the Book 4\u003c\/p\u003e \u003cp\u003eWhere to Go from Here 4\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1: Getting Started with Operations Management\u003c\/b\u003e \u003cb\u003e7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Discovering the Fundamentals of Operations Management 9\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Operations Management 10\u003c\/p\u003e \u003cp\u003eGetting beyond the smokestack 10\u003c\/p\u003e \u003cp\u003eSeeing the relevance of operations management 11\u003c\/p\u003e \u003cp\u003eUnderstanding the Process of Operations 12\u003c\/p\u003e \u003cp\u003eDriving the business model 12\u003c\/p\u003e \u003cp\u003eRecognizing the diversity of processes 13\u003c\/p\u003e \u003cp\u003eManaging processes 15\u003c\/p\u003e \u003cp\u003eHandling special situations 17\u003c\/p\u003e \u003cp\u003eMeeting the Challenges 18\u003c\/p\u003e \u003cp\u003eFirefighting 18\u003c\/p\u003e \u003cp\u003eTechnology 18\u003c\/p\u003e \u003cp\u003eComplacency 19\u003c\/p\u003e \u003cp\u003eMetrics 19\u003c\/p\u003e \u003cp\u003ePerspective 19\u003c\/p\u003e \u003cp\u003eOutsourcing 20\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Defining and Evaluating Processes\u003c\/b\u003e \u003cb\u003e21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMapping Processes 22\u003c\/p\u003e \u003cp\u003eDistinguishing between operations and delays 24\u003c\/p\u003e \u003cp\u003eIdentifying waste 24\u003c\/p\u003e \u003cp\u003eDeveloping a process map 26\u003c\/p\u003e \u003cp\u003eEvaluating the Elements of a System 28\u003c\/p\u003e \u003cp\u003eChecking productivity 28\u003c\/p\u003e \u003cp\u003eConsidering capacity 28\u003c\/p\u003e \u003cp\u003eClocking cycle time 29\u003c\/p\u003e \u003cp\u003eGetting a handle on constraints 29\u003c\/p\u003e \u003cp\u003eTalking thruput and takt time 30\u003c\/p\u003e \u003cp\u003eGoing with the flow time 31\u003c\/p\u003e \u003cp\u003eMonitoring utilization 32\u003c\/p\u003e \u003cp\u003eAccounting for variability 35\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Designing Processes to Meet Goals\u003c\/b\u003e \u003cb\u003e37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting Started with Process Improvement 38\u003c\/p\u003e \u003cp\u003ePlanning Operations 38\u003c\/p\u003e \u003cp\u003eConsidering a serial process 39\u003c\/p\u003e \u003cp\u003ePlacing operations in parallel 39\u003c\/p\u003e \u003cp\u003eImproving Processes According to a Goal 42\u003c\/p\u003e \u003cp\u003eReducing customer flow time 43\u003c\/p\u003e \u003cp\u003eIncreasing system capacity 44\u003c\/p\u003e \u003cp\u003eBalancing the line 46\u003c\/p\u003e \u003cp\u003eUtilizing flexible resources 48\u003c\/p\u003e \u003cp\u003eImproving a process that has excess capacity 49\u003c\/p\u003e \u003cp\u003eManaging Bottlenecks 50\u003c\/p\u003e \u003cp\u003eGetting tripped up by overproduction 50\u003c\/p\u003e \u003cp\u003eIncreasing process capacity 52\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Dealing with Shared Resources, Batches, and Rework\u003c\/b\u003e \u003cb\u003e55\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSharing Resources 56\u003c\/p\u003e \u003cp\u003eAssigning a resource to more than one operation 56\u003c\/p\u003e \u003cp\u003eAllocating resources to more than one process 57\u003c\/p\u003e \u003cp\u003eBatching Parts and Setting Up Operations 58\u003c\/p\u003e \u003cp\u003eWorking with batches 59\u003c\/p\u003e \u003cp\u003eMaximizing operation batch size 60\u003c\/p\u003e \u003cp\u003eOptimizing transfer batch size 62\u003c\/p\u003e \u003cp\u003eOptimizing batch size with operation setups 65\u003c\/p\u003e \u003cp\u003eHandling Poor Quality 68\u003c\/p\u003e \u003cp\u003ePutting rework back in the process that created it 69\u003c\/p\u003e \u003cp\u003ePulling rework out of the main process 71\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Designing Your Process to Match Your Product or Service\u003c\/b\u003e \u003cb\u003e73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConsidering Costs, Standardization, Volume, and Flexibility 74\u003c\/p\u003e \u003cp\u003eBalancing operating costs 75\u003c\/p\u003e \u003cp\u003eBlurring the lines: Making standardized stuff customizable 79\u003c\/p\u003e \u003cp\u003eImproving Face-to-Face and Back-Office Operations 80\u003c\/p\u003e \u003cp\u003eStrengthening the customer interface 81\u003c\/p\u003e \u003cp\u003eImproving efficiencies behind the scenes 83\u003c\/p\u003e \u003cp\u003eFulfilling Customer Demand: Making to Stock or Making to Order 84\u003c\/p\u003e \u003cp\u003eMaking to stock 84\u003c\/p\u003e \u003cp\u003eMaking to order 85\u003c\/p\u003e \u003cp\u003eA tale of two companies: Making either method work 86\u003c\/p\u003e \u003cp\u003eGetting It to Your Customer 87\u003c\/p\u003e \u003cp\u003eOrdering Online and Pickup in Store or Curbside 87\u003c\/p\u003e \u003cp\u003eOrdering Online with Delivery 88\u003c\/p\u003e \u003cp\u003eDesigning for X: Designing Products with Operations in Mind 89\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2: Managing Variability and Risk\u003c\/b\u003e \u003cb\u003e91\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Forecasting Demand\u003c\/b\u003e \u003cb\u003e93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting Savvy about Forecasts 94\u003c\/p\u003e \u003cp\u003eBuilding a Forecast to Predict Demand 95\u003c\/p\u003e \u003cp\u003eRecognizing demand variation 95\u003c\/p\u003e \u003cp\u003eLooking to the past to predict the future 96\u003c\/p\u003e \u003cp\u003eLacking data: No problem 101\u003c\/p\u003e \u003cp\u003eAcknowledging the Error of Your Ways 103\u003c\/p\u003e \u003cp\u003eHunting down the source of your error 103\u003c\/p\u003e \u003cp\u003eMeasuring how inaccurate you are 105\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Planning Capacity\u003c\/b\u003e \u003cb\u003e107\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConsidering Capacity 108\u003c\/p\u003e \u003cp\u003eMatching supply and demand 109\u003c\/p\u003e \u003cp\u003eTiming adjustments just right 110\u003c\/p\u003e \u003cp\u003eBalancing Capacity and Inventory 111\u003c\/p\u003e \u003cp\u003eProducing to match demand 113\u003c\/p\u003e \u003cp\u003eProducing at capacity 113\u003c\/p\u003e \u003cp\u003eIncreasing capacity 115\u003c\/p\u003e \u003cp\u003eAddressing Wait Time for Services 116\u003c\/p\u003e \u003cp\u003eGetting the why of waiting 116\u003c\/p\u003e \u003cp\u003eEstimating waiting time with queuing theory 119\u003c\/p\u003e \u003cp\u003eAltering customer perceptions 126\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Managing Inventory\u003c\/b\u003e \u003cb\u003e129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDealing with the Business of Inventory 130\u003c\/p\u003e \u003cp\u003eRecognizing inventory’s purposes 131\u003c\/p\u003e \u003cp\u003eMeasuring the true cost of inventory 132\u003c\/p\u003e \u003cp\u003eManaging Inventory 133\u003c\/p\u003e \u003cp\u003eContinuous review 135\u003c\/p\u003e \u003cp\u003ePeriodic review 137\u003c\/p\u003e \u003cp\u003eSingle period review 138\u003c\/p\u003e \u003cp\u003eComparing the options 139\u003c\/p\u003e \u003cp\u003eGetting Baseline Data on Performance 139\u003c\/p\u003e \u003cp\u003eAssessing the inventory management? system 140\u003c\/p\u003e \u003cp\u003eEvaluating the quality of customer service 141\u003c\/p\u003e \u003cp\u003eReducing Inventory without Sacrificing Customer Service 141\u003c\/p\u003e \u003cp\u003eMultitasking inventory: The commonality approach 142\u003c\/p\u003e \u003cp\u003eHolding on: The postponement strategy 143\u003c\/p\u003e \u003cp\u003eManaging Inventory across the Supply Chain 145\u003c\/p\u003e \u003cp\u003eKeeping track of the pipeline inventory 145\u003c\/p\u003e \u003cp\u003eSetting service levels with multiple suppliers 147\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Planning for Successful Operations\u003c\/b\u003e \u003cb\u003e149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePlanning from the Top Down 150\u003c\/p\u003e \u003cp\u003eDetermining corporate strategy 150\u003c\/p\u003e \u003cp\u003ePreparing for success 151\u003c\/p\u003e \u003cp\u003eExecuting the plan 153\u003c\/p\u003e \u003cp\u003eExploring the Components of an Aggregate Plan 153\u003c\/p\u003e \u003cp\u003ePutting together a plan 154\u003c\/p\u003e \u003cp\u003eCreating the master schedule 154\u003c\/p\u003e \u003cp\u003eConsidering Materials 156\u003c\/p\u003e \u003cp\u003eGathering information for the system 156\u003c\/p\u003e \u003cp\u003eGetting system results 157\u003c\/p\u003e \u003cp\u003ePlanning for Services 159\u003c\/p\u003e \u003cp\u003eSeeing the difference in services 159\u003c\/p\u003e \u003cp\u003eEstablishing the service plan 160\u003c\/p\u003e \u003cp\u003eApplying Information to the Entire Organization 161\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3: Improving Operations\u003c\/b\u003e \u003cb\u003e163\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Becoming Lean\u003c\/b\u003e \u003cb\u003e165\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEvolving to Lean 165\u003c\/p\u003e \u003cp\u003eMastering the craft 166\u003c\/p\u003e \u003cp\u003eProducing in mass 167\u003c\/p\u003e \u003cp\u003eTrimming the Fat 170\u003c\/p\u003e \u003cp\u003eEliminating the waste 170\u003c\/p\u003e \u003cp\u003eInvolving everyone 171\u003c\/p\u003e \u003cp\u003eLeveling production 171\u003c\/p\u003e \u003cp\u003eEmbracing your supplier 174\u003c\/p\u003e \u003cp\u003eFocusing on quality 175\u003c\/p\u003e \u003cp\u003eImplementing continuous improvement 176\u003c\/p\u003e \u003cp\u003eProducing Just in Time 176\u003c\/p\u003e \u003cp\u003eKnowing when to work 177\u003c\/p\u003e \u003cp\u003eDifferentiating the customer interface 178\u003c\/p\u003e \u003cp\u003eImplementing pull 178\u003c\/p\u003e \u003cp\u003eKnowing when to JIT 180\u003c\/p\u003e \u003cp\u003eSeeking the Silver Bullet 181\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Proofing against Disruption\u003c\/b\u003e \u003cb\u003e183\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Disruptions 184\u003c\/p\u003e \u003cp\u003ePlanning for Disruption 187\u003c\/p\u003e \u003cp\u003eKnowing your supply chain and operations 187\u003c\/p\u003e \u003cp\u003eUsing new technology 187\u003c\/p\u003e \u003cp\u003ePlanning for scenarios collaboratively 188\u003c\/p\u003e \u003cp\u003eInvesting in Relationships 188\u003c\/p\u003e \u003cp\u003eFattening the Supply Chain 189\u003c\/p\u003e \u003cp\u003eStockpiling inventory 189\u003c\/p\u003e \u003cp\u003eMaintaining stand-by capacity 190\u003c\/p\u003e \u003cp\u003eExploiting flexible capacity 190\u003c\/p\u003e \u003cp\u003eRedesigning Your Product and Process 191\u003c\/p\u003e \u003cp\u003eDesigning for multiple parts 191\u003c\/p\u003e \u003cp\u003eDesigning for multiple processes 191\u003c\/p\u003e \u003cp\u003eReplacing labor with autonomy 191\u003c\/p\u003e \u003cp\u003eProtecting against Cyberhacking 192\u003c\/p\u003e \u003cp\u003eMixing and Matching Strategies 192\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Managing Quality\u003c\/b\u003e \u003cb\u003e193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDeciding What Matters 193\u003c\/p\u003e \u003cp\u003eRecognizing the Value of Quality 196\u003c\/p\u003e \u003cp\u003eAssessing the cost of failure 196\u003c\/p\u003e \u003cp\u003eDetecting defects 197\u003c\/p\u003e \u003cp\u003eGetting the perks of high quality 198\u003c\/p\u003e \u003cp\u003ePreventing defects in the first place 199\u003c\/p\u003e \u003cp\u003eAddressing Quality 199\u003c\/p\u003e \u003cp\u003eConsidering the customer 200\u003c\/p\u003e \u003cp\u003eGetting all hands on deck 200\u003c\/p\u003e \u003cp\u003eSticking to the improvement effort 201\u003c\/p\u003e \u003cp\u003eDesigning for Quality 202\u003c\/p\u003e \u003cp\u003eStarting with the end in mind 202\u003c\/p\u003e \u003cp\u003eCascading to production 205\u003c\/p\u003e \u003cp\u003eMeasuring Quality 205\u003c\/p\u003e \u003cp\u003eUnderstanding variation 206\u003c\/p\u003e \u003cp\u003eMeasuring “goodness” of a process 207\u003c\/p\u003e \u003cp\u003eControlling processes 210\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Creating a Quality Organization 215\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReaching Beyond Traditional Improvement Programs 216\u003c\/p\u003e \u003cp\u003eMultiplying failures 216\u003c\/p\u003e \u003cp\u003eRaising the bar 218\u003c\/p\u003e \u003cp\u003eVarying skill levels 218\u003c\/p\u003e \u003cp\u003eAdding to the Tool Box 219\u003c\/p\u003e \u003cp\u003eDefining the problem 220\u003c\/p\u003e \u003cp\u003eMeasuring the process 221\u003c\/p\u003e \u003cp\u003eAnalyzing the problem 221\u003c\/p\u003e \u003cp\u003eImplementing a solution 227\u003c\/p\u003e \u003cp\u003eMaintaining the gain 229\u003c\/p\u003e \u003cp\u003eOvercoming Obstacles 230\u003c\/p\u003e \u003cp\u003eFailing to focus 230\u003c\/p\u003e \u003cp\u003ePrioritizing into paralysis 231\u003c\/p\u003e \u003cp\u003eAvoiding the lure of magical solutions 231\u003c\/p\u003e \u003cp\u003eLacking employee involvement 232\u003c\/p\u003e \u003cp\u003eKnowing what to do 232\u003c\/p\u003e \u003cp\u003eLearning from the experience 232\u003c\/p\u003e \u003cp\u003eCalling it a program 233\u003c\/p\u003e \u003cp\u003eGiving up 233\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 4: Managing the Supply Chain\u003c\/b\u003e \u003cb\u003e235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Understanding Supply Chain Basics\u003c\/b\u003e \u003cb\u003e237\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSeeing the Structure of Supply Chains 238\u003c\/p\u003e \u003cp\u003eGetting through the tiers 239\u003c\/p\u003e \u003cp\u003eLinking in support services 239\u003c\/p\u003e \u003cp\u003eAligning the Supply Chain with Business Strategy 240\u003c\/p\u003e \u003cp\u003eDefining product demand 241\u003c\/p\u003e \u003cp\u003eChoosing the right supply chain strategy 241\u003c\/p\u003e \u003cp\u003eExploring the Bullwhip Effect 243\u003c\/p\u003e \u003cp\u003eFinding the bullwhip triggers 244\u003c\/p\u003e \u003cp\u003eDodging the bullwhip 247\u003c\/p\u003e \u003cp\u003eImproving Supply Chain Management 249\u003c\/p\u003e \u003cp\u003eCommunicating better 249\u003c\/p\u003e \u003cp\u003eOutsourcing inventory management 249\u003c\/p\u003e \u003cp\u003eSimplifying the chain by consolidating shipments 250\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Sourcing Strategically\u003c\/b\u003e \u003cb\u003e253\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSeeing the Upsides and Downsides of Outsourcing 253\u003c\/p\u003e \u003cp\u003eBenefiting from the pros 254\u003c\/p\u003e \u003cp\u003eAvoiding the cons 255\u003c\/p\u003e \u003cp\u003eGetting Down to the Basics 257\u003c\/p\u003e \u003cp\u003eFiguring out what to outsource 258\u003c\/p\u003e \u003cp\u003eChoosing the right partner 259\u003c\/p\u003e \u003cp\u003eDeveloping a lasting relationship 262\u003c\/p\u003e \u003cp\u003eIntegrating the product 264\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Digitalizing the Supply Chain\u003c\/b\u003e \u003cb\u003e267\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNavigating the Digital World 268\u003c\/p\u003e \u003cp\u003eDefining the difference between digitizing and digitalizing 268\u003c\/p\u003e \u003cp\u003eRealizing the benefits 268\u003c\/p\u003e \u003cp\u003eMapping a Digital Strategy 269\u003c\/p\u003e \u003cp\u003eUndergoing a digital transformation 270\u003c\/p\u003e \u003cp\u003eSelecting the best solution 271\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17: Scaling throughout the Product Life Cycle\u003c\/b\u003e \u003cb\u003e273\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManaging Operations Age-Appropriately 273\u003c\/p\u003e \u003cp\u003eSwooning over the Baby 275\u003c\/p\u003e \u003cp\u003eKeeping capacity flexible to minimize inventory during unpredictable demand 275\u003c\/p\u003e \u003cp\u003eDesigning a supply chain for a new product 277\u003c\/p\u003e \u003cp\u003eDefining a market with no competitors 278\u003c\/p\u003e \u003cp\u003eAvoiding failure in incubation 278\u003c\/p\u003e \u003cp\u003eSurviving the Awkward Stage of Quick Growth 279\u003c\/p\u003e \u003cp\u003eBalancing Capacity and inventory for growing demand 279\u003c\/p\u003e \u003cp\u003eGrowing your supply chain 281\u003c\/p\u003e \u003cp\u003eDistinguishing your product from competitors’ products 281\u003c\/p\u003e \u003cp\u003eGetting Comfortable with Market Maturity 282\u003c\/p\u003e \u003cp\u003eExploiting capacity and optimizing inventory for steady demand 282\u003c\/p\u003e \u003cp\u003eBalancing a mature supply chain 283\u003c\/p\u003e \u003cp\u003ePreparing for the End 283\u003c\/p\u003e \u003cp\u003eEmerging Anew 284\u003c\/p\u003e \u003cp\u003eRepositioning 284\u003c\/p\u003e \u003cp\u003eMaking improvements 285\u003c\/p\u003e \u003cp\u003eChanging the product portfolio 285\u003c\/p\u003e \u003cp\u003eManaging Start-up Operations 286\u003c\/p\u003e \u003cp\u003eOperating on a shoestring 287\u003c\/p\u003e \u003cp\u003eTransitioning to growth 287\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 5: Managing Projects\u003c\/b\u003e \u003cb\u003e289\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18: Leading Successful Projects 291\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Success 292\u003c\/p\u003e \u003cp\u003ePrioritizing criteria 292\u003c\/p\u003e \u003cp\u003eSeeing the interaction of factors 293\u003c\/p\u003e \u003cp\u003eFiguring Out Why Projects Fail 295\u003c\/p\u003e \u003cp\u003eLaying Out the Project Management Life Cycle 296\u003c\/p\u003e \u003cp\u003eDetailing the phases of the cycle 296\u003c\/p\u003e \u003cp\u003eDeciding to go or not to go 298\u003c\/p\u003e \u003cp\u003eDocumenting the project 300\u003c\/p\u003e \u003cp\u003eLeading a Project 300\u003c\/p\u003e \u003cp\u003eDeveloping a project proposal with a team 301\u003c\/p\u003e \u003cp\u003eCommunicating with stakeholders 302\u003c\/p\u003e \u003cp\u003eKeeping stakeholders in the loop 303\u003c\/p\u003e \u003cp\u003eManaging the team 303\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19: Estimating and Scheduling Projects\u003c\/b\u003e \u003cb\u003e307\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEstimating Time and Cost 308\u003c\/p\u003e \u003cp\u003eCompiling a list of tasks 308\u003c\/p\u003e \u003cp\u003eAdding up the project costs 312\u003c\/p\u003e \u003cp\u003eTiming: The critical path 314\u003c\/p\u003e \u003cp\u003eAssigning tasks 319\u003c\/p\u003e \u003cp\u003ePresenting the schedule 320\u003c\/p\u003e \u003cp\u003eWorking with Uncertainty 321\u003c\/p\u003e \u003cp\u003eEstimating with ranges 321\u003c\/p\u003e \u003cp\u003eUsing historical data 321\u003c\/p\u003e \u003cp\u003eRelying on expert knowledge 326\u003c\/p\u003e \u003cp\u003ePutting It All Together 328\u003c\/p\u003e \u003cp\u003eAvoiding the estimation dance 328\u003c\/p\u003e \u003cp\u003eAccelerating the project 329\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20: Becoming Agile\u003c\/b\u003e \u003cb\u003e331\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEscaping the Waterfall 332\u003c\/p\u003e \u003cp\u003eDeciding on Agile 333\u003c\/p\u003e \u003cp\u003eGearing Up for Agile 334\u003c\/p\u003e \u003cp\u003eSprinting through the Project 335\u003c\/p\u003e \u003cp\u003ePlanning the sprint 336\u003c\/p\u003e \u003cp\u003eStanding up with scrum meetings 339\u003c\/p\u003e \u003cp\u003eRinsing, washing, and repeating 340\u003c\/p\u003e \u003cp\u003eAvoiding Common Agile Mistakes 342\u003c\/p\u003e \u003cp\u003eStarting without planning 343\u003c\/p\u003e \u003cp\u003eIgnoring Waterfall skills 343\u003c\/p\u003e \u003cp\u003eCombining Agile and Waterfall 344\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21: Responding to Risks That Threaten Your Project 345\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTracking Project Progress 346\u003c\/p\u003e \u003cp\u003eAssessing earned value 346\u003c\/p\u003e \u003cp\u003eEarning value over time 349\u003c\/p\u003e \u003cp\u003eMonitoring the metrics: Who’s responsible? 351\u003c\/p\u003e \u003cp\u003eRealizing your project’s in trouble 351\u003c\/p\u003e \u003cp\u003ePlanning Ahead with Risk Registers 354\u003c\/p\u003e \u003cp\u003eKnowing what can go wrong 355\u003c\/p\u003e \u003cp\u003ePrioritizing risks 356\u003c\/p\u003e \u003cp\u003eDeveloping a contingency plan 358\u003c\/p\u003e \u003cp\u003eResponding Productively to Risk 361\u003c\/p\u003e \u003cp\u003eStaying productive: Parkinson’s Law 361\u003c\/p\u003e \u003cp\u003eRecovering from delays: Brook’s Law and Homer’s Law 362\u003c\/p\u003e \u003cp\u003eDelay the project 364\u003c\/p\u003e \u003cp\u003eSacrificing functionality 364\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 6: The Part of Tens\u003c\/b\u003e \u003cb\u003e365\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22: Ten Pivotal Operations Management Developments\u003c\/b\u003e \u003cb\u003e367\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLogistics 367\u003c\/p\u003e \u003cp\u003eDivision of Labor 368\u003c\/p\u003e \u003cp\u003eInterchangeable Parts 368\u003c\/p\u003e \u003cp\u003eScientific Management and Mass Production 369\u003c\/p\u003e \u003cp\u003eStatistical Quality Control 369\u003c\/p\u003e \u003cp\u003eLean Manufacturing 370\u003c\/p\u003e \u003cp\u003eScientific Project Planning 370\u003c\/p\u003e \u003cp\u003eSupply Chain Management 371\u003c\/p\u003e \u003cp\u003eComputerized Supply Chain Coordination 371\u003c\/p\u003e \u003cp\u003eElectronic Commerce 372\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23: Ten Mistakes That New Operations Managers Make\u003c\/b\u003e \u003cb\u003e373\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning an Improvement Journey without Knowing your Process 373\u003c\/p\u003e \u003cp\u003eCreating Overly Complex Processes 374\u003c\/p\u003e \u003cp\u003eMissing the Real Bottleneck 375\u003c\/p\u003e \u003cp\u003eManaging Based on Utilization 375\u003c\/p\u003e \u003cp\u003eNot Standardizing 375\u003c\/p\u003e \u003cp\u003eAutomating Bad Processes 376\u003c\/p\u003e \u003cp\u003eMisdefining Quality 376\u003c\/p\u003e \u003cp\u003eImproving Process through “Big Bangs” rather than Continuous Improvement 377\u003c\/p\u003e \u003cp\u003eNot Doing Enough Project Planning Upfront 377\u003c\/p\u003e \u003cp\u003eNot Focusing on the Customer 378\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24: Ten Traits of World-Class Operations\u003c\/b\u003e \u003cb\u003e379\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKnowing Thyself 379\u003c\/p\u003e \u003cp\u003ePossessing Profound Knowledge of the Customer 380\u003c\/p\u003e \u003cp\u003eFocusing Intensely on Quality 380\u003c\/p\u003e \u003cp\u003eAdapting to Change 381\u003c\/p\u003e \u003cp\u003eGetting Better All the Time 381\u003c\/p\u003e \u003cp\u003eAppreciating Employees 381\u003c\/p\u003e \u003cp\u003ePaying Constant Attention to Product Offerings 382\u003c\/p\u003e \u003cp\u003eUsing Relevant Process Metrics 382\u003c\/p\u003e \u003cp\u003eBalancing Respect and Expectations for the Supply Chain 382\u003c\/p\u003e \u003cp\u003eAvoiding Unnecessary Complexity 383\u003c\/p\u003e \u003cp\u003eIndex 385 \u003c\/p\u003e \u003cp\u003e\u003cb\u003eMary Ann Anderson\u003c\/b\u003e is Director of the Supply Chain Management Center of Excellence at the University of Texas at Austin.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eEdward Anderson, PhD,\u003c\/b\u003e is Professor of Operations Management at the University of Texas McCombs School of Business. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eGeoffrey Parker, PhD,\u003c\/b\u003e is Professor of Engineering at Dartmouth College.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eBecome a smooth operator \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA critical competency for any business, operations management is an increasingly popular field for business students and professionals who want to have an immediate impact on a company’s bottom line. And in \u003ci\u003eOperations Management For Dummies\u003c\/i\u003e, you’ll discover how firms actually get their products and services out the door. From forecasting demand to ensuring quality control, managing inventory, and sourcing supplies, this book walks you through how to keep a business humming and what to do when something goes wrong.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003e Inside… \u003cul\u003e\n\u003cli\u003eDesign the perfect process\u003c\/li\u003e \u003cli\u003eForecast demand\u003c\/li\u003e \u003cli\u003ePlan capacity and inventory\u003c\/li\u003e \u003cli\u003eRely on Lean principles\u003c\/li\u003e \u003cli\u003eConquer quality control\u003c\/li\u003e \u003cli\u003eUnderstand the supply chain\u003c\/li\u003e \u003cli\u003eManage Agile projects\u003c\/li\u003e \u003cli\u003eLearn digital operations technologies\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/b\u003e\u003c\/p\u003e","brand":"For Dummies","offers":[{"title":"Default Title","offer_id":47989719171301,"sku":"NP9781119843108","price":31.99,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119843108.jpg?v=1761785234","url":"https:\/\/k12savings.com\/es\/products\/operations-management-for-dummies-isbn-9781119843108","provider":"K12savings","version":"1.0","type":"link"}