PART I. FOUNDATION
Chapter 1
Results over Routine
(Motivation for this Study; Operations as Competitive Advantage,
Guiding Principles for Operations, Technique: Identifying Sources
of Competitive Advantage)
Chapter 2
Practical Approach
(Systems Thinking,Business Research Framework, Technique:
Evaluating Transformation Systems)
Chapter 3
Desired Results
(Bottom-Line Impact, Measurement Theory, Technique: Developing a
Balanced Measurement System)
PART II. RESULTS AT THE ORGANIZATIONAL LEVEL
Chapter 4
Organizational Performance
(The Organization as a Value Chain, Product and Service Design,
Operational Decision Points, Technique: Using a House of
Quality)
Chapter 5
Quality Practices and Continuous Improvement
(Definitions and Origins of Quality Management, Principles and
Practices for Quality,Six Sigma Approach, Technique: Performing
Problem Determination, Managing for Results,A Practical Approach to
Operations Management)
Chapter 6
Technology across the Value Chain
(Product, Process and Information Technologies,Organizational
Learning and Knowledge Management,Technique: Applying Maturity
Models)
PART III. RESULTS AT THE PROCESS LEVEL
Chapter 7
Process Design
(Defining Processes, Theory of Constraints, Levers for Capacity
Management, Technique: Creating Forecasts)
Chapter 8
Process Analysis & Reengineering
(Costs of Quality, Sources of Waste, Reengineering Principles &
Pitfalls, Techniques: Developing Flow Charts)
Chapter 9
Process Control
(To Change or Not to Change: Common vs. Assignable
Causes,Statistical Process Control and the Beauty of the Normal
Distribution, Attributes versus Variables, Chart Mechanics, Process
Capability, Implementation Considerations, Technique: Creating and
Interpreting Control Charts)
PART IV. ACHIEVING RESULTS
Chapter 10
Project Definition
(Project Success Factors and Career-Ending Moves, Managing Change,
Project Initiation, Project Planning, Technique: Developing a
Statement of Work)
Chapter 11
Project Control
(Schedule Development, Feasibility Analysis, Communications
Management, Project Closings, Technique: Using the Critical Path
Method)
Chapter 12
Project Management
(Project Roles and Responsibilities, Ethical and Effective
Leadership, Groups versus Teams; Technique: Running Effective
Meetings)
Linda L. Brennan, Ph.D., is a professor of management at Mercer University where she teaches graduate and undergraduate courses in operations management, leadership, international business, and strategy. Brennan lives in Macon, Georgia.
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