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Operations strategy / Nigel Slack and Michael Lewis.

By: Slack, Nigel.
Contributor(s): Lewis, Michael.
Material type: materialTypeLabelBookPublisher: Harlow : Financial Times Prentice Hall, 2002Description: xvi, 512 p. : ill. ; 25 cm.ISBN: 9780273637813.Subject(s): Strategic planning | Business and Management | Business & Management | Business strategy | Production & quality control managementDDC classification: 658.4012 SLA Summary: This book provides a treatment of operations strategy which is clear and well structured, and seeks to apply some of the ideas of operations strategy to a variety of businesses and organisations.
Holdings
Item type Current library Call number Copy number Status Barcode
General lending MTU Kerry North Campus Library First Floor Main 658.4012 SLA (Browse shelf(Opens below)) 1 Available 38888000522627
Total holds: 0

Enhanced descriptions from Syndetics:

This text provides an insight into the more advanced topic of operations strategy. Practitioners and academics alike are waking up to the power which can be released through the effective strategic management of any organisation's operations resources.

Includes bibliographies and index.

This book provides a treatment of operations strategy which is clear and well structured, and seeks to apply some of the ideas of operations strategy to a variety of businesses and organisations.

Table of contents provided by Syndetics

  • Foreword (p. xiii)
  • Preface (p. xv)
  • Acknowledgments (p. xix)
  • Part I The Nature of Operations Strategy (p. 1)
  • Chapter 1 Operations Strategy--The Two Perspectives (p. 3)
  • Introduction (p. 3)
  • The market perspective on operations strategy--"outside in" (p. 15)
  • The resource perspective on operations strategy--"inside out" (p. 20)
  • Bringing the two perspectives together (p. 29)
  • Case exercise: Hagen Style (p. 31)
  • Notes (p. 33)
  • Further reading (p. 33)
  • Chapter 2 The Content and Process of Operations Strategy (p. 34)
  • Introduction (p. 34)
  • Content--performance objectives (p. 36)
  • Content--operations strategy decision areas (p. 48)
  • The operations strategy matrix (p. 56)
  • The process of operations strategy (p. 59)
  • Case exercise: Dresding Medical (p. 66)
  • Notes (p. 67)
  • Further reading (p. 68)
  • Chapter 3 Time, Trade-Offs, and Targeting (p. 69)
  • Introduction (p. 69)
  • Operations strategy changes over time (p. 70)
  • Trade-offs (p. 77)
  • Targeting and operations focus (p. 89)
  • Case exercise: "Call-Us" Banking Services (p. 98)
  • Notes (p. 99)
  • Further reading (p. 100)
  • Part II The Content of Operations Strategy (p. 101)
  • Chapter 4 Configuring Operations Capacity (p. 103)
  • Introduction (p. 103)
  • The overall level of operations capacity (p. 109)
  • The number and size of sites (p. 119)
  • Location of capacity (p. 122)
  • Case exercise: Freeman Biotest, Inc. (p. 130)
  • Notes (p. 132)
  • Further reading (p. 132)
  • Chapter 5 Capacity Dynamics (p. 133)
  • Introduction (p. 133)
  • Timing of capacity change (p. 135)
  • The magnitude of capacity change (p. 147)
  • Changing location (p. 152)
  • Case exercise: Delta Synthetic Fibers (p. 157)
  • Notes (p. 160)
  • Further reading (p. 160)
  • Chapter 6 Supply Network Relationships (p. 161)
  • Introduction (p. 161)
  • Interoperations relationships in supply networks (p. 165)
  • Vertical integration (p. 169)
  • Traditional market-based supply (p. 175)
  • Partnership supply (p. 180)
  • Case exercise: Aztec Component Supplies (p. 189)
  • Notes (p. 190)
  • Further reading (p. 191)
  • Chapter 7 Supply Network Behavior (p. 192)
  • Introduction (p. 192)
  • Network behavior (p. 192)
  • A supply network perspective (p. 194)
  • Network dynamics (p. 199)
  • Network management (p. 208)
  • Case exercise: Zentrill (p. 217)
  • Notes (p. 219)
  • Further reading (p. 219)
  • Chapter 8 Process Technology--Definition and Characteristics (p. 220)
  • Introduction (p. 220)
  • What is process technology? (p. 221)
  • Characterizing process technology (p. 226)
  • Relating technology characteristics to market requirements (p. 235)
  • Characterizing process technology--Revisited (p. 241)
  • Including process technology trends (p. 245)
  • Case exercise: Bonkers Chocolate Factory (p. 249)
  • Notes (p. 250)
  • Further reading (p. 250)
  • Chapter 9 Process Technology--Choice and Implementation (p. 251)
  • Introduction (p. 251)
  • Why invest in process technology? (p. 251)
  • Direct and Indirect Process Technology (p. 252)
  • Evaluating process technology (p. 259)
  • Implementing process technology (p. 279)
  • Case exercise: Ontario Facilities Equity Management (OFEM) (p. 286)
  • Notes (p. 289)
  • Further reading (p. 289)
  • Chapter 10 Operations Organization and Role (p. 290)
  • Introduction (p. 290)
  • Organizational structure (p. 291)
  • The organizational position and role of operations (p. 302)
  • The role of "central operations" (p. 311)
  • Case exercise: The Thought Space Partnership (p. 318)
  • Notes (p. 320)
  • Further reading (p. 320)
  • Chapter 11 Operations Development and Improvement (p. 321)
  • Introduction (p. 321)
  • Development and improvement (p. 321)
  • Setting the direction (p. 328)
  • Developing operations capabilities (p. 339)
  • Deploying capabilities in the market (p. 347)
  • Case exercise: Customer Service at Kaston Pyral (p. 351)
  • Notes (p. 354)
  • Further reading (p. 355)
  • Chapter 12 Product and Service Development and Organization (p. 356)
  • Introduction (p. 356)
  • The strategic importance of product and service development (p. 356)
  • The product and service development process (p. 365)
  • A market requirements perspective on product and service development (p. 372)
  • An operations resources perspective on product and service development (p. 377)
  • Case exercise: Project Orlando at Dreddo Dan's (p. 388)
  • Notes (p. 390)
  • Further reading (p. 390)
  • Part III The Process of Operations Strategy (p. 391)
  • Chapter 13 Operations Strategy and "Fit" (p. 393)
  • Introduction (p. 393)
  • Operations strategy as fit (p. 396)
  • Comprehensive, coherence, correspondence, and criticality (p. 408)
  • Formulation models for fit (p. 412)
  • Practical challenges for achieving fit (p. 416)
  • Case exercise: The Focused Bank (p. 424)
  • Notes (p. 426)
  • Further reading (p. 426)
  • Chapter 14 Operations Strategy and Sustainability (p. 427)
  • Introduction (p. 427)
  • Static and dynamic sustainability (p. 429)
  • Learning, appropriation, and path dependency (p. 439)
  • Practical challenges of sustainable fit (p. 450)
  • Case exercise: Clever Consulting (p. 454)
  • Notes (p. 455)
  • Further reading (p. 456)
  • Chapter 15 Operations Strategy and Risk (p. 457)
  • Introduction (p. 457)
  • What are operations-related risk? (p. 461)
  • Cognition, context, and control (p. 469)
  • Practical challenges of risk (p. 481)
  • Case exercise: Saunders Industrial Services (p. 487)
  • Notes (p. 489)
  • Further reading (p. 489)
  • Index (p. 491)

Excerpt provided by Syndetics

Names are important. They are used to set expectations as much as they are used to describe something. This particularly applies to the seemingly simple title of this book: Operations Strategy.Depending on the punctuation you use, the meaning you ascribe to either word, or even the order of the words, could refer to several areas of study. These words could refer to the larger-term impact of day-to-day operations, the medium-term direction of a narrowly defined organizational function, or the more nebulous and dynamic interaction between all operational resources and the external requirements they attempt to satisfy. It is this last interpretation that forms the focus of this book. INTRODUCTION Just as some physical objects are so big that it can be difficult to see their whole, some concepts are so broadly based that they can be difficult to define. Operations strategy, as we see it, is like this. It is so all-embracing that it is easy to downplay the significance of the subject. Yet, operations strategy both lies at the heart of how organizations manage their strategic intent in practice, and is the context within which managers make strategic decisions. Take a look at some of the decisions with which operations strategy is concerned: How should the organization satisfy the requirements of its customers? What intrinsic capabilities should the organization try and develop as the foundation for its long-term success? How specialized should the organization's activities become? Should the organization sacrifice some of its objectives in order to excel at others? How big should the organization be? Where should the organization locate its resources? When should it expand or contract, and by how much? What should it do itself and what should it contract out to other businesses? How should it develop relationships with other organizations? What type of technology should it invest in? How should it organize the way it develops new products and services? How should it bind together its resources into an organizational structure? How should the organization's resources and processes be improved and developed over time? What guiding principles should shape the way any organization formulates its operations strategies? All these questions are not merely important, they are fundamental.No organization, whether large or small, for-profit, or not-for-profit, in the services or manufacturing sector, international or local, can ignore such questions. Operations strategy is central, ubiquitous, and vital to any organization's sustained success. THE AIM OF THIS BOOK The aim of this book is provide a treatment of operations strategy that is clear, well structured, and interesting. It seeks to apply some of the ideas of operations strategy in a variety of businesses and organizations. The text provides a logical path through the key activities and decisions of operations strategy as well as covering the broad principles that underlie the subject and the way in which operations strategies are put together in practice. More specifically, the text aims to be: Balancedin its treatment of the subject. In addition to taking the orthodox "market-led" approach to operations strategy, the book also provides an alternative but complementary "resource-based" perspective. Conceptualin the way it treats the decisions, activities, and processes that together form an organization's operations strategy. Although some examples are quantified, the overall treatment in the book is managerial and practical. Comprehensivein its coverage of the more important ideas and issues that are relevant to most types of business. In any book covering such a broad area as operations strategy, one cannot cover e Excerpted from Operations Strategy by Nigel Slack, Michael Lewis All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.