Managing Operations

Book description

Managing Operations is a concise guide to the fundamentals of operations management. Using examples and case studies from public, private and voluntary sector organizations, this book will enable managers to develop their competency to an excellent standard in an industrial or commercial setting.

As well as being very practically based, Managing Operations also provides the theory behind operations management.

The book is based on the Management Charter Initiative's Occupational Standards for Management NVQs and SVQs at level 4. It is particularly suitable for managers on the Certificate in Management, or Part 1 of the Diploma, especially those accredited by the IM and Edexcel.

Managing Operations is part of the highly successful series of textbooks for managers which cover the knowledge and understanding required as part of any competency-based management programme. The books cover the three main levels of management: supervisory/first-line management (NVQ level 3), middle management (Certificate/NVQ level 4) and senior management (Diploma/NVQ level 5). Also included are titles which cover management issues in particular sectors, such as schools or the public sector, in more depth. You will find a full listing of other titles available at the front of this book.

Bob Johnson is a freelance management consultant and trainer with extensive experience of the retail, service, government and voluntary sectors. He has managed operations in the sales, marketing, purchasing, training and consultancy functions.

Table of contents

  1. Front Cover
  2. Half Title
  3. Titles in the Institute of Management Series
  4. Title Page
  5. Copyright
  6. Contents
  7. Series adviser’s preface
  8. Introduction: what is operations management?
  9. 1 Operations: the engine of the business
    1. Finance
    2. Marketing
    3. Personnel
    4. Operations
  10. 2 The organizational context
    1. The risks of decentralization
    2. Effective decentralization
    3. Strategy, mission and goals
    4. Environmental demands and constraints
  11. 3 Managing resources
    1. Managing capacity
    2. Managing operating schedules
    3. Managing inventory
    4. Managing capability
  12. 4 The voice of the customer
    1. External and internal customers
    2. Operations as a horizontal process
    3. Customer requirements and feedback
    4. Reasonable and unreasonable expectations
  13. 5 Managing quality
    1. Image and expectations
    2. The language of quality
    3. Quality control
    4. Right first time
    5. Quality improvement
  14. 6 Health, safety - and productivity?
    1. The legal framework
    2. Rights and responsibilities
    3. The price of failure
    4. The link to productivity
  15. 7 Monitoring and control
    1. The manager’s role
    2. Objectives and performance measures
    3. Evaluating shortfalls
    4. Remedial action: tactical and strategic
    5. Involving others
  16. 8 Continuous improvement
    1. Objectives of continuous improvement
    2. The need for continuous improvement
    3. Risks of continuous improvement
    4. The process of continuous improvement
    5. Implications of continuous improvement
  17. 9 Managing change
    1. Approaches to problem-solving
    2. Force-field analysis
    3. Involving others
  18. 10 Managing people
    1. Managing subordinates
    2. Managing colleagues
    3. Managing the boss
  19. Index

Product information

  • Title: Managing Operations
  • Author(s): Bob Johnson, Alan Hart
  • Release date: June 2007
  • Publisher(s): Routledge
  • ISBN: 9781136382956