The McGraw-Hill 36-Hour Course: Operations Management

The McGraw-Hill 36-Hour Course: Operations Management

by Linda Brennan
Released September 2010
Publisher(s): McGraw-Hill
ISBN: 9780071746137

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Book description

Take a crash course in boosting operational efficiency!

Whether a business manufactures trucks, delivers packages, or sells coffee, it lives and breathes on its operations. Without exception. Ensuring smooth, efficient processes is a challenging task--but the rewards are immense. The McGraw-Hill 36-Hour Course: Operations Management puts you on the fast track to bolstering and managing the effectiveness of your organization’s operations. Complete with exercises, self-tests, and an online final exam, this virtual immersion course in operations management teaches you how to:
  • Evaluate and measure existing systems’ performance
  • Use quality management tools like Six Sigma and Lean Production
  • Design new, improved processes
  • Define, plan, and control costs of projects
Take this in-depth course on operations management and put your vision into action. This is the only book on the syllabus. Class begins now!

Table of contents

  1. Cover Page
  2. The Mcgraw-Hill 36-Hour Course
  3. Copyright Page
  4. Dedication
  5. Contents
  6. Preface
  7. Acknowledgments
  8. Chapter 1 Managing for Results
    1. Operations as a Transformation Function
    2. Operations as a Competitive Advantage
    3. Technique: Identifying Sources of Competitive Advantage
    4. Summary
  9. Chapter 2 A Practical Approach to Operations
    1. Systems Thinking
    2. Business Research Framework
    3. Technique: Environmental Analysis
    4. Summary
  10. Chapter 3 Desired Results
    1. Measurement Theory
    2. Operational Decision Making
    3. Technique: The Balanced Scorecard
    4. Summary
  11. Chapter 4 Organizational Performance
    1. Product and Service Design and Development
    2. Categories of Services
    3. Technique: Quality Function Deployment
    4. Summary
  12. Chapter 5 Quality Across the Organization
    1. Definitions of Quality
    2. The Quality Movement in Businesses
    3. Six Sigma
    4. Lean Production
    5. Technique: Quality Management Tools
    6. Summary
  13. Chapter 6 Technology Across the Value Chain
    1. Roles of Technology
    2. Technology Impact
    3. Applications of Technology Across and Beyond the Organization
    4. Technique: Capability Maturity Models
    5. Summary
  14. Chapter 7 Process Effectiveness
    1. Value Chain Perspective of Processes
    2. Process Design
    3. Ongoing Process Management
    4. Technique: Flowcharting
    5. Summary
  15. Chapter 8 Process Quality
    1. Theoretical Foundation
    2. Control Charts
    3. Process Capability
    4. Technique: Creating and Interpreting Control Charts
    5. Summary
  16. Chapter 9 Project Definition for Results
    1. The Project Management Body of Knowledge
    2. Project Management Foundations
    3. Project Success Factors
    4. Project Definition
    5. Technique: Developing a Statement of Work
    6. Summary
  17. Chapter 10 Project Planning
    1. Work Breakdown Structure
    2. Project Scheduling
    3. Technique: Critical Path Method
    4. Summary
  18. Chapter 11 Project Control
    1. Project Control
    2. Project Closings
    3. Effective Project Teams
    4. Technique: Conducting Effective Meetings
    5. Summary
  19. Chapter 12 Individual Effectiveness
    1. You as an Operational System
    2. Individual Performance
    3. Your Individualized Scorecard
    4. Summary
  20. Notes
  21. Index
  22. Instructions for Accessing Online Final Exam and Chapter Quiz Answers
  23. Footnote
    1. ch08fn1a

Product information

  • Title: The McGraw-Hill 36-Hour Course: Operations Management
  • Author(s): Linda Brennan
  • Release date: September 2010
  • Publisher(s): McGraw-Hill
  • ISBN: 9780071746137