Operations management for dummies / Mary Ann Anderson, Dr. Edward Anderson, and Dr. Geoffrey Parker.

Includes index.

Includes index.

Part I: Getting Started with Operations Management -- Chapter 1: Discovering the Fundamentals of Operations Management -- Defining Operations Management -- Understanding the Process of Operations -- Meeting the Challenges -- Chapter 2: Defining and Evaluating Processes -- Mapping Processes -- Evaluating the Elements of a System -- Chapter 3: Designing Processes to Meet Goals -- Getting Started with Process Improvement -- Planning Operations -- Improving Processes According to a Goal -- Managing Bottlenecks -- Chapter 4: Dealing with Shared Resources, Batches, and Rework -- Sharing Resources -- Batching Parts and Setting Up Operations -- Managing Process Disruptions -- Chapter 5: Designing Your Process to Match Your Product or Service -- Considering Costs, Standardization, Volume, and Flexibility -- Improving Face-to-Face and Back-Office Operations -- Fulfilling Customer Demand: Making to Stock or Making to Order -- Designing for X: Designing Products with Operations in Mind -- Part II: Managing Variability and Risk -- Chapter 6: Forecasting Demand -- Getting Savvy about Forecasts -- Building a Forecast to Predict Demand -- Acknowledging the Error of Your Ways -- Chapter 7: Planning Capacity -- Considering Capacity -- Balancing Capacity and Inventory -- Addressing Wait Time for Services -- Chapter 8: Managing Inventory -- Dealing with the Business of Inventory -- Managing Inventory --

Getting Baseline Data on Performance -- Reducing Inventory without Sacrificing Customer Service -- Managing Inventory across the Supply Chain -- Chapter 9: Planning for Successful Operations -- Planning from the Top Down -- Exploring the Components of an Aggregate Plan -- Considering Materials -- Planning for Services -- Applying Information to the Entire Organization -- Chapter 10: Managing the Supply Chain -- Seeing the Structure of Supply Chains -- Aligning the Supply Chain with Business Strategy -- Exploring the Bullwhip Effect -- Improving Supply Chain Management -- Part III: Improving Operations -- Chapter 11: Becoming Lean -- Evolving to Lean -- Trimming the Fat -- Producing Just in Time -- Seeking the Silver Bullet -- Chapter 12: Managing Quality -- Deciding What Matters -- Recognizing the Value of QualityAddressing QualityDesigning for Quality -- Measuring Quality -- Chapter 13: Creating a Quality Organization -- Reaching Beyond Traditional Improvement Programs -- Adding to the Tool Box -- Overcoming Obstacles -- Part IV: Managing Projects -- Chapter 14: Using Communication and Leadership Skills When Managing Projects --Defining Success -- Figuring Out Why Projects Fail -- Laying Out the Project Management Life Cycle -- Leading a Project -- Chapter 15: Estimating and Scheduling Projects -- Estimating Time and Cost -- Working with Uncertainty -- Putting It All Together.

Operations Management For Dummies serves as a resourceful aid for this difficult subject. Tracks to a typical course in operations management or operations strategy, and covers topics such as evaluating and measuring existing systems' performance and efficiency, materials management and product development, using tools like Six Sigma and Lean production, designing new, improved processes, and defining, planning, and controlling costs of projects.