11.1 Introduction
2016.1 Introduction
21.2 What is Management?
2026.2 Reliability basics: Fleet Reliability
31.3 Operation Management
2036.3 Maintenance Considerations
41.4 Management functions
2046.4 Time-dependent reliability models
5Planning
2056.5 Hazard function
6Organizing
2066.6 Repairable systems
7Staffing
207Corrective Maintenance - CM and Preventive Maintenance - PM. : Condition-Based Maintenance
8Directing
2086.7 Availability
9Controlling
209The general substitution model: The substitution model for CFR
101.5 Levels of management
2106.8 General model of minimal repair
111.6 Operation management decisions
2116.9 Summary
121.7 Summary
2126.10 Short questions
131.8 Short questions
213References: Figure Resource
14References: Figure Resource
2147.1 Introduction: What is strategic management?
152.1 Introduction
2157.2 Global-View
162.2 Industrial revolution
2167.2.1 Provide Better Goods and Services
172.3 Management science
2177.2.2 Improve the Supply Chain
182.4 Key Benefits of Effective Operations Management
2187.2.3 Reduce Costs
191. Product Quality
2197.2.4 Learn to Improve Operations
202. Productivity
2207.2.5 Understand Markets
213. Customer Satisfaction
2217.2.6 Employ Global Talent
224. Reduced Operating Cost
2227.3 Mission and Strategy
235. Collaboration
2237.4 Competitive Advantage
246. Revenue Increase
2247.4.1 Differentiation
252.5 The scope of operations management
2257.4.2 Cost
262.6 Summary
2267.4.3 Response
272.7 Short questions: References
2277.4.4 Strategic OM Decisions
283.1 introduction
2287.5 Decision Making in Operations Management
293.2 Why supply chain management?
2297.5.1 Process
30Improve Customer Services
2307.5.2 Research
31Reduce Operating Costs
2317.5.3 Preconditions
32Improve Financial Position
2327.6 Quality Management
333.3 What are the benefits of supply chain management?: Example of supply chain management
233Quality Improvement Methods: Quality Management – Example
343.4 The Supply Chain’s Strategic Importance
2347.6.1 Principles of Quality Management
35Sourcing Issues: Make-or-Buy and Outsourcing
2351. Customer Focus
36Make-or-Buy Decisions
2362. Leadership
37Outsourcing
2373. Engagement of People
38Six Sourcing Strategies
2384. Process Approach
39• Many Suppliers
2395. Continuous Improvement
40• Few Suppliers
2406. Evidence-based Decision Making
413.4.1 Vertical Integration
2417. Relationship Management
423.4.2 Joint Ventures: Keiretsu Networks
2427.7 Benefits of Quality Management
433.4.2 Virtual Companies
2437.8 Core Competencies
443.5 Supply Chain Risk
2447.8.1 Core Competency Theory
453.5.1 Risks and Mitigation Tactics
2457.8.2 Core Competencies and Strategy
463.5.2 Security and JIT
246 7.9 Staffing
473.6 Managing the Integrated Supply Chain
2477.9.1 Nature of Staffing Function
483.6.1 Issues in Managing the Integrated Supply Chain
248• Staffing is an important managerial function
49Local Optimization
249• Staffing is a pervasive activity
50Incentives (Sales Incentives, Quantity Discounts, Quotas, and Promotions)
250• Staffing is a continuous activity
51Large Lots
251• The basis of staffing function is efficient management of personnel
523.7 Opportunities in Managing the Integrated Supply Chain
252• Staffing helps in placing the right men at the right job
53Accurate “Pull” Data
253• Staffing is performed by all managers
54Lot Size Reduction
2547.9.2 Staffing Process - Steps involved in Staffing
55Single-Stage Control of Replenishment
2557.10 SWOT Analysis
56Vendor-Managed Inventory
2567.10.1 Strengths and weaknesses
57Collaborative Planning, Forecasting, and Replenishment (CPFR)
2577.10.2 Opportunities and threats
58Blanket Orders
2587.10.3 Swot Analysis Importance
59Standardization
2597.11 Summary
60Postponement
2607.12 Short questions
61Electronic Ordering and Funds Transfer
261References : Figure Resource
62Drop Shipping and Special Packaging
2628.1 Introduction
633.8 Coca-Cola Amatil’s Supply-Chain Solutions
2638.1 Strategy
643.9 Building the Supply Base
2648.2 Defining Quality
65Supplier Evaluation
2658.2.1 Implications of Quality
66Supplier Certification
266Malcolm Baldrige National Quality Award
67Supplier Development
267ISO 9000 International Quality Standards
683.10 Negotiations
2688.2.2 Cost of Quality (COQ)
69Cost-Based Price Model
2698.2.3 Ethics and Quality Management
70Market-Based Price Model
2708.3 Total Quality Management
71Competitive Bidding
2718.3.1 Continuous Improvement
72Contracting
2728.3.2 Six Sigma: Implementing Six Sigma
73Centralized Purchasing
2738.3.3 Employee Empowerment : Internal Benchmarking
74E-Procurement
2748.3.4 Just-in-Time (JIT)
75Online Catalogs and Exchanges
2758.3.5 Taguchi Concepts
76Online Auctions
2768.3.6 Knowledge of TQM Tools
773.11 Logistics Management
277TQM Tools
78Shipping Systems
278Scatter Plots
79Trucking
279Control Charts
80Railroads
280Check Lists
81Airfreight
281Check Sheets
82Waterways
282Histogram or Bar Graph
83Pipelines
283Cause and Effect, Fishbone, Ishikawa Diagram
84Multimodal
284Flow Charts
853.11.1 Warehousing
2858.4 TQM in Services
863.11.2 DHL’s Role in the Supply Chain
2868.5 Summary
873.11.3 Third-Party Logistics (3PL)
2878.6 Short questions
883.12 Distribution Management
288References: Figure Resource
893.13 Supply Chain Management Ethics
2899.1 Introduction
90Personal Ethics
2909.2 Strategic objectives of honda motors
91Ethics Within the Supply Chain
2919.3 Tool for analysis of the strategic objectives of honda motors
92Ethical Behavior Regarding the Environment
2929.3.1 SWOT Analysis of Honda Motors
93Establishing Sustainability in Supply Chains
293Strengths
943.14 Measuring Supply Chain Performance
294Weaknesses
95Assets Committed to Inventory : Example 1 Tracking Home Depot’s Inventory Investment
295Opportunities
96 3.15 Short Questions
296Threats
97References: Figure Resource
2979.3.2 Performance operations, objectives of the company
984.1 Introduction
2989.4 Toyota Motor Corporation
994.2 Principles of operation management
2999.4.1 Toyota’s Objectives
1004.2.1 Fundamentals
3009.4.2 Operations Management at Toyota
101Reality
3019.4.3 Quality Management in Toyota
102Organization
3029.4.4 Quality improvement approach
103Accountability
3039.4.5 Customer Satisfaction
104Variance
3049.4.6 Principles of Toyota Production System (TPS)
105Causality
3059.5 Strategic management of the Dell Corporation
106Managed passion
3069.5.1 Key success factors of the industry
107Success
307Product attributes
108Humility
308Resources competencies
109Change
309Characteristics of Competencies
1104.2.2 Knowing the Competition
3109.5.2 Competitive capabilities
1114.2.3 Quality Control
3119.5.3 Current strategies:
1124.3 International production
312Corporate level:
1134.4 The Nature of International Operations Management
313Target new markets
1144.4.1 Complexities of International Operations Management
314Business level:
115Production management:
315Functional level:
116Supply Chain Management and Vertical Integration.
3169.5.4 Current corporate structure/culture
1174.5 Required skills
3179.5.5 SWOT analysis of Dell
118Organizational Abilities
318External environment Analysis
119Analytic Capabilities/Understanding of the Process
319Opportunities
120Coordination of Processes
320Threats
121People Skills
3219.6 Apple’s Global Operations management Strategy
122Creativity
3229.7 Summary
123Tech-savviness
3239.8 Short questions: References
1244.6 New trends
32410.1 Introduction
125Business Process Reengineering (BPR)
32510.2 Corporate Social Responsibility
126Lean and agile manufacturing
32610.3 Sustainability
127Sigma six
32710.3.1 Design and Production for Sustainability : For instance:
128Reconfigurable manufacturing system (RMS)
32810.3.2 Production Process: For example:
1294.6 Effective Operations Management Benefits
32910.3.3 Logistics
130Profitability Management:
33010.4 End-of-Life Phase
131Competitive Advantage:
33110.5 Regulations and Industry Standards
132Reduce Waste:
33210.6 International Environmental Policies and Standards
133Cease Dependence on Inspection:
333European Union Emissions Trading System: : ISO 14000:
134Increased Revenues:
33410.7 Summary
1354.7 Short Questions
33510.8 Short questions: References
136References: Figure Resource
33611.1 Introduction: Other interesting recent Bechtel projects include:
1375.1 Introduction
33711.2 The Importance of Project Management
1385.2 Features of business policies
33811.2.1 Project Planning
1395.3 Types of policies
33911.2.2 The Project Manager
140A. Based on Source:
34011.3 Project framework
1411. Originated Policy:
34111.4 The Role of Project Management in a Small Business
1422. Appealed Policy:
342Stay on Schedule
1433. Implied Policy:
343Track Expenses
1444. Externally Imposed Policy:
344Better Control
145B. Based on Different Levels:
345Effective Evaluation
1461. Basic Policies:
346The Value of Project Management.
1472. General Policies:: Example:
34711.5 The value of PM for Business Administration: 11.5.1 A Project is a risk
1483. Department Policies:: Example:
34811.6 Different views of financial results.
149C. Based on Managerial Functions:
349Business budget
1501. Planning Policies:
350Project Budget
1512. Organisation Policies:
351Project Portfolio accumulated Budgets
1523. Motivation and Control Policies:
35211.7 The Value of a PMO
153D. Based on Dissemination:
35311.7.1 PMO Enterprise portfolio tools
1541. Explicit Policies:
35411.7.2 Conflict of PMO justification
1552. Implicit Policies:
35511.7.3 The Conflicting view of a PMO
156E. Based on Functions:
35611.8 PMO vs. Business Administration
1571. Marketing Policies:
35711.8.1 PMO becomes a threat
158(a) Product Policies:
35811.8.2 Shift in Power
159(b) Pricing Policies:
35911.8.3 Where in the organization should the PMO be organized
160(c) Promotion Policies:
36011.8.4 Establish an executive Sponsor
161(d) Physical Distribution Policies:
36111.9 PMO in large organizations
1622. Production Policies:
362Cross function is different: Hard wind blowing
163(a) The Size of the Run Policy:
36311.10 Project Management Techniques: PERT and CPM
164(b) Automation Policy:
364The Framework of PERT and CPM : Probability of Project Completion
165(c) Production Stabilisation Policy:
36511.10.1 Variability in Completion Time of Noncritical Paths
166(d) Make or Buy Policy:
366Cost-Time Trade-Offs and Project Crashing
167(e) Inventory Levels Policy:
367A Critique of PERT and CPM : Advantages
1683. Financial Policies:
36811.11 Summary
169(a) Sources of Capital:
36911.12 Short questions
170(b) Working Capital Policy:
370References: Figure Resource
171(c) Profit Distribution Policy:
37112.1 Introduction
172(d) Depreciation Allowance Policy:
37212.2 The Strategic Importance of Maintenance and Reliability
1734. Personnel Policies:
37312.3 Reliability
174(a) Personnel Selection Policy:
37412.3.1 System Reliability
175(b) Training and Promotion Policy:
37512.3.2 Providing Redundancy
176(c) Remuneration and Benefits Policy:
37612.4 Maintenance
177(d) Industrial Relations Policies:
37712.4.1 Implementing Preventive Maintenance
1785.4 The Foundational Role of Policies in the Organization
37812.4.2 Increasing Repair Capabilities
179Policies are managed in documents and file shares.
37912.4.3 Autonomous Maintenance
180Reactive and inefficient policy programs.
38012.4.4 Total Productive Maintenance
181Policies that do not adhere to a consistent style.
38112.5 Summary
182Rogue policies.
38212.6 Short questions
183Out-of-date policies.
383References: Figure Resource
184Policies without lifecycle management.
38413.1 Introduction
185Policies that do not map to exceptions or incidents.
38513.2 Capacity : 13.2.1 Design and Effective Capacity
186Policies that fail to cross-reference standards, rules, or regulations.
38613.3 Capacity and Strategy
1875.5 Economic policies in Canada
387Capacity Considerations
1885.5.1 Economic Policy
38813.3.1 Managing Demand
1895.5.2 Labor Market Policy
389Demand Exceeds Capacity
1905.6 Economic policies in the USA
390Capacity Exceeds Demand
191The President’s Budget
391Adjusting to Seasonal Demands
1925.6.1 Monetary Policy
39213.3.2 Capacity management at the PizzaFactory : Tactics for Matching Capacity to Demand
1935.6.2 Policies That Influence Entrepreneurship
39313.4 Service-Sector Demand and Capacity Management
1941. Tax Policy
394Demand Management : Capacity Management
1952. Regulation
39513.5 Bottleneck Analysis and the Theory of Constraints
1963. Start-Up Costs and Capital Access
396To summarize: : Theory of Constraints
1974. Legal Protection, Property Rights, and Economic Freedom
39713.5.1 Bottleneck Management
1985.7 Summary
39813.6 Summary
1995.8 Short questions
39913.7 Short questions: References
200References: Figure Resource
