| Formatted contents note |
Page 1 of 2<br/><br/>First<br/> <br/>« Prev<br/> <br/>1<br/> <br/>2<br/> <br/>Next »<br/> <br/>Last<br/> <br/>Frontmatter pp i-iv<br/>Get access Export citation<br/><br/>Contents pp v-xvii<br/>Get access Export citation<br/><br/>List of Contributors pp xviii-xx<br/>Get access Export citation<br/><br/>Preface pp xxi-xxiii<br/>By Danny Samson, University of Melbourne, Prakash J. Singh, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.001<br/>Get access Export citation<br/><br/>Acknowledgements pp xxiv-xxvi<br/>Get access Export citation<br/><br/>Part I - Operations within Organisations – Building Blocks pp 1-2<br/>Get access Export citation<br/><br/>1 - What is Operations Management and Why is it Important? pp 3-36<br/>By Prakash J. Singh, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.002<br/>Get access Export citation<br/><br/>2 - Operating System Models pp 37-63<br/>By David Parker, University of Queensland<br/>https://doi.org/10.1017/CBO9781139150002.003<br/>Get access Export citation<br/><br/>3 - Key Decisions in OM pp 64-89<br/>By Willem Selen, Middle East Technical University, Danny Samson, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.004<br/>Get access Export citation<br/><br/>4 - Planning and Controlling the Use of Operating Assets and Resources pp 90-120<br/>By Chee Chuong Sum, National University of Singapore<br/>https://doi.org/10.1017/CBO9781139150002.005<br/>Get access Export citation<br/><br/>Part II - Approaches to Understanding OM pp 121-122<br/>Get access Export citation<br/><br/>5 - Strategic Approach to Operations Management pp 123-160<br/>By Senevi Kiridena, University of New South Wales, Prakash J. Singh, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.006<br/>Get access Export citation<br/><br/>6 - Processes and Systems in Operations Management pp 161-200<br/>By Daniel Prajogo, Monash University, Prakash J. Singh, University of Melbourne, Danny Samson, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.007<br/>Get access Export citation<br/><br/>7 - Supply Chain or Network Approach to Operations Management pp 201-222<br/>By Richard Lane, University of Queensland<br/>https://doi.org/10.1017/CBO9781139150002.008<br/>Get access Export citation<br/><br/>Part III - Moving Forward with OM – Creating Competitive Advantage pp 223-224<br/>Get access Export citation<br/><br/>8 - Innovation, Technology and Knowledge Management pp 225-250<br/>By Paul Hyland, University of Queensland, Claudine Soosay, University of South Australia<br/>https://doi.org/10.1017/CBO9781139150002.009<br/>Get access Export citation<br/><br/>9 - Quality Management in Operations pp 251-285<br/>By Lawrie Corbett, Victoria University of Wellington<br/>https://doi.org/10.1017/CBO9781139150002.010<br/>Get access Export citation<br/><br/>10 - Operations Excellence pp 286-322<br/>By Ross Chapman, University of Western Sydney, Terry Sloan, University of Western Sydney, Ron Beckett, University of Western Sydney<br/>https://doi.org/10.1017/CBO9781139150002.011<br/>Get access Export citation<br/><br/>Part IV - Challenges and Opportunities in Operations pp 323-324<br/>Get access Export citation<br/><br/>11 - Managing Risk in Operations pp 325-350<br/>By Damien Power, University of Melbourne, Danny Samson, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.012<br/>Get access Export citation<br/><br/>12 - Sustainability in Operations Management pp 351-380<br/>By Suzy Goldsmith, University of Melbourne, Danny Samson, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.013<br/>Get access Export citation<br/><br/>13 - Operations Management in Different Settings pp 381-406<br/>By Victoria Hanna, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.014<br/>Get access Export citation<br/><br/>Part V - Case Studies pp 407-408<br/>Get access Export citation<br/><br/>1 - Innovation in the Biotechnology Sector: The Case of IDT Australia pp 409-418<br/>By John Morgan, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.015<br/>Get access Export citation<br/><br/>2 - New Zealand King Salmon: Value-Chain Innovation pp 419-434<br/>By Jay Sankaran, University of Auckland<br/>https://doi.org/10.1017/CBO9781139150002.016<br/>Get access Export citation<br/><br/>3 - Pilila Clothing Company Goes Lean pp 435-439<br/>By David Parker, University of Queensland<br/>https://doi.org/10.1017/CBO9781139150002.017<br/>Get access Export citation<br/><br/>4 - From Singapore to the World: Port Management in Singapore pp 440-449<br/>By Chee Chuong Sum, National University of Singapore<br/>https://doi.org/10.1017/CBO9781139150002.018<br/>Get access Export citation<br/><br/>5 - Striving for Operations Excellence within Queensland Rail Supply Division pp 450-472<br/>By Kevin Burgess, Queensland Rail, Brisbane<br/>https://doi.org/10.1017/CBO9781139150002.019<br/>Get access Export citation<br/><br/>6 - Should I Stay or Should I Go? Shiraishi Garments Company pp 473-482<br/>By Bin Jiang, DePaul University, Chicago, Patrick J. Murphy, DePaul University, Chicago<br/>https://doi.org/10.1017/CBO9781139150002.020<br/>Get access Export citation<br/><br/>7 - Towards a Green Supply Chain: Toyota Australia pp 483-489<br/>By Dayna Simpson, Monash University<br/>https://doi.org/10.1017/CBO9781139150002.021<br/>Get access Export citation Page 2 of 2<br/><br/>First<br/> <br/>« Prev<br/> <br/>1<br/> <br/>2<br/> <br/>Next »<br/> <br/>Last<br/> <br/>8 - Process Analyses and Improvement at Bartter Enterprises pp 490-503<br/>By Tom Bevington, Bevington Process Management Tools, Melbourne, Phillip Irvine, Bartter Enterprises, Danny Samson, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.022<br/>Get access Export citation<br/><br/>9 - Operations Challenges at Firth Industries Limited, Wellington Division pp 504-517<br/>By Lawrie Corbett, Victoria University of Wellington, D. Clay Whybark, University of North Carolina<br/>https://doi.org/10.1017/CBO9781139150002.023<br/>Get access Export citation<br/><br/>10 - Ford Motor Company: Moving Forward in Australia pp 518-526<br/>By Brett Allen, Ford Australia<br/>https://doi.org/10.1017/CBO9781139150002.024<br/>Get access Export citation<br/><br/>11 - Technology Transfer at Hero Honda pp 527-535<br/>By R. D. Pathak, University of the South Pacific, Z. Husain, United Arab Emirates University, Sushil, Indian Institute of Technology, Delhi, Danny Samson, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.025<br/>Get access Export citation<br/><br/>12 - Why Is the Patient Resident Time so Long?: The Case of St Martin's and Charity Private Hospital pp 536-541<br/>By Victoria Hanna, University of Melbourne, Kannan Sethuraman, University of Melbourne<br/>https://doi.org/10.1017/CBO9781139150002.026<br/>Get access Export citation<br/><br/>Index pp 542-550<br/>Get access Export citation<br/>Pa |
| Summary, etc |
Book description<br/>Operations Management: An Integrated Approach provides an account of the systems, processes, people and technology that determine an organisation's strategy and success. With contributions from leading experts internationally, the text takes a comprehensive, comparative, and best-practice approach and applies this specifically to the Asia-Pacific region. Rigorous in scholarship yet eminently accessible in style, Operations Management is replete with pedagogical features - figures and tables, discussion exercises, 'Learnings from the Internet', and a diversity of long and short case studies from around the world. Students are taken on a seamless journey from the fundamentals of operations management, through to the multiple approaches, the various innovations, challenges and risks, and ultimately to models of sustainability and evaluative tools and techniques. The text effectively prepares future managers across every sector of the economy to lead, organise, plan and control a set of resources, in pursuit of identified goals. The book will be supported by an extensive companion website featuring PowerPoint slides for each chapter, sample answers, teaching notes and figures/images for presentations. |
