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About The Author * Short Contents * Long Contents * List Of Case Examples * Cast Of Characters * Preface * PART I: MANAGING OPERATIONS & PEOPLE FOR BUSINESSES & MARKETS * Managing Operations * Operations Strategy * Managing People * PART II: DESIGNING SERVICES, PRODUCTS & DELIVERY SYSTEMS * Designing and Developing Services & Products * Designing Service Delivery Systems * Designing Manufacturing Processes * Location and Layout * PART III: MANAGING & CONTROLLING THE OPERATIONS SYSTEM * Managing Capacity * Technology Developments * Operations Scheduling & Execution * Managing Quality * Managing Inventory * Managing the Supply Chain * Process Reliability & Delivery System Maintenance * PART IV: IMPROVING OPERATIONS * Time & Productivity * Improving Operations * PART V: MANAGING OPERATIONS IN PRACTICE * Ash Electrics * Berwick Carpets * British Airways: Customising the service * Caltrex Engineering (A) * Caltrex Engineering (B) * Fabritex Future Investments Group* Georgian Frames * Ghent Fireworks * Holmgren Engineering * Hunting Swift * The Ipswich Hospital * NHS Trust * Lloyds TSB * McDonalds * Northmore Finance Direct * Platt Green Electronics * Pret a Manger * Redman Company * Richmond Plastics * Rivionia Bank * Selfridges * Southwest Airlines * Spencer Thompson Tile Products * Too Short the Day * The Turn of an Unfriendly Card * Weavers Homeopathic Products * Wilson Pharmaceuticals * Yuppie Products * Acknowledgements * Index
About The Author * Short Contents * Long Contents * List Of Case Examples * Cast Of Characters * Preface * PART I: MANAGING OPERATIONS & PEOPLE FOR BUSINESSES & MARKETS * Managing Operations * Operations Strategy * Managing People * PART II: DESIGNING SERVICES, PRODUCTS & DELIVERY SYSTEMS * Designing and Developing Services & Products * Designing Service Delivery Systems * Designing Manufacturing Processes * Location and Layout * PART III: MANAGING & CONTROLLING THE OPERATIONS SYSTEM * Managing Capacity * Technology Developments * Operations Scheduling & Execution * Managing Quality * Managing Inventory * Managing the Supply Chain * Process Reliability & Delivery System Maintenance * PART IV: IMPROVING OPERATIONS * Time & Productivity * Improving Operations * PART V: MANAGING OPERATIONS IN PRACTICE * Ash Electrics * Berwick Carpets * British Airways: Customising the service * Caltrex Engineering (A) * Caltrex Engineering (B) * Fabritex Future Investments Group* Georgian Frames * Ghent Fireworks * Holmgren Engineering * Hunting Swift * The Ipswich Hospital * NHS Trust * Lloyds TSB * McDonalds * Northmore Finance Direct * Platt Green Electronics * Pret a Manger * Redman Company * Richmond Plastics * Rivionia Bank * Selfridges * Southwest Airlines * Spencer Thompson Tile Products * Too Short the Day * The Turn of an Unfriendly Card * Weavers Homeopathic Products * Wilson Pharmaceuticals * Yuppie Products * Acknowledgements * Inde

Drawing on his extensive industrial and consultancy experience, Terry Hill balances the strategic role of the operations manager with day-to-day management tasks, and shows how each step and decision in operations is affected by market needs and wants

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