TY - GEN AU - Danny, Samson; Singh, Prakash J. TI - Operations management: an integrated approach SN - 978-0-521-25894-4 U1 - 658.5/Sam/Sin PY - 2008/// CY - Delhi PB - Cambridge University Press KW - Operations management N1 - Page 1 of 2 First « Prev 1 2 Next » Last Frontmatter pp i-iv Get access Export citation Contents pp v-xvii Get access Export citation List of Contributors pp xviii-xx Get access Export citation Preface pp xxi-xxiii By Danny Samson, University of Melbourne, Prakash J. Singh, University of Melbourne https://doi.org/10.1017/CBO9781139150002.001 Get access Export citation Acknowledgements pp xxiv-xxvi Get access Export citation Part I - Operations within Organisations – Building Blocks pp 1-2 Get access Export citation 1 - What is Operations Management and Why is it Important? pp 3-36 By Prakash J. Singh, University of Melbourne https://doi.org/10.1017/CBO9781139150002.002 Get access Export citation 2 - Operating System Models pp 37-63 By David Parker, University of Queensland https://doi.org/10.1017/CBO9781139150002.003 Get access Export citation 3 - Key Decisions in OM pp 64-89 By Willem Selen, Middle East Technical University, Danny Samson, University of Melbourne https://doi.org/10.1017/CBO9781139150002.004 Get access Export citation 4 - Planning and Controlling the Use of Operating Assets and Resources pp 90-120 By Chee Chuong Sum, National University of Singapore https://doi.org/10.1017/CBO9781139150002.005 Get access Export citation Part II - Approaches to Understanding OM pp 121-122 Get access Export citation 5 - Strategic Approach to Operations Management pp 123-160 By Senevi Kiridena, University of New South Wales, Prakash J. Singh, University of Melbourne https://doi.org/10.1017/CBO9781139150002.006 Get access Export citation 6 - Processes and Systems in Operations Management pp 161-200 By Daniel Prajogo, Monash University, Prakash J. Singh, University of Melbourne, Danny Samson, University of Melbourne https://doi.org/10.1017/CBO9781139150002.007 Get access Export citation 7 - Supply Chain or Network Approach to Operations Management pp 201-222 By Richard Lane, University of Queensland https://doi.org/10.1017/CBO9781139150002.008 Get access Export citation Part III - Moving Forward with OM – Creating Competitive Advantage pp 223-224 Get access Export citation 8 - Innovation, Technology and Knowledge Management pp 225-250 By Paul Hyland, University of Queensland, Claudine Soosay, University of South Australia https://doi.org/10.1017/CBO9781139150002.009 Get access Export citation 9 - Quality Management in Operations pp 251-285 By Lawrie Corbett, Victoria University of Wellington https://doi.org/10.1017/CBO9781139150002.010 Get access Export citation 10 - Operations Excellence pp 286-322 By Ross Chapman, University of Western Sydney, Terry Sloan, University of Western Sydney, Ron Beckett, University of Western Sydney https://doi.org/10.1017/CBO9781139150002.011 Get access Export citation Part IV - Challenges and Opportunities in Operations pp 323-324 Get access Export citation 11 - Managing Risk in Operations pp 325-350 By Damien Power, University of Melbourne, Danny Samson, University of Melbourne https://doi.org/10.1017/CBO9781139150002.012 Get access Export citation 12 - Sustainability in Operations Management pp 351-380 By Suzy Goldsmith, University of Melbourne, Danny Samson, University of Melbourne https://doi.org/10.1017/CBO9781139150002.013 Get access Export citation 13 - Operations Management in Different Settings pp 381-406 By Victoria Hanna, University of Melbourne https://doi.org/10.1017/CBO9781139150002.014 Get access Export citation Part V - Case Studies pp 407-408 Get access Export citation 1 - Innovation in the Biotechnology Sector: The Case of IDT Australia pp 409-418 By John Morgan, University of Melbourne https://doi.org/10.1017/CBO9781139150002.015 Get access Export citation 2 - New Zealand King Salmon: Value-Chain Innovation pp 419-434 By Jay Sankaran, University of Auckland https://doi.org/10.1017/CBO9781139150002.016 Get access Export citation 3 - Pilila Clothing Company Goes Lean pp 435-439 By David Parker, University of Queensland https://doi.org/10.1017/CBO9781139150002.017 Get access Export citation 4 - From Singapore to the World: Port Management in Singapore pp 440-449 By Chee Chuong Sum, National University of Singapore https://doi.org/10.1017/CBO9781139150002.018 Get access Export citation 5 - Striving for Operations Excellence within Queensland Rail Supply Division pp 450-472 By Kevin Burgess, Queensland Rail, Brisbane https://doi.org/10.1017/CBO9781139150002.019 Get access Export citation 6 - Should I Stay or Should I Go? Shiraishi Garments Company pp 473-482 By Bin Jiang, DePaul University, Chicago, Patrick J. Murphy, DePaul University, Chicago https://doi.org/10.1017/CBO9781139150002.020 Get access Export citation 7 - Towards a Green Supply Chain: Toyota Australia pp 483-489 By Dayna Simpson, Monash University https://doi.org/10.1017/CBO9781139150002.021 Get access Export citation Page 2 of 2 First « Prev 1 2 Next » Last 8 - Process Analyses and Improvement at Bartter Enterprises pp 490-503 By Tom Bevington, Bevington Process Management Tools, Melbourne, Phillip Irvine, Bartter Enterprises, Danny Samson, University of Melbourne https://doi.org/10.1017/CBO9781139150002.022 Get access Export citation 9 - Operations Challenges at Firth Industries Limited, Wellington Division pp 504-517 By Lawrie Corbett, Victoria University of Wellington, D. Clay Whybark, University of North Carolina https://doi.org/10.1017/CBO9781139150002.023 Get access Export citation 10 - Ford Motor Company: Moving Forward in Australia pp 518-526 By Brett Allen, Ford Australia https://doi.org/10.1017/CBO9781139150002.024 Get access Export citation 11 - Technology Transfer at Hero Honda pp 527-535 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 https://doi.org/10.1017/CBO9781139150002.025 Get access Export citation 12 - Why Is the Patient Resident Time so Long?: The Case of St Martin's and Charity Private Hospital pp 536-541 By Victoria Hanna, University of Melbourne, Kannan Sethuraman, University of Melbourne https://doi.org/10.1017/CBO9781139150002.026 Get access Export citation Index pp 542-550 Get access Export citation Pa N2 - Book description 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 ER -