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Operations Management for Dummies
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Table of Contents

Introduction 1 Part I: Getting Started with Operations Management 5 Chapter 1: Discovering the Fundamentals of Operations Management 7 Chapter 2: Defining and Evaluating Processes 19 Chapter 3: Designing Processes to Meet Goals 33 Chapter 4: Dealing with Shared Resources, Batches, and Rework 49 Chapter 5: Designing Your Process to Match Your Product or Service 67 Part II: Managing Variability and Risk 83 Chapter 6: Forecasting Demand 85 Chapter 7: Planning Capacity 99 Chapter 8: Managing Inventory 121 Chapter 9: Planning for Successful Operations 145 Chapter 10: Managing the Supply Chain 161 Part III: Improving Operations 177 Chapter 11: Becoming Lean 179 Chapter 12: Managing Quality 197 Chapter 13: Creating a Quality Organization 221 Part IV: Managing Projects 239 Chapter 14: Using Communication and Leadership Skills When Managing Projects 241 Chapter 15: Estimating and Scheduling Projects 255 Chapter 16: Responding to Risks That Threaten Your Project 277 Part V: Scaling and Globalizing Your Operations 297 Chapter 17: Considering Outsourcing 299 Chapter 18: Scaling Operations throughout the Product Life Cycle 313 Part VI: The Part of Tens 331 Chapter 19: Ten Pivotal Operations Management Developments 333 Chapter 20: Ten Mistakes That New Operations Managers Make 339 Chapter 21: Ten Traits of World-Class Operations 345 Index 351

About the Author

Mary Ann Anderson is a consultant in supply chain management and operations strategy. Dr. Edward Anderson is Associate Professor of Operations Management at the University of Texas McCombs School of Business. Dr. Geoffrey Parker is Professor of Management Science at the A. B. Freeman School of Business at Tulane University.

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