Book description
Focused Operations Management shows how to do much more with existing resources in terms of throughput, response time and quality. It provides a system view and will touch upon performance measures, operations management, quality, cost-accounting, pricing, and above all, value creation and value enhancement.
Table of contents
- Copyright
- Dedication
- Preface
- Acknowledgments
- About the Authors
- 1. The Modern Business Environment
- 2. Principles of Management in the Dynamic Environment
- 3. The Pareto Rule, the Focusing Table, and the Focusing Matrix
- 4. Managing the System by Its Constraints
-
5. Management by Constraints in a Bottleneck Environment
- Step 4—Decide How to Exploit the Constraint and Break Dummy and Policy Constraints
- Step 5—Subordinate the Rest of the System to the Previous Decision (the Constraint)
- Step 6—Elevate and Break the Constraint
- Step 7—If a Constraint Was Broken Return to Step 3. Do Not Let Inertia Become the System Constraint
- Summary
-
6. Managing by Constraints When the Market Is the Constraint
- Step 4—Decide How to Exploit the Constraint and Break Policy and Dummy Constraints
- Step 5—Subordinate the Rest of the System to the Previous Decision (the Constraint)
- Step 6—Elevate and Break the Constraint
- Step 7—If a Constraint Was Broken, Return to Step 3. Do Not Let Inertia Become the System Constraint
- Summary
- 7. Focused Current Reality Tree
- 8. Resolving Managerial Conflicts
- 9. The Efficiencies Syndrome
- 10. Evils of Long Response Times
-
11. Reducing Response Times
- Methods for Reducing Response Times and Work in Process
-
Strategic Importance of Reducing Response Times and Working with Small Batches
- Fear of Increasing the Number of Setups
- Economies of Scale Thinking
- Measurement and Control
- Implementing the Drum‐Buffer‐Rope Mechanism
- Quality Improvement and Reduction of the Garbage Plant
- Avoiding Bad Multitasking
- Concurrent Engineering
- Implementing Group Technology
- Working in Parallel Rather Than Serially
- Summary
- 12. The Complete Kit Concept
- 13. Performance Measures and Managerial Control
- 14. The Effects of Fluctuations, Variability, and Uncertainty on the System
- 15. Evils of Traditional Cost Accounting
- 16. Marketing, Costing, and Pricing Considerations in Decision‐Making Processes
- 17. Quality Management and Process Control
-
18. Strategy, Positioning, and Focusing
-
Strategy
- Assess Strategic Moves
- Improve the Good Old SWOT Analysis
- Watch Your Assets
- Determine Where the Constraint Should Be Located
- Define a Mafia Offer and a Viable Vision
- Translate Strategic Decisions into Action Items
-
Utilize the Focused Arena Strategy
- Step 1: Identify the Organizational Goal, Vision, and Mission
- Step 2: Define Performance Measurements
- Step 3: Analyze Internal and External Environments with a Focused SWOT Analysis
- Step 4: Identify Core Competencies Using the Core Competencies Tree
- Step 5: Identify Core Problems Using the Focused Current Reality Tree
- Step 6: Focus on the Main Opportunities and Threats
- Step 7: Perform a Gap Analysis
- Step 8: Decide Where the Constraint Should Be Located
- Step 9: Determine What Actions to Take, Then Execute and Control those Actions
-
Case Study Analysis by the FAST Methodology
- FAST Step 1: Identify the Organizational Goal, Vision, and Mission
- FAST Step 2: Define Performance Measurements
- FAST Step 3: Analyze Internal and External Environments with a Focused SWOT Analysis
- FAST Step 4: Identify Core Competencies Using the Core Competencies Tree
- FAST Step 5: Identify Core Problems Using the Focused Current Reality Tree
- FAST Step 6: Focus of on the Main Opportunities and Threats
- FAST Step 7: Perform a Gap Analysis
- FAST Step 8: Decide Where the Constraint Should Be Located
- FAST Step 9: Determine What Actions to Take, Then Execute and Control those Actions
- Summary
-
Strategy
-
19. Value Creation
- Value Creation from Managerial Activities
- Assessing the Value of the Firm
- Economic Value Added (EVA) Metric
-
Value Focused Management Model
- Determine the Goal
- Determine the Performance Measures
- Identify the Value Drivers
- Decide How to Improve the Value Drivers
- Implement and Control
-
Value Creation: The Supermarket Chain
- Stage 1: Determine the Goal
- Stage 2: Determine the Performance Measures
- Stage 3: Identify the Value Drivers
- UnDesirable Effects
-
Potential Value Drivers
- Increase the Average Customer Purchase
- Establish a Logistics Center
- Introduce a Private Label
- Enhance Shelf Space Management
- Increase the Managerial and Professional Quality of the Administrative and Operations Personnel
- Increase the Shelf Space Area at the Expense of Storerooms in the Branches
- Increase the Number of Suppliers' Credit Days
- Calculate the Potential Value Creation
- Summary
- Appendix A
- Appendix B
-
20. Value‐Focused Project Management
- Project Management Environment
-
Project Management
- Value Drivers in Project Management
- Strategic Gating and Project Initiation as a Value Driver
- Project Planning as a Value Driver
- The Project Manager as a Business Manager as a Value Driver
- Forward‐Oriented Execution and Forward‐Looking Control as a Value Driver
- Implementation of the Critical Chain Approach as a Value Driver
- Summary
-
21. Managing Research and Development
- Complexity of R&D Management
- Business Thinking and Subordination to the Market and Its Needs
- Effect of Project Type on Management Requirements
- Conflict between Generic Development and Specific Development
- Overspecification and Overdesign
- Viewing Development as a Process
- Working without a Complete Kit or a Mandatory Kit
- Lack of Strategic Gating Processes
- Lack of Tactical Gating Processes
- Inappropriate Measurement
- Business Structure
- Substantial Garbage Plant
- Make/Buy Decisions
- Summary
-
22. The Focused Management Approach in Logistics
- What Is Logistics?
- The Focused Management View on Logistic Systems
- Leveraging Logistics for Improved Performance—Buffer Management
- Summary
- 23. Our Managerial Credo
- References
- Recommended Readings
Product information
- Title: Focused Operations Management
- Author(s):
- Release date: October 2007
- Publisher(s): Wiley
- ISBN: 9780470145104
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