Operations and industrial management : designing and managing for productivity /
Donald Del Mar
- New York : McGraw Hill Education, c1985
- xix, 652 pages : illustrations ; 25 cm.
Includes bibliographical references and index.
Chapter 1. Introduction to Operation Management -- Chapter 2. Product Design -- Chapter 3. Process Planning and Process Determination -- Chapter 4. Capacity Planning and the Layout of Physical Facilities -- Chapter 5. Job and Work Environment Design -- Chapter 6. Standards--Labor and Material -- Chapter 7. Inventory Planning and Control-Independent Demand models and Intangible Inventories -- Chapter 8. Inventory Design, Planning, and Control-Derived Demand Models -- Chapter 9. Quality-Concepts, Policy, and Control -- Chapter 10. Production Control -- Chapter 11. The Maintenance of facilities -- Chapter 12. Industrial Safety -- Chapter 13. Production Policy and Strategy -- Chapter 14. Productivity and the Introduction of Change -- Chapter 15. Information Security and Industrial Intelligence and Espionage --
Operations management is concerned with the activities, concepts, and techniques employed in producing goods and services. When emphasis was on the production of goods alone, the term "production management" was used to describe these managerial responsibilities. The term "operations management" is more applicable today cause of the equal emphasis on providing both goods and services. To the student: This text was written for a one or two-semester introductory urse in the area of operations management. Its basic objective is to introduce the per-division undergraduate or the graduate student to the quantitative and alitative techniques and concepts most useful to those who actually manage opera-ins. Since the text is intended to be equally applicable to both product and service dustries, it would be highly repetitive to discuss material within the context of the anufacturing industries and repeat it in large part for the service sector. So separate eatment is avoided by frequent cross-references and by the choice of examples. The ther illustration of both concepts and techniques is left to the instructor, and to the ident's experience and imagination.