Synopses & Reviews
A complete course in operations managementwithout the tuition! The McGraw-Hill 36-Hour Course in Operations Management has everything you need to make your companys processes efficient as they can be. This easy, self-paced “course” demystifies the concepts and skills you need to master your job! It includes:
- Expert guidance on operations management
- Chapter-ending self-tests
- Final exams that reinforce what you learned
Partial Table of Contents
- Results over Routine (Motivation for this Study; Operations as Competitive Advantage, Guiding Principles for Operations, Technique: Identifying Sources of Competitive Advantage)
- Practical Approach (Systems Thinking, Business Research Framework, Technique: Evaluating Transformation Systems)
- Organizational Performance (The Organization as a Value Chain, Product and Service Design, Operational Decision Points, Technique: Using a House of Quality)
- Technology across the Value Chain (Product, Process and Information Technologies, Organizational Learning and Knowledge Management, Technique: Applying Maturity Models)
- Process Control (To Change or Not to Change: Common vs. Assignable Causes, Statistical Process Control and the Beauty of the Normal Distribution, Attributes versus Variables, Chart Mechanics, Process Capability, Implementation Considerations, Technique: Creating and Interpreting Control Charts)
- Project Definition (Project Success Factors and Career-Ending Moves, Managing Change, Project Initiation, Project Planning, Technique: Developing a Statement of Work)
Synopsis
Take a crash course in boosting operational efficiency!
Whether a business manufactures trucks, delivers packages, or sells coffee, it lives and breathes on its operations. Without exception. Ensuring smooth, efficient processes is a challenging task--but the rewards are immense.
The McGraw-Hill 36-Hour Course: Operations Management puts you on the fast track to bolstering and managing the effectiveness of your organizations operations. Complete with exercises, self-tests, and an online final exam, this virtual immersion course in operations management teaches you how to:
- Evaluate and measure existing systems performance
- Use quality management tools like Six Sigma and Lean Production
- Design new, improved processes
- Define, plan, and control costs of projects
Take this in-depth course on operations management and put your vision into action. This is the only book on the syllabus. Class begins now!
About the Author
Linda L. Brennan, Ph.D., is a professor of management at Mercer University. Her teaching portfolio includes graduate and undergraduate courses in operations management, leadership, international business and strategy. She conducts research and consults in the areas of technology impact assessment, process and project management, and instructional effectiveness.
Table of Contents
PART I. FOUNDATION;
Chapter 1. Results over Routine (Motivation for this Study; Operations as Competitive Advantage, Guiding Principles for Operations, Technique: Identifying Sources of Competitive Advantage);
Chapter 2. Practical Approach (Systems Thinking, Business Research Framework, Technique: Evaluating Transformation Systems);
Chapter 3. Desired Results (Bottom-Line Impact, Measurement Theory, Technique: Developing a Balanced Measurement System);
PART II. RESULTS AT THE ORGANIZATIONAL LEVEL;
Chapter 4. Organizational Performance (The Organization as a Value Chain, Product and Service Design, Operational Decision Points, Technique: Using a House of Quality);
Chapter 5. Quality Practices and Continuous Improvement (Definitions and Origins of Quality Management, Principles and Practices for Quality, Six Sigma Approach, Technique: Performing Problem Determination, Managing for Results, A Practical Approach to Operations Management);
Chapter 6. Technology across the Value Chain (Product, Process and Information Technologies, Organizational Learning and Knowledge Management, Technique: Applying Maturity Models);
PART III. RESULTS AT THE PROCESS LEVEL;
Chapter 7. Process Design (Defining Processes, Theory of Constraints, Levers for Capacity Management, Technique: Creating Forecasts);
Chapter 8. Process Analysis and Reengineering (Costs of Quality, Sources of Waste, Reengineering Principles and Pitfalls, Techniques: Developing Flow Charts);
Chapter 9. Process Control ( To Change or Not to Change: Common vs. Assignable Causes, Statistical Process Control and the Beauty of the Normal Distribution, Attributes versus Variables, Chart Mechanics, Process Capability, Implementation Considerations, Technique: Creating and Interpreting Control Charts);
PART IV. ACHIEVING RESULTS;
Chapter 10. Project Definition ( Project Success Factors and Career-Ending Moves, Managing Change, Project Initiation, Project Planning, Technique: Developing a Statement of Work);
Chapter 11. Project Control (Schedule Development, Feasibility Analysis, Communications Management, Project Closings, Technique: Using the Critical Path Method);
Chapter 12. Project Management (Project Roles and Responsibilities, Ethical and Effective Leadership, Groups versus Teams; Technique: Running Effective Meetings)