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Readership: Business or Management students taking a module in Operations Management at UG1 or UG2. Also students on degree programmes such as engineering, computing, economics etc. taking an optional Operations Management
Peter Jones, Professor in Hospitality Management, School of Management, Surrey University, and Peter Robinson, Lecturer in Operations Management, School of Management, Surrey University
Prof. Peter Jones heads up the Hospitality and Food Management Group at the University of Surrey, where for ten years he was the ITCA Chair of Production and Operations Management. He is the author, co-author or editor of twelve textbooks, many of which are in the field of operations management. He also serves as Associate Editor on a number of editorial boards, where he is responsible for publishing
journal articles with an operations focus. His own published research articles have been on a wide range of OM topics - such as mass customisation, statistical process control, revenue management, and productivity. He also writes a regular column for an industry magazine - Onboard Hospitality - as well as blogging and tweeting on operations management issues. As a consultant he has advised major European companies, and has devised and run service management development workshops for them. He has a MBA from London Business School and a PhD from the University of Surrey.
Peter Robinson is a Tutor in Operations Management at the University of Surrey, School of Business.
Since 2006 he has taught Operations Management and Project Management at Undergraduate level and Operations Strategies at MSc and MBA levels. Prior to that he worked for 10 years as a Board member for an international automotive supply company and has additional experience in implementing new technology into both manufacturing and administrative sections of a number of businesses.
"A replacement text that performs the task of introduction better than the ones in use at the moment.
" - Simon Snowden, University of Liverpool
"I think this text is taking an innovative approach to teaching operations management. In particular the ordering of the material is new and makes a lot of sense, particularly with the age profile and experience of students taking this module." - Dr PJ Byrne, Dublin City University
"I find that the case studies appearing in each chapter are certainly one of the strengths of this book, as they are timely, relevant and engaging." - Dr Tolga Bektas, University of Southampton
Part A: Understanding Operations Management
1: Introduction to Operations Management
2: Winning Customers and Competing Effectively
3: Operations Processes and Life Cycles
Part B: Managing Operations
4: Locating, Designing and Managing Facilities
5: Managing Supply Chain Relationships
6: Managing Materials and Inventory Performance
7: Managing Capacity and Demand
8: Managing Queuing and Customer Satisfaction
9: Managing Quality
Part C: Designing and Developing Operations
10: Designing Processes
11: Designing Jobs and Managing People
12: Developing New Products and Services
13: Planning for Projects, Crises, and Business Continuity
Part D: Operations Strategies
14: Operations Strategy
15: Lean and Agile Production
16: Innovation and Continuous Improvement
17: Internationalisation, Globalisation, and Corporate Social Responsibility