Instructor’s Manual
Operations and Process
Management
Seventh edition
by
Nigel Slack
Alistair Brandon-Jones
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, Contents
Chapter 1 Operations and process management 8
Chapter 2 Operations and strategic impact 15
Chapter 3 Product and service innovation 28
Chapter 4 Operations scope and structure 36
Chapter 5 Process design 1 – Positioning 42
Chapter 6 Process design 2 – Analysis 51
Chapter 7 Supply chain management 62
Chapter 8 Capacity management 78
Chapter 9 Inventory management 87
Chapter 10 Resource planning and control 99
Chapter 11 Improvement 107
Chapter 12 Lean operations 113
Chapter 13 Quality management 119
Chapter 14 Risk and resilience 127
Chapter 15 Project management 133
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page borders left right indent spacing position warp text bring forward send backward selection pane Insert endnote next footnote show notes insert citation insert. Manage sources
bibliography update table.Insert table of figures update cross reference insert index update index mark entry insert table of Authorities add text update table insert footnote select
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You can easily change the formatting of selected text in the document text by choosing a look for the selected text from the Quick Styles gallery on the Home tab. You can also format
text directly by using the other controls on the Home tab. Most controls offer a choice of using the look from the current theme or using a format that you specify directly.
On the Insert tab, the galleries include items that are designed to coordinate with the overall look of your document. You can use these galleries to insert tables, headers, footers, lists, cover
2
, Teaching Guide
CHAPTER 1
Operations and process management
Introduction
Teaching the material in Chapter 1 of the book is both the most important and the most difficult part
of teaching an operations (or operations and process) management course. Most important because
it is vital that students develop an enthusiasm for the subject and this is best attempted early in the
course. Difficult because one has to establish some key principles before the „building blocks‟ of
the subject have been taught. We have found it useful always to work from whatever experience the
students have. For post-experience students like MBAs this should not be too difficult. One can
always ask them to describe the nature of operations in the companies they have worked for. One
can even explore some of the prejudices they might hold about operations management (dull,
obstructive, always screwing things up, etc.) and base discussions on that. Alternatively, and
certainly for students who have less experience, one can ask them about recent experiences as a
customer (both good and bad) and base a discussion on the importance of operations management
around those experiences.
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page borders left right indent spacing position warp text bring forward send backward selection pane Insert endnote next footnote show notes insert citation insert. Manage sources
bibliography update table.Insert table of figures update cross reference insert index update index mark entry insert table of Authorities add text update table insert footnote select
recipients edit recipient list highlight merge fields address block greeting line address block insert c document Type here to search cover page blank page break page table picture clip art
You can easily change the formatting of selected text in the document text by choosing a look for the selected text from the Quick Styles gallery on the Home tab. You can also format
text directly by using the other controls on the Home tab. Most controls offer a choice of using the look from the current theme or using a format that you specify directly.
On the Insert tab, the galleries include items that are designed to coordinate with the overall look of your document. You can use these galleries to insert tables, headers, footers, lists,
cover
Key teaching objectives
To enthuse students with the „hands-on‟ excitement that can be gained from an
understanding of operations management (I want to prevent you ever enjoying a theatre
performance, restaurant meal, or shopping experience ever again. I want you continually to
be looking for the operations implications of every operation you enter. You are going to be
turned into sad people who cannot go anywhere without thinking of how you could improve
the process).
To convince students that all organisations really do have an operations function, therefore
operations management is relevant to every organisation.
To convince students that all managers are operations managers because all managers
manage processes to produce outputs. (Even marketing managers are operations managers.
What you learn as marketing in business school is really the „technical‟ side of marketing.
Of course this is important, but marketing managers also have to produce marketing
reports and information, without mistakes in them, on time, relatively quickly, flexibly
enough to contain the latest information, and without using an army of marketing analysts
to do so. In other words, they are producing services for internal customers).
To introduce the three key ideas in the chapter, namely,
3
, a) Operations and process managers manage transformation processes at three levels: the
level of the supply network; the level of the operation itself (or „the organisation‟ if that
is more understandable to students); the level of the individual process (some of which
will be within the operations function, and the rest of which will be in other functions).
b) Operations and processes differ in terms of their volume, variety, variation and
visibility (the four Vs).
c) Operations and process managers must perform four sets of activities to ensure that
their operations and processes contribute to overall strategic impact –Direct operations
strategy, Design operations and processes, Deliver products and services by planning
and controlling operations and process, Develop the performance and capability of
operations and processes.
box quick parts wordart. Drop cap signature line date time abject equation symbol illustrations margins orientation size columns breaks line number hyphenation
watermark page color page borders left right indent spacing position warp text bring forward send backward selection pane Insert endnote next footnote show notes
insert citation insert. Manage sources bibliography update table.Insert table of figures update cross reference insert index update index mark entry insert table of
Authorities add text update table insert footnote select recipients edit recipient list highlight merge fields address block greeting line address block insert c document
Type here to search cover page blank page break page table picture clip art
You can easily change the formatting of selected text in the document text by choosing a look for the selected text from the Quick Styles gallery on the Home tab. You
can also format text directly by using the other controls on the Home tab. Most controls offer a choice of using the look from the current theme or using a format that
you specify directly.
On the Insert tab, the galleries include items that are designed to coordinate with the overall look of your document. You can use these galleries to insert tables, headers,
footers, lists, cover
Exercises/discussion points
Exercise – The four Vs dimensions of operations can be used for many types of exercise. For
example, one could ask different groups to identify different types of restaurant, food retailer, car
servicing operation, cinema, club or pub, etc., and plot the „similar but different‟ operations on the
four dimensions. Alternatively, many television programmes can be recorded off-air which illustrate
operations. These often look „behind the scenes‟ of well-known operations such as airports. Any of
these could be used to promote group discussions on what operations management might be like in
such operations and especially the differences (in terms of the 4 Vs) between the processes shown.
Exercise – For residential courses, especially of post-experience students, an evening could be
spent „on the town‟, where syndicates are required to sample the services of a restaurant, a retail
operation and an entertainment operation, and report back the following morning. This is a great
way of giving participants a change of scene on the Thursday of a one-week course.
Exercise – Perhaps one of the most important points to get across in any introductory session is the
ubiquity of operations and process management. MBAs in particular need convincing that the
subject is relevant for them even if they are not going to be directly involved with the operation‟s
function. This is why the book has very deliberately taken an operations and process management
perspective. It is vital that everyone understands that, to some extent, they are operations managers
because they manage processes. Therefore, everyone has something to learn from operations
management. The best way to emphasize this is to use the part of Chapter 1 that illustrates the space
occupied by the subject when it was concerned primarily with „production‟ management. Then
point out the space that the subject occupies when we define it to include any kind of process in any
kind of business.
4
Operations and Process
Management
Seventh edition
by
Nigel Slack
Alistair Brandon-Jones
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page borders left right indent spacing position warp text bring forward send backward selection pane Insert endnote next footnote show notes insert citation insert. Manage sources
bibliography update table.Insert table of figures update cross reference insert index update index mark entry insert table of Authorities add text update table insert footnote select
recipients edit recipient list highlight merge fields address block greeting line address block insert c document Type here to search cover page blank page break page table picture clip art
You can easily change the formatting of selected text in the document text by choosing a look for the selected text from the Quick Styles gallery on the Home tab. You can also format
text directly by using the other controls on the Home tab. Most controls offer a choice of using the look from the current theme or using a format that you specify directly.
On the Insert tab, the galleries include items that are designed to coordinate with the overall look of your document. You can use these galleries to insert tables, headers, footers, lists, cover
, Contents
Chapter 1 Operations and process management 8
Chapter 2 Operations and strategic impact 15
Chapter 3 Product and service innovation 28
Chapter 4 Operations scope and structure 36
Chapter 5 Process design 1 – Positioning 42
Chapter 6 Process design 2 – Analysis 51
Chapter 7 Supply chain management 62
Chapter 8 Capacity management 78
Chapter 9 Inventory management 87
Chapter 10 Resource planning and control 99
Chapter 11 Improvement 107
Chapter 12 Lean operations 113
Chapter 13 Quality management 119
Chapter 14 Risk and resilience 127
Chapter 15 Project management 133
box quick parts wordart. Drop cap signature line date time abject equation symbol illustrations margins orientation size columns breaks line number hyphenation watermark page color
page borders left right indent spacing position warp text bring forward send backward selection pane Insert endnote next footnote show notes insert citation insert. Manage sources
bibliography update table.Insert table of figures update cross reference insert index update index mark entry insert table of Authorities add text update table insert footnote select
recipients edit recipient list highlight merge fields address block greeting line address block insert c document Type here to search cover page blank page break page table picture clip art
You can easily change the formatting of selected text in the document text by choosing a look for the selected text from the Quick Styles gallery on the Home tab. You can also format
text directly by using the other controls on the Home tab. Most controls offer a choice of using the look from the current theme or using a format that you specify directly.
On the Insert tab, the galleries include items that are designed to coordinate with the overall look of your document. You can use these galleries to insert tables, headers, footers, lists, cover
2
, Teaching Guide
CHAPTER 1
Operations and process management
Introduction
Teaching the material in Chapter 1 of the book is both the most important and the most difficult part
of teaching an operations (or operations and process) management course. Most important because
it is vital that students develop an enthusiasm for the subject and this is best attempted early in the
course. Difficult because one has to establish some key principles before the „building blocks‟ of
the subject have been taught. We have found it useful always to work from whatever experience the
students have. For post-experience students like MBAs this should not be too difficult. One can
always ask them to describe the nature of operations in the companies they have worked for. One
can even explore some of the prejudices they might hold about operations management (dull,
obstructive, always screwing things up, etc.) and base discussions on that. Alternatively, and
certainly for students who have less experience, one can ask them about recent experiences as a
customer (both good and bad) and base a discussion on the importance of operations management
around those experiences.
box quick parts wordart. Drop cap signature line date time abject equation symbol illustrations margins orientation size columns breaks line number hyphenation watermark page color
page borders left right indent spacing position warp text bring forward send backward selection pane Insert endnote next footnote show notes insert citation insert. Manage sources
bibliography update table.Insert table of figures update cross reference insert index update index mark entry insert table of Authorities add text update table insert footnote select
recipients edit recipient list highlight merge fields address block greeting line address block insert c document Type here to search cover page blank page break page table picture clip art
You can easily change the formatting of selected text in the document text by choosing a look for the selected text from the Quick Styles gallery on the Home tab. You can also format
text directly by using the other controls on the Home tab. Most controls offer a choice of using the look from the current theme or using a format that you specify directly.
On the Insert tab, the galleries include items that are designed to coordinate with the overall look of your document. You can use these galleries to insert tables, headers, footers, lists,
cover
Key teaching objectives
To enthuse students with the „hands-on‟ excitement that can be gained from an
understanding of operations management (I want to prevent you ever enjoying a theatre
performance, restaurant meal, or shopping experience ever again. I want you continually to
be looking for the operations implications of every operation you enter. You are going to be
turned into sad people who cannot go anywhere without thinking of how you could improve
the process).
To convince students that all organisations really do have an operations function, therefore
operations management is relevant to every organisation.
To convince students that all managers are operations managers because all managers
manage processes to produce outputs. (Even marketing managers are operations managers.
What you learn as marketing in business school is really the „technical‟ side of marketing.
Of course this is important, but marketing managers also have to produce marketing
reports and information, without mistakes in them, on time, relatively quickly, flexibly
enough to contain the latest information, and without using an army of marketing analysts
to do so. In other words, they are producing services for internal customers).
To introduce the three key ideas in the chapter, namely,
3
, a) Operations and process managers manage transformation processes at three levels: the
level of the supply network; the level of the operation itself (or „the organisation‟ if that
is more understandable to students); the level of the individual process (some of which
will be within the operations function, and the rest of which will be in other functions).
b) Operations and processes differ in terms of their volume, variety, variation and
visibility (the four Vs).
c) Operations and process managers must perform four sets of activities to ensure that
their operations and processes contribute to overall strategic impact –Direct operations
strategy, Design operations and processes, Deliver products and services by planning
and controlling operations and process, Develop the performance and capability of
operations and processes.
box quick parts wordart. Drop cap signature line date time abject equation symbol illustrations margins orientation size columns breaks line number hyphenation
watermark page color page borders left right indent spacing position warp text bring forward send backward selection pane Insert endnote next footnote show notes
insert citation insert. Manage sources bibliography update table.Insert table of figures update cross reference insert index update index mark entry insert table of
Authorities add text update table insert footnote select recipients edit recipient list highlight merge fields address block greeting line address block insert c document
Type here to search cover page blank page break page table picture clip art
You can easily change the formatting of selected text in the document text by choosing a look for the selected text from the Quick Styles gallery on the Home tab. You
can also format text directly by using the other controls on the Home tab. Most controls offer a choice of using the look from the current theme or using a format that
you specify directly.
On the Insert tab, the galleries include items that are designed to coordinate with the overall look of your document. You can use these galleries to insert tables, headers,
footers, lists, cover
Exercises/discussion points
Exercise – The four Vs dimensions of operations can be used for many types of exercise. For
example, one could ask different groups to identify different types of restaurant, food retailer, car
servicing operation, cinema, club or pub, etc., and plot the „similar but different‟ operations on the
four dimensions. Alternatively, many television programmes can be recorded off-air which illustrate
operations. These often look „behind the scenes‟ of well-known operations such as airports. Any of
these could be used to promote group discussions on what operations management might be like in
such operations and especially the differences (in terms of the 4 Vs) between the processes shown.
Exercise – For residential courses, especially of post-experience students, an evening could be
spent „on the town‟, where syndicates are required to sample the services of a restaurant, a retail
operation and an entertainment operation, and report back the following morning. This is a great
way of giving participants a change of scene on the Thursday of a one-week course.
Exercise – Perhaps one of the most important points to get across in any introductory session is the
ubiquity of operations and process management. MBAs in particular need convincing that the
subject is relevant for them even if they are not going to be directly involved with the operation‟s
function. This is why the book has very deliberately taken an operations and process management
perspective. It is vital that everyone understands that, to some extent, they are operations managers
because they manage processes. Therefore, everyone has something to learn from operations
management. The best way to emphasize this is to use the part of Chapter 1 that illustrates the space
occupied by the subject when it was concerned primarily with „production‟ management. Then
point out the space that the subject occupies when we define it to include any kind of process in any
kind of business.
4
