Managing business process flows /
Managing business process flows /
Ravi Anupindi, Sunil Chopra, Sudhakar D. Deshmukh, Jan A. van Mieghem, Eitan Zemel.
- 1st ed.
- Upper Saddle River : Prentice Hall, c1999.
- xii, 267 p. : ill. ; 26 cm + 1 CD-Rom
Includes bibliographical references.
Pt. 1. Process management and strategy --
Ch. 1. Products, processes, and performance --
Ch. 2. Operations strategy and management --
Pt. 2. Process flow measurement --
Ch. 3. Process flow measures --
Ch. 4. Flow-time analysis --
Ch. 5. Flow-rate and capacity --
Ch. 6. Inventory analysis --
Pt. 3. Process flow variability --
Ch. 7. Managing flow variability: safety inventory --
Ch. 8. Managing flow variability: safety capacity --
Ch. 9. Managing flow variability: process control and capability --
Pt. 4. Process integration --
Ch. 10. Process synchronization and improvement --
Appendix 1. MBPF Checklist --
Appendix 2. Background material in probability and statistics.
Written for graduate level (MBA) courses in Operations Management, this brief book focuses on only the 'essential' core concepts in operations. This book takes the novel approach that operations management is the design and management of business processes and uses this process view as the unifying theme to study these core concepts.
The core concepts are discussed in three steps:
1) first model and understand the process and its flows;
2) then study causal relationships between process structure and certain performance metrics;
3) formulate implications for managerial actions by filtering out managerial levers ('process drivers') and their impact on process performance.
The objective of this book is to show that managers can control process structure and process drivers to achieve desired business process performance.
It uses a process view as the unifying paradigm to focus on the essence of operations.
0139077758
Production management
Process control
658.5
Includes bibliographical references.
Pt. 1. Process management and strategy --
Ch. 1. Products, processes, and performance --
Ch. 2. Operations strategy and management --
Pt. 2. Process flow measurement --
Ch. 3. Process flow measures --
Ch. 4. Flow-time analysis --
Ch. 5. Flow-rate and capacity --
Ch. 6. Inventory analysis --
Pt. 3. Process flow variability --
Ch. 7. Managing flow variability: safety inventory --
Ch. 8. Managing flow variability: safety capacity --
Ch. 9. Managing flow variability: process control and capability --
Pt. 4. Process integration --
Ch. 10. Process synchronization and improvement --
Appendix 1. MBPF Checklist --
Appendix 2. Background material in probability and statistics.
Written for graduate level (MBA) courses in Operations Management, this brief book focuses on only the 'essential' core concepts in operations. This book takes the novel approach that operations management is the design and management of business processes and uses this process view as the unifying theme to study these core concepts.
The core concepts are discussed in three steps:
1) first model and understand the process and its flows;
2) then study causal relationships between process structure and certain performance metrics;
3) formulate implications for managerial actions by filtering out managerial levers ('process drivers') and their impact on process performance.
The objective of this book is to show that managers can control process structure and process drivers to achieve desired business process performance.
It uses a process view as the unifying paradigm to focus on the essence of operations.
0139077758
Production management
Process control
658.5