Description
Book SynopsisNigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School, Coventry, UK and the former head of its Operations Management Group. He acts as a consultant in many sectors, including Financial Services, Utilities, Retail, Professional Services, General Services, Aerospace, FMCG, and Engineering Manufacturing.
Trade Review"Fascinating case examples and highly relevant operations strategy concepts. Particularly relevant for senior leaders in strategic functions or business units who wish to operationalize strategies into even more effective execution." * Dr. Hans-Ulrich Mayer, Senior Vice President, Global Head of Icecream Strategic Business Unit, Nestle Corporate Headquarters, Vevey, Switzerland *
"This book fully lives up to its strap-line. It gives immensely practical insights and advice across the complex world of operations. Its power is in the clarity and strength of linkage made between strategy and operational action presented in highly practical and pragmatic language - the Holy Grail for senior operations managers." * Peter Norris, Head of Service Optimization, Royal Bank of Scotland *
"Highly recommended for all operations leaders and practitioners. A practical and very applicable guide on the added value and competitive advantage operations can (and should) provide in driving growth." * Mike Carabok, VP Global Supply, Mars Chocolate *
"
The Operations Advantage is essential reading, not just for established companies, but also for high-growth start-ups. Filled with practical, applicable advice, this book shows that operations thinking can be a road map for creating sustainable high-growth service companies seeking predictable revenue." * Dr. Ben Betts, CEO, HT2Labs *
"I've been a fan of Nigel Slack's work for over 30 years. He never fails to produce insightful, structured insights that help you understand the world of operations. If you read only one book on operations this year, make it
The Operations Advantage." * Professor Andy Neely, Head of the Institute for Manufacturing, University of Cambridge *
Table of Contents
- Chapter - 01: Exploit the Power of Operations;
- Chapter - 02: Establish an Operations Capability Culture;
- Chapter - 03: Make Operations a Strategic Asset;
- Chapter - 04: Set Your Performance Framework;
- Chapter - 05: Resource Your Operation Appropriately;
- Chapter - 06: Establish Internal Processes Networks;
- Chapter - 07: Shape Your External Supply Networks;
- Chapter - 08: Learn from Day-to-day Control;
- Chapter - 09: Setting Improvement Priorities;
- Chapter - 10: Position Your Improvement Process;
- Chapter - 11: Master the Mechanics of Improvement;
