Cases in operations management : building customer value through world-class operations.
Series: The ivey casebook series: Publisher: [S.l.] : Sage Publications, Inc, 2005Edition: illustrated edition edDescription: 440 p. ; 23 cmISBN: 1412913713; 9781412913713Subject(s): Business/Economics | Careers & Success | Operational research | Production & quality control management | Business / Economics / Finance | Business & Economics | Operations Research | Case studies | Industrial management | Production management | Business & Economics / Management | Business & Economics / Production & Operations Management | Management - General | Production & Operations Management | Industrial management - Case studies | Production management - Case studiesDDC classification: 658.5 Online resources: Amazon.com | Amazon customer reviews Summary: Cases in Operations Management: Building Customer Value Through World-Class Operations is unique in its strong grounding in real-world decisions. The cases are structured into six chapters, each of which offers an overview of key concepts. Given that most managers will need to function effectively in an international context, the cases draw from challenges faced by experienced managers in such varied settings as China, France, India, Italy, Japan, the Netherlands, Trinidad, Vietnam, and others, in addition to the United States and Canada. These cases continue to illustrate basic concepts while expanding students' understanding of economic, political, and cultural concerns that must be interwoven into such key areas as process design, quality, and supply chain management.��| Item type | Current location | Home library | Call number | Status | Date due | Barcode | Item holds |
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Central Library (CL) | Central Library (CL) | 658.5 KLA (Browse shelf) | Available | NBS7247 | ||
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Central Library (CL) | Central Library (CL) | 658.5 KLA (Browse shelf) | Available | NBS6871 |
Paperback.
Cases in Operations Management: Building Customer Value Through World-Class Operations is unique in its strong grounding in real-world decisions. The cases are structured into six chapters, each of which offers an overview of key concepts. Given that most managers will need to function effectively in an international context, the cases draw from challenges faced by experienced managers in such varied settings as China, France, India, Italy, Japan, the Netherlands, Trinidad, Vietnam, and others, in addition to the United States and Canada. These cases continue to illustrate basic concepts while expanding students' understanding of economic, political, and cultural concerns that must be interwoven into such key areas as process design, quality, and supply chain management.��
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