Focused Operations Management

Focused Operations Management shows how to do much more with existing resources in terms of throughput, response time and quality. It provides a system view and will touch upon performance measures, operations management, quality, cost-accounting, pricing, and above all, value creation and value enhancement.

Preface.Acknowledgements.About the Authors.Part I: The Dynamic Management Environment.Chapter 1. The Modern Business Environment.Chapter 2. Principles of Management in the DynamicEnvironment.Chapter 3. The Pareto Rule, the Focusing Table and the FocusingMatrix.Part II: New Approaches in Management.Chapter 4. Managing the System by its Constraints.Chapter 5. Management by Constraints in a BottleneckEnvironment.Chapter 6. Managing by Constraints when the Market is theConstraint.Chapter 7. Focused Current Reality Tree.Chapter 8. Resolving Managerial Conflicts.Chapter 9. The "Efficiencies Syndrome.Chapter 10. The "Evils" of Long Response Times.Chapter 11. Reducing Response Times.Chapter 12. The Complete Kit Concept.Chapter 13. Performance Measures and Managerial Control.Chapter 14. The Effects of Fluctuations, Variability andUncertainty on the System.Chapter 15. The Evils of Traditional Cost Accounting.Chapter 16. Market, Costing, and Pricing Considerations inDecision Making Processes.Chapter 17. Quality Management and Process Control.Part III: Strategy and Value Creation.Chapter 18. Strategy, Positioning and Focusing.&Chapter 19. Value Creation.Part IV: Applying the Focused ManagementApproach.Chapter 20. Value.Focused Project Management.Chapter 21. Managing Research and Development.Chapter 22. The Focused Management Approach in Logistics.Part V: Perspective and Implementation.Chapter 23. Our Managerial Credo.References.Recommended Readings.Index.