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Operations Management By Peter Jones (Emeritus Professor in Hospitality Management, Emeritus Professor in Hospitality Management, Surrey Business School)


Concise, engaging, relevant: light on quantitative techniques and packed with cases offering a real-world perspective, this text provides the most accessible approach to operations management.

Operations Management Summary

Operations Management by Peter Jones (Emeritus Professor in Hospitality Management, Emeritus Professor in Hospitality Management, Surrey Business School)

See - Understand - Discuss - Practice Operations Management makes it easy to: * identify the relevance of operations in the real-world; * understand the theory underlying the subject; * discuss and think critically about operations; * consolidate learning through practice. Aware that students taking their first module in Operations Management often have little first-hand experience of a working environment, the authors introduce all the core topics to students in a lively and engaging manner, making OM relevant and meaningful. Over 80 cases spanning local businesses to global companies showcase real-life operations and challenge students to think about the issues they may encounter in their future career. Cases include:, Microsoft, HP, Dominos, ING Bank, EasyJet, Ticketmaster, Apple, Boeing, IKEA, NHS, Marriott, BP, and Sytner. Research insights point students in the direction of seminal and recent research in the field to further their reading, while learning outcomes and chapter summaries help to consolidate understanding and structure revision. The text is also augmented by extensive online resources such as animated diagrams, practice activities, video interviews, and quizzes. Relevant materials are signposted from each chapter, providing a truly holistic approach to the subject. Additional online resources include: For students: Animated diagrams from the book, with audio narration to help explain the concepts being depicted. Curated library of links to footage of 'Operations in Action'. Web-based activities. Multiple choice questions. Links to seminal paper. Flashcard glossary. For lecturers: Bespoke video case material consisting of interviews and processes tied to each chapter. Packaged as 5 minute clips, these can either be shown in relation to a chapter topic, or as a whole film to demonstrate how one company utilises many aspects of OM. Customizable PowerPoint slides. Tutor guide. Tutorial activities. Answers to discussion questions. Test bank.

About Peter Jones (Emeritus Professor in Hospitality Management, Emeritus Professor in Hospitality Management, Surrey Business School)

Prof. Peter Jones heads up the Hospitality and Food Management Group at the University of Surrey, where for ten years he was the ITCA Chair of Production and Operations Management. He is the author, co-author or editor of twelve textbooks, many of which are in the field of operations management. He also serves as Associate Editor on a number of editorial boards, where he is responsible for publishing journal articles with an operations focus. His own published research articles have been on a wide range of OM topics - such as mass customisation, statistical process control, revenue management, and productivity. He also writes a regular column for an industry magazine - Onboard Hospitality - as well as blogging and tweeting on operations management issues. As a consultant he has advised major European companies, and has devised and run service management development workshops for them. He has a MBA from London Business School and a PhD from the University of Surrey. Peter Robinson is a Senior Teaching Fellow in Operations Management at Surrey Business School. He is also the Director of Learning and Teaching at the School. He has over 12 years university teaching experience and has taught operations management and project management at undergraduate and masters level as well as operations strategies at MBA level. His research interests are in lean and agile operations and supply chain management. Prior to joining Surrey Business School he worked for ten years as a board member for an international automotive supply company and has additional experience in implementing new technology into both manufacturing and administrative sections of a number of businesses. He has a BSc (Hons.) degree in Chemistry from Liverpool University and is a Professional Member of the Institute of Materials, Minerals and Mining.

Table of Contents

Part A UNDERSTANDING OPERATIONS MANAGEMENT1. Introduction to Operations Management2. Winning Customers and Competing EffectivelyPart B MANAGING OPERATIONS3. Operations Processes and Life Cycles4. Locating, Designing and Managing Facilities5. Managing Supply Chain Relationships6. Managing Materials and Inventory Performance7. Managing Capacity and Demand8. Managing the Service Encounter9. Managing Quality10. Managing the Workforce and Technology11. Managing Projects, Crises, and Business ContinuityPart C OPERATIONS STRATEGIES12. Operations Strategy and International Operations13. Lean, Agile, and Mass Customization14. Innovation and Continuous Improvement

Additional information

Operations Management by Peter Jones (Emeritus Professor in Hospitality Management, Emeritus Professor in Hospitality Management, Surrey Business School)
Oxford University Press
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