Operations Strategy Principles And Practice Van Mieghem Pdf
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- Operations Strategy: Principles and Practice
- Operations Strategy. Principles and Practice. Jan A. Van Mieghem
ISBN 13: 9780975914663
Van Mieghem. Nopartofthisbookmaybereproducedinanyformbyany electronic or mechanical means including photocopying, recording, or information storage and retrieval without permission in writing from the publisher. Business Logistics. MI Van Mieghem Harold L. He teaches a variety of courses in Kellogg s full-time and executive programs, including the core MBA course in operations management, an MBA elective in operations strategy, and a Ph.
His research focuses on manufacturing, service and supply chain operations and studies both strategic questions as well as tactical execution. He is past editor of the operations and supply chain area of Operations Research and has served on the editorial board of several journals.
He received his Ph. Designing and implementing a successful operations strategy require judgment, experience, creativity, and luck, all of which cannot be taught. What can be taught, however, are the concepts, principles, and tools to help you in that process and therein lies the purpose of this book. Principles and practice is my guiding motto throughout this book. Going beyond telling war-stories, my goal is thus to describe the practice of operations strategy while revealing its driving principles in a structured manner.
I am writing under the assumption that we which in this book means you, the reader and I, the writer seek to build sound intuition for designing, assessing, and improving operations strategies. I believe that sound intuition results from a journey of logical analysis that culminates in a theory.
Good theory gives you intuition into the familiar, and beyond. Each chapter opens with a description of how a real company practices some aspect of operations strategy and then reviews the concepts behind that practice. Tools are provided to analyze the concepts, distill their principles, and suggest guidelines for implementation and improvement. When appropriate, state-ofthe-art research findings are integrated in the discussion. Each chapter closes with a mini-case that asks you to explore how you would apply the principles and tools in practice.
The last part of the book contains a set of full-blown cases to integrate the chapters and emphasize the relevance of our topic to practice. To increase accessibility, most analysis is described in words and is exhibited with minimal notation and mathematics. For example, equations are stated only if they capture a relationship better than words alone can. To increase usefulness and illustrate implementation, a particular example of each analysis is worked out in a spreadsheet all spreadsheets can be downloaded from More advanced analysis or spreadsheet implementations are relegated to appendices for those who are interested.
Though we are interested in designing good operations strategies, strategy evaluation is as much art as it is science. We will adopt a dual perspective that combines qualitative analysis with a financial evaluation of the value created by the operations strategy.
Throughout this book, value will thus be our yardstick and our guide to assess and improve operations strategy. Merging the strategic and financial perspective should be natural to the intended reader: I have written this book with a specific focus on MBA and engineering management students, and on their instructors. I hope that the structured approach vii. While the book naturally follows a core course in operations and supply chain management and adopts basic financial evaluation, all concepts are explained from scratch to make the book accessible to every business or engineering management student.
The book should also be of interest to consultants and practitioners as a reference for concepts, principles, and tools. According to Francis Bacon, writing makes an exact man. While a valiant goal, operations strategy is not an exact science. Nor is there an agreed-upon paradigm for its study, let alone agreement on what exactly is part of operations strategy. Given these constraints, this book reflects my best effort to structure concepts and principles in a unified framework for operations strategy.
Like any good operation, however, this really is a process of continuous improvement. It never ends, as better ways always exist. If you have any suggestions for improvement, I welcome hearing about them. Jan Van Mieghem July 13, I have also benefited greatly from the experience, suggestions, and questions of the many MBA and executive students that I have interacted with; while I was teaching, I was learning even more.
Many people have helped me while writing this book. Sunil s energy and supply chain book have inspired me and Marty has been an incredibly valuable source of information on recent managerial developments. I am especially grateful to Alexandru Rus for compiling the references, glossary, and indexes, as well as for offering many suggestions; to Akhila Kolisetty for final copy-editing the entire manuscript; and to Joshua Miller for all his help during graphic design and typesetting.
It is a joy having assistance of that caliber I could not have finished this project in time without them. They compressed time during the last week through time-shifting: Josh worked in Evanston, Alex was vacationing in Romania, and Akhila in India!
Meg Stuart and Kate Iberg edited several chapters in early format. Many thanks to Uwe Kern author of xcolor. I am grateful to my editor and colleague, Dimitris Bertsimas, for publishing my book, and to Laura Rose for her careful handling of the production. I am particularly indebted to the organization that has graced my business card for the last 12 years after all, this book would have never seen the light of day without the Kellogg School of Management. I am also thankful for the hospitality of the Katholieke Universiteit Leuven during my sabbatical in , when half this book was written.
Finally, and most importantly, I would like to thank my lovely wife, Shannon Cahill, for her unwavering support during this project and so many others.
She managed the family with a smile, even during my extensive absence during the last months of this project. It is done at last! Jan Van Mieghem. Published by Dynamic Ideas. UPS xi. NetworkChoices: IntegrateorSeparate? Van Mieghem Many researchers say that. This book is printed. Kellogg Operations J. Connelly Preface abbreviated This book incorporates the learning and worldwide experiences drawn from the author.
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Operations Strategy: Principles and Practice
Van Mieghem received three degrees: ir. This book provides a unified framework for operations strategy. The book shows how to tailor the operational system to maximize value and competitive advantage. Conceptual thinking and financial optimization yield guidelines for implementation. This dual emphasis on principles and practice is reflected by analytical models that are illustrated with detailed examples and a dozen case studies of real business situations. Book support website. For graduate level courses in Operations Management or Business Processes.
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Operations Strategy. Principles and Practice. Jan A. Van Mieghem
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Operations Strategy: Principles and Practice provides a unified framework for operations strategy. The book shows how to tailor the operational system to maximize value and competitive advantage.
Operations Strategy: Principles and Practice
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This book provides a unified framework for operations strategy. The book shows how to tailor the operational system to maximize value and competitive advantage. Conceptual thinking and financial optimization yield guidelines for implementation. This dual emphasis on principles and practice is reflected by analytical models that are illustrated with detailed examples and a dozen case studies of real business situations. This book explains the principles of operations strategy and describes how companies can apply these principles in practice to increase value. Designing and implementing a successful operations strategy require judgment, experience, creativity, and luck, all of which cannot be taught.
Operations Strategy is one of the most important categories for organizations firms , which apply Operations Management, aimed at cost-effective adaptation under demand changes. Individual efforts to influence the cost, quality and availability and to reach organization's goals are usually wasted. To start determining Operations Strategy in an organization properly we must know the meaning of a strategy and main features of operations strategy. We have to understand how Operations Strategy links with organizational value and competitive strategy and overall business strategy. What questions sould be asked and considered by firm's managers and experts. The essential motion of strategy is captured in the distinction between ends and means.