Nigel Slack, Warwick Business School, Warwick University: Alistair Brandon- Jones, University of Bath: Robert Johnston, Warwick Business. Visit the Operations Management, Fifth Edition Companion Website with. Grade Tracker at musicmarkup.info to find valuable student learning material . Köp Operations Management av Nigel Slack, Alistair Brandon-Jones, Robert Johnston PDF-böcker lämpar sig inte för läsning på små skärmar, t ex mobiler.
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Seventh Edition Operations Management Nigel Slack Alistair Brandon-Jones Robert Johnston Operations management is important, exciting, challenging. Operations Management focuses on the sustainable and socially responsible imperatives of operations The rights of Nigel Slack, Alistair Brandon-Jones and Robert Johnston to be identified as authors of this (PDF). Our aim in writing Operations Management is to give you a comprehensive Operations management / Nigel Slack, Stuart Chambers, Robert Johnston.
Neither we nor any of the Registered Stockholders have authorized anyone to provide any information or make any representations other than those contained in this prospectus or in any free writing prospectus we have prepared. We take no responsibility for, and can provide no assurance as to the reliability of, any other information that others may give you. The Registered Stockholders are offering to sell, and seeking offers to download, shares of their Class A common stock only in jurisdictions where offers and sales are permitted. The information contained in this prospectus is accurate only as of the date of this prospectus, regardless of the time of delivery of this prospectus or of any sale of the Class A common stock. Our business, financial condition, results of operations, and prospects may have changed since such date.
This is achieved partly because there are no meals to be loaded onto the aircraft and partly through improved employee productivity. All the aircraft in the fleet are identical, giving savings through standardization of parts, maintenance and servicing. It also means large orders to a single aircraft supplier and therefore the opportunity to negotiate prices down.
Also, because the company often uses secondary airports, landing and service fees are much lower. Finally, the cost of selling its services is reduced where possible. Ryanair has developed its own low-cost internet booking service. We guarantee to give you the lowest air fare. You get a safe flight. You get a normally on-time flight. Are we going to say sorry for our lack of customer service? Absolutely not. If a plane is cancelled, will we put you up in a hotel overnight?
If a plane is delayed, will we give you a voucher for a restaurant? The JIT approach to people management can be viewed as patronizing. It may be, to some extent, less autocratic than some Japanese management practice dating from earlier times. However, it is certainly not in line with some of the job design philosophies which place a high emphasis on contribution and commitment, described in Chapter 9.
Even in Japan the approach of JIT is not without its critics. Kamata wrote an autobiographical description of life as an employee at a Toyota plant called Japan in the Passing Lane. Similar criticisms have been voiced by some trade union representatives. Without such beliefs to drive progress, lean proponents claim improvement is more likely to be transitory than continuous.
This is why the concept of continuous improvement is such an important part of the lean philosophy. Intro Level Engineering: Mechanical English: Pearson Always Learning. Continue browsing View my bookbag.
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You are required to inform yourselves about, and to observe any restrictions relating to, the offering of Class A common stock by the Registered Stockholders and the distribution of this prospectus outside of the United States. You should read this prospectus and any prospectus supplement before deciding to invest in our Class A common stock.
This summary does not contain all of the information you should consider before investing in our Class A common stock. Our fiscal year ends January Introduction — What is Slack? Slack is where work happens. Around the world, over , organizations in over countries have turned to Slack as the place to communicate, collaborate, and get work done. They do so because Slack is a new layer of the business technology stack that brings together people, applications, and data — a single place where people can effectively work together, access hundreds of thousands of critical applications and services, and find important information to do their best work.
History We created Slack initially as an internal tool to help our own team stay on the same page, to be able to easily access conversations, decisions, data, and content that had been shared, and to tap into a variety of software applications from one place.
We were frustrated with email. It created fragmented silos of inaccessible information, hidden in individual inboxes. When new members joined the team, they were cut off from the rich history of communication that occurred before they arrived. Transparency was difficult to achieve and routine communication had to be supplemented with status reports and stand-up meetings in order to keep the team coordinated.
In addition, despite the fact that email was the universal default routing mechanism for enterprise software, it was also an ineffective medium for sharing and managing the information and activity generated by that software.
The notifications and simple workflows, such as approval processes, generated by customer support ticketing tools, human resources management systems, and expense trackers, disappeared into individual inboxes.
Email is static and offers no direct integration with any of these tools. In short, email was a tiny window into the vast landscape of business information and software available to us collectively, and we needed to see the whole picture.
We needed a new way to work that would help us make the most of both our people and our significant investment in software. What was available was incomplete, inadequate, and unfit for our work at hand. What we needed did not exist.
So we built it. Since our public launch in , it has become apparent that organizations worldwide have similar needs, and are now finding the solution with Slack. Our growth is largely due to word-of-mouth recommendations. Slack usage inside organizations of all kinds is typically initially driven bottoms-up, by end users.
Despite this, we and the rest of the world still have a hard time explaining Slack. Fundamentally, it is a new layer of the business technology stack in a category that is still being defined. Like email or the Internet or electricity , Slack has very general and broad applicability.
It is not aimed at any one specific purpose, but nearly anything that people do together at work.
Channels offer a persistent record of the conversations, data, documents, and application workflows relevant to a project or a topic. Membership of a channel can change over time as people join or leave a project or organization, and users benefit from the accumulated historical information in a way an employee never could when starting with an empty email inbox.
Depending on the size of the organization, this might provide tens, hundreds or even thousands of times more access to information than is available to individuals working in environments where email is the primary means of communication. Also unlike email, Slack was designed from the ground up to integrate with external software systems.
Slack provides an easy way for users to share and aggregate information from other software, take action on notifications, and advance workflows in a multitude of third-party applications, over 1, of which are listed in the Slack App Directory.
During the three months ended January 31, , our more than 10 million daily active users included more than , registered developers. Developers have collectively created more than , third-party applications or custom integrations that were used in a typical week during the three months ended January 31, Additionally, we are currently developing low-code solutions to create integrations and workflows entirely in Slack, suitable for all users and based on a simple, non-technical user interface.
Ultimately, Slack is more than email replacement. It is a new layer of technology that brings together people, applications, and data. Just as an operating system coordinates the flow of information and resources of a computer in a centralized fashion, using Slack inside an organization creates a hub into which critical business information flows, is acted upon and transformed, and is then quickly routed to its desired destination.
Business Context We believe Slack is positioned extremely well to benefit from the explosive proliferation of software into every aspect of business and the increased pace of disruption driven by technological change.
According to Netskope, a typical enterprise uses more than 1, cloud services.
Many of the largest IT departments maintain thousands of enterprise applications. All of this software either automates the repetitive and often error-prone work that humans used to do or augments human effort with entirely new capabilities.
With the simpler and more routine tasks automated away, the work that remains is more sophisticated and complex.