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Operations Management

Second Edition

Peter Jones and Peter Robinson

Publication Date - February 2020

ISBN: 9780198724353

472 pages
10.4 x 7.7 inches

In Stock


See - Understand - Discuss - Practice

Operations Management makes it easy to:

DT identify the relevance of operations in the real-world;
DT understand the theory underlying the subject;
DT discuss and think critically about operations;
DT 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.

New to this Edition

  • 28 brand new cases form part of the Opening Case Insights, Operations Insights and End-of-chapter cases for this edition, focusing on brands such as New Balance, H&M, and Lonely Planet.
  • A reduction in chapter count, 17 to 14 better aligns the coverage with the needs of typical one semester modules.
  • New 'Deepen your understanding' feature links sections of the text with specific online exercises for an integrated and holistic approach to study.
  • A map of the text demonstrates how the chapters fit together and introduces each topic within the entirety of operations management.
  • Updated research insights balance seminal papers with recent research in the field.
  • New coverage of recent developments in operations management, including: fourth industrial revolution (i4.0), internet of things (IoT), work and employment in the gig economy, sustainability, ecommerce, dynamic work design, and more.


  • Packed with cases and examples to engage those with little or no experience of operations management, and emphasise to them its importance in the everyday world.
  • Concise structure maps to one semester courses and encourages students to fully understand the relevance of operations in their future careers.
  • Integrated additional resources, including running case material, animated diagrams, and voiced-over quantitative models, encourage student engagement and promote a solid understanding of the subject.
  • A user-friendly writing style is complemented by a wealth of learning features, diagrams, and photos to make the subject clear for students and encourage them to actively engage with the topic.

About the Author(s)

Peter Jones, Emeritus Professor in Hospitality Management, Surrey Business School,Peter Robinson, Senior Lecturer in Operations 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

    1. Introduction to Operations Management
    2. Winning Customers and Competing Effectively
    3. Operations Processes and Life Cycles
    4. Locating, Designing and Managing Facilities
    5. Managing Supply Chain Relationships
    6. Managing Materials and Inventory Performance
    7. Managing Capacity and Demand
    8. Managing the Service Encounter
    9. Managing Quality
    10. Managing the Workforce and Technology
    11. Managing Projects, Crises, and Business Continuity
    12. Operations Strategy and International Operations
    13. Lean, Agile, and Mass Customization
    14. Innovation and Continuous Improvement

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