The motivation for this book came out of a shared belief that what
passed as 'theory' in operations management (OM) was all too often
inadequate. In one respect, OM scholars were bending over backwards
to make theories from other fields fit our research problems. In
another, questionable assumptions were being used to apply
mathematics to OM problems. Neither proved a good match with what
the authors' had observed in practice. Successful operations were
managed by considerations that were far more straightforward than
much of what was being published. The authors of this book codify
these practical considerations into a set of ten fundamental
principles that bring together a century of operations management
thinking. The authors then apply these principles to important
topics such as process design, process improvement, the supply
chain, new product development, project management, environmental
sustainability, and the interfaces between operations management
and other business school disciplines.
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