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.

• Part A UNDERSTANDING OPERATIONS MANAGEMENT


• 1: Introduction to Operations Management


• 2: Winning Customers and Competing Effectively


• Part B MANAGING OPERATIONS


• 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


• Part C OPERATIONS STRATEGIES


• 12: Operations Strategy and International Operations


• 13: Lean, Agile, and Mass Customization


• 14: Innovation and Continuous Improvement