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Chapter 1
Figure 1.1 Input�transformation�output model
Figure 1.2 Operations�finance�marketing functions existing alone
Figure 1.3 Overlapping roles for operations, marketing and
finance functions
Figure 1.4 Summary of roles of operations management

Chapter 4
Figure 4.1 Overview of chapter
Figure 4.2 Effect of order size and order frequency on inventory
Figure 4.3 Relationship between order quantity and inventory costs
Figure 4.4 The master scheduling process
Figure 4.5 A product structure tree for a table

Chapter 5
Figure 5.1 The five forces model (Source: Porter, 1980)
Figure 5.2 Generic competitive strategies (Source: Porter, 1985)
Figure 5.3 The sand cone model (Source: Ferdows and de Meyer, 1990)

Chapter 6
Figure 6.1 Process defined as set of related tasks or activities
Figure 6.2 Dealing with mixed levels of analysis by separating and
organising processes according to level of detail
Figure 6.3 Example of cell layout
(Adapted from Jacobs and Chase 2008, p. 87)
Figure 6.4 Example of process mapping of flow in an airport
Figure 6.5 Example of service blueprint of processes used by a
financial institution to process a credit card application

Chapter 8
Figure 8.1 Role of knowledge in innovation
(Source: Soosay and Hyland, 2008)

Chapter 9
Figure 9.1 Deming Wheel
Figure 9.2 Juran’s Quality Trilogy diagram (Adapted from J. Juran and F. Gryna, Juran’s Quality Control Handbook, 4th edn, 1988)
Figure 9.3 ISO 9000 Framework
Figure 9.4a Common causes of variation present (process is in control)
Figure 9.4b Special causes of variation present (process is not in control) (Source: Foster, 2007)
Figure 9.5 An example of a statistical control chart (Source: Nancy, 2004)
Figure 9.6 Process capability analysis
Figure 9.7a Seven quality control tools
Figure 9.7b Seven quality control tools (continued)
Figure 9.8 Seven management and planning tools (Source: wikipedia)

Chapter 10
Figure 10.1 The Australian Business Excellence Framework
Figure 10.2 The Singapore Business Excellence Framework
Figure 10.3 Comparison between business improvement models
as presented by the NZBEF
Figure 10.4 New Zealand Criteria for Performance Excellence
Figure 10.5 Generalised balanced scorecard template
Figure 10.6 A systems view of operations
Figure 10.7 A six-sigma control chart

Chapter 12
Figure 12.1 Mapping the contribution of sustainability practices
(Goldsmith and Samson, 2005)
Figure 12.2 Business case for sustainability (Goldsmith and Samson, 2005)

Chapter 13
Figure 13.1 The transformation process

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