Journal articles: 'Operations management'

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Maddock, H. W. "Operations Management." Manufacturing Engineer 70, no. 3 (1991): 11. http://dx.doi.org/10.1049/me:19910054.

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Sridevi, Sridevi. "Management and Operations of 4G Networks." International Journal of Scientific Research 3, no. 4 (June 1, 2012): 95–99. http://dx.doi.org/10.15373/22778179/apr2014/35.

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DeVries, Stan, and Victor Gopu. "Improve operational effectiveness with operations management systems." APPEA Journal 50, no. 2 (2010): 739. http://dx.doi.org/10.1071/aj09103.

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This paper looks at three examples that demonstrate how smart operations can reduce the uncertainty to reliably contribute to sustained growth in operations effectiveness. These relate to: demand/capability change; critical asset management; and, adaptive collaboration across processing/production areas and sites. While many heavy process industry organisations try to measure and manage the processing/production facilities using the operations effectiveness phrase, many have encountered difficulty in delivering the desired business improvement—whether it is achieving, sustaining, evolving or rolling out. This paper proposes a re-think based on successes in several industries. This paper defines what working smarter really means through making earlier and better decisions that affect the current performance of the processing/production facility and the supply chains. These decisions are often balancing naturally conflicting demands, both between facility and supply chain and between present and future events.

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Mirheli, Amir, Mehrdad Tajalli, Rasool Mohebifard, Leila Hajibabai, and Ali Hajbabaie. "Utilization Management of Highway Operations Equipment." Transportation Research Record: Journal of the Transportation Research Board 2674, no. 9 (June 19, 2020): 202–15. http://dx.doi.org/10.1177/0361198120927400.

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This paper presents fleet utilization management processes for highway operations equipment based on actual tracked and reported usage data obtained from transportation agencies. The objective is to minimize total fleet utilization costs, including operational, purchase, and relocation expenses that yield the optimal utilization values and fleet composition of specific equipment types within each region in a year. The framework includes utilization prediction and optimization models, rather than relying on pre-determined utilization thresholds in existing strategies, to avoid under-utilization, over-utilization, or both. The prediction models are structured using equipment explanatory variables with their significant contributing factors, for example, annual equipment usage, annual fuel cost, downtime hours, age, and class code, to predict operational costs. The optimization model is formulated as a set of mathematical formulations, with embedded predictive models, that minimizes the total costs of (i) keeping an asset in-service using predictive annual operational cost functions, (ii) purchasing new assets in a region in the following year, and (iii) relocating assets by capturing the distance between regions. The costs include equipment purchase, operation, maintenance, and transportation expenses. The proposed framework captures the remedial actions to balance under-/over-utilized assets in the fleet in a cost-efficient manner. The proposed methodology is applied to utilization management of a set of operations equipment, and the findings of the dump trucks are presented. Several scenarios are designed to analyze the sensitivity of the costs to various decisions and parameters. The numerical experiments reveal that the proposed framework can facilitate the utilization prediction and management of highway operations equipment and save up to 16.6% in operational costs considering different demand scenarios.

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Lypchuk, Vasyl, and Vasyl Dmytriv. "Management of technological process optimisation." Engineering Management in Production and Services 12, no. 3 (September 1, 2020): 103–15. http://dx.doi.org/10.2478/emj-2020-0022.

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Abstract The research aims to characterise the optimisation of a technological process depending on the main time parameters for production. The optimisation does not require to correct technical parameters of a system, but rather the organisational and managerial factors of the technological process. The workload is taken as an evaluation criterion, which factors in the probability distribution of time characteristics of computer process operations. Time characteristics that represent the performance of an operation influence the workloads of an operator and equipment, determining the productivity of the technological process. Analytical models were developed for the operational control of a production line efficiency considering the probability–statistical parameters pertaining to the performance of operations and technological equipment peculiarities. The article presents research results, which characterise the dependence of a production line efficiency on the type of equipment, and the duration of preparatory and final operations considering their probability. Under an optimal workload of the operator, the duration of the complete program changes linearly, regardless of the time required for the performance of operations by a computer without the involvement of the operator, and depending on the type of equipment. A managerial decision can be optimal under the condition that the factor of technological process efficiency (K_TP) tends to max. The developed method of analytical determination can be used to calculate the workload of both an operator and technological equipment. The calculations of the duration of a production line operation resulted in the methodology for the consideration of probability characteristics pertaining to the time distribution of the period required to perform operations, which influences the unequal efficiency of the production line. The probabilistic character of time distribution related to intervals of performed operations serves as a parameter in the management of technological process optimisation, which can be achieved using simulators of technological processes optimised in terms of their efficiency.

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Missner, Emily, and Leslie J. Reynolds. "Operations Management/Operations Research Web Sites." Journal of Business & Finance Librarianship 8, no. 3-4 (March 2003): 253–64. http://dx.doi.org/10.1300/j109v08n03_12.

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Chotipanich, Sarich, and Sittiporn Issarasak. "A study of facility management operation strategy in shopping malls." Property Management 35, no. 3 (June 19, 2017): 236–53. http://dx.doi.org/10.1108/pm-07-2015-0029.

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Purpose This paper is a continuing exploration into facilities management (FM) strategy through the arrangement of its decision choices. The purpose of this paper is to identify the existence of FM operation strategy and to add empirical evidence to this subject to the field of FM and property management. Its main objectives are to gain insights into the arrangement of the FM strategic choices in operation and its relationship with business strategy. Design/methodology/approach The study investigated the configurations of operational approaches and activities that should reflect strategic decisions. The investigation was undertaken through a study of four reputed shopping malls located in Bangkok. The relevant data were collected through semi-structured interviews with the key FM persons of each case study, plus archival document searches, and observations of operational processes. Subsequently, the data were examined in a cross-case analysis to identify the key patterns of relationships between the FM operational arrangements and the business strategy of the mall. Findings This study found that the functional scheme of FM adopted in operations was deliberately related to the needs of business strategy and the operations of the given shopping mall. A range of strategic choices for FM operations was also found. Certain choices are shared among the case studies, while their arrangements varied according to the particular business strategy and context. Research limitations/implications The number of case studies was rather limited, while the results were predominantly involved with a single type of facility. Originality/value The study identified the pattern of strategic choices entailed in the FM operations in shopping malls. The findings add to the understanding on FM strategy by widening the perspectives about the strategic choices of FM operations and how they are connected with the business strategy and operation model of retail estate. It adds empirical evidence and case studies regarding FM operations and its strategic features.

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Mataac, Chito Moldogo. "Improving Service Operations through Total Quality Management." International Journal of Research Publication and Reviews 5, no. 6 (June 2024): 7109–24. http://dx.doi.org/10.55248/gengpi.5.0624.1647.

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Berenguer, Gemma, and Zuo-Jun (Max) Shen. "OM Forum—Challenges and Strategies in Managing Nonprofit Operations: An Operations Management Perspective." Manufacturing & Service Operations Management 22, no. 5 (September 2020): 888–905. http://dx.doi.org/10.1287/msom.2018.0758.

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The operations management (OM) community is paying increasing attention to the analysis of nonprofit operations. However, what is it about this type of operation that makes it particularly interesting to OM scholars? We address this question by studying the objectives, actors, and main activities of nonprofit operations and the most common challenges they face. In addition, we suggest tactical and operational strategies to address these challenges by considering works in the for-profit sector and in different applied areas. The ultimate goal of this paper is to inspire and stimulate OM researchers to develop significant theoretical and empirical models in this novel stream of literature.

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Folami, Adisa, and Eberendu Obioha. "Crop-machinery management system for field operations and adopted planning techniques for plantation sugar cane production." Poljoprivredna tehnika 46, no. 4 (2021): 97–120. http://dx.doi.org/10.5937/poljteh2104097f.

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Major objectives of farm mechanization are to maximize production at minimum risks and optimum cost of equipment usage by good management planning and operation of machines to carry out sequence crop production operations for the whole farming system. Hence this study was needed at Sunti Golden Sugar Company, Nigeria to determine cost of equipment use and select appropriate tractor power and machinery for the crop cultivation, crop establishment, weed control, cane harvesting and transporting to the store for post-harvest processing for future target of 4,770 ha of sugar cane farm. Based on agricultural farm size, field operational planning factors like soil, weather/environmental conditions, each implement matched with appropriate tractor size was calculated. Costs of equipment use, ownership and operational costs for implements and tractors were also calculated. A well-drawn cropping field operations calendar was very important for crop and operational sequencing was recommended and was put in-place since the operations overlaps with multi-periods. As part of the recommendation, during the planned equipment downtime, major repairs and maintenance were to be carried out before critical field operation's period to improve pre-field and in-field efficiency for effective equipment and field operational planning and management. Determined are the values of each implement field capacity within allotted time available, actual number of implement/tractor power required, fuel and oil consumption per unit time for the sugar cane cultivation, harvesting and transporting operations at the sugar cane farm. Also appropriate earth-moving and earthwork equipment for road, irrigation and drainage structural works were also selected.

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Lowson, Robert H. "Operational management and operations strategies: an SME perspective." International Journal of Procurement Management 1, no. 1/2 (2007): 180. http://dx.doi.org/10.1504/ijpm.2007.015361.

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Loch, Christoph H., and Yaozhong Wu. "Behavioral Operations Management." Foundations and Trends® in Technology, Information and Operations Management 1, no. 3 (2005): 121–232. http://dx.doi.org/10.1561/0200000009.

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Kleindorfer, Paul R., Kalyan Singhal, and Luk N. Wassenhove. "Sustainable Operations Management." Production and Operations Management 14, no. 4 (January 5, 2009): 482–92. http://dx.doi.org/10.1111/j.1937-5956.2005.tb00235.x.

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Walker, Helen L., Stephen Gough, Elmer F. Bakker, Louise A. Knight, and Darian McBain. "Greening Operations Management." Journal of Management Education 33, no. 3 (December 3, 2008): 348–71. http://dx.doi.org/10.1177/1052562908323190.

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15

Prentis, Eric L. "Operations management taxonomy." Journal of Operations Management 7, no. 1-2 (October 1987): 63–78. http://dx.doi.org/10.1016/0272-6963(87)90007-6.

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Atkin, Jason, Han Hoogeveen, and Raik Stolletz. "Airport operations management." OR Spectrum 41, no. 3 (August 31, 2019): 613–14. http://dx.doi.org/10.1007/s00291-019-00562-z.

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Stapenhurst, Tim, M. Hayes, and A. Tomes. "Practical Operations Management." Statistician 40, no. 1 (1991): 113. http://dx.doi.org/10.2307/2348236.

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Doran, Desmond, Alex Hill, Steve Brown, Emel Aktas, and Markku Kuula. "Operations Management Teaching." Industry and Higher Education 27, no. 5 (October 2013): 375–87. http://dx.doi.org/10.5367/ihe.2013.0172.

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This paper explores the relevance to industry's needs of operations management (OM) teaching in higher education, by researching the content of OM modules delivered by UK academics and comparing the results of this research with the views of business practitioners having had first-hand experience of OM teaching on MBA programmes. To determine whether a gap exists in terms of the importance placed on key content areas, the views of OM academics and practitioners were empirically tested using an online survey instrument. The findings indicate that although there is a broad degree of cohesion among academics relating to module content there are gaps between academics and practitioners in terms of the relative importance of key content areas. Such differences are most evident with regard to supply chain management, capacity management, inventory control and lean production tools and techniques. In this regard, the results provide a backdrop for the development of this important subject discipline to ensure that what is taught in the lecture theatre is valued in the business environment.

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Calder, Jim. "Security Operations Management." Security Journal 15, no. 4 (October 2002): 75–76. http://dx.doi.org/10.1057/palgrave.sj.8340006.

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Szarycz, Gregory S. "Cruise Operations Management." Tourism and Hospitality Research 8, no. 1 (January 2008): 69–70. http://dx.doi.org/10.1057/palgrave.thr.2007.17.

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Kolisch, Rainer, Jens O. Brunner, and Jesper Larsen. "Airport operations management." Computers & Operations Research 65 (January 2016): 163. http://dx.doi.org/10.1016/j.cor.2015.09.001.

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Prasad, Sameer, Sunil Babbar, and Ayhan Calis. "International operations management and operations management research: a comparative analysis." Omega 28, no. 1 (February 2000): 97–110. http://dx.doi.org/10.1016/s0305-0483(99)00031-6.

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Tang, Chengyou. "The Investigation and Research on Operation Management." Advances in Economics, Management and Political Sciences 85, no. 1 (May 28, 2024): 30–35. http://dx.doi.org/10.54254/2754-1169/85/20240832.

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The ability to effectively manage operations is an essential asset for any firm. In addition to ensuring that procedures are efficient, it also guarantees that resources are utilized effectively and that the organization's goals are met. An investigation of operations management serves as the foundation for this paper, which is then analyzed and recorded by a survey of the businesses that were engaged. This paper employs literature review and literature analysis as its research methods and investigates the disparities between company operation management and performance, as well as the means by which competitive strategies can be implemented. The study's findings have facilitated accurate planning and performance for Walmart with respect to operation management, while also establishing the criticality of operation management in the company's growth trajectory. Additionally, it offers a solid basis and guidance for any organization that may have uncertainties and alternative decisions regarding operational management in the coming years.

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BECMER, Dariusz, and Dariusz SKORUPKA. "COMPOSITE RISK MANAGEMENT – METHOD OF RISK MANAGEMENT IN US MILITARY ORGANISATION." Scientific Journal of the Military University of Land Forces 162, no. 4 (October 1, 2011): 278–96. http://dx.doi.org/10.5604/01.3001.0002.3265.

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In their article the authors depict the method of risk management used by US Army commanders in the military decision-making process, the preparation and the execution of an operation. The method is applied to combat operations, stabilisation operations, training, garrison activities and off-duty activities. The purpose of Composite Risk Management is to mitigate or eliminate risks associated with all the hazards related to the abovementioned operations and activities.

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Wilson, James M. "Deconstructing the reinvention of operations management." Journal of Management History 24, no. 2 (April 9, 2018): 128–55. http://dx.doi.org/10.1108/jmh-06-2017-0028.

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Purpose The purpose is to provide an intellectual history of Operations Management, particularly noting recent developments and its underlying continuity with earlier systems and thinking. Operations Management as a discipline identifies its “modern” incarnation as dating from the 1960s when it became more rigorous and managerially focused. This re-invention constructed a “narrative” that the profession still follows, yet a critical perspective reveals significant, though under-appreciated continuity with earlier theory and practice. Design/methodology/approach This paper presents a comprehensive literature review and comparative analysis of historic developments in management and academia. Findings In the early 1900s, F. W. Taylor’s Shop Management established Operation Management, but its main component, Scientific Management, had stagnated by the 1950s. At that point, the rise of Management Science both reinvigorated Operations Management and threatened it with a competing new discipline. To compete Operations Management then modernized by redefining itself, reasserting its interest in several areas and co-opting Operational Research tools for those. It also contracted, withdrawing from areas considered vocational, or more suited to Industrial Engineering. Research limitations/implications This historical overview shows the critical importance of drawing research agenda from practical managerial concerns. Practical implications Practitioners benefit from the intellectual rigor that academics provide and a historical perspective shows that the relationship has been mutually beneficial. Social implications The disciplines of Operations Management, Operations Research and Industrial Engineering are complementary and competitive in addressing many problems that transcend their boundaries, and use common ideas and techniques. The demands of “academic rigor” have had a deleterious effect on the practical managerial relevance of these disciplines. Originality/value A long-term, cross-disciplinary perspective provides a unique understanding of the research interests and practical orientations of these disciplines.

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Karpenko, Julia, and Anzhelika Pienova. "Theoretical approaches to the definition of the concept of operational management." Socio-Economic Research Bulletin, no. 3-4(74-75) (October 27, 2020): 88–98. http://dx.doi.org/10.33987/vsed.3-4(74-75).2020.88-98.

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The article considers the author’s interpretations regarding the definition of the essence of operational management concept. The purpose of article is to systematize the existing definitions of «operational management» and clarify the essence of this concept. The research methods of comparison, grouping, induction and deduction, analysis and synthesis were used in the research. According to the study results, different opinions of researchers on the relationship between the concepts of operational and production management have been studied and found that these concepts are not interchangeable. Based on the analysis of the author’s interpretations of the essence of operational management, three scientific approaches are identified, which were presented in the scientific developments of a number of researchers, namely: an emphasis on the production systems management, an emphasis on operations management and an emphasis on resource allocation. The relationship between key concepts of operational management such as «operation», «operational strategy», «operating system», «operational function» is established. It was revealed that the operation is the primary indivisible link of the operating system, and the operational function should be considered as a set of operations, the result of which is the manufacture of goods or provision of services, supplied by the enterprise to the external environment. It is determined that operational decisions related to management concern the formation of operational strategy, as well as the development and ensuring the functioning of the operating system. According to the results of definitions systematization and analysis of the basic concepts of operational management, the interpretation of its essence is generalized. It is proposed to consider the operational management as an activity of operations management, which is the basis of the operating system of any enterprise and provides for its provision of the necessary resources and transform them into goods or services to achieve established corporate goals.

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Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 8 (August 2014): 1480–81. http://dx.doi.org/10.1111/poms.12255.

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Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 9 (September 2014): 1664–65. http://dx.doi.org/10.1111/poms.12288.

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Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 10 (October 2014): 1832–33. http://dx.doi.org/10.1111/poms.12306.

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Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 11 (November 2014): 2041–42. http://dx.doi.org/10.1111/poms.12309.

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Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 12 (December 2014): 2225–26. http://dx.doi.org/10.1111/poms.12311.

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Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 24, no. 1 (January 2015): 179–80. http://dx.doi.org/10.1111/poms.12330.

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Nizar, Adi Mas, Masumi Nakamura, Takashi Miwa, and Makoto Uchida. "Dynamic Safety Modelling for Ship Management Performance." IOP Conference Series: Earth and Environmental Science 1081, no. 1 (September 1, 2022): 012002. http://dx.doi.org/10.1088/1755-1315/1081/1/012002.

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Abstract Recent development and projection of ship operations as a sociotechnical system is getting more complex. In order to successfully emulate a high-reliability organization with a balance between operational efficiency and safety, the shipping companies have to grab a well understanding of the operating performance. However, because the teams are distributed spatially and temporally, a misalignment of shared situation awareness casually exists. We extended Rasmussen’s dynamic safety theory and adjusted it in the context of ship management performance. A modelling study using system dynamics was done to illuminate how the feedback loops construct the interaction between safety, efficiency, and workload. The simulation result shows that the operations behave following the safety and efficiency pressures created by existing goals and boundaries. The model is also able to capture these trade-offs in different variety of operation scenarios. Application such modelling may provide the managers with a better understanding and valuable insight to implement the strategies to sustain safe operations.

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Sapaty, P. S. "Spatial management of air and missile defence operations." Mathematical machines and systems 1 (2023): 30–49. http://dx.doi.org/10.34121/1028-9763-2023-1-30-49.

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This paper relates to the accepted presentation presented at the international Air and Missile Defence Technology Conference, held on November 16–17, 2022, in London, the UK, (day two), reflecting the contents of the presentation slides. It describes applications of the patented and internationally tested Spatial Grasp Technology (SGT) and its Spatial Grasp Language (SGL) for integrated air and missile defense (IAMD). Based on holistic space navigation and processing by recursive mobile code self-spreading in distributed words, SGT differs radically from the traditional management of large systems since it consists of parts exchanging messages. The dynamic network of SGL interpreters can be arbitrarily large and cover terrestrial and celestial environments as powerful spatial engines. The paper contains an example of tracking and destruction of multiple cruise missiles by self-evolving spatial intelligence in SGL using networks of radar stations. It also briefs the growing multiple satellite constellation in low Earth orbits (LEO) for potential IAMD applications. Starting from the Strategic Defense Initiative (SDI) of the past and then briefing the latest project of the Space Development Agency, the paper shows SGL solutions for discovery, tracking, and destroying ballistic missiles and hypersonic gliders with the use of collectively behaving constellations of LEO satellites. It also shows how to organize higher levels of supervision of groups of mobile chasers fighting multiple targets (potentially both missiles and drones), by providing global awareness and even consciousness in SGL which can drastically improve their performance. The latest version of SGT can be implemented on any platform and put into operation in a short time, similar to its previous versions in different countries.

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Companys Pascual, Ramón, and Imma Ribas. "Some Trends and Applications of Operational Research/Management Science to Operations Management." International Journal of Production Management and Engineering 3, no. 1 (January 25, 2015): 1. http://dx.doi.org/10.4995/ijpme.2015.3459.

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Silver, Edward A. "Process Management Instead of Operations Management." Manufacturing & Service Operations Management 6, no. 4 (October 2004): 273–79. http://dx.doi.org/10.1287/msom.1040.0055.

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Tarasov, Andrey V. "APPLICATION OF OPERATIONAL MAPPING IN THE FOREST OPERATIONS MANAGEMENT." Географический вестник = Geographical bulletin, no. 3 (50) (2019): 134–45. http://dx.doi.org/10.17072/2079-7877-2019-3-134-145.

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Shepherd, Dean A., and Holger Patzelt. "Operational Entrepreneurship: How Operations Management Research Can Advance Entrepreneurship." Production and Operations Management 22, no. 6 (October 6, 2011): 1416–22. http://dx.doi.org/10.1111/j.1937-5956.2011.01264.x.

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Prajogo, Daniel I., and Mark Goh. "Operations Management activities and operational performance in service firms." International Journal of Services Technology and Management 8, no. 6 (2007): 478. http://dx.doi.org/10.1504/ijstm.2007.013943.

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Green, J. W., C. Page, G. M. Eastman, and D. Howes. "The Application of Information Systems and Telemetry to Operational Management in Anglian Water." Water Science and Technology 21, no. 10-11 (October 1, 1989): 1283–94. http://dx.doi.org/10.2166/wst.1989.0326.

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An account is given of the development of information systems in Anglian Water to meet the requirements of operational management. Part 1 gives an overview of the new computing network for operations applications, including the Operations Information System, a comprehensive operational job management system, and digital mapping. Part 2 describes the implementation and application of telemetry systems which will eventually extend to over 5500 sites, and Part 3 describes the development of process control modules using telemetry outstations. The implementation of these systems has involved close co-operation between Anglian Water and Logica EIS, and Part 4 gives an account of these developments from the supplier's point of view.

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GUPTA, KAMAKSHI, and ANJALI SAM. "Blockchain in Operations Management." International Journal of Scientific and Research Publications (IJSRP) 9, no. 11 (November 12, 2019): p9551. http://dx.doi.org/10.29322/ijsrp.9.11.2019.p9551.

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Guitart-Tarrés, Laura, Ana Núñez-Carballosa, Natalia Jaría Chacón, Fariza Achcaoucaou, Claudio Cruz-Cázares, Paloma Miravitlles, and Ruben Huertas García. "Playing in Operations Management." WPOM-Working Papers on Operations Management 8 (June 7, 2017): 81. http://dx.doi.org/10.4995/wpom.v8i0.7171.

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<p class="Abstract">The current model of competency-based learning requires new tools that allow students to develop these competencies and become active subjects of their learning (rather than passive receivers of a contents). Gamification or ludification is becoming an innovative trend in many areas, also in higher education. Games can provide a useful environment for students to acquire professional skills, a fact that is much more difficult to acquire through traditional learning methods. In that sense, this paper presents the experience of designing a game for Operations Management students.</p>

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Thorogood, John L. "Directional Survey Operations Management." Journal of Petroleum Technology 41, no. 12 (December 1, 1989): 1250–52. http://dx.doi.org/10.2118/19462-pa.

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Rand, Graham K., D. W. Fogarty, T. R. Hoffmann, and P. W. Stonebraker. "Production and Operations Management." Journal of the Operational Research Society 42, no. 3 (March 1991): 260. http://dx.doi.org/10.2307/2583323.

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Daskin, Mark S. "Bite-Sized Operations Management." Synthesis Lectures on Operations Research and Applications 1, no. 1 (September 29, 2021): 1–193. http://dx.doi.org/10.2200/s01124ed1v01y202108ora001.

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Rustagi, Narendra K., and Mohsen Attaran. "Operations Management Information Systems." Journal of the Operational Research Society 45, no. 10 (October 1994): 1218. http://dx.doi.org/10.2307/2584486.

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Corbey, Michael, and P. Verdaasdonk. "Value Based Operations Management?" Maandblad Voor Accountancy en Bedrijfseconomie 78, no. 11 (November 1, 2004): 507–14. http://dx.doi.org/10.5117/mab.78.12781.

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Value Based Management (VBM) is zonder twijfel een invloedrijke stroming in de bedrijfseconomische literatuur van de laatste tien jaar. Het is daarbij opmerkelijk dat het eigenlijk niet precies duidelijk is wat VBM nu inhoudt. Vast staat wel dat een aantal fundamentele uitgangspunten uit de theorie opnieuw door VBM hoog op de agenda is geplaatst. Eén daarvan is het relevante kostenbeginsel, en hiermee samenhangend, de wens om zoveel mogelijk accounting winstmaatstaven te vermijden ten gunste van maatstaven die economische winst zo goed mogelijk benaderen. In dit artikel worden vooral deze VBM-uitgangspunten gekoppeld aan beslissingen op het gebied van Operations Management. Hierbij wordt ingegaan op een belangrijk knelpunt, namelijk de informatiesystemen. Er blijken, ook in moderne Enterprise ResourcePlanningsystemen (ERP-systemen), problemen te bestaan met betrekking tot de relevante geldstroominformatie, alsmede met betrekking tot de opslag van financiële data. Er worden enkele oplossingsrichtingen geschetst.

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Marshall, Laurel A. "Restaurant Management and Operations." Journal of Teaching in Travel & Tourism 1, no. 2-3 (August 17, 2001): 169–82. http://dx.doi.org/10.1300/j172v01n02_10.

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De Toni, Alberto, and Roberto Filippini. "Operations management in Italy." International Journal of Operations & Production Management 18, no. 7 (July 1998): 644–48. http://dx.doi.org/10.1108/01443579810217594.

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50

Bhaumik, Pradip K. "Operations Management and Innovation." Global Business Review 19, no. 3_suppl (March 28, 2018): viii. http://dx.doi.org/10.1177/0972150918760028.

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Journal articles on the topic 'Operations management'

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