Operations Management (5th edition, 2007)

Market-leading UK/European operations-management textbook — Slack, Chambers and Johnston (Warwick Business School / University of Warwick). 21 chapters across 5 parts, ~700 pages. First published 1995 (Pitman); 5th edition 2007 (Pearson/FT Prentice Hall).

Not a BPM book — this is a full operations-management (OM) textbook from the parent discipline. It is included in raw/ because OM supplies the conceptual roots of BPM: the idea of an organisation as a process (transformation of inputs into outputs), the vocabulary of capacity/flow/inventory/quality, and the improvement canon (TQM, Lean, Six Sigma) on which BPR and BPM built.

Why it matters here

BPM is often described as the IT-enabled descendant of OM applied to administrative/service processes. Anchoring that claim needs an OM reference in the wiki. Slack et al. is arguably the most widely used OM textbook in European business schools — canonical entry point. Key contact surfaces with the BPM literature in this wiki:

Five performance objectives (Ch. 2) — quality, speed, dependability, flexibility, cost — foreshadow Dumas's Devil's Quadrangle (time, cost, quality, flexibility). OM added "dependability" as a separate dimension.
Process design (Ch. 4) — the volume–variety matrix and detailed process design map to BPM process architecture and modelling.
Layout and flow (Ch. 7) and Capacity planning (Ch. 11) — classical flow analysis (Little's Law, queueing) which methods/flow-analysis imports from OM into BPM.
Lean / JIT (Ch. 15) — Toyota Production System tradition; feeds BPM redesign heuristics and process-improvement thinking.
Quality planning and control (Ch. 17) — statistical process control, conformance to specification, process capability, acceptance sampling. The statistical process-control tradition; parallels (and is often confused with) BPM's conformance checking over event logs but operates on completely different primitives (numerical measurements on outputs vs. control-flow traces).
TQM (Ch. 20) and Six Sigma (Ch. 18 appendix) — improvement paradigms that preceded BPR/BPM.
ERP (Ch. 14) — executable middleware that BPMS sits alongside or inside (PAIS).

Ingest strategy

Meta-ingest only. This is a broad reference book; unlike the Van der Aalst and Dumas textbooks it is not a primary source for BPM concepts proper. Deep-dives only if later work needs OM primitives (e.g., SPC details for a BPM-vs-SPC comparison, or queueing specifics for a flow-analysis extension).

Book structure (coarse)

Part	Chapters	Scope
1 Introduction	1–3	Operations management, strategic role, operations strategy
2 Design	4–9	Process design; product/service design; supply network; layout & flow; process technology; job design
3 Planning and Control	10–17	Planning & control; capacity; inventory; supply chain; ERP; lean/JIT; projects; quality
4 Improvement	18–20	Operations improvement; failure prevention & recovery; TQM
5 The Operations Challenge	21	Globalisation, CSR, sustainability, knowledge management

Connections

Adjacent discipline anchor — used primarily for cross-referencing OM-origin concepts that appear in BPM sources.

Concepts (already in wiki): concepts/devils-quadrangle (OM ancestors: five performance objectives) · concepts/business-process (OM's transformation-process view) · concepts/process-aware-information-system (ERP context) · concepts/process-model-quality (quality traditions).

Methods: methods/flow-analysis (OM origin) · methods/process-simulation (OM queueing tradition).

Related sources: sources/2018-dumas-fundamentals-of-bpm (BPM textbook that imports OM concepts into BPM) · sources/2011-vanderaalst-process-mining-book (positions process mining vs Lean Six Sigma, §2.5.3).

Open questions

Worth a dedicated deep-dive on SPC vs process mining conformance — they share the word "control" but operate on fundamentally different signals. Would clarify a common terminological confusion (exacerbated by Bao & Lee 2007 being in the same raw/ folder despite being a third unrelated sense of "process control").
Chapter 15 (Lean/JIT) could seed a standalone concept page on Lean as an improvement tradition adjacent to BPM.