Category Archives: Operations Management

“Stressful dead end jobs are bad for productivity”

In his tenth annual lecture as Chief Executive of the Royal Society for the Arts, Manufactures and Commerce, Matthew Taylor reflected on the quality of work in the UK.  Taylor’s views are of interest because he was appointed by the government … Continue reading

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Is Japanese innovation an oxymoron now?

A thoughtful article on innovation in Japan on the BBC Business website suggests it is a lack of marketing expertise that is holding back Japanese companies and their ability to innovate.  Also the innovative companies of thirty years ago have … Continue reading

Posted in Chap 16 Innovation and CI, Operations Management | Tagged , | Leave a comment

Happiness at work (in France)

An unusual link this morning – an 85 minute French documentary called Le bonheur au travail.  I worked in Brussels for five years, so my French was quite good – 30 years ago.  But even with my rusty French I … Continue reading

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How to improve your forecasting

There have been reports/blogs recently about a ‘geopolitical forecasting tournament’ which lead to the winning team publishing a research paper on why teams are better at forecasting than individuals (see here).  That lead me to look in more detail at … Continue reading

Posted in Chap 07 Capacity and demand, Operations Management | Tagged | Leave a comment

Flexible offices that respond to activity-based working (ABW)

We’ve blogged before about alternative designs of office space, but this blog is about creating the idea of a flexible office (as opposed to a flexible factory).  In this article, Saint-Amand, CEO of CLG, explains how his company’s new office … Continue reading

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Occupations that are projected to decline

CareerCast analyses data produced by the US Bureau of Labor Statistics and identifies the 10 occupations that are declining in  numbers most rapidly (see their web page here).  Their list is interesting because the reasons for their decline are not … Continue reading

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Big firms exerting their market power over payment terms

We discuss market power and the power of buyers on pages 44-46 of our book.  And one aspect of this is having an ever higher profile in this election year – how big firms make their smaller suppliers wait a … Continue reading

Posted in Chap 02 Winning Customers, Operations Management | Tagged , | Leave a comment

How about getting employees to “own their job” BEFORE you hire them?

There is much in Chester’s blog that I like in terms of how to get the best out of employees (that’s why I am sharing it here).  But I was miffed by his assumption that employees only buy into your organisation’s … Continue reading

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Risks associated with being a low cost operator

There are a number of risks associated with being a low cost operator. A cost leadership strategy may have the disadvantage of lower customer loyalty, as price-sensitive customers will switch between operators if they offer a better price. A reputation … Continue reading

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What’s a low cost firm look like?

An operator implementing a cost leadership strategy tends to have many of the following characteristics: Few layers between the top management and workforce, keeping their reporting structure simple. A small head office, with relatively few corporate staff. Operating decisions delegated to unit … Continue reading

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