Index

ABC analysis, 74–5

Added value, xiii–xiv, 2

Administration staff, performance standards, 143

Agency staff, 57–8

Annualized hours, 56

Argos Premier Points, 50

Authority-holders, 190–1, 201–2

Automated teller machines (ATMs), 55

Batch operations, 13–14

Benchmarking, 95

Bhs, 103

Boss, management of, see People management Bottom-up planning, 32

BP petrol stations, 50

British Leyland, 198–9, 200

BSE crisis, 201

Burger King, 49

Caius Petronius, 168, 173

Capacity management, 42–60

adjusting capacity, 54–60

automation, 55–6

flexible staffing, 56–8

maintaining excess capacity, 54–5

multiskilling, 58–9

revising maintenance patterns, 59

subcontracting, 59–60

capacity levels, 42–3

smoothing demand, 43–54

customer queuing, 48–50

differential pricing, 44–6

encouraging customer loyalty, 50–1

from internal customers, 51–4

making to stock, 47–8

product or service differentiation, 46–7

Change:

continuous and discontinuous change, 162–4

management of, 183–202

force-field analysis, 197–200

involving others, 200–2

problem solving, 184–97

speed of, 161–2

Channel Tunnel, 194–5

Charities, operations management in, 9

co-ordination, 23

Children in Need, 5

Civil Service, 24, 33, 58–9, 166

Co-ordination, 28, 32–4

in decentralization, 21–4

Colleagues, management of, see People management

Continental Tyres, 20

Continuous change, 162–4

Continuous improvement, 158–82

implications of, 179–82

information needs, 167

need for, 161–7

risk management, 164–6

speed of change, 161–2

objectives of, 158–60, 176

process of, 173–9

implementation of improvement, 177–8

monitoring of improvement, 178–9

need assessment, 173–7

risks of, 167–72

confusion, inefficiency, demoralization, 168–9

creative dissatisfaction, 167–8

internal disruption, 171–2

irrelevance, 169–70

overambition, 170–1

Continuous operations, 14–15

Contract staff, 57–8

Control, 21, 26–7, 139, 156

quality control, 105, 110–11

inspection, 107–9

sampling, 109–10

statistical process control, 110–11

stock control, 72–7

see also Monitoring

Coutts Development Consulting, 172

Creative dissatisfaction, 167–8

Critical examination matrix, 146

Crosby, Philip, 102

Current suitability, 116

Customer charters, 81–4

Customer loyalty, 45, 50–1

Customer queuing, 45, 48–50

Customer satisfaction, 27

customer research techniques, 92–5

benchmarking, 95

face-to-face interviews, 93

focus groups, 93–4

government sources, 94

industry data, 94

internal records, 94

postal surveys, 93

telephone interviews, 92–3

Customers, xiv–xv, 4–5, 80–100

communication with, 25

customer-supplier relationships, 87–9, 97–100

partnerships, 95–7

external customers, 81–5

internal customers, 85–7, 90–1

smoothing demand from, 51–4

see also Customer satisfaction

Decentralization, 17–18, 24–8

risks of, 19–24

co-ordination, 21–4

control, 21

expectations, 20

expertise, 20–1

Decision-making:

hierarchy of, 36–9

model, 38, 39

see also Co-ordination

Demand forecasting, 67–71

extrapolation from historical data, 68–70

qualitative judgement, 71

quantitative prediction, 70–1

Demand smoothing, see Capacity

management Didcot Power Station, 180

Differential pricing, 44–6

Discontinuous change, 162–4

Do-It-All, 207

Drucker, Peter, 8, 140

Dudley Training and Enterprise Council, 153, 175

Economic factors, 34

Edwardes, Sir Michael, 198, 200

Effectiveness, xiv Efficiency, xiv

Employee's rights and responsibilities (Health and Safety), 122, 128–31

Employer's rights and responsibilities (Health and Safety), 121–2, 124–8

Empowerment, 190, 211–12

Environmental impacts, 34–6

economic factors, 34

environmental factors, 35–6

legal factors, 35

political factors, 34

social factors, 34–5

technological factors, 35

Eurotunnel, 194–5

Excess capacity, maintenance of, 54–5

External customers, 81–5, see also Customers

Face-to-face interviews, 93

Fayol, Henri, 139

Fiat Motor Company, 152

Field, Malcolm, 178

Finance, 3

Fishbone diagram, 147–9

Flexitime, 57

Focus groups, 93–4

Force-field analysis, 197–200

as aid to change, 198–200

concept of, 197–8

Ford, 22

Forecasting, see Demand forecasting

Government departments:

customer charter, 82–3

operations management in, 10–12

co-ordination, 23–4

Green Shield stamps, 50

Groundwork Foundation, 147

Handy, Charles, 77, 88, 89–90, 159, 163, 195

Health and safety issues, 119–36

employer's rights and responsibilities, 124–8

legal framework, 120–4

Health and Safety at Work Act (1974), 121–3

Management of Health and Safety at Work Regulations (1992),’ 123–4

price of failure, 131–4

improvement costs, 132–3

legal costs, 131–2

output costs, 133–4

productivity and, 134–6

individual reactions, 134–5

union issues, 135–6

Hospitals, operations management in, 9–10

co-ordination, 24

Human resources, 6

capability management, 77–8

flexible staffing, 56–8

multiskilling, 58–9

performance standards, 142–3

staff motivation, 27

see also People management

IBM, 33, 163

Image, expectations and, 103–4

Improvement, 116–18

implementation of, 115–16

monitoring of, 115–16

see also Continuous improvement; Remedial action

Information, need for, 167

Inspection, 107–9, see also Monitoring Internal customers, 85–7, 90–1

smoothing demand from, 51–4

see also Customers

Inventory management, 66–77

stock control, 72–7

see also Demand forecasting

Invitation to tender (ITT), 98

Irrelevance, 169–70

ISO 9000

series, 112

J. Sainsbury, 46, 50

Jacob's Biscuits, 23

Jaguar, 22

Just-In-Time (JIT) techniques, 75–6

Kanter, Rosabeth Moss, 95–6

Kelly, Francis J., 29

Kelly, Heather Mayfield, 29

Kelvin, Lord, 179

Kentucky Fried Chicken, 49

Kepner, C.H., 185

Legal factors, 35

Levitt, Theodore, 29

Lewin, Kurt, 197, 199

Lexus, 22

Littlewoods, 103

LMG Packaging, 26

Local government, operations management in, 12

Macro forecasting, 68

Maintenance patterns, revising of, 59

Management by objectives (MbO), 140–1

Management of Health and Safety at Work Regulations (1992), 123–4

Managers, role of, 139

Manufacturing:

operations management in, 7–8

co-ordination, 23

product differentiation, 46

Marketing, 4–5

Marks and Spencer (M&S), 15, 20, 97, 103

Martin, Norman, 36

Maximum capacity, 42

Mazda, 18

MCI, 25

Mentmore, 186

Mercedes, 48

Micro forecasting, 68

Minimum capacity, 43

Ministry of Defence (MoD), 11, 84–5

Monitoring, 139, 154–6

access to data, 156

connecting individuals or teams, 155

evaluating shortfalls, 145–9

critical examination matrix, 146

fishbone diagram, 147–9

see also Remedial action

improvement, 115–16, 178–9

making data available, 156

output, 116

performance, 145

agreeing performance targets, 155

instituting performance measurement, 155

performance appraisal, 207–9

remedial action, 156

Moorhead, Alan, 42

Morgan, 48

Motivation, 32–4

staff motivation, 27

Multiskilling, 58–9

Naisbitt, John, 195

National Health Service (NHS), 43

Network diagrams, 64–5

Networking, 153

New Labour Party, 94

No work, no pay contracts, 58

Nolan, Vincent, 164–6, 185, 189

Oakland, John S., 85–6, 91, 159

Objectives, 140

management by objectives (MbO), 140–1

of continuous improvement, 158–60, 176

SMART objectives, 141–2

Operating schedule management, see Resources, management of Operations, 6–7, 12–15

as horizontal process, 87–91, 152

customer-supplier relationships, 87–9

organization structure and culture, 89–91

batch operations, 13–14

continuous operations, 14–15

project operations, 13, 15

Operations management, xiii, xv charities, 9

government departments, 10–12

hospitals, 9–10

local government, 12

manufacturing, 7–8

retailing, 8

schools, 10

service industries, 8

Optimum capacity, 42

Organization structure, 89–91

see also Decentralization

Output monitoring, 116

Overambition, 170–1

Overperformance, 154

Overtime working, 56

Oxfam, 23, 103–4

Pareto's Law, 74

Part-time working, 56–7

People management, 203–18

boss, 215–18

representing staff, 215–16

seeking direction, 217–18

upward communication, 216–17

colleagues, 213–14

consulting and informing, 213–14

developing confidence, 214

subordinates, 205–13

communication and involvement, 209–10

developing capability, 212–13

empowerment, 211–12

performance appraisal, 207–9

see also Human resources

Performance monitoring, 145, 155

agreeing targets, 155

performance appraisal, 207–9

see also Monitoring

Performance standards, 140–5

administration staff, 143

production staff, 143

sales force, 142–3

Person culture, 210

Personnel, 6, see also Human resources

Peters, Tom, 159, 162, 195

Political factors, 34

Postal surveys, 93

Power cultures, 210

Pricing, differential, 44–6

Primary data, 92

Problem solving, 184–97

Problem-owners, 189–90, 201

Product differentiation, 46

Production staff, performance standards, 143

Project operations, 13, 15

Qualitative judgement, 71

Quality management, 101–18

definition of quality, 101–2

image and expectations, 103–4

quality assurance, 106

quality control, 105, 110–11

inspection, 107–9

sampling, 109–10

statistical process control, 110–11

quality improvement, 116–18

right first time, 111–16

assessing/highlighting improvement needs, 114–15

implementing and monitoring improvement, 115–16

mapping the operation/identifying processes, 114

total quality management (TQM), 85, 106–7, 116–18

Quantitative prediction, 70–1

Radcliffe Infirmary, Oxford, 64

Radio Rentals, 186

Rank Xerox, 70–1

Reliant, 67

Remedial action, 149–54

agreeing on, 156

find someone and shout strategy, 153–4

make do and mend strategy, 153

monitoring of, 156

sit tight and wait strategy, 152–3

see also Improvement

Repetitive strain injury (RSI), 63

Resources, management of, xv

capability management, 77–8

inventory management, 66–77

stock control, 72–7

see also Demand forecasting

operating schedule management, 60–6

activity duration, 61–3

activity frequency, 63

activity sequence, 63–5

activity timing, 66

see also Capacity management; Human resources

Responsiveness, xiv

Retailing, operations management in, 8

co-ordination, 23

Riley, Teresa, 63, 159, 161

Risk management, 164–6

Road Transport Industry Training Board, 62

Role cultures, 210

Rolls Royce, 48

Royal National Lifeboat Institute, 9

Safety, see Health and safety issues

Sainsbury's, 46, 50

Sales force, performance standards, 142–3

Samaritans, 9

Sampling, 109–10

Schools, operations management in, 10

co-ordination, 24

Scope, 103–4

Secondary data, 94

Service differentiation, 46, 47

Service industries, operations management in, 8

Shortfalls, evaluation of, see Monitoring Skinner, B.F., 61

Skoda, 22

SMART objectives, 141–2

Smith, Adam, 88

Social factors, 34–5

Solution-implementers, 191, 202

Staff, see Human resources

Statistical process control, 110–11

Stewart, Rosemary, 36

Stock control, 72–7

replenishment, 75–7

Strategic planning, 29–34

motivation and co-ordination, 32–4

top-down and bottom-up planning, 32

Subcontracting, 59–60

Subordinates, management of, see People management

Systems maintenance, 116

Tannenbaum-Schmidt model, 205–6

Task cultures, 210

Taxpayer's Charter, 82–3

Technological factors, 35

Telephone interviews, 92–3

Temporary shift-working, 57

Temporary staff, 57–8

Tesco, 50

Toffler, Alison, 195

Top-down planning, 32

Total quality management (TQM), 85, 106–7, 116–18

Townsend, Robert, 153

Toyota, 21, 72

Training, 27, 212–13

Training and Enterprise Councils (TECs), 3, 153, 175

Transformation, xiii–xiv, 89

in charities, 9

in hospitals, 9–10

in retailing, 8

in schools, 10

in service industries, 8

Tregoe, B.B., 185

Underperformance, see Monitoring

Union issues, 135–6

Upward communication, 216–17

Volkswagen, 22

Waitrose, 33

Walls, 46

W.H. Smith, 48, 74, 87, 178

Wolverhampton Training Centre, 190