1. J. R. Hagerty, “3M Begins Untangling Its ‘Hairballs.’” Wall Street Journal, http://online.wsj.com/article/SB10001424052702303877604577382260173554658.html#project%3DHAIRBALL0517%26articleTabs%3Darticle, accessed May 16, 2012; 3M Newsroom, “John K. Woodworth,” http://news.3m.com/leadership/ceo-and-corporate-officers/john-k-woodworth, accessed May 16, 2012; 3M Newsroom, “3M Performance,” http://solutions.3m.com/wps/portal/3M/en_US/3M-Company/Information/Profile/Performance/, accessed May 16, 2012; 3M Newsroom, “Who We Are,” http://solutions.3m.com/wps/portal/3M/en_US/3M-Company/Information/AboutUs/WhoWeAre/, accessed May 16, 2012.

2. James B. Dilworth, Production and Operations Management: Manufacturing and Non-Manufacturing (New York: Random House, 1986), 3.

3. For a better understanding of the relationship between employee knowledge and productivity, see: M. R. Hass and M. T. Hansen, “Different Knowledge, Different Benefits: Toward a Productivity Perspective on Knowledge Sharing in Organizations,” Strategic Management Journal 28, no. 11 (2007): 1133–1153.

4. John W. Kendrick, Understanding Productivity: An Introduction to the Dynamics of Productivity Change (Baltimore: Johns Hopkins University Press, 1977), 114.

5. E. Magnani, “The Productivity Slowdown, Sectoral Reallocations and the Growth of Atypical Employment Arrangements,” Journal of Productivity Analysis 20 (2003): 121.

6. Raju Shanbhag, “Duke Energy Invests $1 Billion on Smart Grid Technology,” TMCnet, February 25, 2010, http://www.tmcnet.com. For an interesting study linking sustainability strategies and higher levels of productivity, see: M. A. Delmas, and S. Pekovic, “Environmental Standards and Labor Productivity: Understanding the Mechanisms That Sustain Sustainability,” Journal of Organizational Behavior 34, no. 2 (2013): 230–252.

7. Justin Lahart, “Moment of Truth for U.S. Productivity Boom,” Wall Street Journal, May 5, 2010, www.wsj.com, accessed July 6, 2010.

8. For an example of virtual offices created to increase worker productivity, see: Michael K. Takagawa, “Turn Traditional Work Spaces into Virtual Offices,” Human Resources Professional (March/April 1995):11–14. To see how compensation policies influence productivity, see: R. A. Webb, M. G. Williamson, Y. Zhang, “Productivity-Target Difficulty, Target-Based Pay, and Outside-the-Box Thinking,” The Accounting Review 88 (2013): 1433–1457.

9. This example is based on D. Clark, “Theory & Practice: Why Silicon Valley Is Rethinking the Cubicle Office,” Wall Street Journal, October 15, 2007, B9.

10. For more information regarding how quality control efforts can be customized, see: D. Zhang, K. Linderman, and R. G. Schroeder, “Customizing Quality Management Practices: A Conceptual and Measurement Framework,” Decision Sciences 45, no. 1 (2014): 81–114.

11. For more information on how customers might improve productivity, see: I. Anitsal and D. W. Schumann, “Toward a Conceptualization of Customer Productivity: The Customer’s Perspective on Transforming Customer Labor into Customer Outcomes Using Technology-Based Self-Service Options,” Journal of Marketing Theory and Practice 15, no. 4 (2007): 349–363.

12. W. Edwards Deming, Out of the Crisis (Boston: MIT Centre for Advanced Engineering Study, 1986).

13. Guy Boulton, “Report Touts Wisconsin Hospitals’ Progress in Improving Patient Care,” Milwaukee Journal Sentinel, January 26, 2014, http://www.jsonline.com; Dinesh Ramde, “Collaborative Effort Pays Off for Wisconsin Hospitals, Report Finds,” Wisconsin Rapids Tribune, January 21, 2014, http://www.wisconsinrapidstribune.com; Wisconsin Hospital Association, “Wisconsin Hospitals Quality Improvement Efforts Reduce Health Care Costs by $46 Million,” news release, January 21, 2014, http://www.wha.org/newsReleases.aspx; Centers for Medicare and Medicaid Services, Partnership for Patients, “About the Partnership,” http://partnershipforpatients.cms.gov, accessed January 28, 2014.

14. Gary McWilliams, “Wal-Mart Era Wanes Amid Big Shifts in Retail; Rivals Find Strategies to Defeat Low Prices; World Has Changed,” Wall Street Journal, October 3, 2007, A1.

15. John J. Dwyer, Jr., “Quality: Can You Prove It?” Fleet Owner (April 1995): 36.

16. “Key Ratings: Developing a Quality Assurance Framework for In-Service Training and Development,” Measuring Business Excellence 7 (2003): 99.

17. Gerry Davidson, “Quality Circles Didn’t Die—They Just Keep Improving,” CMA Magazine (February 1995): 6.

18. M. Beyer, F. Gerlach, U. Flies, and R. Grol, “The Development of Quality Circles/Peer Review Groups as a Method of Quality Improvement in Europe: Results of a Survey in 26 European Countries,” Family Practice 20 (2003): 443.

19. John Peter Koss, “Plant Robotics and Automation,” Beverage World (April 1995): 108; Rob Spencer, “A Driving Force: Use of Robotics Remains Strong in Auto Industry,” Robotics World 19, no. 1 (January/February 2001): 18–21. For more information on the limitations of automation, see: R. Jelinek, “All Pain, No Gain? Why Adopting Sales Force Automation Tools Is Insufficient for Performance Improvement,” Business Horizons 56 (2013): 635–642.

20. G. Bensinger, “Before Amazon’s Drones Come the Robots,” Wall Street Journal, December 8, 2013, http://online.wsj.com/news/articles/SB10001424052702303330204579246012421712386?KEYWORDS=amazon+and+kiva, accessed February 24, 2014.

21. Robert E. Kemper and Joseph Yehudai, Experiencing Operations Management: A Walk-Through (Boston: PWS-Kent Publishing Company, 1991), 48.

22. Richard B. Chase and Nicholas J. Aquilano, Production and Operations Management: A Life Cycle Approach (Homewood, IL: Richard D. Irwin, 1981), 4.

23. Roger W. Schmenner, “Operations Management,” Business Horizons 41, no. 3 (May/June 1998): 3–4; M. Rungtusanatham, T. Choi, D. Hollingworth, Z. Wu, and C. Forza, “Survey Research in Operations Management: Historical Analyses,” Journal of Operations Management 21 (2003): 475.

24. Michelle V. Rafter, “Researcher Delivers a New Flavor of Management Courtesy of Domino’s,” Workforce Management, June 2010, http://www.workforce.com.

25. For an overview of location strategy, see: A. Goerzen, C. G. Asmussen, B. B. Nielsen, “Global Cities and Multinational Enterprise Location Strategy,” Journal of International Business Studies 44 (2013): 427–450.

26. Peter Coy, “Four Reasons Mexico Is Becoming a Global Manufacturing Power,” Bloomberg Businessweek, June 27, 2013, http://www.businessweek.com; Vanessa Fuhrmans and Nico Schmidt, “Volkswagen to Make Golf in Mexico,” Wall Street Journal, January 25, 2013, http://online.wsj.com; Marco Werman, “High-Tech Manufacturing Driving Economy in Mexico,” Public Radio International, February 26, 2013, http://www.pri.org; Steven Rattner, “The Myth of Industrial Rebound,” New York Times, January 25, 2014, http://www.nytimes.com.

27. For a thorough discussion of product strategy, see: Olav Sorenson, “Letting the Market Work for You: An Evolutionary Perspective on Product Strategy,” Strategic Management Journal 21, no. 5 (May 2000): 577–592.

28. For an example of the kinds of layout issues that concern printers in Europe, see: Jill Roth, “Molto Bene,” American Printer (March 1994): 54–58.

29. For ways to ensure that human resource strategy is progressive, see: Kevin Barksdale, “Why We Should Update HR Education,” Journal of Management Education 22, no. 4 (August 1998): 526–530.

30. Bradford Wernle, “Chrysler Rushes to Hire as It Refills Product Pipeline,” Workforce Management, January 13, 2010, http://www.workforce.com.

31. For two perspectives on labor force planning during a period of economic uncertainty, see: John Zappe, “Dissatisfied Workers + Recovery = Workforce Planning,” ERE.net, January 19, 2010, http://www.ere.net; Fay Hansen, “Strategic Workforce Planning in an Uncertain World,” Workforce Management, July 2009, http://www.workforce.com.

32. For a step-by-step description of job design, see: Rutgers University website, “How to Design a Job,” http://uhr.rutgers.edu, accessed July 1, 2010. See also: M. A. Huselid and B. E. Becker, “Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management,” Journal of Management 37: 421–428.

33. Sergio Sousa and Elaine E. Aspinwall, “Development of a Performance Measurement Framework for SMEs,” Total Quality Management & Business Excellence 21, no. 5 (May 2010): 475–501.

34. For a review of JIT and lean production, see: M. Holweg, “The Genealogy of Lean Production,” Journal of Operations Management 25, no. 2 (2007): 420–437.

35. Lee J. Krajewski and Larry P. Ritzman, Operations Management: Strategy and Analysis (Reading, MA: Addison-Wesley, 1987), 573; Albert F. Celley, William H. Clegg, Arthur W. Smith, and Mark A. Vonderembse, “Implementation of JIT in the United States,” Journal of Purchasing and Materials Management (Winter 1987): 9–15. See also: Y. Matsui, “An Empirical Analysis of Just-in-Time Production in Japanese Manufacturing Companies,” International Journal of Production Economics 108 (2007): 153–164.

36. J. Shan and K. Zhu, “Inventory Management in China: An Empirical Study,” Production and Operations Management (2012), doi: 10.1111/j.1937-5956.2012.01320.x

37. Jeremy N. Smith, “What Comes after Just-in-Time?” World Trade 22, no. 4 (April 2009): 22–26. For a discussion of the costs associated with JIT, see: C. Eroglu and C. Hofer, “Lean, Leaner, Too Lean? The Inventory-Performance Link Revisited,” Journal of Operations Management 29: 356–369.

38. John D. Baxter, “Kanban Works Wonders, but Will It Work in U.S. Industry?” Iron Age (June 7, 1982): 44–48.

39. Amy Chozick, “Toyota Sticks by ‘Just in Time’ Strategy after Quake,” Wall Street Journal, July 24, 2007, A2.

40. For discussion of cost control that focuses on corporate jets, see: Mel Mandell, “Why Sharing Jets Is Cost Effective,” World Trade 11, no. 7 (July 1998): 85.

41. Caron Beesley, “How to Build and Use a Business Budget That’s Useful All Year Long,” Small Business Administration Community, June 3, 2013, http://www.sba.gov; Eric Thomas, “Five Tips for ‘Use It or Lose It’ Budgets,” CIO Insight, August 16, 2013, http://www.cioinsight.com; Frank Ross, “Confessions of a Budget Freak,” Landscape Management, October 2013, EBSCOhost, http://web.ebscohost.com.

42. George S. Minmier, “Zero-Base Budgeting: A New Budgeting Technique for Discretionary Costs,” Mid-South Quarterly Business Review 14 (October 1976): 2–8.

43. Chris Argyris, “Human Problems with Budgets,” Harvard Business Review (January/February 1953): 108.

44. S. M. Clor-Proell, S. E. Kaplan, and C. A. Proell, “The Impact of Budget Goal Difficulty and Promotion Availability on Employee Fraud,” Journal of Business Ethics (in press).

45. This section is based primarily on J. Fred Weston and Eugene F. Brigham, Essentials of Managerial Finance, 7th ed. (Hinsdale, IL: Dryden Press, 1985).

46. For an excellent discussion of ratio analysis and its alternatives, see: W. Chen and L. McGinnis, “Reconciling Ratio Analysis and DEA as Performance Assessment Tools,” European Journal of Operational Research 178, no. 1 (2007): 277–291.

47. Lester R. Bittle, Management by Exception (New York: McGraw-Hill, 1964); Frederick W. Taylor, Shop Management (New York: Harper & Bros., 1911), 126–127.

48. These two rules are adapted from Boardroom Reports 5 (May 1976): 4.

49. For an interesting look at how entrepreneurs use break-even analysis, see: A. Oe and H. Mitsuhashi, “Founders’ Experiences for Startups’ Fast Break-Even,” Journal of Business Research 66 (2013): 2193–2201.

50. Robert J. Lambrix and Surenda S. Singhvi, “How to Set Volume-Sensitive ROI Targets,” Harvard Business Review (March/April 1981): 174.

51. For a listing and discussion of quantitative tools and their appropriate uses, see: Robert E. Kemper and Joseph Yehudai, Experiencing Operations Management: A Walk-Through (Boston: PWS-Kent Publishing Company, 1991), 341–355.

52. www.michaelsoneast.com.

53. “Less Is More at Michael’s on East,” Restaurant Business 108, no. 12 (December 2009): 26–31.

54. Ibid.

55. Ibid.

56. Ibid.

57. Ibid.