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 vii

Preface

About this Book (for Students)

Why Operations Management is Important
If you think about a normal day, you are surrounded by products and receive services all the time.
From the alarm clock that wakes you up, the radio station you listen to, the bus that takes you to work
or university, the coffee you drink during the day, right up until you get into your bed at night. Every
man-made thing you see, touch, use, or experience has had to be conceived, designed, and deliv-
ered to you in one way or another. This has only been possible through the application of operations
management principles and practices.
Not only does this discipline impact on our everyday lives, but in most organizations it is the most
significant activity. Most people in an organization work in the operations function, most of the cost is
spent on operational activities, and probably most of the value created derives from operations. This
applies to offices, shops, factories, hospitals, banks, schools, and airports. In fact, nearly every building
that you see, not being used for domestic housing, exists because operations are going on within it.

New to this Edition

There are many new features to this edition. Most important is the updated content which recog-
nizes that currently operations management is going through the so-called fourth industrial revolu-
tion, incorporating automation, robots, artificial intelligence, the Internet of Things, and 3D printing
into the workplace. Not only has the text been revised to explain all of this, but there are twenty-six
new Operations Insights (case studies) to illustrate current industry practice across all aspects of
operations. In addition there are slightly fewer chapters (from seventeen down to fourteen) in order
to ‘fit’ within a typical semester. The book now divided into three parts (instead of four) and there is
new photographic material and redesigned artwork for figures and diagrams.

How the Book is Organized

Given the huge scope of operations management, explaining how it all happens is quite a challeng-
ing task. In this book, we start where most firms and organizations start—with the customer. Firms
get and keep customers by developing capabilities which are termed ‘order winners’ (OWs)—these
are the things that make a customer choose one firm, organization, or product over another. There
are five core OWs—quality, cost, flexibility, speed, and dependability—but within each there are
more specific OWs on which firms compete. For instance, quality order winners include aesthetics,
reliability, and serviceability. All in all we identify thirty-two basic ways of competing—either by
bundling these together into a multitude of different strategies, or by simply outperforming the
competition. Think about how you chose your university—it was either because it had features that
others did not have, or because it appeared to be better at some things than other universities, or a
combination of both.
We then go on to review the way that firms organize themselves to deliver their OWs—through
their process design, facilities, supply chain, inventory, capacity, customer handling, quality policies
and practices, work design and employment practices, and project planning. Finally, we consider
how many organizations integrate these different aspects of operations into a strategy which is
designed to give them competitive advantage within their industry sector. Two specific strategies—
lean and innovation—are then explored in more detail.
viii Preface

How the Book Works

We think that organizing the book in this way is the best way to explain operations management. It is
how we have been teaching operations management to students for many years. But we also know
that academic colleagues in universities around the world may see it differently. So a feature of this
text is its flexibility (this is one of our ‘order winners’). This book of fourteen chapters is organized into
three parts:

● Part A is concerned with introducing and understanding the discipline.

● Part B focuses on managing different aspects of operations.

● Part C is about operations strategies.

So if the teacher—or the curriculum—requires it, these parts can be read in any order (although we
recommend that you start with Part A).
To illustrate the principles and practices outlined in the book, we use lots of industry examples,
many of which are household names—such as IKEA, easyJet, and Rolls-Royce. But we also use
examples of firms that do not sell directly to consumers, but provide products and services to other
firms—such as Pipex, Ashford Colour Press, and AgustaWestland. These case studies are designed to
illustrate how theory is put into practice. They range over nearly every industry sector you can think
of—from ice cream to aerospace, hotels to pharmaceuticals, and from vacuum cleaners to cinemas.
In every chapter there are ‘Research Insights’. These summarize a major research study or paper
that underpins the specific content of the chapter. These demonstrate that much of the ‘theory’ (or
the principles and practices) outlined in the book derives from research studies of real operations.
Each chapter also ends with recommendations and suggestions as to where further information can
be obtained, if you wish to research that chapter’s topic in more depth.
Some of this you might be familiar with, if you have been employed in some way, as most young
people get work in operational areas, such as shops, hotels, restaurants, and other sectors. But even
if you have no previous experience, the book is designed to explain not just what happens in oper-
ations, but why it happens the way that it does. To help with this, there is a range of learning tools in
an integrated media package. This includes animated diagrams, videos, and a blog (www.jonesand-
robinson.wordpress.com) that provides up-to-date content and insights.

‘Walking the Talk’

Finally, as operations management people themselves, the authors are keen to engage with their
customers and to continuously improve their product. To this end, you can follow, and contact,
the authors through their personal social networking media—Twitter, Facebook, and the Jones &
Robinson blog.
 ix

Acknowledgements

This text has come into existence through the hard work and dedication of a large number of peo-
ple. We would therefore like to acknowledge and thank the following for their contribution to this
handbook.
First, our thanks to all those colleagues in industry that agreed to be interviewed and to take us
on ‘factory tours’. Almost without exception, when we asked them for their assistance, they said ‘yes’
without any hesitation. They are truly the most amazing group of colleagues—incredibly knowl-
edgeable, fantastically professional, and so committed, to both operations management and its
implementation within their organizations. It has been a joy to work with them. We thank them for
their trust in us to produce something worthy of their efforts.
Second, a special thanks to colleagues from those firms that agreed to have videos made about
their operations—Brompton Bicycle, Center Parcs UK, Domino’s Pizza, and Pipex. Filming a 30-minute
video takes a lot more time than you would think, so we greatly appreciated their patience during
this process. Also thanks to our videographer and his team for making the filming process both
highly professional and enjoyable.
Third, we would like to thank our academic colleagues. Our colleagues at Surrey provided inspira-
tion, ideas, and support for some of the chapters, based on their specific expertise in some aspects
of operations management. Colleagues elsewhere reviewed a draft of each chapter and became
‘critical friends’—highlighting areas for improvement and making suggestions as to how to do this.
Fourth we must pay credit to our families whose support has been invaluable. In particular,
Alexandra and Elizabeth Robinson who were willing to read numerous case insights to see whether
the wording and content were suitable for university students.
Finally, our thanks to all those at Oxford University Press who assisted during all stages of the pro-
cess in getting this book to print.
Prof. Peter Jones and Peter Robinson
October 2011

For the second edition, the authors would like to reiterate their thanks to all those mentioned above,
as well those other professionals who have assisted with the production of this new edition. In partic-
ular we would like to thank the followers of our Operations Management blog who have contributed
comments and given positive feedback over the last five years.
Prof. Peter Jones and Peter Robinson
December 2019

The authors and publishers would like to thank the following people for their comments and reviews
throughout the process of developing all editions of Operations Management:

Dr Tolga Bektas, University of Southampton

Briony Boydell, University of Portsmouth
Dr P.J. Byrne, Dublin City University
Dr Hing Kai Chan, University of East Anglia
Dr Alok Choudhary, Loughborough University
x Acknowledgements

Dr Karen J. Fryer, Glasgow Caledonian University

Dr William Green, University of Leicester
Dr Ian Hipkin, University of Exeter
Dr Canan Kocabasoglu-Hillmer, Cass Business School
Dr Maneesh Kumar, Cardiff University
Dr Hatem Masri, University of Bahrain
Dr Sean Naughton, Edge Hill University
James Rowell, University of Buckingham
Dr Santanu Roy, Institute of Management Technology Dubai
Jamie Rundle, Sheffield Hallam University
Dr Sarah Schiffling, Liverpool John Moores University
Simon Snowden, University of Liverpool
Prof. Marcel van Assen, Tilburg University
Dr Ying Yang, Newcastle University Business School

Thanks also to those reviewers who chose to remain anonymous.

The publishers would be pleased to clear permission with any copyright holders that we have inad-
vertently failed to or been unable to contact.
 xi

Contents

List of Case Material xix

Author Profiles xxii
A Complete Learning Package xxiii
Online Resources xxiv
Online Resources for Students xxv
Online Resources for Lecturers xxvi

PART A UNDERSTANDING OPERATIONS MANAGEMENT

1 Introduction to Operations Management 3
2 Winning Customers and Competing Effectively 34

PART B MANAGING OPERATIONS

3 Operations Processes and Life Cycles 65
4 Locating, Designing, and Managing Facilities 101
5 Managing Supply Chain Relationships 129
6 Managing Materials and Inventory Performance 158
7 Managing Capacity and Demand 188
8 Managing the Service Encounter 214
9 Managing Quality 241
10 Managing the Workforce and Technology 274
11 Managing Projects, Crises, and Business Continuity 306

PART C OPERATIONS STRATEGIES

12 Operations Strategy and International Operations 337
13 Lean, Agile, and Mass Customization Strategies 371
14 Innovation and Continuous Improvement 400

Glossary 433
Index 441
 xiii

Detailed Contents

List of Case Material xix

Author Profiles xxii
A Complete Learning Package xxiii
Online Resources xxiv
Online Resources for Students xxv
Online Resources for Lecturers xxvi

PART A UNDERSTANDING OPERATIONS MANAGEMENT

1 Introduction to Operations Management 3
Introduction  4
What is the Nature of Operations in an Organization?  5
What does an Operations Manager Do?  12
Processes—The Heart of Operations Management  15
Services versus Manufacturing  16
Processing Materials, Customers, and Information  19
Operations as Systems  20
Operations Environment 22
Ethical Operations Management 24
Conclusions27
Chapter Summary  31
Multiple Choice Questions 32
Review Questions 32
Discussion Questions  32
Further Learning Guide  32
References 33
2 Winning Customers and Competing Effectively 34
Introduction  36
Order Qualifiers and Order Winners 36
Putting the Order Qualifiers and Order Winners into Practice 44
Market Structures 46
Category Management 52
Customers and Market Segments 54
Conclusions57
Chapter Summary  59
Multiple Choice Questions 61
Review Questions 61
Discussion Questions  61
Further Learning Guide  61
References62
xiv Detailed Contents

PART B MANAGING OPERATIONS

3 Operations Processes and Life Cycles 65
Introduction70
The Evolution of Process Types 70
Process Choice 79
The Process Challenge 82
Principles of Process Design 83
Rigid versus Flexible Processes 86
Processes and Life Cycles 88
Ownership and Management of Operations 93
Conclusions94
Chapter Summary  97
Multiple Choice Questions 98
Review Questions 98
Discussion Questions  99
Further Learning Guide  99
References99
4 Locating, Designing, and Managing Facilities 101
Introduction103
Selecting Locations for Operations 103
Key Locational Issues 106
Selecting Sites 111
Determining Facility Capacity 112
Layout in Different Process Types  113
The Servicescape  116
Developments in Operations Design 118
Maintaining Facilities and their Security 120
Loss Control in Service Chains 122
Conclusions123
Chapter Summary  126
Multiple Choice Questions 127
Review Questions 127
Discussion Questions  128
Further Learning Guide  128
References128
5 Managing Supply Chain Relationships  129
Introduction131
Supply Chains or Networks and Tiers of Supply 131
Procurement: Buying from and Working with Suppliers 135
Purchasing Policy and Procedures 141
Supply Chain Integration 144
Logistics145
Developments in Supply Chain Management 150
Conclusions151
Chapter Summary  155
Multiple Choice Questions 156
Review Questions 156
 Detailed Contents xv

Discussion Questions  157

Further Learning Guide  157
References157
6 Managing Materials and Inventory Performance  158
Introduction160
What Is Inventory? 160
Types of Inventory 160
Why Keep Inventory? 161
Independent or Dependent Demand 162
What Is Inventory Management? 162
Storage and Warehousing 172
Materials Management, Production Planning, and Control Systems 174
Inventory Turnover 180
Developments in Inventory Management 180
Conclusions182
Chapter Summary  184
Multiple Choice Questions 186
Review Questions 186
Discussion Questions  186
Further Learning Guide  187
References187
7 Managing Capacity and Demand  188
Introduction190
Capacity Management in Materials Processing Operations 190
Capacity Management in Customer Processing Operations 194
Reservations versus Forecasting 196
Alternative Strategies for Managing Capacity 201
What is Revenue Management? 207
Capacity Expansion 209
Conclusions  210
Chapter Summary  212
Multiple Choice Questions 212
Review Questions 213
Discussion Questions  213
Further Learning Guide  213
References213
8 Managing the Service Encounter 214
Introduction216
The Service Encounter 217
Queuing220
Queuing Theory 222
Queuing Behaviours 222
Psychology of Waiting Lines 225
Service Failure and Recovery 227
‘Prosumption’—the Customer as Co-Worker 229
Conclusions234
Chapter Summary  237
xvi Detailed Contents

Multiple Choice Questions 238

Review Questions 238
Discussion Questions  239
Further Learning Guide  239
References239
9 Managing Quality 241
Introduction243
Quality Defined 243
The Quality Challenge 245
The Quality Gap Model 245
The Cost of Quality 247
Alternative Strategies for Managing Quality 249
Quality Tools and Techniques 253
Process Improvement 260
Business Process Management 264
Quality Recognition and Accreditation 265
Conclusions267
Chapter Summary  271
Multiple Choice Questions 272
Review Questions 272
Discussion Questions  272
Further Learning Guide  272
References273
10 Managing the Workforce and Technology 274
Introduction275
Labour Structure Issues 276
Job Design 278
Rewarding Employees 281
Selecting Employees 284
Job Communication 285
Job Content 285
Managing Employees: Control versus Involvement 286
Managing Employees: Empowerment 288
Teams288
Organizational Culture 289
Socio-Technical Systems 292
Technology in Customer Processing 297
Conclusions301
Chapter Summary  303
Multiple Choice Questions 304
Review Questions 304
Discussion Questions  304
Further Learning Guide  304
References305
11 Managing Projects, Crises, and Business Continuity 306
Introduction  309
‘Waterfall’ Project Management 309
Agile Project Management 318
 Detailed Contents xvii

Uncertainty and Risk Management 318

Risk Management Rules, Procedures, and Processes 320
Individual and Collective Mindfulness 322
Crisis Management 323
Business Continuity Management 324
Conclusions  328
Chapter Summary  331
Multiple Choice Questions 332
Review Questions 332
Discussion Questions  332
Further Learning Guide  333
References333

PART C OPERATIONS STRATEGIES

12 Operations Strategy and International Operations 337
Introduction339
The Purpose and Nature of Strategy 340
Levels of Strategic Planning and Implementation 343
Manufacturing Strategy 344
Academic Perspectives on Strategic Operation 345
Business Models 348
Contemporary Operations Strategies 351
Refining Operations Strategies 353
From Home Country to Globalization 355
Key Challenges of Internationalization 357
Alternative Approaches to Internationalization 362
Risks Associated with Internationalization 363
Conclusions364
Chapter Summary  367
Multiple Choice Questions 368
Review Questions 368
Discussion Questions  368
Further Learning Guide  369
References369
13 Lean, Agile, and Mass Customization Strategies 371
Introduction373
Lean Production 374
Waste Elimination (MUDA) in Lean Production 376
Lean Tools and Techniques in Manufacturing 377
Lean Thinking in Customer Processing Operations 382
Agility and Agile Manufacturing 383
Comparison of Agile and Lean Manufacturing Strategies 389
Mass Customization 390
Manufacturing Strategies Compared 391
Impact of i4.0 on Manufacturing Strategy 393
Conclusions394
Chapter Summary  397
 Multiple Choice Questions 398
Review Questions 398
Discussion Questions  398
Further Learning Guide  399
References399
14 Innovation and Continuous Improvement 400
Introduction402
The Difference Between Innovation and CI403
Levels of Novelty 405
NPD versus NSD406
Stages in the Development Process 407
Factors Influencing NPD and NSD414
Informal versus Formal NPD or NSD 417
Continuous Improvement (CI) 418
Continuous Improvement Implementation and Tools 419
Barriers to Implementing Continuous Improvement 421
The Learning Organization 423
Open Innovation  424
Conclusions424
Chapter Summary  428
Multiple Choice Questions 429
Review Questions 429
Discussion Questions  429
Further Learning Guide  429
References430

Glossary433
Index441
 xix

List of Case Material

PART A UNDERSTANDING OPERATIONS MANAGEMENT

1 Introduction to Operations Management  3
OPENING CASE INSIGHT AgustaWestland (Manufacturing) 3
OPERATIONS INSIGHT 1.1 Microsoft (IT and Ecommerce) 9
OPERATIONS INSIGHT 1.2 Financial Services 23
OPERATIONS INSIGHT 1.3 HP’s Sustainability Report 2017 (IT and Ecommerce) 26
END OF CHAPTER CASE BrewDog (Manufacturing/Retail/Service) 29

2 Winning Customers and Competing Effectively  34

OPENING CASE INSIGHT The Rex Cinema (Entertainment and Sport) 35
OPERATIONS INSIGHT 2.1 easyJet (Transportation) 39
OPERATIONS INSIGHT 2.2 The Fast Food Industry (Hospitality and Tourism) 46
OPERATIONS INSIGHT 2.3 Ticketmaster (Retail) 50
OPERATIONS INSIGHT 2.4 Highways England (Construction) 53
END OF CHAPTER CASE Hozelock (Manufacturing) 57

PART B MANAGING OPERATIONS

3 Operations Processes and Life Cycles  65
OPENING CASE INSIGHT Stepchange (Service) 66
OPERATIONS INSIGHT 3.1 Housebuilding (Construction) 74
OPERATIONS INSIGHT 3.2 IGrafx and Xchanging (IT and Ecommerce) 87
OPERATIONS INSIGHT 3.3 Apple iPad (IT and Ecommerce) 90
END OF CHAPTER CASE The factory of the future (Manufacturing) 95
4 Locating, Designing, and Managing Facilities  101
OPENING CASE INSIGHT Monty’s Bakehouse (Manufacturing) 102
OPERATIONS INSIGHT 4.1 Boeing Dreamliner (Manufacturing) 108
OPERATIONS INSIGHT4.2 Flight Catering (Hospitality and Tourism) 115
OPERATIONS INSIGHT 4.3 Rolls-Royce Aerospace (Manufacturing) 121
END OF CHAPTER CASE IKEA (Retail) 123

5 Managing Supply Chain Relationships  129

OPENING CASE INSIGHT H&M (Retail) 130
OPERATIONS INSIGHT 5.1 The Automotive Supply Chain (Manufacturing) 133
OPERATIONS INSIGHT 5.2 Wellocks Food (Service) 140
OPERATIONS INSIGHT 5.3 Halfords (Retail) 152
END OF CHAPTER CASE Preparing for Brexit (Manufacturing/Retail/Service) 153

6 Managing Materials and Inventory Performance  158

OPENING CASE INSIGHT Daval (Manufacturing) 159
OPERATIONS INSIGHT 6.1 Pharmaceutical Companies and Prescription Manufacturing (Manufacturing) 163
xx List of Case Material

OPERATIONS INSIGHT 6.2 Reducing ‘cost per touch’ in retail (Manufacturing/Service) 170
OPERATIONS INSIGHT 6.3 Unipetrol (Energy and Utilities) 177
END OF CHAPTER CASE Oxford University Press and SAP (Manufacturing) 182

7 Managing Capacity and Demand  188

OPENING CASE INSIGHT Bolton Wanderers FC (Entertainment and Sport) 189
OPERATIONS INSIGHT 7.1 Chocolate Box Packaging (Manufacturing) 193
OPERATIONS INSIGHT 7.2 Booking Holidays (Hospitality and Tourism) 200
OPERATIONS INSIGHT 7.3 B4box (Service) 205
END OF CHAPTER CASE Center Parcs (Hospitality and Tourism) 210

8 Managing the Service Encounter  214

OPENING CASE INSIGHT National Health Service (NHS) (Public Service and Charities) 215
OPERATIONS INSIGHT 8.1 TGI Fridays Restaurants (Hospitality and Tourism) 219
OPERATIONS INSIGHT 8.2 Heathrow Terminal 5 (Hospitality and Tourism) 223
OPERATIONS INSIGHT 8.3 Creating an ebusiness (IT and Ecommerce) 233
END OF CHAPTER CASE A Day in the Life of a Theme Park Employee (Hospitality and Tourism) 235

9 Managing Quality  241

OPENING CASE INSIGHT Spinlock (Manufacturing) 242
OPERATIONS INSIGHT 9.1 Toyota (Manufacturing) 248
OPERATIONS INSIGHT 9.2 Pipex px® (Manufacturing) 252
OPERATIONS INSIGHT 9.3 Process Analysis of a Quality Problem (Manufacturing) 263
END OF CHAPTER CASE Ashford Colour Press (Manufacturing) 267

10 Managing the Workforce and Technology  274

OPENING CASE INSIGHT Sussex County Cricket Club (Entertainment and Sport) 275
OPERATIONS INSIGHT 10.1 Teachers’ Pay (Public Service and Charities) 283
OPERATIONS INSIGHT 10.2 CBRE’s Untethered Office (Service) 291
OPERATIONS INSIGHT 10.3 New Balance (Manufacturing/Retail) 296
END OF CHAPTER CASE Sytner Group (Service) 301

11 Managing Projects, Crises, and Business Continuity 306

OPENING CASE INSIGHT IT Project (Financial Services) 307
OPERATIONS INSIGHT 11.1 Project Management Software (Service) 316
OPERATIONS INSIGHT 11.2 BP’s Deepwater Horizon Oil Spill (Energy and Utilities) 325
OPERATIONS INSIGHT 11.3 South Yorkshire Fire & Rescue Service (Public Sector and Charities) 327
END OF CHAPTER CASE TourAid (Public Sector and Charities) 329

PART C OPERATIONS STRATEGIES

12 Operations Strategy and International Operations  337
OPENING CASE INSIGHT McDonalds (Hospitality and Tourism) 338
OPERATIONS INSIGHT 12.1 Co-branding Operations (Service) 346
OPERATIONS INSIGHT 12.2 car2Go (Service) 350
OPERATIONS INSIGHT 12.3 Ted Baker (Retail) 360
END OF CHAPTER CASE Dell Computers (Manufacturing) 364
 List of Case Material xxi

13 Lean, Agile, and Mass Customization Strategies 371

OPENING CASE INSIGHT Lavazza (Manufacturing) 372
OPERATIONS INSIGHT 13.1 Apex Linvar (Manufacturing) 378
OPERATIONS INSIGHT 13.2 Will Agile Organizations Become the Norm? (Manufacturing) 385
OPERATIONS INSIGHT 13.3 ING Bank (Financial Services) 387
END OF CHAPTER CASE Pipex px® (Manufacturing) 395

14 Innovation and Continuous Improvement  400

OPENING CASE INSIGHT Dyson (Manufacturing) 401
OPERATIONS INSIGHT 14.1 Design Thinking (Manufacturing) 409
OPERATIONS INSIGHT 14.2 Purbeck Ice Cream (Manufacturing) 412
OPERATIONS INSIGHT 14.3 Lonely Planet (Hospitality and Tourism) 416
END OF CHAPTER CASE Brompton Bikes (Manufacturing) 425
Author Profiles

Professor Peter Jones is Professor Emeritus at the University of

Surrey, where for ten years he was the ITCA Chair of Production
and Operations Management. He is the author, co-author, or editor
of twelve textbooks, many of which are in the field of operations
management. He has served as associate editor on a number of
editorial boards, where he was responsible for publishing journal
articles with an operations focus. His own published research has
been on a wide range of operations management topics—such
as mass customization, statistical process control, revenue man-
agement, and productivity. He also regularly blogs and tweets on
operations management issues. As a consultant he has devised
and run management development workshops in service quality
and innovation for British and European companies, and for public
sector organizations in the UK and Malaysia. He has an MBA from
London Business School and a PhD from the University of Surrey.

Peter Robinson was until recently (July 2019) a Senior Teaching

Fellow in Operations Management at Surrey Business School. He
was also the Director of Learning and Teaching at the School. He
has over twelve years University teaching experience and has
taught operations management and project management at
Undergraduate and Masters’ level as well as operations strategies
at MBA level. His research interests are in lean and agile operations
and supply chain management. Prior to joining Surrey University
he worked for ten years as a board member for an international
automotive supply company and has additional experience in
implementing new technology into both manufacturing and
administrative sections of a number of businesses. He has a BSc
(Hons.) degree in Chemistry from Liverpool University and is a
Professional Member of the Institute of Materials, Minerals and
Mining.
A Complete Learning Package

This book comes equipped with a range of in-text learning features and a host of online resources,
all specifically designed to help you develop the essential knowledge and skills you’ll need for your
course and future career.

Learning Objectives
Introducing you to each chapter, Learning Objectives outline the main concepts and themes that will
be covered to clearly identify what you can expect to learn. These bulleted lists can also be used to
review your learning and effectively plan your revision.

Chapter Summary

Directly mapping to the learning objectives, the end-of-chapter summaries recap the core themes
and ideas of the chapter to consolidate and review your learning. These short answers can be used
as handy revision notes.

Opening Case Insights

Introducing every chapter is an Opening Case Insight, design to show how the topic of the chapter
is relevant to real-life operations management. The framing question before places each case in the
context of the chapter and prompts you to analyse as you read.

Operations Insights
Contemporary and varied examples from the world of operations management illustrate the concepts
discussed in the chapter, allowing you to apply the theory to practical examples from a huge range of
companies. Accompanying questions reinforce your learning.

Discussion Questions
Develop your analytical and reasoning skills by attempting the Discussion Questions at the end of
each chapter that encourage you to reflect on the topic covered and create lively debate.
Online Resources

www.oup.com/he/jones-robinson2e
This book is accompanied by a bespoke package of online resources that are carefully integrated
with the text to assist the learning and teaching of the subject.
Another random document with
no related content on Scribd:
possibilities of literary creation. The biography of success is filled
with the names of men in a sense self-made.
Education is the unfolding of our powers. There is the realm of
knowledge: the relations of number and space, as revealed to a
Laplace or a Newton; the discoveries and interpretations of science,
as they appear to a Tyndall or a Spencer; history, in whose light
alone we can fully interpret any subject of knowledge; literature,
whose pages glow with the best thought and feeling of mankind;
philosophy and religious truth, with their grasp of the meaning of life;
art, that is a divine revelation in material form—all that has been
realized in the consciousness of man. The race has taken ages to
attain the present standard of civilization and enlightenment. The life
of the individual attains it through education. With some distinction of
native tendencies, education makes the difference between the
Dahoman and the Bostonian. Tennyson, in his “Locksley Hall,” in a
mood of disappointment and pessimism, would seek the land of
palms, of savagery and ignorance, and abjure the “march of Mind”
and “thoughts that shake mankind;” but a healthful reaction arouses
again his better impulse, and he counts “the gray barbarian lower
than the Christian child.”
Every young man who aims at medicine, theology, law, or
teaching, who aims at the best development of his powers, needs all
the education he can gain before he enters upon independent labor.
All need a broad foundation of general knowledge upon which to rear
the structure of special knowledge and skill. Our grandfathers got
along with the grammar school, the academy, college, and
apprentice system; we need the high school, the graduate school,
and the professional school. Men go into the field of labor without
map, implements, or skill, and then wonder why they do not
succeed. The generation has advanced; more is known, more is
demanded, and undeveloped thought and skill soon find their
limitations in the practical world.
We are called upon not only to feel, but to act; not merely to know,
but to impart. The inner life is to realize itself in the outer world of
action. Ideals are to be followed closely by deeds. A mere recluse is
not in harmony with the times.
 There is a thought in the following passage from Goethe not
inappropriate in this place:

“Wouldst thou win desires unbounded?

Yonder see the glory burn!
Lightly is thy life surrounded—
Sleep’s a shell, to break and spurn!
When the crowd sways, unbelieving,
Show the daring will that warms!
He is crowned with all achieving
Who perceives and then performs.”

The child does not at first discriminate colors, but later realizes
distinctions permanently existent. The child does not at first realize
the force of the abstract idea of right; but, when the idea appears, it
is not so much an evolution as a realization in the process of
evolution of the child’s consciousness. In the development of life on
the earth a time came when human beings realized the existence
and obligation of right as a new idea to them, not one “compounded
of many simples.” However produced, we may suppose that when it
appears it is a unique thing, a binding and divine thing, a thing
carrying with it all the implications of the Kantian philosophy—God,
Freedom, and Immortality.
How religion, philosophy, ethics, maxims of experience, dictates of
prudence proclaim to the ear of the youth the necessity of realizing in
idea and practice a progressive, upward tendency of character! Vice
is not a realization, but degeneration. Vice paralyzes the will,
paralyzes the intellect, paralyzes the finer emotions, paralyzes the
body, deadens the conscience to all that is positive and worthy. Men
often regard only the larger duties, but character is often made by
the sum of little duties performed. We are ready to use great
opportunities only when we have trained our powers by diligent
performance of humble work. Carlyle says: “Do the Duty which lies
nearest thee, which thou knowest to be a Duty! Thy second Duty will
already have become clearer.”
It broadens our view of religion to hold that the divine impulse
works in all men, and leads them toward truth; that no age or people
has been left in utter darkness; that there is something common to
all religions; and that in time God’s full revelation will come to all
nations.

“Whoe’er aspires unweariedly

Is not beyond redeeming.”

May we not ask if the experience distinctively called Christian is

not an actuality, the highest blossom of religious growth—if it is not a
realization possible for all, if it is not an ideal sweetly, nay,
transcendently, inviting? One who has read the following lines from
Goethe will never forget them; he has had a glimpse of the Holy of
Holies:

“Once Heavenly Love sent down a burning kiss

Upon my brow, in Sabbath silence holy;
And, filled with mystic presage, chimed the church bell slowly,
And prayer dissolved me in a fervent bliss,—
A sweet, uncomprehended yearning
Drove forth my feet through woods and meadows free,
And while a thousand tears were burning,
I felt a world arise for me.”

I sat on the veranda at my home at the close of a beautiful day.

The western glow was fading into a faint rose color. The pine trees
on the neighboring mountain top stood out in magnified distinctness
against the bright background. A bird in a near tree sang its good-
night song. Just over the mountain peak a star shone out like a
diamond set in pale gold. The great earth silently turned and hid the
star behind the pines. The ragged outline of mountains loomed up
with weird effect. The breeze freshened and waved the branches of
the elms gracefully in broader curves; it seemed to come down from
the heights as if with a message. It was a time for meditation. My
thoughts turned for a hundredth time to the significance of the higher
emotional effects in the presence of natural beauty and sublimity,
and in the contemplation of exalted æsthetic and ethical
conceptions.
 When the hand of nature touches the chords of the human heart,
may we not believe that the hand and the harp are of divine origin,
and that the music produced is heavenly? I mean that the human
soul with all its refinement of emotion is not material, but spiritual and
Godlike; that it has written upon it a sacred message, an assurance
not of earth that its destiny is boundless in time and possibility—a
message profound in its meaning as the unsearchable depth of
God’s being.

All human institutions are progressive. Each stage of civilization is

complete in itself, but preparatory to another and higher stage.
Liberty, the art idea, the religious idea develop more and more as
men realize in consciousness higher truths and standards. From the
art that found expression in the cromlechs of the Druids to the
highest embodiment of spiritual ideas, from crude faith to philosophic
and religious insight, from rude mechanism to magnificence of
structure and invention—such has been history, such, we believe,
will be history. No wonder Carlyle exclaims: “Is not man’s history and
men’s history a perpetual Evangel?”—an announcement of glad
tidings?
It is in this philosophy that the hope of the solution of many
present problems is found. In mediæval times the feudal system was
the reconciliation of the opposing interests of men in a unity of
service and protection. Later new conflicts arose which resulted in
freedom for all classes. To-day opposition has grown from the selfish
interests of capital and labor, and we believe the reconciliation will be
found in a unity which will equitably combine the interests of both.
Change is the law. The phœnix, ever rising from its own ashes, is
stronger in pinion and more daring in flight.
Plato held to the doctrine of ideas, of eternal verities, the
archetypes of all forms of existence, and believed growth in wisdom
to be a gradual realization of these ideas in consciousness. Modern
Platonism makes man a part of the Divine Being, with power to
progress in knowledge of truth and in moral insight. This progress
aims at an ultimate end that is both a realization and a reward. This
view explains our nature and aspirations, our intuitive notions and
sense of right; it explains the seeming providence that runs through
history and makes all things work together for good; it explains that
harmony of the soul with nature that constitutes divine music; it
explains the insight of the poet and the faith of man. Any new theory
must be a continuation of the past instead of standing in
contradiction to it, must reveal the deeper meaning of old truth. The
spiritual truths that belong to the history of man must be included in
the new philosophy. Theories must explain in accordance with
common sense, and make harmony, not discord, in our intellectual,
æsthetic, and moral feelings.

“For we know in part, and we prophesy in part.

“But when that which is perfect is come, then that which is in part
shall be done away.
“For now we see through a glass, darkly; but then face to face:
now I know in part; but then shall I know even as also I am known.”

“Still, through our paltry stir and strife,

Glows down the wished Ideal,
And Longing moulds in clay what Life
Carves in the marble Real;
To let the new life in, we know,
Desire must ope the portal;—
Perhaps the longing to be so
Helps make the soul immortal.

“Longing is God’s fresh heavenward will

With our poor earthward striving;
We quench it that we may be still
Content with merely living:
But would we learn that heart’s full scope
Which we are hourly wronging,
Our lives must climb from hope to hope
And realize our longing.”
 Transcriber’s Notes

pg 82 Changed: and he repeated the the process

to: and he repeated the process
pg 161 Changed: remove mountains has nerved the purpose
to: remove mountains has served the purpose
pg 225 Changed: Analyze the fact as we way
to: Analyze the fact as we may
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