Purpose of This Book

Organisations are places where groups of people work together to achieve a

common goal, or goals, and that includes your business. People at your operations
need to have both your management, leadership and operational skills in order to
enjoy being part of your team.
Most operations staff are directly or indirectly involved in setting and meeting
goals for the organisation and working out ways to best achieve them. It is a
workplace leader’s responsibility for coordinating the work of his people to achieve the
business’ specific goals.
Because most organisations aim to be productive - making profits and meeting
customer expectations - managers (and that includes you!) are required to make sure
the work gets done efficiently.
Here’s the book that you, as an operational leader, requires to beef up your
operations! I believe you are very much familiar with most of them, if at all, you are
practising them.
Like in my training / speaking engagements, my role in this book is to share,
discuss and work with you how you can enhance those familiar skills to enrich your
workplace performance and productivity thus your monthly earnings.

This ‘easy-to-digest’ book is designed to help the Operations Manager to:

 understand the operations management framework - how to plan, build,

operate and manage enterprise operations;

 acquire an understanding of the functions and practices of production and

operations leaders;

 have insights on how to develop strategies, initiatives and programs to

introduce and sustain competitive operations in the organization; and,

 emphasizes operations management decision-making which is crucial to keep

the operations active and productive for the whole organization.
 List of Contents

CHAPTER 1 - MONITORING AND IMPROVING THE WORKPLACE

OPERATIONS
What is ‘Workplace’s Operations?’
The Management’s Responsibilities
Interactive Nature of the Management Process
Size of the Operation Does Matter
Culture of the Enterprise
Managers’ Preferred Styles of Operations
Operational Resources
Operations to Support Overall Enterprise Goals and Quality Assurance Initiatives
Adjusting Procedures and Systems to Improve Effectiveness and Efficiency

CHAPTER 2 - PLANNING AND ORGANISING THE WORKFLOW

The Manager’s Role in Planning
Time Management Sheet (TMS)
Assessing Progress Against Agreed Objectives and Timelines

CHAPTER 3 - MAINTAINING WORKPLACE RECORDS

Types of Workplace Records

CHAPTER 4 - SOLVING PROBLEMS AND MAKING DECISIONS

Identifying Workplace Problems Promptly
Identifying Problems and Issues Promptly
Taking Actions
Monitoring the Effectiveness of Solutions Undertaken at the Workplace

CHAPTER 5 - DEVELOPING THE OPERATIONAL WORKFORCE

Converting the Workforce to Become Independently Competent and Matured
You Make the Difference!
Excerpts from the Book

A. Workplace Operations
Workplace operations refer to the work itself and includes systems and procedures,
staff performance, levels of service and standards of products manufactured in the
workplace.

These operations can include:

1. Service delivery - ensuring staff provide the level of service established / determined
and generate products as appropriate for the organisation.
2. xxx
3. xxx

B. The Management's Responsibilities

Not surprisingly, the roles of managers and supervisors in the workplace have also
changed in recent years. It is not uncommon now for a worker to have both
management and operational responsibilities and to be part of a work team.
The operations manager / leader is also the person who deals with unexpected
problems or issues and decides the most appropriate course of action to take.

C. The Culture of the Enterprise

All organisations have a culture or a mindset or a particular way of operating. This is
sometimes hard to define or even to find, but it will always be there. The culture of a
business is often described as 'the way we do things around here'.

D. Operational Resources
Resources that are needed at the operations are basically divided into the following
category:
(a) Material (b) Equipment (c) xxx (d) xxx (e) xxx (f) xxx

E. Adjustment of Procedures and Systems

Adjustment of internal procedures and systems to improve efficiency and
effectiveness should be a continuous on-going exercise, and involves monitoring of the
internal and external environments, and the integration of findings into future planning
as well as current practices.

F. Ways of Determining an Appropriate Workload

Total workload - they may be expected to undertake duties for other staff
members, other departments, special guests or delegated managerial duties such as
banking, counting money, stock taking or delivering stock.

G. Maintaining Workplace Records

Workplace records are an important part of any work environment and should be
accurately maintained within the required time frames.

H. Problem Solving and Decision Making

Problem solving and decision making are two key tasks of any manager. The
ability to deal quickly and effectively with workplace problems are standard ongoing
requirements for any manager and will be a significant indicator of your effectiveness.
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