Managing an Effective Operation

Paul Graves qualified as an electronics engineer while completing an apprenticeship with Rolls Royce Ltd, Aero-Engine Division, Derby. He joined the Specialist Division of Rolls Royce and Associates Ltd, working on the management of the design and supply of nuclear reactor systems, and was located in Derby, Barrow-in-Furness and Dounreay in Scotland. He then became Engineering Manager of Fisher Controls Ltd (a part of the Monsanto company) at their Lewisham plant, where they designed and manufactured major electronic instrumentation systems for defence and industrial applications. He progressed to become Director and General Manager of the Lewisham business, a post he held for five years before joining Sundridge Park Management Centre in Bromley, where he is Programme Director for several core management programmes and specializes in operations, technology and quality topics. In recent years he has worked in the USA, Europe, Russia (including Siberia) and SE Asia. Eddie Fowler has over thirty years’ experience in human resource management. After ten years in the steel industry, he worked in heavy-electrical engineering, plastics and high tech electronics. Latterly, he worked in the headquarters of a major international services company.He has had responsibility in all the aspects of HR-employee relations, pay and benefits management, training and development, recruitment and employment law.For the past ten years he has worked in management development as a corporate executive and consultant. He was responsible for initiating and developing a management development strategy for some 3000 managers in the services company and has advised on the design and implementation of competence-based management training programmes.For the past five years he has been a standing committee member of MCI.

'For student and manager alike, a useful addition to the working bookshelf that will enable individuals to develop themselves and their jobs throughout their careers.'- Brit. Jrnl of Administrative Management, January 1996

• Chapter 1 What business are you in – and does your operation match it?; Chapter 2 Get your operation in context; Chapter 3 Matching resources to demand; Chapter 4 Quality, and how to maintain it; Chapter 5 Supplies and supplier management; Chapter 6 Organization and systems; Chapter 7 The right working environment; Chapter 8 Keeping track of your operation; Chapter 9 Changing for improvement; Chapter 10 Getting things done;