The Operations Manager's Toolbox: Using the Best Project Management Techniques to Improve Processes and Maximize Efficiency

Operations managers: use project management (PM) tools and techniques to supercharge efficiency, free up resources, eliminate unnecessary meetings, and get more done faster! Long-time operations manager and PMP-certified project manager Randal Wilson shows how to apply PM to complete the crucial "smaller" tasks that can help your organization quickly achieve sizable performance improvements. Wilson guides you in utilizing PM-style processes, structure, communication techniques, and tools throughout operations, wherever they make sense and drive value. You'll learn how to plan, implement, and measure the success of high-impact changes, and organize key tasks so they actually get done. Wilson introduces specific PM-based techniques for eliminating waste in engineering, manufacturing, distribution, and inventory control, plus a full chapter of insights for improving virtually any supply chain. He shows how to use PM to improve the way you manage teams, schedules, budgets, and other resources, and helps you systematically predict, plan for, and mitigate operational risks. Using PM, you'll learn how to improve cooperation with other managers within operations, in other lines of business, and with senior executives. You'll discover better ways to "design in" efficiency right from the start, and learn how to choose and use tools that make you even more effective over time. The Operations Manager's Toolbox will be an invaluable resource for every current operations manager, everyone moving into operations, and every project manager seeking to apply their skills in new venues.

Table of Contents:
Contents Dedication v Preface xii Introduction xiv Chapter 1 The Power of Completion 1 How Do You Gain Power from Completion? 1 Believing in the Task or Project 2 Proper Assessment of a Task or Project 3 Managing a Task or Project 5 Accountability in Completing a Task or Project 7 Take the Blinders Off 8 Time Is of the Essence 10 Organizing a Task or Project 12 Should a Task Become an Official Project? 17 Operations Manager or Project Manager—Who Are You? 18 Managing Processes Versus Reporting on Progress 19 Power Tools for the Manager 21 Power Tool Summary 23 Chapter 2 Communication Is King 27 Why Communication? 28 The Communication Path 28 Communication Applications 32 Communicating in Meetings 34 Communication Management Plan 37 Power Tool Summary 43 Chapter 3 Fix the Processes 45 What Is a Process? 45 Why Look at the Processes? 46 Process Development 48 Documentation 54 Staffing a Process 56 Training Staff for Processes 57 Monitoring and Measuring a Process 59 Changing the Process 64 Is There a Better Way? 65 Power Tool Summary 67 Chapter 4 Waste Management 69 What Is Waste in an Organization? 69 Process Organization 70 Waste or Manufacturing Cost Reductions? 74 Waste in Procurement 76 Waste in Shipping and Receiving 78 Waste in Facilities 79 Waste in Managerial Decision Making 80 Waste in Meetings and Decision Processing 81 Sustainable Change 84 Power Tool Summary 85 Chapter 5 Managing Your Resources 87 Knowing your Resources 87 Human Resources 89 Managing Versus Leading 93 Allocation of Resources 95 New Managers 96 Capital Equipment 97 Facilities 98 Equipment 100 Power Tools Summary 102 Chapter 6 Budget Control 105 Establishing a Budget 106 Scope of the Budget 108 Controlling a Budget 110 Contracts 123 Conclusion 125 Power Tool Summary 127 Chapter 7 Don’t Be Afraid of Risks 129 Risk in Today’s Operations 129 Risk Versus Uncertainty 134 Risk Management Planning 136 Learn from Your Experiences 152 Power Tool Summary 155 Chapter 8 Synergy in Management 157 Managerial Behavior 157 Managerial Diversity 159 Managerial Relationships 160 Communication System 163 Needs of the Manager 167 Power Tool Summary 169 Chapter 9 Tamper-Proof Training 171 Training Is a Process 171 Training Plan 172 Power Tool Summary 183 Chapter 10 The Weakest Link 187 Procurements 188 Supplier Relationships 191 Suppliers 194 Inventory Control 198 Power Tool Summary 202 Chapter 11 Organizing for Efficiency 205 At What Level Should Organizing Be Done? 207 Design It In 213 Cost Benefit 214 Power Tool Summary 215 Chapter 12 Managing Change 217 Why Change Anything? 218 Problems with Change 220 Types of Change 224 Documentation Changes 228 Change as a Process 229 Power Tool Summary 236 Bibliography 239 Index 241

About the Author :
Randal Wilson, MBA, PMP serves as Visiting Professor of Project Management, Keller Graduate School of Management, at the Elk Grove, CA DeVry University campus. His teaching style is one of addressing Project Management concepts using not only academic course guidelines and text, but includes in-depth discussions in lectures using practical application from industry experience. Mr. Wilson is currently Operations and Project Manager at Parker Hose and Fittings. He is responsible for five locations across Northern California and Nevada, as well as project management of redesigns and renovation of existing facilities and construction of new facilities. Mr. Wilson was formally in the telecommunications industry as Senior New Product Introduction Engineer at REMEC, Inc., Senior New Product Introduction Engineer with Spectrian Corp. and Associate Design Engineer with American Microwave Technology. He also served as Senior Manufacturing Engineer at Hewlett Packard. He is a certified Project Management Professional (PMP) of the Project Management Institute. He acquired an MBA with concentration in General Operations Management from Keller Graduate School of Management of DeVry University in Fremont, CA and a Bachelor of Science in Technical Management with concentration in Project Management from DeVry University in Fremont, CA.