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d.write("var wordMap = new Array(\" operations director copyright operations-director 2007 2009 turns complex business language into understandable plain text that everyone understand successful theories surrounding commercial world success relies ability organisation remain ahead competitors unsung heroes many businesses those divisions manager covering functions such customer services demand planning commercial administration warehousing transport there qualities responsibilities respect becoming must have good organisational skills prioritise their workload ensure maximum benefit customers company should prepared organise operations team mobilise them achieve common strategy adapt both themselves influence attitudes teams order cope with change management across will probably they most exciting roles experience anything then every different this site totally dedicated management role areas where significant improvements made indeed drive continuous changes bring benefits objectives support deliver products services efficient cost effective manner crucial improved cycle times processes increase reliability reduction increased productivity same resources commercially operated grow profit line return amount back organisations investors opinion also enjoy what doing knowledge library been created from various articles published myself they intended give overview subjects deemed interest professional there refer time just refresher please feel free copy written include author details documents print post publication email make this comment content thanks your visit don't dont forget mark favourites tell friends best regards nigel penhearow looking promote theory help recommending colleagues send people spread word more education available free business theory education click here link linkedin article added zero defects follow twitter here \",\" operations director what business excellence? excellence what surely important factor today's todays competitive global market over decades there have been number attempts develop business tool which will help businesses large small fully understand implement benefit from fundamentals excellence usually within organisation corporate quality head nominated managing this individual usually representative senior management team often referred process owner they possibly experience techniques such sigma mrpii class oliver wight 9001-2000 total quality management really serious about realising objectives should committed provide client satisfaction through system continuous improvement indeed improvement maintained past five years where operational ideas logged monitored course rationale that concept truly viable implemented achieved some areas world class results approach also helps organisational efforts create sustain working environment conducive towards employee them perform levels whilst same time achieving personal active participation unequivocal success equals success most quite simply basis improved specialists look improve their organisations effectiveness awareness essentially attempting directional performance company measure true measuring does against competitors endeavouring more efficient delivering higher customers there ways performance eyes don't dont know performing whether good never sort most common being agreed measures these must indicators bearing your operations just make feel because easily achieve harm setting targets addition stretch goals generally place executives seen getting hands assisting staff actually promote better model differs slightly total discipline steer embed culture readers this paper close models well versed theories heard baldridge renowned model revolves around framework central values ideals found drivers industry leaders conclusion fundamental starting point stand very introduce core believed ones offer advantage over competition need developed adopted encouraged flow leadership drives forward these result continued nigel penhearow major blue chip based holds position category sales member various institutional bodies given speeches analytics measurement best practice more information site operations-director copyright operations-director 2007 2009 \",\" operations director copyright operations-director 2007 2009 nigel penhearow ireland category sales major worldwide blue chip organisation prior this appointment held role business number years written large articles various subjects site central repository these looking from business perspective created entire quality management systems 9001 9001-2000 continuity plans become recognised expert internet applications analytics customer focus excellence analytics have been published given talks subject member institute management directors chartered logistics transport holds professional qualifications performance excellence certified sigma green belt addition also masters degree university liverpool would like contact please remember hobby replies short delay form below name e-mail address comments \",\" operations director increase business make your organisation customer focused what mean customer focus? your service focused demands customers will drive really time consider best develop customers require accurate information help them make decisions about purchases deem quite rightly many cases that they centre cosmos vary according type being used needed proud company product most only care well support meet their wants needs don't dont very everything business fail focus senior executives owners spend with irrespective size they always promote ensure issues agenda point board meetings want more services products focus avoid internally assure take what happening market place eventually kill sales looking from standpoint approach practical spotlight orienting processes requirements which both common sense surely objective good initiatives analysis centric metrics greatly assists recognise impact strategic actions trust this essential build organisation trust-based selling shows trust between consumer seller created illustrates sides benefit it's information technology answering these questions unprecedented precision customer-focused ends means robust quality management system requirement using 9001-2000 example shall monitor intelligence relating awareness whether wishes always where possible opinion often voice walks away competitors knowing market place community engagement helps priorities local people translate into strategy decision making being able demonstrate effective methods community necessary condition excellence achieve recognition improvement marketing affords opportunity obtain results increase lifetime value maintain satisfactory levels profitability improve knowledge marketing differentiated dimension gain great deal having truly differentiated offers volume based tools must analytics dashboards these extremely beneficial offer business-to-business business-to-consumer real picture looking long plus hopefully successful sale conclusion increases satisfaction while allowing compete thrive industry sharper abandoning normal trends practices segmenting actually know usually down excellent leadership team changes businesses just program bring substantial consistent rewards nigel penhearow major blue chip holds position category sales member various institutional bodies given speeches performance measurement practice more found site operations-director copyright operations-director 2007 2009 \",\" operations director business analytics don't dont leave home without world business analytics still area that known fully exploited large number organisations this article describes some applications used right gain company distinct competitive advantage software software come many forms simple form access database collating executing reports more complex modelling analysing tracking information order assist decision making process help know where assets inventory they being utilised indeed their performance through single tool 2005 there growing demand purely because executives were realising decisions could best supported clear concise extremely useful well formatted data output have personally vanguard graphical reporting system with excellent drag drop utility create from various sources data application capture upload appropriate files then extensive companies developing tools ability interface extract base systems such oracle prism often user creating manipulating design expensive programmer make whole much flexible provide departments divisional heads plus senior dashboards either stored warehouse relevant close previous operating real time environment market marketing marketers should benefit offerings analytic products offer remains work done even review alone implement them power customer marketing techniques using variable instance further enhanced drill down analysis market place customers what intelligence unknown commercial projects fail incorrect implementation failure identify capabilities system buying vendor stage level likelihood will summary look your different angle sales friendly perform detailed organisations today's todays global economy need differentiate acquire capability nigel penhearow major blue chip based holds position category sales member institutional bodies given speeches measurement practice more found site operations-director copyright operations-director 2007 2008 \",\" operations director customer relationship management know your customers which more commonly described been around earnest last years seen elements growing company's companys knowledge about current potential customers computer applications also known front office they there assist businesses handle customer's relationships promote functionality that enables customer focused approach systems support sales service related departments marketing business operations information stored only help define profiles they targeting needs requirements those often pull together group like information campaigns simply press button much data collected from in-house such order entry however journals publications equal value limited proposes investment widgets third quarter this year whatever source system store later marketing organisations whether have large small budgets looking greatest return this means every pound dollar euro spent greater expected with extra prosperity company michael porter describes forces power buyer extremely strong stay ahead competitors application methodology those suppliers target pinpoint true communicate positive fashion ones higher opportunity closing sale business more referred intelligence detailed collation important equally ability analyse translate importance strategic objective where wants services then capability achieving objectives just technology applied right become life implementing need expensive indeed limited budget some moderate skills either excel access easily start building database there available online many priced reasonable levels ensure these reputable standing thing want your disappear overnight data many assured their kept secure distributed party worst happen loyal account discover being shared outside supplier's organisation without consent will risk could seriously affect credibility market place thus affecting trade leads level intelligence good returns take base incorporate into advanced statistical analysis detecting trends selling make predictive analytics used major search engines click advertising examples yahoo google conclusion offer real competitive advantage over rivals correct local sources acquire input external type using basic usually found personal even downloaded free open providers forward plans execution you're youre doing competitor might nigel penhearow blue chip based holds position category sales member various institutional bodies given speeches performance measurement best practice site operations-director copyright operations-director 2007 2009 \",\" operations director business analysis success analysis assists making company improve performs functions with overall objective reducing operational costs using resources available provide more efficient performing business tasks ultimate serving their customers highest level expectations driving improvement view from every angle could fact being failure market place process getting understand change industry sectors needs this done capturing both internal external information putting together requirements that needed push forward future about data? true there probably wealth data most untapped within also must remember employees fantastic source what actually going internally externally basically actions knowledge trick techniques pull reach common sense plan there course specialists drafted into your help decipher collect various pieces jigsaw conclude bringing strategic first look organisation candidates possess some analytical skills require they don't dont have full portfolio expertise then investment training would thing recruiting staff potential either experience processes show developed requirements will hopefully bring need action essential form planning reviewed management this type ensure enough execute potentially important aspects area resourced funded right trouble ahead management when analysed pretty crucial managers know looking draw conclusions based find during support analysts recommendations they plans follow other influences politics long been conducted proper move never knows open niche unique markets thus offering diversification conclusion helps identify achieving goals performance such windows opportunity further identifying where failing offer alternative routes prosperity nigel penhearow major blue chip holds position category sales member institutional bodies given speeches analytics measurement best practice more found site operations-director copyright operations-director 2007 2009 \",\" operations director 9001 2000 will improve your business? iso9001 internationally recognised standard business processes companies with such accreditation must meet certain quality based criteria order maintain system much more customer focused what does look for? looks companies their approach they have construct procedures that primarily centric there method record measure success improvement opportunities requires control records documents maintained organisation also concentrates fact employees been adequately trained jobs good level competency supported company's companys training programme advantages nothing likes better than knowing supplier accredited where officially they number customers especially government bodies insist suppliers being therefore cannot only make succeed having under attract clientele well will basically ensure customer's service delivery expectations should quality system rolled years requiring fully converted over from 2005 centred around principles leadership management participation adequate investment resources running most importantly focus continual management involvement thinking implementing indeed then need full backing team past felt many bureaucratic cumbersome whereas feel relates some front creating which done either in-house wrote entire consultant prices tend vary cases what going outside choose carefully know other successful organisations were happy consultants talk them details once installed lead greater existing create confidence stride forward aggressive growth plans audits types audits first internal audit this conducted staff test every part least once year constructed build matrix each element department whilst functional areas clauses relevant common using area clause checked external performed issued certification company ones ratify main united kingdom british standards institute national assurance customer feedback registered requirements feedback performing surveys probably important pieces information gives opportunity operating expected even satisfaction achieved experience comments contribute this process action taken anything average less responses question received help keep thought about moving another conclusion time personnel implemented become life within offer assurance assist ensuring high standards costs becoming relatively small nigel penhearow business major blue chip holds position category sales member various institutional given speeches analytics performance measurement best practice more found site operations-director copyright operations-director 2007 2009 \",\" operations director e-commerce trading revolution 21st century business world alight during this century most likely have role play success basically processes that place support company's companys activity other electronic means emergence e-commerce customers purchasing persuaded many companies create site virtual shops malls e-commerce consists buying marketing selling delivering services goods transactions activities trade majority cases mostly based electronically performed internet since early days mid-nineties technology come long there such electronic data interchange even email does significant often used high volume transactional situations issue with expensive supplier customer programme their systems appropriately order perform tasks required however dream very easy likewise ways payments received common transaction providers being paypal they challenged moment google check which currently infancy your provide tools across continents should also aware failure using method still risky having shop street essential proper strategic plan otherwise could terribly wrong make sure research need find niche market exploit where know offer superior prices service check competitive keywords area participate take term will competing pages let's lets face unless real king search engine optimisation then hood getting first yahoo unlikely existing outside supplement fact physical side operate from current premises clear think about amount resources time money build intend launch make well start small grow large depends stand terms known retailer name searched thus into orders receive payment ship product good idea trader test water e-bay in-expensive e-bay perspective easily integrated unsure want risk doing conclusion here stay becoming ever popular recognised transacting over whether take care when entering built strategy smaller limited amounts capital outlay expand foot hold nigel penhearow business major blue chip company holds position category sales member various institutional bodies given speeches analytics performance measurement best practice more information found operations-director copyright operations-director 2007 2009 \",\" operations director sales planning tools your business computer system that flick switch resolve your business issues life help control presenting ability formulate objectives suitable levels detail ensure inventory production schedules cannot achieved most importantly sales plans using tool having many years experience running process become disciplined approached need know what people doing they submit both forecasts deforecasts have tools track should collect data analyse share information down supply chain demand capacity available service areas also used only drive volume estimates critical revenue well cases person this forward alignment bring relevant into position meet enable organisations achieve growth same time depending forecasting horizons define clearly going happen future this build sufficient growing just identify where lower required thus take direction order costs line with market place decline manufacturing level develop rough planning which turn cascade further material procurement master balancing managed correctly elements actually started very simple intelligence requirements calculated forecast excel spreadsheet multiple sites then through spreadsheets consolidation easily intermediate knowledge worksheets passion follow support company's companys management there chance good work could result nothing management buy-in when creating senior buy-in gives whole credibility performance measurement otherwise kpm's kpms kpi's kpis execution meets expectations plan stock availability statistical replenishment probability theory understood right from shop floor worker everyone aligned supply demand always terms businesses keep unit their lowest possible obviously want books full numbers relies excellent communication between benefits poor influence businesses success high under utilisation severely dented wont commissions more customers ultimate issue public limited company holders asking some serious questions being forecasting probably element within customer relationship dialogue acquire developing moment would certainly recommend feature measure versus output report advise error given every month whatever period conclusion already done matter large small consider introduce keep maintained ongoing basis other profile will assist ensuring flag even ones occurring nigel penhearow major blue chip based holds category member various institutional bodies speeches analytics best practice more found site operations-director copyright operations-director 2007 2009 \",\" operations director sigma statistical revolution what sigma? this theory help business improve what doing today? initially created famous electronics manufacturer motorola although some dispute stating that actually general electric either both organisations have saved billions dollars applying theories their businesses guess they won't wont fight much between each other respect first apply basis concept look processes could improved drive improvement eliminate process defects been tried tested numerous across world recognised well structured approach improving results measured foundation methodology based gaining understanding variations take place controlled such become predictable thus ability make error negated need back with many implementation plans essential supported senior members organisation otherwise time spent investigation part result waste people projects called champions they basically personnel responsibility implementing lean encourages identify ways perform operations better looks value adding activities through various statistical techniques these from making company more effective number potential identified then work finding ones offer your biggest benefit attempt implement them resources very thinly spread fruitful expected it's tool have heard tqm? well stands total quality management combines quality which technique data driven results project come immediately especially reviewing profit loss account however depending entails instance customer satisfaction benefits immediate than anticipated black belts there varying levels training belt person named in-depth concepts belts martial arts grades yellow belt green black attributes whereby able teach mentor colleagues trained extent should show leadership assign duties team understand strength order obtain best conclusion does involve analysis terms being calculate predictability model simulate current situation applied correctly support substantial must remember change fortunes combination scientific power mean will success nigel penhearow business major blue chip holds position category sales member institutional bodies given speeches analytics performance measurement practice more information found site operations-director copyright operations-director 2007 2009 \",\" operations director kaizen change your business thinking today basically japanese words continuous improvement concept created manufacturer toyota short while after second world it's about looking processes making them simpler faster probably both many organisations have implemented approach reaped rewards process continuous improvement encourages company innovate look improvements time often culture that inbred employees such companies employ techniques whole purpose produce perfect instance factory production lines operators detect abnormality they stop investigate gone wrong process control whilst many cases application simple there rules just allowed change unstructured design needs changed formally documented tested then reviewed this sometimes referred lean management attempt improve make importantly more efficient asking when asked their five times uncover true foundation fault indeed tried this with colleagues whilst thought crazy some truths certain faults works place work management attention most simply concentrate bottom line where focus primarily sales marketing spend very little these types matter small contribute fantastic results ignore need gain competitive advantage what ever means possible could tool getting muda term roughly translated waste something does value life applicable peoples every personal lives look around floor office guarantee improved urge managers under estimate power employee they ones come great ideas make sure invest training course concepts should cost massive amount cash back tremendous once employees' eyes shop seek those plans conclusion want looks itself takes return investment performs daily tasks dramatically significant competitors nigel penhearow business major blue chip based holds position category sales member various institutional bodies given speeches analytics performance measurement best practice more information found site operations-director copyright operations-director 2007 2009 \",\" operations director business continuity planning basically series processes procedures that there assist your organisation when potential disaster strikes could plan save company from brink commercial thought many large organisations have such plans place whereas medium small sized don't dont tend hand would buncefield happened hemel hempstead well companies their business premises literally blown matter seconds some instances continuity planning implemented within hours were back elements critical ongoing survival sort putting together first things consider each type event affect create stem this initial analysis need compile these they concise point make sure easily understood take person normally associated with documents them read down afterwards followed instructions then looking good management means everybody should involved certain extent everyone part play usually revolves around department ensure heavily occurs keeps when make include every significant product service engage partners especially suppliers crucial become instance virtual warehouse look element produce risk what happen resolve again keep simple management team fact contact points list contactable occur number people individual teams customer distribution will different depending departments size must control situation carefully forward security quite often linked security policy constructing engage personnel information kept secure vulnerabilities show into action therefore operating environment essential disruption your varying levels severity system going four probably less impact than whole building realistic positioning benchmarks where time weeks eighty percent customers being serviced same level prior employees said articles whether strategic case employees they challenges views proactive approach protect also welfare livelihoods interest contribute conclusion process help surviving even most testing times involves employee right managing director through office junior brain storming sessions cover aspects well written test under simulation scenario work satisfaction great start again order achieve satisfactory result nigel penhearow major blue chip based holds position category sales member various institutional bodies given speeches analytics performance measurement best practice more found site operations-director copyright operations-director 2007 2009 \",\" operations director glossary benchmarking common business method used compare practice company that another often when looking competitive cost control advantage business analytics technique review evaluate information data assist making decisions ensuring processes conforming requirements continuity plan whereby organisation puts together action plan would should some disaster occur total systems failure cause effect diagram analyse elements specific problem displays them graphical detail this type often referred ishikawa diagram change management process migration from continuous improvement where procedures your enhance effectiveness reduce waste cost quality something right first time then it's whether hours physical product been estimated this businesses their operational costs customer relationship concept looks customer intelligence about collated gain obtaining customers retaining existing ones focus wants needs reacting order create positive experience cycle time takes perform shorter cycle more efficient becomes dashboard tool senior management contains performance measures usually graphically depicted these measure presented such seen similar dashboard e-commerce electronic trading using tools email predominantly internet enterprise resource planning mostly software packages package functions transactions recorded within system does rely interfaces analysis simply gaps there missing between creation service iso9001 2000 quality certain standard based clauses also promotes continuous improvement just-in-time optimises flow inventory production pull replenishment required pulls just meet productions manufacturing kaizen kanban japanese simply means signal usually indicate stock ensure smooth bottlenecks performance measures deemed important stabilisation fault prevention monitored lean reducing eventually eliminating operational running less than gross profit process reconfigure current improved state general term referring sigma ultimate objective theory eliminate defects variability achieve have error rate million opportunities every packets sold only these picked incorrectly warehouse swot strength weakness opportunity threat analysis situation four separate boxes easy total adopted when analysing wish delve deeper into toyotas approach five times asking help drill down real issue zero defects quite perfect nigel penhearow major blue chip holds position category sales member various institutional bodies given speeches analytics measurement best more found site operations-director copyright operations-director 2007 2009 \",\" operations director business lifeblood company operations what well business consist number departments commonly known back office distribution demand planning customer services commercial administration other main principle provide organisation with value added there enhance maximise assets ensure they working their best ability offering very return often generating process that repeated many times order bring income into about directors have simple create revenues more point profits exceed operational expenses versed professionals will know influence change procedures processes achieved quickly repetitively possible often case experience anyway productivity enhanced combination people skills coupled integration director manager take step from your work difficult look guarantee improvement opportunities were obvious because thick action secret making slicker small changes rather than huge they well received employees told without good management approach large full scale disrupt rhythm importantly risk services make sure when looking resourced right level meet both internal external expectations deliver quality service directors objective support within bounds cost control perfect product delivery takes place ensure setting strategic budgets next year beyond aspirations sales director's annual commitment plan matched required conclusion really does matter division heavily reliant common sense understand market various dependant create reasonable achieve these goals same time aspects made efficient could through practices investment systems deliverable lower cash generate difference between numbers profit life blood nigel penhearow major blue chip based holds position category sales member institutional bodies given speeches analytics performance measurement practice more information found site operations-director copyright operations-director 2007 2009 \",\" operations director balanced scorecard time look your business trendy term word today's todays environment balanced scorecard what business? this article explains addition attempts describe concept plain english performance measurement tool simple terms best described performance management tool help executives focus elements that driving their usually executive small number they monitoring these both non-financial financially related measurements often heavily aligned with kpi's kpis measures describes detail measures place there room vague descriptions which staff struggle understand designed give broader over view relate from anything such human resources sale great thing about introducing them relevant areas co-exist other tools used strategic planning business want ensure strategy vision actually integrated into then approach encourages businesses introduce clear reacting objectives detailed turn contributing effectiveness takes consideration various within company knock effects department another could course have success this significant detriment area thus effect therefore achieve factor information data required order work analytics customer satisfaction what every wishes customer satisfaction whilst maintaining good profit line builds major influence outcome theory built previous methodologies continuous improvement total quality management like theories strategic consists four primary segments explanation clarification organisation putting will contribute realisation company's companys setting targets alignment finally acting upon learning feedback organisation automates creation deployment enabling managers update regularly scheduled intervals sections clarifying translating communicating linking aligning initiatives enhancing processes kinds identified mission-oriented conclusion looking implement need look create selection financial training ensure regular reviews circumstances change review scorecards bring most current nigel penhearow blue chip based holds position category sales member institutional bodies given speeches measurement practice more found site operations-director copyright operations-director 2007 2009 \",\" operations director kanban time signal term often used manufacturing workplace what does mean business this article describes concept theory along with explanation make your more efficient word already know comes from japan easy translation japanese english means card whilst signal signalling prompt action players lean companies that have introduced this their workflow achieved anything seventy five percent inventory reduction process what simple terms triggers signals stock need replenished then culminates replenish certain production area often just-in-time environment where there bottle necks flow sure many cards required each item being produced it's involves fine tuning systems interface supplier scheduling production continuity essential order keep optimisation maximum downtime unplanned waste company time resources results high unit costs none these elements lend themselves making profits best class ensures kept steady rate keeping investment manufacturers usually masters efficiency system also controls movement another again smooth increased productivity organisation right tremendous lower work progress ability prevent over conclusion take control introduce will release cash back into reduce requirement invest maintain optimising nigel penhearow business major blue chip based holds position category sales member various institutional bodies given speeches analytics performance measurement practice more information found site operations-director copyright operations-director 2007 2009 \",\" operations director lean thinking ahead thinking about someone diet real buzz slogan 21st century relatively theory successful business centred process flow looks expose those activities that value adding been developed many organisations look improving productivity boost efficiency increase quality services products being offered organisation think often linked with theories practices sigma when they have excellent flowcharting their operations tends visualisation create success final outcome taken much possible defects slowing down order make slick competitive more efficient than rivals tkae costs such inventory also affect other cash issues within company account receivables this successfully speed market strategy whilst same time reduce easy thing determination right application resources support implemented fundamental founders lean toyota they promote experts mentors said produced some astonishing results creating then would first advisable train number your staff them concepts management should embrace methodology method suggested teams proved least trial back shelf just because current working done years encourage progress improvement japan idea muda what english speaking world call waste this practice once streamed eliminate mistakes experience there always room improvement however achieve million remarkable feat wherever come from conclusion looking introduce these techniques into detail find rewards could fantastic nigel penhearow business major blue chip based holds position category sales member various institutional bodies given speeches analytics performance measurement best more information found site operations-director copyright operations-director 2007 2009 \",\" operations director competitive advantage well what competitive advantage? basically commercial advantage that company organisation over competitors respect strategy ultimate objective ensure this sustained ongoing basis always step behind warren buffet mentioned article featured fortune magazine investing assessing much industry going affect society will grow rather determining given above durability knowledge only understood from action-oriented perspective guru well known harvard university professor michael porter real effective offer successfully service product before your entrant where already exists then need differentiated order gain spot market segment being participated within role marketing department find niche's niches distinct publicised exploited direct competition would suggest entering into strong base established they seriously brain storm their techniques related space looking dominate techniques such swot strengths weaknesses opportunities threats pest political environmental sociological technological should employed analysis phase business intelligence equals information about knowing offerings business intelligence research vitally important like chess game with strategic moves giving upper hand place strategy make sure using everything power includes employees other resources look tools complete analytics costly investment reap rewards ensure sustain anything introduce move forward under resourced damage businesses health especially when affects customers reputation control your costs means produced lowest possible cost thus afford price rivals whilst maintaining quality leave stone unturned look conclusion seek specific homework every aspect those have could ability produce item cheaper make faster quickly dell computer component finished whatever identify exploit continue improve remember competitor running finishing line nigel penhearow major blue chip based holds position category sales member various institutional bodies speeches performance measurement best practice more information found site operations-director copyright operations-director 2007 2009 \",\" operations director performance measures foundations success indicators otherwise known kpi's kpis metrics used measure methods working within organisation they initially starting points improve process processes ultimate performance company ensure strategic success them ongoing basis real what called quantitative measures meaning that they indicate performing example could product delivery customer with higher performs better than competitors therefore positioned retain customers even gain news ones also built into employees personal objectives which help centre overall make sure achievable cause poor morale perform measure…perform always easy generate executives looking need think deeply before creating important created same year order improvement whilst ensuring still relevant current business model winning race real differentiate winners versus losers essential keeps down handful become unmanageable lose their management business intelligence assist vision some organisations require weekly daily obtain complete picture build your true requirements applied correct keeping firmly track great tool implementing other quality driven measurement easy…if differ depending type strategy today's todays world rapid data collection often produced very quickly little manual intervention talking about experience output automatically waiting email inbox every morning enters during events unfold control conclusion considered long term rather short although have place targets drive practices time offer significant difference between think hard needs measurable reflect where wants terms future nigel penhearow major blue chip based holds position category sales member various institutional bodies given speeches analytics best practice more information found site operations-director copyright operations-director 2007 2009 \",\" operations director copyright operations-director 2007 2009 redesign your organisation with business process reengineering want look business order improve functions make more competitive? well then concept that brings this article will explain what apply company trouble this approach could help survive what call well structured delves seriously studies rethinks looks restructure areas which ultimately bring improved results leaders shareholders customer transform work reduce time takes perform function same expenditure result efficiency clear ownership being carried certain area factors someone take ownership those processes look each element within process seek using various techniques such brainstorming other quality ultimate elevate effectiveness important engage staff levels information ideas shared over they their ensure whatever final outcome exercise successful fear over past years some employees have become fearful reason often identify improvement opportunities them made redundant must assume happen considered radical unlike methodology continuous tends evolve benefits period after engaged personnel having received sanction from senior management start implementation common basically clean slate stripping current ways doing thinking yourself scratch would really like always prudent experiment mode first experienced meet expectations owner management diplomacy honest theories understandings very quickly they should good communication quell potential disruption occur when realise changes horizon removal non-value adding elements redundancies only affect moral attitude towards keeping functioning professional level also bottom line redundancy payments paid unless released duties deployed elsewhere value services appoint lead overall project need tracking tool review ongoing roll taking into account risks incurred balanced gains acquired conclusion changing operates build waste profitable strong support cascaded down every employee communication factor change mean actions nigel penhearow major blue chip based holds position category sales member institutional bodies given speeches analytics performance measurement best practice more found site operations-director \",\" operations director copyright operations-director 2007 2009 simply enter your search term below analytics page results that word will show \",\" operations director change management trying beat competition within business process move employees organisations whole from original state operation hoped that done well good change management improve your both internal external perspective making more successful today's todays competitive environment companies embrace ethos ones will just once continue ongoing basis market conditions alter business competition global need order stay ahead whilst path often seen disruptor organisation when looking case they their comfort zone therefore when confronted with something changes current working there certain resistance senior executives ensure build program take into account feelings ideas board future vision then closer ultimate objective performing appraisals staff performance setting goals objectives these aims aligned wish make this ensures everyone involved personal level information once have decided want down route essential communications very best often rumours spread like wild fire around some untrue many hold element truth much which mis-communicated detrimental effect morale organisational changes remember think things past organised think where what resources deploy meet must also remember relative amount fluidity required mean different areas regular ones keep control robust recording such effects mistakes reversed altered easily record before could face problems quality representative would this plan more planning about plan carefully forward changing without having thinking strategy unsure turn seek professional consultancy services they help structure plans dynamically fellow bought concepts explored executed success conclusion concept forever team great contributors businesses adapt mould themselves commercial nigel penhearow major blue chip company based holds position category sales member various institutional bodies given speeches analytics measurement practice information found site operations-director copyright operations-director 2007 2009 \",\" operations director copyright operations-director 2007 2009 just-in-time just-in-time many businesses talk about have want order optimise their efficiency cash flow…but what implement within your organisation? concept process that attempts improve return investment firm reducing waste being inventory costs linked storage space product damage concept will find very widely used manufacturers philosophy technique devised couple decades taiici ohno toyota plants japan when implemented correctly looks divulge company areas improvement where saved reduces along whole production often conjunction with kanban's kanbans reduction material handling actually means there less interruption likelihood damages components greatly reduced plus susceptible deterioration maybe instance short life then again eliminated basically kanban other article flags down calculated re-order point this need replenishment today's todays technological society these more than triggered electronically thereby signalling replenishing supplier store plant replenish thus keeping flow going study your current business before running straight into implementing ensure good control current business processes faults they already causing issues correct flaws bring them under measure performance indicators stabilisation been achieved take step forward world process smooth flows another extremely smoothly increasing productivity unit manufacturing cost many incorporated configure facilities around this transport from module inventory even finished goods stock buffer forecast variability considered sponge sucks working capital expenditure work faster system communicate supplying location must care though environment lead exposure last year delay container ship west coast closed contingency plan indeed investigate alternative emergency suppliers supply quickly whilst maintaining component quality freeze could also cause serious effects make sure staff aware consequences affect well trained multiple factory times shortage assist keep lean ideally negotiate consignment site basically only paying dramatically increase financial's financials respect progress virtually disappears conclusion change perform stabilise done move internal robust flag nigel penhearow major blue chip based holds position category sales member various institutional bodies given speeches analytics measurement best practice more information found operations-director \",\" operations director copyright operations-director 2007 2008 benchmarking make your business more competitive great looking your business matching against those competitors also operations example versus comparable peer organisation based france review either time event performed every years part continuous process where performance becomes lets take major super markets their main selling proposition their customers keep quality high prices they always benchmarking another order gain competitive advantage whether petrol forecourt loaf bread used tool improvement bonus unbiased analysis that takes bias management have terms perception they market place really would suspect this number occasions shock information theory sound simple reality from personal experience relatively easy accumulate information company's companys when trying about competition harder sure publicly listed company acquire financial find ceo's ceos statement shareholders strategic intent down layer data compare instance distribution sales structure related good sources employee worked works other legal routes especially today's todays fast moving world commerce become dated very quickly therefore need benchmark worth while performing swot strength weakness opportunity threat theirs chinks armour stronger than rival customer surveys within space customer wish look doing year last want know perceptions perceived range products services sector there many tools help achieve personally both academic purposes survey monkey which online survey system even started using free service analyse results download them into excel customers tell what like real internal corporate live think something different been provided survive uncertain commercial environment conclusion extremely powerful provide rank management should make decisions drive cost increase participating nigel penhearow blue chip holds position category sales member various institutional bodies given speeches analytics measurement best practice found site operations-director \",\" operations director copyright operations-director 2007 2008 porters five forces having been student number years studying foremost business theories mentioned that concept simple excellent this article briefly explains porter concepts developed michael professor probably most well known guru written numerous articles published excess books based harvard university united states even centre dedicated teachings there especially ideas around competitive strategy advantage related looking after your costs linking this with ability participate market sector maintaining profitability which their clarity direction lets look specifically barriers entry block don't dont particularly have niche product else supply getting foot hold into space going pretty tough need build brand identity good distribution network meet certain regulatory requirements legislation within country wish sell services here cost able steal share offering value service more price whilst controlling base power buyers basically customers faced choice they will quality competitiveness common knowledge advent internet buyers greater access than ever before thus information collate actually making decision huge comparison decade many other competitors offer then buyer stronger position leverage better deal terms purchasing power volumes suppliers supplier some stakes operating it's where demand large take situation also case when locked agreements long term relationships suppliers often find difficult very expensive move away from current threat substitutes nearly always happens similar offered competitor your customer want change could simply someone differentiation today's todays global economy threat indeed competitive rivalry quite element encompasses previous forces plus rivalry highest them markets players differentiate themselves either lower prices industry seen intensifies tight example economic climate sales slower beat fiercer watch needs make profit survive conclusion famous world wide guru's gurus past century excellence america five elements barriers substitutes nigel penhearow business major blue chip company holds category sales member various institutional bodies given speeches analytics performance measurement best practice more found site operations-director \",\" operations director copyright operations-director 2007 2009 5s's hear saying what earth need progress this within organisation this article will explain brief actually stand also methodology working environment lead better organised lean your company what lets start with trying exactly stands well imagine that business improvement techniques particular quality initiative derives from friends japan japanese especially through their making manufacturing operations were catalyst many ideologies first seiri which translated means sort second seiton order third seiso shine fourth seiketsu standardise fifth final shitsuke sustain methodology theory behind concept basically manage work space thinking intertwined whole look flow improve inefficiencies remove waste keeping neat tidy then safe maintained thus employees feel areas they spend days clean good it's improving whilst taking into account environmental needs staff keep bright area have responsibility management encouraged come ideas being slick business tendency barriers those slow process down challenge move forward quickly possible each briefly review should look processes focus these drive once identified place procedures every method some type identify refine lean make whatever doing faster ensure pleasant encourages practices everything hour routine only believe sustained there nothing more motivating personnel than promote initially implement seen great idea only find three weeks later don't dont time resources going management want whether manager form probably most departments embark road implementation board side them communicate intentions because half battle benefits progressing track monitor improvements kind monetary benefit important current economic climate improvement backing team wish engage professionals help guide changes occur same support conditions maintain number initiatives importantly dismiss about anyone conclusion foundation practice standardise invoke discipline works nigel penhearow major blue chip based holds position category sales member various institutional bodies given speeches analytics performance measurement best more information found site operations-director \",\" operations director hoshin management objectives term used that much western businesses often practiced this article will describe concept application working environment what hoshin? when translated from japanese english basically means heart ocean expand this every individual organisation tries very best into everything improve increase performance desired level itself fairly difficult usually either based your needs order match beat competition achieve efficiency thus cost saving improvement cycle when intends certain aspects what does then course need detailed plan hoshin's hoshins structured approach uses pdca improvement cycle action wish take remember detail area longer than think construct methodical cover ever aspect respect next obvious time roll sleeves stuck implementing doing process should always continually check right path deviating where want easy both easily distracted continual checking against original helps maintain final ensure succeeded kanri provides theoretical google approach switch images some examples charts there planning organisations follow theory more hold annual meetings strategically their paths forward year wetting targets objectives project plans reviewed agreed beginning with place they regularly main elements being strategic other daily weekly routine review improve business world currently faces biggest economic challenges past century well organised focused stand better chance surviving value adding virtually business firm support leaders leader execute employee make sure contribute focus quality moving forward have read articles kaizen lean thinking acts methodology pulling these concepts together ensuring result achieved least understood strategy whilst through current back look beyond immediate future many intend still around many years therefore just today plan drive objective help guide ling it's step steps sequence conclusion created once implemented goes pull quality theories clear meet long stay lies able steer aims nigel penhearow major blue chip company holds position category sales member various institutional bodies given speeches analytics measurement practice more information found site operations-director copyright operations-director 2007 2009 \",\" operations director sarbanes oxley otherwise known business compliance someone reading this article based business subsidiary company overseas then know about work american corporation most certainly will have personally been exposed controls audits compliance many years financial collapse huge organisations worldcom more notorious enron early part century caused false accounting were catalyst government take legislative action place within which significantly tighten control accountability companies when happen? after scandals revealed gentlemen senator house representative together paper that eventually signed president bush 30th july 2002 basically affected publicly listed capitalised value over million what does basically requires organisation full processes order mitigate financially fraudulent activity could either create significant loss present better situation actually detail auditors look proper reporting controlled risk there also focus segregation duties means transactions split between departments thus risks reduced credit control employee would permitted enter customer orders approve them credit release permit management prove they strong mitigating monitored such unrelated party organisations often evidence impartial audit comply clauses senior obliged sign their reports there indeed management places responsibility executives held responsible irregularities occurred they ensure check points lack extreme cases executive find themselves prison costs long said since introduction made less competitive burden extra cost slowed importantly added costs heard arguments state incurred runs standards versus fraud administration than true sure maintain standard figures quoted average annum however unable substantiate with hard facts summary introduced after rocked industry york stock exchange must fully compliant prudent accounts proved wrong consequences individuals nigel penhearow major blue chip holds position category sales member various institutional bodies given speeches analytics performance measurement best practice more information found site operations-director copyright operations-director 2007 2009 \",\" operations director copyright operations-director 2007 2009 total quality management know have heard term radio read about them publications what exactly effect your business works often spoken complex detail guru's gurus reality basically management strategy working practice purpose encapsulate enhance awareness different elements quality initiatives that used within organisations broad improve come under banner however should include three vital -	it methodology taken board entire organisation rather than just separate divisions departments -	one keys supply chain this right then whole process surrounding meeting demand makes life much simpler everybody concerned especially most important element customers this applies whether service delivering physical products -	the product cycle from development remember listen want think produce sell market demise able lengthen period time place when hits mature stage business growth many authors written very nearly conclude fully implement ones sustain maintain growth retain their customer base method like many other techniques needs supported highest company executives lead organise becomes centric efficient businesses plan carefully there risk involved planned better going blind winning ways businesses need keep costs possible whilst same amount associated projects practices maintained it's today's todays economic environment will survival fittest starting 9001-2000 before start yawn next sentences experience standard long over past years auditors actually look help simply ensure hundreds volumes procedures down route really analyse first pretty cost experienced staff probably short believe looking processes find opportunities quick radical improvement keep going lots accreditation motivated back everything wrong ongoing continuous today could tomorrow magic formula once lasts forever with effort it's conclusion encompass employed running investigating iso9001-2000 starting point into there easy paths follow these days path more positive nigel penhearow major blue chip based holds position category sales member various institutional bodies given speeches analytics performance measurement best more information found site operations-director \",\" operations director copyright operations-director 2007 2009 your role have involvement with promotion e-commerce internet marketing then fortunate quite probably charge back office support companies wishing more involved revolution this subject that personal interest conducted number experiments arena advanced e-commerce subjects opted learn about when studying what people different interpretation what they think should described let's lets step little explain predecessor which surprisingly called basically consisted accessible pages gave information viewers train timetables theatre performance times environment there ability enquirer person requesting actually interface page write comments generally static changed based technology advanced users only organisations were also platforms created where could each other most famous sites this present time being facebook twitter include youtube upload their videos comment them these millions upon whom interfacing online families friends colleagues using information prior relatively difficult share fellow instances would case copying pasting into some form email system forwarding interfaces mass creating sharing forums allow very easy quickly power addiction technology running business need look ways first leverage rapidly potential existing customers gain large following instance send message directly genuinely interested exploitation communicate goes beyond describe article within three days going live went from zero over must forget blogging either great exposure many feeds means followers updates activity post online video booming every invitation attend webinar across world link participate virtual meetings already causing problems trying promote operational excellence face issues applications such myspace addictive thus staff want access these applications meant working growing making happy ensure police well publish policy misinterpretation cannot done work place tactical even exploit addiction getting department order social media cost savings world heard adsense google's googles advertising campaigns experiment myself results astounding cost click give main benefits just hugely downsized correct targeting does deal resource plus automated systems help drive second important free start defined strategy however power analytics excellent anyway google analytics awstats enables gauge success return investment conclusion represents general interact rather than looking offer evolved interactivity increased huge proportions commercial advantage whilst same trimming high costs nigel penhearow business major blue chip company holds position category sales member various institutional bodies given speeches measurement best practice more found site operations-director \",\" operations director zero defects times recession mistakes process product going cost your bottom line profits game much imperfection business possible this will enable more competitive productive profitable customer satisfaction successful implementation mentality could enormous cannot under estimated organisations happily carry trying paper over cracks their faults this acceptable today's todays highly global environment achieve defect ethos ultimate objective take defects from should part goal quality improvement processes have implemented company order first vital piece jigsaw senior management firmly sights must engrained employees daily thinking annual appraisal objectives value they costing with some analysis usually identify monetary costs these errors error £400 every time occurs team themselves make improvements what doing save bring down close level maybe after that permanently repair defect extortionate viable least identified where effective solution found closer correcting fault starting route wish implement system such iso9001-2008 which help create base identify resolve when area taking place method formerly record simple employee raising manager however recorded reviewed priority list resolve management then review analyse high corrected would even importantly capacity capability find correct skill sets in-house therefore choose look outside consultants organisation ensure overall benefit returns than consultancy final measuring ongoing conformity sigma employ methodology improve trained back training excellent conclusion correctly huge amount money whilst significantly increasing customer there standard path follow there many ways zero problems resolved number best forward give return investment nigel penhearow business major blue chip based holds position category sales member various institutional bodies given speeches analytics performance measurement practice more information site operations-director copyright operations-director 2007 2009 \");");
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