Operations Article

Ruth P. Stevens’s picture

By: Ruth P. Stevens

As marketing advances, most professionals are well aware by now of the importance of retention and reactivation in optimizing the value of the customer base. The facts are clear: We know that it costs far less to reactivate a dormant customer than to acquire an entirely new one; we know that recent activity is a powerful indicator of customer lifetime value; and we know that investments in retention marketing deliver the highest ROI of any strategy.

Michael O’Shea’s picture

By: Michael O’Shea

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MIT Sloan School of Management’s picture

By: MIT Sloan School of Management

There are few executives today who don’t wish they could be more productive. Even the most successful individuals are looking for new and better ways to get more accomplished while maintaining or increasing their quality of life.

Tim Lozier’s picture

By: Tim Lozier

The dynamic of risk management and compliance seems to be experiencing a shift toward risk management in operations, and learning to pay attention to detail in order to leverage it.

The biggest question often asked is, “I’m aware my company needs to pay great attention to the detail of risk, but I don’t know where to start, or even how to put it into practice.”

NETL’s picture

By: NETL

Contrary to that old cooking adage, “a watched pot never boils,” keeping a careful eye on things—in the kitchen or in the laboratory—can be essential to making a useable (or edible) final product.

Steve Daum’s picture

By: Steve Daum

I have daily conversations with manufacturer plant managers, quality managers, engineers, supervisors, and plant production workers about challenges when using statistical process control (SPC). Of the mistakes I witness in the application of SPC, I’d like to share the five most prevalent; they can be costly.

Kelly Graves’s picture

By: Kelly Graves

What are the common mistakes managers make when trying to motivate employees? In this article, we’ll discuss these mistakes and some better strategies to successfully motivate employees.

Mark Whitworth’s picture

By: Mark Whitworth

Reading the Automotive Industry Action Group’s CQI-8 Layered Process Audit (LPA) Guideline, you might notice a line saying LPAs are “completed on site ‘where the work is done.’”

For lean manufacturing experts, this specific quote might bring to mind gemba walks, a method where leaders observe and solve problems on the shop floor. In Japanese, gemba means “the real place,” or in manufacturing, where the work is done.

Lolly Daskal’s picture

By: Lolly Daskal

After decades of coaching powerful executives around the world, I have observed that leaders rise to their positions relying on a specific set of values and traits. But in time, every executive reaches a point when his performance suffers and failure persists. Very few understand why or how to prevent this.

Olympus’s picture

By: Olympus

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Digital microscopes combine high-quality optical systems with the ease of use of a digital device for the efficient management of industrial quality control workflows.

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