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Rules are a set of
guidelines that must be followed to maintain a specific conduct of behaviour
that help in delivering a systematic approach to operations management. Within
rules, there is two distinct categories that each have their own characteristics:
one being People and two being Processes.

With people, staff or
customers, one must demonstrate: Fairness,
Firmness & Consistency (Keegan, 2017). While with Processes it’s a set
of actions than actual rules, them being: Look,
See, Understand, Think & Do (Keegan, 2017).

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People are basically
tools that keep a business running. The idea between the three rules for people
is that they should basically be treated fairly, a firm standing on the way
things are conducted needs to be applied and consistency on dealing with matters.
For example, FedEx adopted Lean and, with that built collaborative
relationships. The idea was to create fair flow of information and goods with
its carriers. They wanted to get a firm grasp on waste management thus solve
problems effectively and consistently with their carriers. (Taylor, 2006) This
new relationship would help its business run smoothly in turn delivering real
gains for operations.

 The concept for processes is to look at your
operations, see what’s happening, understand what’s going on, think of how to
improve and then do it. (Keegan, 2015, Pg.31). This is quite important as gives
you guide of how to understand your operations. This was the case for Trumpf,
which is German builder for machine tools when Matthius Kammuller was able to look
and see that its company had an “unsystematic
manufacturing, postponed deadlines, and excessive inventory” (Roser, 2014).
Since he spent time at a Bosch joint venture in Japan he understood what
essentially was happening and thought of a new way to get things done. He
designed a new production system, Synchro (Synchronization of man, machine,
market, and material), (Roser,2014). As we can see these eight rules are very
important for the success with the environment of operations management. 

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