Operation management plays important role to conduct the organisational activities and develop proper planning to fulfil the organisational task and achieve future success and in this regard the leader and managers are involved in the process to identify best creative solution for managing the business operations (Adler and Laasch, 2020).

1. OPERATIONS MANAGEMENT PRACTICE
AT DEBENHAMS (CASE STUDY)
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2. OPERATIONS
MANAGEMENT
PRACTICE
AT DEBENHAMS

3. UNITS
⦿ LO3: Demonstrate an appreciation
of the role leaders and managers
play in the operations function of
Debenhams.
⦿ LO4: Demonstrate an
understanding of the relationship
between leadership and
management in a contemporary
business environment.

4. INTRODUCTION
⦿Operation management plays important role
to conduct the organisational activities and
develop proper planning to fulfil the
organisational task and achieve future
success and in this regard the leader and
managers are involved in the process to
identify best creative solution for managing
the business operations (Adler and Laasch,
2020).
⦿The study is effective to identify the ways
the operations at Debenhams are managed in
fulfilling the business objectives.

5. KEY APPROACHES TO OPERATIONS
MANAGEMENT IN DEBENHAMS SIX SIGMA
⦿Six sigma is the method of maximising the
efficiency of production and it eliminates the
six types of wastes such as transportation,
inventory, wait, over processing and
production defects and motion.
⦿The role of leader in managing six sigma is
crucial to impalement the best suited
strategy to lead the team towards achieving
organisational success (Golensky, M. and
Hager, 2020).

6. WAYS SIX SIGMA IMPROVE
OPERATIONS AT DEBENHAMS
⦿The importance of six sigma at Debenhams
are,
⦿Standardisation of the whole system at
Debenhams
⦿Manage wastage
⦿Improves production efficiency
⦿Applicability in the industry
⦿Ensure compliance
⦿Quality improvement

7. KEY APPROACHES TO OPERATIONS
MANAGEMENT IN DEBENHAMS LEAN
PRODUCTION
⦿Just-in-time is the inventory lean management process
adopted by the organisation Debenhams for effective
materials flow and improving efficiency of the
production and operations,
⦿The leader evaluates the performance of the team
members through the process and inspires them for
better performance (Armstrong, 2016).
⦿The managers manage the total lean process and
minimise waste through the process of Just-in-Time.

8. WAYS LEAN PRODUCTION IMPROVE
OPERATIONS AT DEBENHAMS
⦿ The importance of lean
management principles at
Debenhams are such as,
⦿ Increasing productivity
⦿ Reducing the time of
production
⦿ Improving efficiency to
manufacture the quality
products
⦿ Maintaining cost of the
production
⦿ Improving technological
innovation

9. KEY APPROACHES TO OPERATIONS
MANAGEMENT IN DEBENHAMS TOTAL
QUALITY MANAGEMENT
⦿Total quality management is the continuous
improvement process for better production and
manufacturing units, where utilisation of quality raw
material, continuous improvement, utilising the
organisational machineries and process would be
possible.
⦿The manager focuses on process centred, strategic
systematic approach as well as enhance communication
and partnership working practice, continuous
improvement for better productivity and efficiency of
Debenhams.

10. WAYS TOTAL QUALITY MANAGEMENT
IMPROVE OPERATIONS AT DEBENHAMS
⦿The TQM approach is good of
improving the operations at
Debenhams through,
⦿Developing customer focused system
⦿Process centred application
⦿Integrated system
⦿High communication and
collaborative practice
⦿Employee involvement
⦿Continuous improvement

11. IMPORTANCE AND VALUE OF OPERATIONS
MANAGEMENT IN ACHIEVING BUSINESS
OBJECTIVES
⦿The operation management at Debenhams provides a
scope to utilise the resources effectively and
efficiently.
⦿It enhances the productivity of the firm and produces
the goods at lower cost.
⦿Operation management at Debenhams is good to
control the predictions system and manufacturing
quality products and services for the customers.
⦿It also helps the organisation to reduce waste and
utilise renewable resources for efficient production
and operations.

12. KEY DECISIONS TAKEN BY
OPERATIONS MANAGERS
⦿ To gain high competitive advantage in the retail
industry of the UK
⦿ To strengthen customer’s base
⦿ To strengthen supply chain management for
distributing the products as per the order
⦿ To create values for the employees
⦿ To maximise satisfaction among the customers
⦿ To bring sustainability to the business of
Debenhams in long run
⦿ To eliminate waste for acting responsibly in the
environment
⦿ To bring competence in the production

13. WAYS THAT OPERATIONS MANAGEMENTS
CONTRIBUTE TO THE ACHIEVEMENT OF BUSINESS
OBJECTIVES
⦿ The operation management contributes to achieve the
business objectives through,
⦿ Managing the inventory and product stock
⦿ Developing automated system for managing inventory
⦿ Utilising ERP system to maintain stock and serve the
customers efficiently
⦿ Improves efficiency to manufacture the products by
utilising latest technology and quality raw materials at
Debenhams
⦿ Strengthening supply chain management where the
suppliers are efficient to transfer the raw materials and
the distributors are also productive to distribute the
final products among the customers

14. FACTORS WITHIN THE BUSINESS
ENVIRONMENT
⦿Factors within the business environment that
impact upon operational management and
decision-making by leaders and managers,
⦿Corporate Culture
⦿Corporate Values
⦿Corporate Ethics
⦿Corporate social responsibility

15. CORPORATE CULTURE
⦿ Corporate culture plays a crucial role in managing the
operational management and the corporate culture at
Debenhams are such as,
⦿ Enhancing communication
⦿ Partnership working practice at the workplace
⦿ Suitable workplace with harmony
⦿ Freedom to work
⦿ Managing seniority
⦿ Proper vertical organisational structure

16. CORPORATE VALUES
⦿ The corporate values are mandatory to manage the
organisational objectives and decision making
practice and in this regard corporate values of
Debenhams are,
⦿ Creating customer’s values
⦿ Loyalty and trust
⦿ Improving values for the employees
⦿ Honesty and integrity
⦿ Respect others
⦿ Managing responsibility

17. CORPORATE ETHICS
⦿ Debenhams also focuses on managing
ethical code of conduct to run the
business efficiently and in this regard
the ethics that the firm maintains
are,
⦿ Loyalty
⦿ Fairness
⦿ Transparency and accountability
⦿ Low abiding
⦿ Respect for others
⦿ Trustworthiness
⦿ Integrity

18. CORPORATE SOCIAL
RESPONSIBILITY
⦿ The firm Debenhams must focus
on managing responsibilities
which are,
⦿ Economic by maximising
profitability
⦿ Social responsibility by creating
values for customers
⦿ Responsibility towards society
through investing in social
developmental projects and
charity
⦿ Creating positive environmental
footprint by reducing greenhouse
gas emission, waste management
and utilising renewable resources
(Debenhams, 2020b)

19. EXPECTATIONS OF STAKEHOLDERS
⦿High return on investment
⦿Good corporate bonding, empowerment of
the stakeholders in the organisational
decision making practice
⦿Honesty and value creation at the workplace
⦿Health and safety measures
⦿Fairness and transparency management

20. WAYS DEBENHAMS CAN IMPROVE
ITS EFFICIENCIES OF OPERATIONS
⦿ Ways Debenhams can improve its efficiencies of
operations management that would help meet its
organisational objectives,
⦿ Improving efficiency of the staff by providing
technical training and development
⦿ Developing partnership working practice
⦿ Creating customer centred service for satisfying them
⦿ Developing lean management through latest
technology and cloud computing system for
automated process development
⦿ Encouraging the staff members through providing
performance related pay and other rewards to
motivate them to perform efficiently in handling the
organisational operations

21. CONCLUSION
⦿It is possible for the firm Debenhams to
improve their operational efficiency, where
the leader and managers are efficient to
handle the workforce and improve technical
innovation and creativity to run their
business efficiently in long run.

22. REFERENCE LIST
⦿ Debenhams, 2020a. History. [online] Available at: https://ir.debenhams.com/history [Accessed on
24 June 2020].
⦿ Debenhams, 2020b. Corporate social responsibility. [online] Available at:
http://sustainability.debenhamsplc.com/ [Accessed on 24 June 2020].
⦿ Bush, T., Bell, L. and Middlewood, D., 2019. Principles of Educational Leadership & Management.
London: SAGE Publications Limited.
⦿ Renz, D.O., 2016. The Jossey-Bass handbook of nonprofit leadership and management. New York:
John Wiley & Sons.
⦿ Thorpe, R., 2016. Gower handbook of leadership and management development. London: CRC
Press.
⦿ Willis, S., Clarke, S. and O'Connor, E., 2017. Contextualizing leadership: Transformational
leadership and Management‐By‐Exception‐Active in safety‐critical contexts. Journal of
Occupational and Organizational Psychology, 90(3), pp.281-305.
⦿ Oshagbemi, T., 2017. Leadership and Management in universities: Britain and Nigeria (Vol. 14).
London: Walter de Gruyter GmbH & Co KG.
⦿ Armstrong, M., 2016. Armstrong's handbook of management and leadership for HR: Developing
effective people skills for better leadership and management. London: Kogan Page Publishers.
⦿ Golensky, M. and Hager, M.A., 2020. Strategic leadership and management in nonprofit
organizations: Theory and practice. London: Oxford University Press.
⦿ Adler, N.J. and Laasch, O., 2020. Responsible leadership and management: Key distinctions and
shared concerns. In Research Handbook of Responsible Management. London: Edward Elgar
Publishing.

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