1. Chapter 21 mentions that small businesses can use operations management to compete effectively against their rivals. In your opinion, is Schoneman Jewelers using its operations effectively to contend with competitors and expand its business? What suggestions would you have for the Schonemans to sharpen their operations and be even more competitive?

2. How would you describe the inventory management practices that the Schonemans are following? The case focuses on the co-design process that Kristen and Ben chose to use, but you are probably at least somewhat familiar with the typical inventory needs of jewelry retailers, and you can assume Schoneman Jewelers has to operate a significant part of their business in the same way. What do you think the company could do to meet the basic objectives of inventory management, as outlined in the chapter, and perhaps control inventory costs even better?

3. If “retail is detail,” how well is Schoneman Jewelers doing in serving its customers? What kinds of measurements would be helpful to ensure the successful operation of the business? How easy would it be to gather appropriate measures to assess the quality of its operations?

4. Lean production principles can be used by businesses of any size to squeeze out waste from operations. What possible sources of waste might Schoneman Jewelers be overlooking in its operations? What would you recommend that the family do to addressthese forms of waste?