Operations makes possible good jobs strategy. Good jobs is about investing in people. Offering good jobs can reduce costs and increase profits . Offering goods with exception operation behavior produces profits. Investment in highly skilled and well paid employees improves productivity and profits for companies. Contentment builds satisfaction and quality . For example Cosco has some of the highest paid employees in retail per average with 580 stores and $76 billion in sales. Employees are helpful, flexible in meeting customer need, and well trained. People like buying at cosco. It is the rich mans store for buying merchandise. Cosco focuses on key brands and offers less varieties than Walmart but more in terms of bulk. Cosco standards for operation are very good. Cosco keeps an strong number of employees ensuring products are consistently stock and check out is without delay.

Without operational standards and rules people can Be injured. In the 1990 Home Depot had a number of injuries. You can see the possibility of injure as fork lifts move heavy pallets from point to point or power equipment is used to cut or size items. Operational standards reduced injury. A company survives by becoming more disciplined and operational allowing better organization flow and less wasted time for the customer. Home Depot standardized purchasing and vendor media display process by centralization of supply procurement. In 2006, 13 percent or 345,000 Home Depot employees had military experience. Home Depot needs more employees to help customers or a better computer system to help customers find product and select product. The human component is important in operational execution. The best design must be carried out by motivated and competent employees.

Toyota production system works because management and workers adhere precisely to standards and rules. Great people must carry excellent operational design.

Retailers with good jobs give customers good reasons to continue shopping at their business. Loyalty is created by differentiation that puts employees at the center of their success. Model retailers connect to the heart and emotions of the consumer. People want relations not just transactions. Being nice is not enough. People want to interact with well trained and helpful and satisfied employees - the human element. Employees want to feel their job is important to the company.