"In my previous position, I held quarterly training classes to keep all team members up to date. Training topics included new products, trends, new sales tactics, and company information. I always provided FAQs and encouraged my team to come to me with additional questions."

"In my previous role, spent a lot of my time with support-related activities in training, follow-ups on issues, and input from employees on improving service. I put together weekly training emails to the team and addressed new client FAQs. The result was a decrease in support tickets by 75 percent."

"It's crucial to the department's success for my team to receive and share customer input and departmental feedback. As director of operations, I interact with accounting about inventory management and variance analysis. Other departments I interact with include marketing for understanding schedules, personnel for job descriptions and analysis, and IT for product control systems. Brainstorming and knowledge sharing builds relationships."

"Several factors can cause spikes in demand, and some we can plan for, such as seasonal spikes. Others come about by new customers and various factors that increase sales. As director of operations, I ensure that our production capacity can meet demand. I interact with sales and marketing to give input on schedules and deliveries and then meet with my team to explore redirection of workflow from non-essential projects to manage the short-term increased workflow. If necessary, I look to outsourcing operations to resolve short-term issues."

"I actively monitor the quality of my work and when facing problems, I use a systematic approach. I first clarify the problem, collabourate, and get as much information as I can to consider potential outcomes before recommending a solution. For example, I had a customer whose satisfaction was not as high as I thought it was. When a product came out with a defect, I worked with the client to implement a new deadline and coordinated all the other departments involved. I learned that I have to monitor clients closely."

"Based on my experience and the most cost-effective ways of operating, I set clear performance metrics and review them regularly. I also set a measurable goal that I can analyse. Based on all the information I can gather and analyse, I establish metrics so that the team knows what I expect of them individually and as a team. I find we achieve the best results when I engage the team in the process."

"I begin with diagnosing the situation and getting a better understanding of what might be the cause. I determine if underperformance is because of a lack of ability, motivation, or something else. Refreshing work details or offering more on-the-job training, coaching, and mentoring are all effective ways to improve performance."

"I identify the tasks to delegate, determine the best person to perform those tasks, and assign the tasks. I prefer to delegate based on the aptitude of each team member, and provide them with reasonable challenges. I review each task personally to ensure that the assigned individual has the skills and knowledge to complete tasks correctly and on time. I engage the team and foster recognition of each member's strengths. In previous positions, I've restructured entire teams based on the skills and strengths of each member."

"I view the vendor as a collabourator so we can reach a mutually agreeable outcome. By working together and having a mutually agreeable contract, both companies walk away with a true partner.The key areas I use in negotiating include understanding my position. I go into negotiations prepared with my idea of the budget, hard deadlines, and alternatives. Other keys include anticipating what the other side wants and building rapport through active listening. I like to know who I'm negotiating with and research the vendor ahead of time if I don't already know them well."

"I review the budget frequently throughout a project. The purpose of tracking the budget closely is to know where to cut costs and how to gain the necessary resources without going over budget. I use a strategic approach instead of just adding a percentage to the next year's forecast, collabourate on the company's business plan, and track expenses monthly and make proactive corrections."

"I think there's a case for each. Just-in-time reduces the cost of us holding stock, increases efficiency, decreases waste, and fosters short production runs. The problems arise with inaccurate forecasting, machine breakdowns, and breakdowns in the supply chain. I like this method for items that are rarely ordered. Alternatively, just-in-case means we have raw materials and inventory that can keep operations going at a steady pace. That way, inventory doesn't sit on our balance sheet for too long."

"I have experience with Tableau, which provides quick analysis, covers any amount of data, provides smart dashboards, has immediate update and sharing capabilities. Some systems only generate a few pieces of information at a time. I like statistical analysis software such as WizardMac and StatWing because they are fast with easy-to-use interfaces."

"My management style is more situational than anything, so I can be flexible and adapt to any specific issue. It's easy to get caught up in everyday operations, so I hire great people, trust them, and empower them to make the right decisions. In a previous position, I worked in a small but quickly growing operations department that faced many communications challenges. I found that situational management allows a leader to assess complicated situations and communicate interpretations that make sense for employees."

"I have ten years of experience, hold a BSc in Operations Management, and meet the required skills listed in the job description. Other qualities I can bring to your company include a focus on efficiency and optimizing processes to decrease costs and implement the company's long-term vision. I empower my team and enable adaptability between departments. I'm experienced with supply chain management, executing strategies that maximize productivity, and minimizing risk."

"I determine the reasons staff are hesitant to continue old procedures instead of adopting new ones. When this situation occurs, I explain my reasons for procedural changes. I then implement training so the new procedures are easier to adopt."