Dr Paul Forrester

Title: Senior Teaching Fellow in Enterprise and Management
Phone: +44 (0)1782 733602
Email: p.forrester@keele.ac.uk
Location: DW1.20
Role:
Contacting me:
Paul Forrester

I am Senior Teaching Fellow in Enterprise and Management at Keele Management School, Keele University.  I joined Keele in September 2013 having worked previously at University of Birmingham (2002-2013), Aston Business School (1999-2002) and an earlier period at Keele (1991-1999).  I have spent significant periods of time working as Director of MBA Programmes and in Executive/Post-experience education at all three institutions.

I have early career experience in Manufacturing Management and as a Contract Researcher in the carpet textiles, electronics assembly, automotive and ceramics industries and hold a BSc and PhD from Aston University.  My specialist fields include Operations Management, Industrial Work Organization and Project Management.

Though primarily engaged in Enterprise Engagement and Programme Development, I have an extensive research career and extensive publications list.  I am also an experienced PhD supervisor, having successfully supervised 13 doctoral students to completion.

My main field of interest is the design and organization of production and operations.  From early research in production systems design, quality, flexibility, just-in-time and agility, my work has evolved to encompass the management and organization of projects, process analysis and mapping, enterprise resources management and the management of international operations.

Selected Publications

  • Bamford DR, Forrester PL, Reid I, Dehe B, Bamford J, Papalexi M. 2015. Where is the competitive edge in Knowledge Transfer? -The impact of KTPs.
  • Bamford DR, Forrester PL, Reid I, Dehe B, Bamford J, Papalexi M. 2015. Where is the competitive edge in Knowledge Transfer? -The impact of KTPs.
  • Forrester PL. 2015. Manufacturing Management in Theory and Practice. In Handbook of Manufacturing Industries in the World Economy. Bryson JR, Clark J, Vanchan V (Eds.). (30 vols.). Cheltenham, UK and Northampton, Mass, USA: Edward Elgar. doi> link>
  • Aladwan ST and Forrester PL. 2016. The leadership criterion: challenges in pursuing excellence in the Jordanian public sector. The TQM Journal, vol. 28(2). doi>
  • Bamford DR, Forrester PL, Dehe B, Leese RG. 2015. Partial and iterative Lean implementation: two case studies. International Journal of Operations and Production Management, 35(5):702-727. doi>

Full Publications List show

Books

  • Bamford D and Forrester P. 2010. Essential Guide to Operations Management. John Wiley & Sons.
  • Bennett DJ and Forrester PL. 1993. Market-focused production systems.

Journal Articles

  • Aladwan ST and Forrester PL. 2016. The leadership criterion: challenges in pursuing excellence in the Jordanian public sector. The TQM Journal, vol. 28(2). doi>
  • Bamford DR, Forrester PL, Dehe B, Leese RG. 2015. Partial and iterative Lean implementation: two case studies. International Journal of Operations and Production Management, 35(5):702-727. doi>
  • Forrester PL. 2012. The development of a lean park homes production process using process flow and simulation methods. Journal of Manufacturing Technology Management, vol. 23(2).
  • Forrester PL. 2012. The role of the physical layout in the implementation of lean management initiatives. International Journal of Lean Six Sigma, vol. 2(3), 254-269.
  • Forrester PL. 2011. Analysing Approaches to Technology Transfer in the UK National Health Service. OR Insight, vol. 24(2), 90-109.
  • Forrester PL. 2010. Lean production, market share and value creation in the agricultural machinery sector in Brazil. Journal of Manufacturing Technology Management, vol. 21(7).
  • Forrester PL. 2010. Why Information Technology (IT)–Led Organizational Change does not work. International Journal of Business, Management and Social Sciences, vol. 1(1), 88-99.
  • Forrester PL. 2004. An Application of the Delta Model and BPR in Transforming Electronic Business – The Case of a Food Ingredients Company in UK. Information Systems Journal, vol. 14(2). doi>
  • Forrester PL. 2004. Application of QFD for e-Business Planning. International Journal of Production Planning and Control, vol. 15(8), 802-818.
  • Forrester PL. 2004. Application of QFD for e-Business Planning. Information Systems Journal, vol. 14(2).
  • Forrester PL. 2003. Managing Planned and Emergent Change within an Operations Management Environment. International Journal of Operations and Production Management, vol. 23(5), 546-564.
  • Forrester PL. 2002. A Model for Evaluating the Degree of Leanness of Manufacturing Firms. Integrated Manufacturing Systems, vol. 13(2), 104-109.
  • Forrester PL. 2002. El tamaño de la empresa: ¿Es relevante en la implementación del sistema de producción ‘lean’?. V Jornadas Científico Técnicas de la Facultad de Ingeniería, Universidad de Los Andes, Mérida.
  • Forrester PL. 2002. Inversión blanda: Plantas Livianas (lean) versus Plantas Tradicionales. IV Jornadas de Investigación de Operaciones.
  • Forrester PL. 2002. Problemas Metodológicos para el investigador extranjero, en estudios empíricos de la gerencia de producción y operaciones en la industria de la porcelana Inglesa, Reino Unido. V Jornadas Científico Técnicas de la Facultad de Ingeniería, Universidad de Los Andes, Mérida.
  • Forrester PL. 2001. Managing Factory Operations in China: Empirical Evidence on the Integration of Design and Production. International Journal of Manufacturing Technology and Management, vol. 1(4/5). doi>
  • Forrester PL. 2001. Reforming Management Education: Learning from the Moldovan Experience. Economic and Business Review, vol. 2(4), 309-321.
  • Forrester PL. 2001. Supply Network Management in the UK Tableware Industry. British Ceramics Transactions, vol. 100(2), 86-89.
  • Day M, Burnett JMV, Forrester PL. 2001. Supply network management in UK tableware industry - empirical results of three year study. BRITISH CERAMIC TRANSACTIONS, vol. 100(2), 86-89. link> doi>
  • Day M, Burnett J, Forrester PL, Hassard J. 2000. Britain's last industrial district? A case study of ceramics production. INTERNATIONAL JOURNAL OF PRODUCTION ECONOMICS, vol. 65(1), 5-15. link> doi>
  • Forrester PL. 2000. Agile Supply: Rethinking Systems Thinking, Systems Practice. International Journal of Agile Manufacturing Systems, vol. 2(3), 178-186.
  • Forrester PL. 2000. Paying Teachers for Performance: A Comparison with Private Sector Experience. Management Research News, vol. 23(4/5).
  • Warren MP, Forrester PL, Hassard JS, Cotton JW. 2000. Technological innovation antecedents in the UK ceramics industry. INTERNATIONAL JOURNAL OF PRODUCTION ECONOMICS, vol. 65(1), 85-98. link> doi>
  • Forrester PL. 1999. The Politics of Management in People's China: From CMRS to Modern Enterprise and Beyond. Asia Pacific Business Review, vol. 5(3/4), 47-72.
  • Forrester PL. 1998. Flexibility and the Industrial Network of the Stoke-on-Trent Tableware Industry. Management Research News, vol. 21(2).
  • Forrester PL. 1998. Process technology: new wine in old bottles. BRITISH CERAMIC TRANSACTIONS, vol. 97(2), 77-79. link>
  • Forrester PL. 1997. Deskilling and reskilling within the labour process: the case of computer integrated manufacturing. International Journal of Production Economics, vol. 52(3), 317-325.
  • Forrester PL. 1997. Manufacturing Reform and the State: the Case of the Chinese Steel Industry. Management Research News, vol. 20(2/3).
  • Forrester PL. 1997. Organizational Growth Demands Concurrent Engineering. Integrated Manufacturing Systems,, vol. 8(1), 29-35.
  • Forrester PL. 1997. Strategic and Organizational Adaptation in CIM Systems Development. International Journal of Computer Integrated Manufacturing, vol. 3(2).
  • Forrester PL. 1995. A Computer Integrated Manufacturing Programmed Learning Environment. Integrated Manufacturing Systems, vol. 6(2).
  • Forrester PL. 1994. Flexibility, Politics and Strategy: In Defence of the Model of the Flexible Firm. Work, Employment and Society, vol. 8(2), 221-242.
  • Forrester PL. 1994. Product Variety and Just-in-Time: Conflict and Challenge. International Journal of Logistics Management, vol. 5(1).
  • Forrester PL. 1993. Integrating Product-Process Design Using Value Analysis. Integrated Manufacturing Systems, vol. 3(4).
  • Forrester PL. 1993. Performance Related Pay in Operation: A Case Study from the Electronics Industry. Human Resource Management Journal, vol. 3(4), 60-74.
  • Forrester PL. 1992. Flexibility Revisited: A Temporal Analysis of the Introduction of Flexibility. Management Research News, vol. 15(5/6).
  • Forrester PL. 1992. Market-Driven Strategies and Flexible Production Systems Design: Evidence from the Electronics Industry. International Journal of Operations and Production Management, 25-37.
  • Forrester PL. 1992. The CAPM/CAE Interface within CIM System Approaches in Medium Sized Companies. Computer-Controlled Engineering Journal, vol. 3, 75-81.
  • Forrester PL. 1991. The Changing Face of Industrial Democracy: Evidence From the UK Electronics Industry. Management Research News, vol. 14(10).
  • Forrester PL. 1991. The DRAMA Methodology for Analysing Strategy and its Links with Production Systems Design. International Journal of Technology Management, vol. 6(3/4), 261-275.
  • Forrester PL. 1991. Who Wants Harmonisation?: Image and Reality in Single Status Working. Personnel Review, vol. 20(5), 27-33.
  • BENNETT DJ, FORRESTER PL, HASSARD JS. 1990. AN APPLICATION OF DECISION-PROCESS MODELING TO MANUFACTURING SYSTEM-DESIGN. OMEGA-INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE, vol. 18(1), 23-33. link> doi>
  • Forrester PL. 1990. Who Wants Harmonisation?. Management Research News, vol. 13(8).

Chapters

  • Forrester PL. 2015. Manufacturing Management in Theory and Practice. In Handbook of Manufacturing Industries in the World Economy. Bryson JR, Clark J, Vanchan V (Eds.). (30 vols.). Cheltenham, UK and Northampton, Mass, USA: Edward Elgar. doi> link>
  • Forrester PL. 2000. BPR and TQM: Divergence or Convergence?. In The Reengineering Revolution. Knights D and Willmott H (Eds.). SAGE.
  • Forrester PL. 1999. The Politics or Management in People’s China: From CMRS to Modern Enterprise. In China's Managerial Revolution. Warner M (Ed.). Psychology Press.

Other

  • Bamford DR, Forrester PL, Reid I, Dehe B, Bamford J, Papalexi M. 2015. Where is the competitive edge in Knowledge Transfer? -The impact of KTPs.
  • Bamford DR, Forrester PL, Reid I, Dehe B, Bamford J, Papalexi M. 2015. Where is the competitive edge in Knowledge Transfer? -The impact of KTPs.
  • Yuxin X, Forrester PL, Hassard JS. 1997. Manufacturing reform on the road to the market economy - three cases in Chinese steel enterprises. FIRST INTERNATIONAL CONFERENCE: MANAGING ENTERPRISES - STAKEHOLDERS, ENGINEERING, LOGISTICS, AND ACHIEVEMENT (ME-SELA'97) (pp. 217-225). link>

My current and recent teaching and supervision covers Operations Management, Supply Management, Project Management, Quality Management, Comparative International Management, Business Culture and Research Project Methods.  I teach at undergraduate and postgraduate level, and also on post-experience professional development courses.

At Keele I am the leader for the following 15 credit modules:

  • MAN40083 Operations Management and Supply (MA/MSc programmes)
  • MAN30056 Comparative Business Cultures (Final year Undergraduate)
  • MAN30065 International Project Management (Final Year Undergraduate) 

I also supervise Postgraduate Research Dissertations and Student Consulting Projects.