...eBooks at bookboon.com 3 Operations Strategy Contents Contents 1 Introduction 7 2 Defining Operations Strategy 8 2.1 What is Operations Management? 8 2.2 The Role of Services in Operations Management 8 2.3 What is Strategy? 9 2.4 What is Operations Strategy? 10 3 Operations Strategy Formulation 11 3.1 Hill framework for Operations Strategy Formulation 11 4 Lean Operations 13 4.1. Eliminate Waste 13 4.2 Involvement of Everyone 14 4.3 Continuous Improvement (CI) 14 4.4 Implementing Lean 14 5 Business Process Reengineering (BPR) 17 5.1 Implementing Business Process Redesign 17 I joined MITAS because I wanted real responsibili� I joined MITAS because I wanted real responsibili� Real work International Internationa opportunities al �ree wo placements work or �e Graduate Programme for Engineers and Geoscientists Maersk.com/Mitas www.discovermitas.com M Month 16 I was a construction M supervisor ina cons I was the North Sea supe advising and the N he helping foremen advis s Real work solve problems he helping International Internationa opportunities al �ree wo placements work or s solve p Download free eBooks at bookboon.com 4 � for Engin Click on the ad to read more Operations Strategy Contents 6 Enterprise Resource Planning (ERP) 20 ...
Words: 2389 - Pages: 10
...MSRSAS - Postgraduate Engineering and Management Programme - PEMP
Module Code Module Name Course Department
EMM515 Lean Operations and Management of Lean Organizations M.Sc. in Engineering and Manufacturing Management Mechanical and Manufacturing Engg .
Name of the Student Reg. No Batch Module Leader
Liju G BUB0912004 Full-Time 2012. SANDEEP. N
M.S.Ramaiah School of Advanced Studies
Words: 9715 - Pages: 39
...Micromarketing is a type of marketing strategy targeting specific customers within a niche market. This requires getting to know the customer’s needs, likes, and dislikes extremely well. Developing the customer relationship makes it easier to match that customer with the goods or services that are being offered. Micromarketing works because the customers receives a sense of being important to the marketer and sees the efforts to connect as being on a more personal level rather than a general one. It is the narrowest approach of target marketing and can be an effective technique for a small business trying to establish their brand. Nordstrom is an example of micromarketing. While not a small business, the sales staffs are 100% commission and essentially operate as their own “small” business within the larger company. While living in San Francisco I shopped frequently at one specific store. During one of my first visits the sales person, Angel Perry, offered to be my personal sales assistant or personal shopper. She would contact me when a preferred brand or type of shirt, tie or shoes would arrive in the store or give me a call when it would be going on sale. Angel would mail me a letter at least four times a year notifying me of special events and send handwritten thank-you notes. The effect was to develop a strong, personal relationship with me that was very specific to my particular likes, interests and buying habits. I am sure that Angel had numerous clients, maybe hundreds...
Words: 1377 - Pages: 6
...Syllabus Cambridge International A & AS Level Business Studies Syllabus code 9707 For examination in June and November 2013 Contents Cambridge International A & AS Level Business Studies Syllabus code 9707 1. Introduction ..................................................................................... 2 1.1 1.2 1.3 1.4 Why choose Cambridge? Why choose Cambridge International A & AS Level Business Studies? Cambridge Advanced International Certificate of Education (AICE) How can I find out more? 2. Assessment at a glance .................................................................. 5 3. Syllabus aims and objectives ........................................................... 7 3.1 Aims of the syllabus 3.2 Assessment objectives 4. Curriculum content .......................................................................... 9 4.1 Core syllabus 4.2 Extended syllabus 5. Resource list .................................................................................. 38 6. Appendix: International terminology.............................................. 43 7 Additional information.................................................................... 45 . 7 .1 7 .2 7 .3 7 .4 7 .5 7 .6 Guided learning hours Recommended prior learning Progression Component codes Grading and reporting Resources Cambridge A & AS Level Business Studies 9707 Examination in June and November 2013. . © UCLES 2010 1. Introduction 1.1 Why choose Cambridge? University of Cambridge International...
Words: 10567 - Pages: 43
...Case Report Barilla SpA ------------------------------------------------- Table of contents Table of Contents | | | Section | TITLE | PAGE | | | | | | | | | 1 EXECUTIVE SUMMARY | 3 | | | | | * | | * 2 CHALLENGES OF A LEAN SUPPLY CHAIN | 4 | | | 3 PRACTICAL STEPS FOR BARILLA SPA | 5 | | | 4 CONCLUSION | 6 | | | * 5 BIBLIOGRAPHY | 7 | | | * | | | | ------------------------------------------------- Executive Summary Barilla SpA is the largest pasta manufacturer in the world, as a food manufacturer they sells to a wide range of retailers through a distribution network. An analysis of the demand for dry food pasta at Barilla SpA’s distribution centers and factories revealed extremely high variation in demand. The variation in demand observed was all the more remarkable considering that the underlying demand for pasta in Italy is fairly level. Currently, Barilla SpA is experiencing a full development burden of increasing production costs, inventory levels and inefficiencies in manufacturing and dissemination system due to huge fluctuations on demand and varied accuracy of forecasting knowledge. In order to combat this problem, we would like to realize and employ a Just-in-time scattering system (JITD) to enable information sharing along supply chain, improve...
Words: 1295 - Pages: 6
...Unit Content – linked to Assessment Criteria 1. Understand the relationship between supply chain management (SCM) and organisational business objectives Concepts: demand and supply management; push and pull models; enterprise resource planning (ERP); vendor managed inventory (VMI); efficient consumer response (ECR); value chains; lean supply; global SCM; contribution to business objectives Development: physical distribution management; materials management; logistics management and SCM (upstream and downstream) Organisational objectives and business functions: financial, marketing, sales, operational, manufacturing, human resource Key drivers: facilities; inventory; transportation; information; sourcing; pricing; globalisation; technology; customer expectation Integrated supply chain: strategic goals; culture change; roles and responsibilities of staff; organisational rationalisation; higher volume and speed of transactions; enhanced market position; reduced supply chain complexity; potential for smooth process operations following complex initial set-up; enhanced, lean and agile systems 2. Be able to use information technology to optimise supplier relationships in an organisation Different types of relationship: alliances eg adversarial, developmental, collaborative, strategic; supplier development; e-tailing; business to business, business to consumer; intermediation and disintermediation; networks; supplier associations; supplier tiering; organisational networks; personal...
Words: 473 - Pages: 2
...University of Phoenix Material Definitions Define the following terms using your text or other resources. Cite all resources consistent with APA guidelines. |Term |Definition |Resource you used | |Time value of money |“A dollar received today is worth more than a|Titman, S. Keown, A. J. & . Martin ,J. D. (n.d.). | | |dollar received in the future. Conversely, |Financial Management. Principles and Applications: | | |a dollar received in the future is worth less|Chapter 1: Getting Started: Principles of Finance: 1.4. | | |than a dollar received today. Perhaps the |The Five Basic Principles of Finance. 12th,. ed. | | |most fundamental principle of finance is that|Copyrighted by Pearson Education. (2014). Retrieved from| | |money has a time value. A dollar received |https://newclassroom3.phoenix.edu/Classroom/#/contextid/| | |today is more valuable than a dollar received|OSIRIS:48546409/context/co/view/activityDetails/activity| | |one year from now. That is, we can invest the|/3195cb75-8a75-4bd9-a1c3-0092ba334301/expanded/False | | ...
Words: 2479 - Pages: 10
...objectives. Indicative Content 1.1.1 Define and show an understanding of the terms ‘corporate aims’, ‘corporate objectives’ and ‘corporate strategy’. 1.1.2 Explain how objectives and aims might change through the life of a business: survival, break-even, growth, profit maximisation, market share, diversification. 1.2 Describe the human and other resources required by a business, and relate the resources to corporate objectives. 1.2.1 Describe the inputs required by a business: labour, suppliers, finance, land, management skills. 1.2.2 Explain the relationship between organisational objectives and human resources. 1.3 Identify the needs and accountabilities of different stakeholders in a business and how their behaviour might affect the business. 1.3.1 Identify the needs of different stakeholders in a business: owners/shareholders, customers, employees, management, suppliers, creditors and government. 1.3.2 Explain the accountability and responsibility of different groups: owners/shareholders and other stakeholders. 1.3.3 Describe and assess the different objectives of the various stakeholders, including government, and how they might conflict. 1.3.4 Demonstrate how stakeholder objectives might affect the behaviour and decisions of a business. Learning Outcome 2 The learner will: Understand the structure and classification of business. Assessment Criteria The learner can: 2.1 Classify an economy by sectors. Indicative Content 2.1.1 Classify an economy...
Words: 1115 - Pages: 5
...Contents Coursework Header Sheet 2 Introduction 5 Week One 6 Week Two 6 Week Three 6 SUPPLIER RELATIONSHIP 6 CUSTOMER RELATIONSHIP 7 IMPORTANCE OF TEAM WORK 7 Evaluation of Mass vs. Lean Production 8 REFERENCES 9 VALUE STREAM MAP 10 Coursework Header Sheet201029-58 | | Course | MARK1174: Business Proj 2 (Value Chains) | Course School/Level | EN/UG | Coursework | Simulation Game Report | Assessment Weight | 7.50% | Tutor | AK Kofinas | Submission Deadline | 14/12/2012 | Coursework is receipted on the understanding that it is the student's own work and that it has not, in whole or part, been presented the University's Regulations regarding Cheating and Plagiarism. |elsewhere for assessment. Where material has been used from other sources it has been properly acknowledged in accordance with 000621315 Tutor's comments | Grade Awarded___________ | For Office Use Only__________ | Final Grade_________ | Moderation required: yes/no | Tutor______________________ | Date _______________ | Appendix 2: Assignment Check List: (You must sign below and return this with your assignment and header sheet.) I agree that: 1. Where I have included the work of others (materials, ideas, images or text etc) I have indicated clearly in every location where the work of others appears where the work comes from. 2. I have understood...
Words: 1682 - Pages: 7
...objectives. Indicative Content 1.1.1 Define and show an understanding of the terms ‘corporate aims’, ‘corporate objectives’ and ‘corporate strategy’. 1.1.2 Explain how objectives and aims might change through the life of a business: survival, break-even, growth, profit maximisation, market share, diversification. 1.2 Describe the human and other resources required by a business, and relate the resources to corporate objectives. 1.2.1 Describe the inputs required by a business: labour, suppliers, finance, land, management skills. 1.2.2 Explain the relationship between organisational objectives and human resources. 1.3 Identify the needs and accountabilities of different stakeholders in a business and how their behaviour might affect the business. 1.3.1 Identify the needs of different stakeholders in a business: owners/shareholders, customers, employees, management, suppliers, creditors and government. 1.3.2 Explain the accountability and responsibility of different groups: owners/shareholders and other stakeholders. 1.3.3 Describe and assess the different objectives of the various stakeholders, including government, and how they might conflict. 1.3.4 Demonstrate how stakeholder objectives might affect the behaviour and decisions of a business. Learning Outcome 2 The learner will: Understand the structure and classification of business. Assessment Criteria The learner can: 2.1 Classify an economy by sectors. Indicative Content 2.1.1 Classify an economy...
Words: 1115 - Pages: 5
...Questions 1. What do you understand by the term ‘Operations Management’? ANS: ✓ Operations Management is the management of that part of an organization that is responsible for producing goods and/or services. The management of systems or processes that create goods and/or provide services. i.e. Every book you read, every e-mail you send or every medical treatment you receive involves the operation function of one or more organizations 2. Identify the three major functional areas of business organizations and briefly describe how they interrelate. ANS: ✓ Finance- is responsible for securing financial resources at favourable prices as well as analysing investment proposal and providing funds for marketing and operations. ✓ Marketing is responsible for assessing consumer needs or wants and selling and promoting the organization’s goods and services. ✓ Operations is responsible for producing the goods or providing the services offered by the organization. 3. Describe the nature of operations function. ✓ ANS: The operations function consists of all activities that directly related to producing goods or providing services. It is the core of most business organizations because it is responsible for the creation of organization’s goods or services. Its essence is to add value during the transformation process. The operations function involves the conversion of inputs into outputs. In other words, this process (value added) is the difference...
Words: 1267 - Pages: 6
...SYSTEM TOPIC: LEAN ACCOUNTING- An Emerging Concept SUB CODE: 10MBA32 NAME: SPOORTHI.K USN: 1PB11MBA33 CONTENTS 1. ABSTRACT WITH KEY WORDS 2. INTRODUCTION 3. THERORATICAL BACKGROUND 4. DISCUSSION 5. CONCLUSION 6. REFERENCE ABSTRACT WITH KEYWORDS From the last two decades of the 20th Century on, many companies have adopted production strategies that could be termed “lean manufacturing”. Lean team leaders state that traditional costing systems fail to properly assess their operational improvements and therefore ask for new cost accounting methods. The search for a new accounting paradigm has led to important applied research and several accounting methods. With the diversification of customer demand and competition of globalization, mass production is being replaced by lean production. In this background, the traditional accounting system is no longer applicable to lean production, and lean accounting supporting lean production comes into being. This paper introduces the background of lean accounting and the content of lean accounting, gives the measures of implementing lean accounting, finally compares lean accounting with traditional accounting and summarizes obstacles in the process of implementing lean accounting. The research and application of lean accounting will greatly...
Words: 4166 - Pages: 17
...Traackr Influencer Marketing Platform ASOS Case Study: Build a Successful, Scalable, and Sustainable Brand Advocacy Program How did a leading global brand inspire organic advocacy among their most ardent customers with lean marketing practices? What business challenge did Asos face? ASOS is a leading online fashion retailer and premier fashion destination for millennials across the globe. Generating $1.35M in revenue, sales growth is + 40% year-over-year and marketing spend remains steady at 5% of sales cost. Since the company’s founding in 2000, social engagement has been core to their brand strategy. Through consistent content marketing and social media efforts, ASOS has developed an emotional connection and earned credibility among twenty-something fashion lovers around the world. ASOS’s objective was to expand social engagement among their most social fans. The challenge was to inspire authentic, positive social mentions, sustainable advocacy, and drive web traffic through the voice of the brand’s fans. “” Using Traackr meant easy discovery of our biggest fans and influencers, and the information to personalise our conversations with all of them. As a ‘customer-obsessed’ marketing team, that was hugely valuable to us. —Hannah Craik, ASOS Head of Social Media Overview ASOS a leading online fashion retailer and global fashion destination for twenty-somethings wanted to cultivate advocacy and grow positive brand mentions among...
Words: 1086 - Pages: 5
...Title: Replenishment shortfalls, Is it time to go Lean? Company used: Kmart Northcote Assignment topic: Identify a strategic operations issue or problem that needs to be addressed. Word Count: - 2305 Executive Summary Operations and Processes are no longer just production, but an essential way to decrease inputs, and maximise outputs within a company. This assignment looks at the current process with the back of house system in Kmart. I will touch on lean thinking, and how this is the way forward for business today. Recommend a more streamlined approached to the back of house system Table of Contents 1. Introduction – What is Operations & what does it mean 3 2. Replenishment, its not working 4 3. Current issues with Replenishment Team 5 4. Is lean the way to go? 7 5. Recommendations: Decanting 8 6. Conclusion - 9 References 10 Kmart is a large diverse retail organisation, which has many different aspects of operations and processes. From designing and sourcing manufactures of goods, to supply chain logistics to get goods to stores, to finance and marketing, to support teams to the customer service teams in store who sell the goods. Even in my role as administration manager, I actively control processes within the business, in terms of this definition I could also been seen as an Operations Manager. (Slack, et al., 2012) 1. Introduction – What is Operations & what does it mean Many years ago the process was referred...
Words: 2559 - Pages: 11
...All Free Papers Browse Papers Read full version paper Policies, Processes, And Methods Of Operations Management At Harley-Davidson Motor Company Policies, Processes, And Methods Of Operations Management At Harley-Davidson Motor Company Join AllFreePapers.com Category: Business Autor: rita 18 December 2013 Words: 2487 | Pages: 10 Introduction The role of operations management (OM) requires a great deal of responsibility. No matter the size or type of business, the technique and knowledge applied by an operations manager when planning, organizing, staffing, leading and controlling, can make or break a company (Heizer & Render, 2011). Harley-Davidson Motor Company is a prime example of a goods producing organization with a history of unstable performance and successful achievements all affected by OM role. The following paper is an overview pertaining to policies, processes, and methods of OM at Harley-Davidson and acknowledgment of how todays' OM decisions affect HD's future as the number one motorcycle manufacturer. Background Harley-Davidson was founded in 1903 in Milwaukee, WI, by William Harley and brothers' Walter, William, and Arthur Davidson. In 1929, 241 U.S. motorcycle manufacturers were in business but the Depression would find only Harley-Davidson and Indian remaining, until Indian closed its doors in 1953 (H-D History, 2012). Harley-Davidson would spend the following decades in aggressive financial struggles, periods of lowly manufacturing, and...
Words: 2697 - Pages: 11
