...USING TEAMS IN PRODUCTION AND OPERATIONS MANAGEMENT CONTEMPORARY BUSINESS MAY 13, 2012 Facts In this case study, I have been asked to research a leading manufacturer or a major retail or restaurant business. Analyze the company’s production and operations management system and evaluate the use of teams in its production and operations management. 1. Describe a major global corporation: (1) a leading manufacturer or (2) a major retail or restaurant business. Describe the type of business, market share, financials, size, and global presence; 2. Describe the company’s production or operations management; 3. Describe and evaluate the company’s use of teams in production and operations management; 4. Analyze and evaluate the company’s ability to adjust to a major economic, environmental, or natural crisis (such as the real estate crash, financial crisis, nuclear meltdown, hurricane, flood, oil spill, etc.) and communicate effectively with their employees and customers about issues caused by the crisis. Analysis Describe a major global corporation: (1) a leading manufacturer or (2) a major retail or restaurant business. Describe the type of business, market share, financials, size, and global presence. In this scenario, I am going to address the above mentioned topic, regarding describing a major global restaurant business. The restaurant business that I am going to discuss is the McDonalds Corporation. McDonalds for the past decade has lead the fast food industry...
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...TMC's Management Board has voted to implement a "right-size action" that could result in personnel reductions in your department in the next two years. As the manager of the Sales Department, you are responsible for informing the sales staff about the proposed right-size action, and its potential impact on the Sales Department, in a way that will explain the situation clearly and also maintain the good will of the employees. Background The Medical Corporation (TMC) is a worldwide marketer of medical supplies and services. Established in 1980, the company enjoyed dynamic growth during its first two decades as part of the flourishing pharmaceutical industry. TMC's revenues surpassed $1 billion in just five years, its stock rose an average of 12 percent a year during its first decade, and per share earnings consistently exceeded industry averages. However, despite revenue increases of over 10 percent each year for the past twenty years, TMC's growth appears to be slowing down, partly because the pharmaceutical industry as a whole is now being scrutinized for its excessive prices and declining service. Last year, TMC revenue in the United States was $5 billion, an increase of only 2.0 percent over the prior year; non-U.S. operations generated $2 billion in revenues, a 3.0 percent decrease over the prior year. Gross profit margins, driven by extreme pricing pressures, have declined for the past three years. In response to this declining performance, TMC's Management Board...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates...
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...volatile and chaotic atmosphere in today’s rapidly paced society. Customers are more demanding in every way. They want cheaper flights, free baggage, more amenities aboard the aircraft, and much more. With fuel prices getting higher, leisurely travel on a downward spiral, and demands for higher salaries in the industry, where are the airlines to make up for costs besides higher airfares? Lets take a look into the industry and see what one company does to be extremely innovative and what another does to stay traditional, for lack of a better word. I have chosen two companies in the airline industry that I feel are complete opposites in more ways than one in their management, financial, and marketing structures. These companies have been long-time competitors in the commercial airline industry for nearly five decades competing for best quality, comfort, and convenience. Company Overviews: Southwest Airlines (LUV) and Delta Airlines (DAL) have been competitors in the same industry for over fifty years now. Both companies have been enormously successful in their own ways, but as many of us know, the world of commercial travel has seen its share of obstacles lately. The ATA (Air Transport Association of America) reported that domestic airline industry saw an 18 percent decline in revenues in fiscal year 2009 exceeding those from fiscal year 2001 by nearly four percent. This was due to a nearly six percent decline in passenger travel accompanied by a 13 percent plunge in...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates innovative thinking in...
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...9-399-150 REV: MAY 3, 2005 CHRISTOPHER A. BARTLETT MEG WOZNY GE's Two-Decade Transformation: Jack Welch's Leadership On September 7, 2001, Jack Welch stepped down as CEO of General Electric. The sense of pride he felt about the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances...
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...aspect of the business world in today’s modern society. Within a matter of decades both internal and external processes have been transformed. For example, managers no longer handwrite reports for their office staff to type or use mail to correspond with clients or post flyers to communicate with employees. My department at Princeton University has experienced these types’of scenarios over the past five years. Five years ago, our procedures and computers systems were antiquated. The need for technology was essential to provide better communication and improve procedures, especially in a department that has over 200 employees who work in different locations throughout the University such as dorms, academic buildings, and athletic facilities. For instance, my department’s time-off request procedure and the process by which supervisors receive their daily work orders were lengthy, required several steps, and needed to be modernized. Realizing how outdated these procedures were, my department sought out several different types of technology to help improve its overall functionality. Technology acquired included, Sharepoint, Ipads, and EZ Maxmobile App. In just a short period of time, these products have significantly improved communication and procedures throughout the department and enhanced our customer service to our clients. The use of Sharepoint, a web-based intranet that streamlines the management of and access to data, has enhanced the department’s the time-off request...
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...9-399-150 REV: MAY 3, 2005 CHRISTOPHER A. BARTLETT MEG WOZNY GE's Two-Decade Transformation: Jack Welch's Leadership On September 7, 2001, Jack Welch stepped down as CEO of General Electric. The sense of pride he felt about the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances, and lighting...
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...factbased strategic insights for senior business executives around critical industry-specific and crossindustry issues. This executive brief is based on an in-depth study by the Institute’s research team. It is part of an ongoing commitment by IBM Business Consulting Services to provide analysis and viewpoints that help companies realize business value. You may contact the authors or send an e-mail to iibv@us.ibm.com for more information. School of Management at Fudan University Fudan University was the first institution of higher learning in China to set up a department of business education, and was also the first in the country to resume its business education program after the reform and open-door was implemented in China. Over the past two decades, the School of Management at Fudan University has developed into an internationally well respected business school. This joint project with the IBM Institute for Business Value fulfills our mission to analyze business operations and national economic activities using advanced management theories, systematic methods, mathematics models and information technology. It is part of our commitment of timely research for enterprise practitioners with insights into important strategic, tactic and operational business issues that can help firms make informed sound decisions. Going global Prospects and challenges for Chinese companies on the world stage Introduction Over the past quarter-century, China has achieved phenomenal economic...
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... A primary care clinic is located twenty-five miles outside the minor city with a population of the fifty thousand individuals. The primary care clinic is operated by five family physicians, two physician assistants, two nurse practitioners and twenty clinical support staff entailing LPNs, RNs, and CMAs. The clinic offers primary care to various individuals from the community who lives and work outside the city limits. Initially, the locality was a rural area, but the community has grown and has various opportunities for education, employment and ample living spaces for youthful families. This paper addresses the management of the small primary care clinic through the manager. The paper also addresses five major topics concerning clinic. First are the economic, social and political factors that might have influenced the development of the clinics over the past two or three decades. Second is the clinic’s comprehensive mission statement that shows the focus of the clinic. Third are directions that the clinic can take to enhance its business. The fourth is the discussion of the measures that can be taken to determine the effectiveness of the clinic’s performance. Finally is the determination of how opportunities for improvement can be addressed and processes that can be put in place. Social, Political and Economic factors that have resulted in proliferation of the primary care clinic in the past two to three decades The advancement and development of the...
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...Introduction Since the last decades of the 20th century, there have been intensive discussions about knowledge and its implications on organisations and business success. Knowledge is now widely considered to be a source of competitive advantage. Technology has been continuously improving, among Turkish contractor firms. By the evaluation of the causes high business pressures that affect organizations’ field survey findings, Turkish contractor firms’ current and future competitiveness. These pressures use of IT, their main objectives on the use of IT, benefits cause common and rapid changes on all industries. To achieve competitive advantage, firms need to constantly focus on the identification of differential product strategies, building or reshaping core competencies, acquiring unique technologies, and accumulation of intellectual property, all of which can all be harnessed to make the company successfulin a highly competitive marketplace. Due to the emergence and widespread use of information and communication technologies (ICTs), organizations have faced many challenges that have led to several changes in their business practices in recent times, particularly in the last two decades. Findings After investigating the literature in strategic technology usage, and interviewing key decision-makers, a conceptual framework was proposed. IT innovation adoption occurs at the functional/operational level by enhancing various aspects of efficiency, effectiveness and resiliency...
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...through one of our stores, the engineer in me loved seeing the efficiency and smoothness of how our operations executed and performed. But I loved even more hearing from customers who were going to be able to afford an enjoyable Christmas for their families. They were so thankful for Walmart, and we were so thankful for the opportunity to help them.” This statement sounds great; however, Wal-Mart’s reputation is no longer reflecting this sentiment. Recently, Wal-Mart has made worldwide news and has become the target of much criticism. Organizations such as Wal-Mart in the 21st century face rapid changes in their business environment that have a great impact on the operations of their internal environment. The pressure from all levels to deliver outstanding products while satisfying the needs of customers, employees, government entities, and shareholders is overwhelming. Actions and attitudes toward one another or the organization as a whole has a great effect on the total organizations functioning and performance. Wal-Mart is a key player and example of a billion dollar company mired in corruption, lawsuits, and greed but still abounds as one of the most patronized corporations in the eastern and western hemispheres. Their management procedures, processes, and patterns seem to represent compromise between traditional bureaucratic approach and the autonomous project management approach. Instead of resulting in dual authority and responsibilities with departments allocating...
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...obvious facts regarding the short-term health of a business. It is designed to appraise the fundamental factors and trends that govern success in the chosen field of endeavor (Porter, 1985). Wal-Mart was founded by Sam Walton in 1962. The group operates in sixteen countries including the United States, Canada, Mexico, Argentina, Brazil, and China. In 2005, the total number of stores amounted to nearly 5000, with more than a quarter abroad. The group has around 180 million customers per week and earns profits of $ 20,000 per minute. Sam Walton is the figurehead of the company; he is the father of the revolutionary strategy and continues to be the force behind the success of his company. At the beginning of 2009, Wal-Mart top management faces the question of whether the same strategy that it has been adopting in the past can be used to maintain the company’s remarkable performance and...
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...Assessing Strategic potential of Singapore Airlines (1100 words) The velocity of competition in recent times has put an extreme demand on corporations to articulate their strategic management in terms of positioning, choices and execution. Strategic positioning is the foundation that establishes organisations strategic potential, what it can do and strategic ambitions, what it actually seeks to do (Johnson et. al 2011). This requires good understanding of the externalinternal environment, organisational purpose and culture. The tools commonly used to develop understanding and perform a strategic analysis are presented in Appendix 1.0.This essay aims to lay the foundation for a comprehensive analysis of current strategic potential of Singapore Airlines (SIA). Firstly, the focus is on how to identify the sources of information about macro environment, unique features of airlines industry and in depth view of internal dynamics of SIA. Secondly, the focus is on comparison of four core tools in terms of relevance, advantages, disadvantages and creative adaptability for SIA. A preliminary application of these tools is made to illustrate the arguments for or against using a particular tool. The essay briefly touches on another crucial aspect of right expertise and competence for an effective analysis. The essay concludes with key observations and recommendations for a further comprehensive analysis of SIA.A simple structure is adopted in this essay as indicated in Fig 1.0 The airlines...
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...At the beginning of 2009, Wal-Mart top management faces the question of whether the same strategy that it has been adopting in the past can be used to maintain the company’s remarkable performance and growth in the next decade. In the last 10 years, Wal-Mart has achieved strong and constant growth in sales and net income. It has maintained the leading position in the U.S. discount retail industry and has become the largest retailer in the world. With the maturity of the industry, coupled with the intense competition from rivalry companies, maintaining the current level of high performance becomes very challenging. The Porter’s Five Forces analysis reveals that the competition among rivals is the driving force of the industry, in which price is the most critical factor. The value chain analysis and resource based view analysis show that Wal-Mart has been very successful in implementing the strategy as the low-cost leader by inculcating cost efficiency in its corporate culture, management style, and operations. It has been the pioneer in adopting cutting edge technology to streamline its supply chain, and to understand and respond timely to customer demand. Wal-Mart has developed many strengths that help guard its leading position and open door to many opportunities for expanding the business. However, it also faces threats from growing too big and in many areas, which makes it vulnerable to losing control, weakened cooperation among stores and regions, and competition...
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