Global Operations Management

In: Business and Management

Submitted By aroice
Words 459
Pages 2
A Roice Unit 1 Db Global Operations Management MGMT415-02
Heizer & Render, Chapters 1-2
• Why has it become so important for companies to become competitive in the global business environment?
One reason it became important for companies to become more competitive in the global business environment is because of their market and to maximize their profits. While maximizing their profits they have to think globally. Also, for companies to be successful in a global market they have to have excellent global managerial skills. The global managerial skills will help the company understand all other countries cultures and customers. By understanding more of the other countries it will help with creating effective advertisements for the company. (Heizer, Jay & Render, Barry, 2012)
• What advancements in operations management in other countries have affected the way companies in the United States operate?
One company that started off in the United States and was so successful and decided to expand is Disneyland’s theme park. Disneyland has expanded to France, Tokyo and Hong Kong this was done to create a magical place for every one of all ages in those countries as well as ours so families can have fun at their theme parks and resorts without having to travel across the world just to have some family fun. (Disney, 2012)
Before Disney could expand their parks and operations to other countries Disney had to first learn about the countries food, prices, park hours and even cultures. For example, in Anaheim, California Disney Park changed their hours by the peak time so when it’s not peak time they open later and closes earlier so they can save money. Then during the peak time they raise the cost at their hotels and change the park hours. (Disney, 2012)
Hong Kong’s Disneyland has the biggest differences out of them all the Disneyland’s around the world. The structure of…...

Similar Documents

Operation Management

... Culture”. The four identified scope of culture are as below: i) Power distance - A cultural dimension that measures the degree to which less powerful members of organizations and institutions accept the fact that power is not distributed equally. ii) Uncertainty avoidance - The extent to which people feel threatened by ambiguous situations and have created institutions and beliefs for minimizing or avoiding those uncertainties. iii) Individualism - The tendency of people to look after themselves and their immediate family only. iv) Masculinity - The degree to which the dominant values of a society are success, money, and material things. * The GLOBE project’s nine dimensions of culture The Global Leadership and Organizational Behavior Effectiveness (GLOBE) project began in 1992 and continues today. It has involved 150 researchers collecting data on cultural values and management and leadership attributes from 18,000 managers across 62 countries in the telecommunications, food, and banking industries. The GLOBE project came up with nine key cultural dimensions: i) Assertiveness - ii) Future orientation - A propensity for planning, investing, delayed gratification. iii) Gender differentiation - The degree to which gender role differences are maximized. iv) Uncertainty avoidance - A reliance on societal norms and procedures to improve predictability, a preference for order, structure, and formality. v) Power distance vi)......

Words: 4270 - Pages: 18

Operation Management

... explore issues such as the following: operations, marketing and finance. Once my products have passed the screening stage; it’s time to start the preliminary design and testing. Before selling any products; we have to make sure the product will hold up to the test. In the case of my business; wash and wear of uniforms and the durability of cheer tennis shoes etc. Determine the key components of supply chain management for your business including structuring, sourcing, purchasing, and managing the supply chain. Supply chain management is the vital business function that coordinates and manages all the activities of the supply chain linking suppliers, transporters, internal departments, third party companies, and information systems. Supply chain management entails: coordinating the movement of goods through the supply chain from suppliers to manufacturing to distributors to the final customer and sharing relevant information such as sales forecasts, sales data, and promotional campaigns among members of the chain. There are components of supply management; external suppliers, internal functions of the company and external distributors. External suppliers will be the ones who will supply my company with the goods that is needed to sell to my clients. There are 3 tier suppliers: tier one supplier supplies materials or services directly to the processing facility. Tier two supplier supplies materials or services to a tier one supplier in the supply chain and......

Words: 1955 - Pages: 8

Operation Management

...………………………………………………………………10 DISCOUNTED PRODUCTS……………………………………………………...10 NUTRITIONAL PRODUCTS…………………………………………………….11 FACTS ABOUT KFC……………………………………………………………..11 KFC AND PAKISTAN……………………………………………………………12 PRODUCT MARKET……………………………………………………..............13-14 MARKET SHARE…………………………………………………………………15-16 CUSTOMER MARKET…………………………………………………………...17-19 MARKET PROGRAMMES……………………………………………………….20-21 PRICING PRACTICES…………………………………………………………...22 SWOT ANALYSIS………………………………………………………………..22-23 PROMOTION………………………………………………………………………24 OPERATIONS……………………………………………………………………..25 FORECAST………………………………………………………………………..25-27 QUALITY MANAGEMENT………………………………………………………27 MARKETING STRATEGIES……………………………………………………..28 LOCATION STRATEGY………………………………………………………….29 HUMAN RESOURCE MANAGEMENT ………………………………………...30-32 SUPPLY CHAIN MANAGEMENT……………………………..………………....32 CH#4 SUGGESTIONS…………………………………………………………………….33 CH#5 RECOMMENDATIONS …………………………………………………………...35 REFERENCES ………………………………………………………………………36 CHAPTER #1 OPERATIONS MANAGEMENT: Operations Management deals with the design and management of products, processes, services and supply chains. It considers the......

Words: 7208 - Pages: 29

Operation Management

..., real estate, insurance, repair services, business services, and personal services) • Intense Productivity Pressures – – Productivity = Output / Input How to improve productivity? • • Global Competition – Firms can no longer hide behind borders Ethics, Diversity & Environmental Issues – – – Examples of ethical issues: Examples of workforce diversity: Examples of environmental issues: Foundations of Operations Management, Ritzman & Krajewski © 1-10 Service Sector Jobs Foundations of Operations Management, Ritzman & Krajewski © 1-11 Corporate Strategy Corporate Strategy • goals • core competencies • environmental responses • new products/services • global strategies Market Analysis • segmentation • needs assessment Competitive Priorities Operations Marketing • cost • quality Finance • time • flexibility Others Functional Area Strategies • finance • marketing • operations • others Foundations of Operations Management, Ritzman & Krajewski © Capabilities • current • needed • planned Figure 1.5 1-12 Strategic Considerations • Flexibility – Develop a capacity to meet ever-changing customer demands • Business Environment – Monitor and adapt to changes • Continuous environmental scanning: industry, marketplace, society • Core Competencies – Definition: The unique resources and strengths that an organization’s management considers when formulating strategy – Areas: workforce, facilities, market and financial......

Words: 1331 - Pages: 6

Operation Management

... these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction and/or profit increase) Six Sigma are: 1. Customer Selection 2. Internal customer Management Structure 3. Reporting 4. Quality Programs 5. Training and Knowledgebase 6. Contractual Issues 6. Conclusion Operational management is very essential for a business organization. Operational management helps to determine and select strategic planning. By using and improving quality, speed, dependability, flexibility and cost operations performance, any company can gain a global growth and high percentage of customer satisfaction. Budgeting, forecasting, variance reporting, cash flow management, and investment analysis, getting things done both efficiently and effectively: All of these and more are competencies of business and operational management. Operations management focuses on the effectiveness and efficiency of process which is involved in operations like production and distribution. Operational managers play vital rules in a company and they must have following skills. Operational managers must have the following qualities to run the business smoothly. 1. Infuses pride in organizational values and mission 2. Enforces standards 3. Delegates 4. Maximizes staff utilization 5. Creates a positive learning environment 6. Tracks and measure staff performance 7...

Words: 3606 - Pages: 15

Operation Management

... ___ | | | |Program / Intake: _________BSC 18E________________ | |Module: _______OPERATION MANAGEMENT_________ ( ( Pre-course / ( Main Assignment | |Lecturer: _____Professor Brian Fynes __ Received by: ________________________________ | Operation Management Pre-assignment [pic] Bsc 18 Management Qu MengLi UCD student number: 12257675 Word count: 956 An essay on how the effective management of operations contributes to competitive advantage in Philips. Operations management refers to the administration of business practices to create the highest level of efficiency possible within an organization. Operations management is concerned with converting materials and labor into goods and services as efficiently as possible to maximize the profit of an organization. ( Investopedia ) Operation management includes the product design, delivery process design, supply chain design and value chain design. Koninklijke Philips N.V. (Royal Philips, commonly known as Philips) is a......

Words: 1111 - Pages: 5

Operation Management

.... By using Total Quality Management, organisations can consistently produce products and services that meet customer expectations. Thus, it will lead to customer satisfaction, better organisation reputation, higher customer returning base and retained market position. Meanwhile, internal quality is concerned with making the organisation operation processes error-free so that time is not spent in correcting the mistakes. Also, it could lead to cost reduction and an increase of efficiency in the production. Hence, this objective is important for Concept Design Services (CDS) to retain their upmarket position and achieve higher operation quality (Pycraff, 2000). Speed performance objective is also known as speed of response of an operation. Likewise, the speed can be internally or externally. External speed refers to the response speed to customers, for example, the speed of delivery of a product or service to a customer. The faster the delivery speed provided, the higher the customer satisfaction. Next, internal speed refers to the speed of operation processes. The faster the throughput of products and services, the less the cost of operations and inventories of the organisation will be (Pycraff, 2000). Consequently, this objective is important for CDS to maintain their customers’ satisfaction and increase their inventories turnover rates. Dependability performance objective is defined as “being on time” for customers or organisation’s operation processes. Again, it has...

Words: 2088 - Pages: 9

Operation Management

...Q1 1.Inherent safety All processes which might constitute a danger to either staff or customers should not be accessible to the unauthorised. 2.Length of flow The flow of materials, information or customers should be appropriate for the operation. 3.Clarity of flow All flow of materials should be clearly signposted 4.Staff conditions Staff should be located away from noisy or unpleasant parts of the operation. 5.Management coordination Supervision and communication should be assisted by the location of staff and communication devices 6.Accessibility All machines and facilities should be accessible for proper cleaning and maintenance. 7.Use of space All layouts should make best use of the total space available 8.Long-term flexibility Layouts need to be changed periodically. Future needs (such as expansion) should be taken into account when designing the layout. Q2 1.Quality All operations regard quality as a particularly important objective. 2.Speed Speed means the elapsed time between customers requesting products or services and receiving them. 3.Dependability Dependability means doing things in time for customers to receive their goods and services exactly when they are needed. 4.Flexibility Flexibility means being able to change the operation in some way. 5.Cost Low cost is a universally attractive objective. external and internal 1.Quality external: quality is an important aspect of customer satisfaction and...

Words: 379 - Pages: 2

Operation Management

...Topic 1 I Operations Management 1 List of Key Topics 1. Introduction to Operations Management 2. Performance Objectives & Operations Strategy 3. The Design of Products and Services 4. Facilities Location 5. Demand Forecasting and Capacity Management 6. Process Types 7. Facilities Layout and Flow 8. Process Design and Technology 9. Performance Improvement o Operations Management All organizations have an operations function Operations Function of an Airline – Fly passengers Operations Function of a Hotel – To provide accommodation 1 Operations Management is broad term for a range of activities to ensure that function is carried out efficiently and effectively The Evolution of Operations Management The Production Era; The Sales Era; The Marketing Era Operations differ in terms of The Volume of their output The Variety of their output The Variation of their output The Visibility which customers have of the process 2 Topic 2 Performance Objectives & Operations Strategy The Systems Approach 1 Synistanai – “bring together” or “combine” 2 Bringing together a set of interrelated parts to accomplish a set of objectives. 3 4 Transformational Model 5 Inputs Transformation Outputs 6 7 Operations Performance Objectives Quality – Doing...

Words: 1294 - Pages: 6

Operation, Management

...Operations performance objectives This first point made in this section is that operations objectives are very broad. Operations management has an impact on the five broad categories of stakeholders in any organisation. Stakeholders is a broad term but is generally used to mean anybody who could have an interest in, or is affected by, the operation. The five groups are: * Customers - These are the most obvious people who will be affected by any business. What the chapter goes on to call the five operations performance objectives apply primarily to this group of people. * Suppliers - Operations can have a major impact on suppliers, both on how they prosper themselves, and on how effective they are at supplying the operation. * Shareholders - Clearly, the better an operation is at producing goods and services, the more likely the whole business is to prosper and shareholders will be one of the major beneficiaries of this. * Employees - Similarly, employees will be generally better off if the company is prosperous; if only because they are more likely to be employed in the future. However operations responsibilities to employees go far beyond this. It includes the general working conditions which are determined by the way the operation has been designed. * Society - Although often having no direct economic connection with the company, individuals and groups in society at large can be impacted by the way its operations managers behave. The most obvious...

Words: 1318 - Pages: 6

Operation Management

...Why is demand in tourism different from other industry operations? i. Tourism industry is dominated by small and often owner-managed firms. ii. There is also great diversity in the different types of operation such as hotels, restaurants, pubs and so on and therefore it is difficult to generalize about the organisational structure of organization within the tourism industry [wood 1994]. iii. The tourism industry tends to employ large numbers of individualistic and even idiosyncratic proprietors and managers and its stated that being able to have direct control over the operation is seen as the main attraction of entering the industry for proprietors and managers [Wood, 1997]. iv. Managers in the tourism industry are found to be different in personality from managers in other industry. For example studies by Lockwood [1989], stone [1988] and WORSFOLD [1989] found hotel managers to be more autocratic, assertive, competitive, stubborn, spontaneous, cynical, critical, controlling and practical. What techniques were suggested for improving the quality of services in response to fluctuations in demand? i. The “chase and level strategy” where the firm chase demand by offering flexible working hours, etc. The firm alter the level of demand by utilizing marketing mix [sassier 1976] ii. “Yield management” is used to alter demand by carefully forecasting, overbooking, choosing high yield customers etc. [KIMES 19890] iii. “Intelligence enhancement strategy” is used to analyse...

Words: 479 - Pages: 2

Operation Management

...Operational efficiency is imperative for a company and can play a major role on the success of a business in the long term. Operational efficiency deals with the maximization of resources, in order to deliver quality products and services to customers. In the article “Making Strategy Real” the authors explain that in today’s competitive global business environment, virtually all firms work diligently to analyze alternatives and to create a business strategy that enables competitive advantages. Operational efficiency is a strategy implemented from a customized action plan, that supports companies on having a vision with all methods and systems from supply chain to human resources. Operational effectiveness is defined on how effective the resources are being applied to the operation. Operational effectiveness refers to any number of practices that allow an organization to better utilize its inputs (Ewyk, 2003). OE combined with a strategy is a path to superior performance. Operations strategy looks at the long-term issues of how to manage the resources which produce products and services. Operation strategy and operational effectiveness must be clearly distinguished from each other however. Operations strategy is a functional policy that is overseen by decisions taken at the top of the organizational tree. Operations strategy binds the various operations decisions and actions into a cohesive consistent response to competitive forces by linking firm policies, programs...

Words: 644 - Pages: 3

Operation Management

... way proposal for every client without study their needs.(where they only preparing the basic proposal) and other than that, they are not setting up the dateline to follow up with the potential client and just leave it if the client did not accept it. 7 CONCLUSION Based on this study, Adsign Imej Sdn. Bhd. probably can be one of the best outdoor advertising company since they have the strong individual background (director, chairman, manager, operation manager) which each of them have their own expertise. The only things that they need to ensure the company remain the best within the industry is in term on managing their operation strategy consists of the way they designing the services and control the quality of the service provided. Basically, providing the Customer Benefit Package (CBDP is the important thing of the service designing since the things are the way to attract the potential client and remain the existing client including of the continuously support the client. REFERENCES Book:- 1. Operations Management An Intergrated Goods And Services Approach, James R. Evans and David A. Collier, Thomson South Western. 2. Alam, I. (2006), “Service innovation strategy and process: across-national comparative analysis”, International Marketing Review, Vol. 23 No. 3, pp. 234-54. 3. Ottenbacher Micheal C, Harrington Robert F, “Strategies for achieving success for innovative versus incremental new services” University of......

Words: 1897 - Pages: 8

Operation Management

.... | 2) Anton, J., 1997. Call Center Management by the Numbers. Purdue University Press/Call Center Press, Annapolis, MD. | 3) Armistead, C., Kiely, J., Hole, L. and Prescott, J., 2002. An exploration of managerial issues in call centers. Managing service quality, Vol. 12(4), pp. 246-56. | 4) Batt, R. and Moynihan, L., 2002. The viability of alternative call centre production models. Human resource management journal, Vol. 12(4), pp. 14-34. | 5) Chase, R. B. and Jacobs, F. R., 2011. Operation and supply chain management, New York, NY; McGraw- Hill. | 6) Dean, A.M., 2002. Service quality in call centres: implications for customer loyalty. Managing service quality, Vol. 12(6), pp. 414-23. | 7) George, M.L., 2003. Lean six sigma for services, New York, NY: McGraw-Hill. | 8) Jack, E. P., Bedics, T. A. and McGary, C. E., 2006. Operational challenges in the call center industry: a case study and resource-based framework. Managing service quality, Vol. 16(5), pp. 447-500. | 9) Klassen, K. and Rohleder, T., 2001. Combining operations and marketing to manage capacity and demand in services. The service industries journal, Vol. 21(2), pp. 1-30. | 10) Kotler, P., 1997. Marketing management, Englewood Cliffs, NJ; Prentice-Hall. | 11) Mader, D.P., 2008. Lean six sigma’s evolution. Quality progress, Vol. 41(1), pp. 40-8. | 12) Slack, N., Chambers, S., and Johnston, R., 2010. Operation management. Edinburgh Gate, Harlow: Pearson education limited. | 13) Snee, R.D.,......

Words: 3744 - Pages: 15

Operation Management

...Operations management can be defined as the planning, scheduling, and control of the activities that transform inputs into finished goods and services. In other words, it is ‘a field of study that focuses on the effective planning , scheduling, use, and control of a manufacturing or service organisation through the study of concepts from design engineering, industrial engineering, and management information systems, quality management, production management, accounting, and other functions as the affect the operation. Operations management concerns making the most efficient use of whatever resources an organisation to provide the finished goods or services that its customer need on time and cost effective manner. Operations management is related with the strategy of the organisation. In this coursework, we will demonstrate the relationship between the operations management and the strategy of the organisation with the help of a corporate entity. The corporate entity chosen is McDonald's Corporation. McDonald's Corporation is the world's largest chain of fast-food restaurants. The business began in 1940, with a restaurant opened by siblings Dick and Mac McDonald in San Bernardino, California. Today McDonald's restaurants are found in 120 countries and around the world and serve nearly 54 million customers each day. Product Planning Organisations exist to provide products and services which can be purchased by other organisations or an individual. Therefore planning of...

Words: 1827 - Pages: 8