...Operations Strategy Operations Strategy PGP – Term 8, 2016 Overview: Operations is the ‘how’ we do things regarding of what function we work in an organization – Accounting, HR, IT, Marketing, Operations, R&D, Sales or Supply chain – and strategy is the general direction for aligning operations in the organization to its strategic objectives and within its context. All CEO surveys in recent years list among their top-5 concerns: how to grow revenues, how to make their organization more efficient, and how to lower costs. Achieving these is the remit of operations strategy. Overall we wish to figure out how we can achieve desired strategic objectives of an organization across multiple functions, and even across organizations through analysis –qualitative as well as quantitative – and managing change. Module Leaders: Professor ManMohan S. Sodhi Cass Business School City University London manmohan_sodhi@isb.edu Professor Haresh Gurnani School of Business Wake Forest University hgurnani.isb@gmail.com (Professor Sodhi will lead Sessions 1-5 and Professor Gurnani Sessions 6-10.) Course objective and content: The overall goal is to develop an understanding of how to determine the general direction to ensure that the decisions being made to improve or create operations are coherent, i.e., towards the same organizational objectives. We will refer to a framework (7V framework under development by Professor Sodhi) as a lens for viewing and re-positioning...
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... | COURSEWORK - Questions |Year |2013 |MONTH |JUNE | |Subject |BDM1404 OPERATIONS MANAGEMENT (OM) | |Weightage |30% |Submission Date |24th JULY 2013 | Regulations A. Late Submission • A 10% deduction per day of total coursework marks (excluding weekends and public holidays). • Late submission between 5 to 10 days, results in a 50% deduction of total coursework marks. • Late submission past 10 days results in an automatic 0% for coursework and the student will be barred from the final examination. B. Deliverables Students must submit all materials supporting their coursework listed in the deliverable section. ▪ The coursework must be done in a group and must be entirely your own work. Please make sure that you are aware of the rules concerning plagiarism. If you are unclear about them, please consult your program coordinator/lecturer. ▪ The coursework should exhibit formal research skills i.e. with a table of content, proper citations, references, and appendices. ▪ The coursework write up must be able to demonstrate critical analysis and application of...
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...QUESTION 1 Using the specific operations performance objectives explain why do you thing TMC is a world-class company? A company should be concerned to satisfy its customers’ requirements for fast and dependable services at reasonable price, as well as helping its own suppliers to improve services they offer. There are five basic performance objectives and they apply to all types of operation: • Quality • Speed • Dependability • Flexibility • Cost (Slack, N. et al, 2001). These operations performance objectives are analysed here in accordance to TMC. 1) Doing things right by providing error free goods and services, which will satisfy the customers, is known as ‘quality’. According to the case study, Toyota’s vehicles consistently rank near the top in third-party customer-satisfaction surveys. Being voted by many market research and surveys as the car of the year for several years it shows that, Toyota has a successful record worldwide. Because of the good quality Toyota’s success kept going, where in 1995, Toyota was the best car in the Middle East. Also, TMC has produce a good quality cars that are quit and do not emit unpleasant fumes, such as more than 40 emission-control systems and dozens of technologies that have improved passenger-car safety (Ahmed, A., 2003, Coursework). 2) An other performance objective is speed, which means by doing things fast, to minimise the time between the order and the availability...
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...basic performance objectives and they apply to all types of operation: • Quality • Speed • Dependability • Flexibility • Cost (Slack, N. et al, 2001). These operations performance objectives are analysed here in accordance to TMC. 1) Doing things right by providing error free goods and services, which will satisfy the customers, is known as ‘quality’. According to the case study, Toyota’s vehicles consistently rank near the top in third-party customer-satisfaction surveys. Being voted by many market research and surveys as the car of the year for several years it shows that, Toyota has a successful record worldwide. Because of the good quality Toyota’s success kept going, where in 1995, Toyota was the best car in the Middle East. Also, TMC has produce a good quality cars that are quit and do not emit unpleasant fumes, such as more than 40 emission-control systems and dozens of technologies that have improved passenger-car safety (Ahmed, A., 2003, Coursework). 2) An other performance objective is speed, which means by doing things fast, to minimise the time between the order and the availability of the product or service that gives the customer e speed advantage. The TMC’s techniques are focussed operations that reduce complexity by using simple and small machines, which are robust and flexible. By rearranging layout and flow to enhance simplicity improves speed of production. On the coursework, statistics show that in the late 1980s, the output per worker...
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...QUESTION 1 Using the specific operations performance objectives explain why do you thing TMC is a world-class company? A company should be concerned to satisfy its customers’ requirements for fast and dependable services at reasonable price, as well as helping its own suppliers to improve services they offer. There are five basic performance objectives and they apply to all types of operation: • Quality • Speed • Dependability • Flexibility • Cost (Slack, N. et al, 2001). These operations performance objectives are analysed here in accordance to TMC. 1) Doing things right by providing error free goods and services, which will satisfy the customers, is known as ‘quality’. According to the case study, Toyota’s vehicles consistently rank near the top in third-party customer-satisfaction surveys. Being voted by many market research and surveys as the car of the year for several years it shows that, Toyota has a successful record worldwide. Because of the good quality Toyota’s success kept going, where in 1995, Toyota was the best car in the Middle East. Also, TMC has produce a good quality cars that are quit and do not emit unpleasant fumes, such as more than 40 emission-control systems and dozens of technologies that have improved passenger-car safety (Ahmed, A., 2003, Coursework). 2) An other performance objective is speed, which means by doing things fast, to minimise the time between the order and the availability of the product...
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...Student Unit Guide Unit 5: Food and Beverage Operations Management Term – September 2015 Unit Leader – Joseph Nyakairu Copyright St-Patricks College Table of contents Table of contents 2 Aim 3 Unit abstract 3 Learning outcomes 3 Unit content 4 Scheme of work 6 Learning Outcomes and assessment requirements 9 Assignment Brief - General 10 Indicative Marking Scheme Error! Bookmark not defined. Learning Material 14 stponline / Moodle 14 Textbooks 14 Appendix A: Harvard System Referencing 16 Unit 5: Food & Beverage Operations Unit code: L/601/1791 QCF level: 4 Credit value: 15 Aim This unit will enable learners to gain understanding of the day-to-day activities and procedures involved in food and beverage operations, whilst also developing a range of practical operational skills. Unit abstract This unit introduces learners to the practical aspects of food and beverage production and service. Because of the nature of their job, hospitality managers need to have basic levels of practical skills, enabling them to work effectively within different kitchen and restaurant environments. Managers may need to work in kitchen and restaurant environments to support operational staff in times of need or to establish themselves as credible team players. Learners will develop understanding of a range of food...
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...International Business Environment 1 Updated: September 2015 BA (Hons) PROGRAMME P13KL8: INTERNATIONAL BUSINESS ENVIRONMENT 1 2015-16 AUTUMN SEMESTER MODULE OUTLINE LEVEL AND CREDITS Level 3, 10 Credits PRE-REQUISITES None MODULE CONVENOR Professor Lianxi Zhou Admin Building Room AB376 Lianxi.Zhou@nottingham.edu.cn Office Hours: Mondays 9:30-11:30 or by appointment CORE TEXT: Hill, Charles W.L. et al (2012), International Business: An Asian Perspective, McGraw-Hill: Singapore. SUMMARY OF MODULE CONTENTS The module examines macro-environmental factors that influence the economic and international business development at both country and firm levels. It will introduce and explain relevant theories and different arguments to support understanding and analysis of the international business environment. Main topics covered by the module include influence of globalization on economic and business development; current trends of international business in terms of cross-border trade and foreign direct investment; cross country differences in political, economic and financial, cultural and ethical systems and their implications for international business management. MODULE AIMS The principle aim of the module is to develop students’ awareness and knowledge of the current trends, key issues and cross-country differences in the international business context in which multinational firms operate. It aims to provide insights and stimulate 1 P13KL8 International...
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...ASB-3101 HUMAN RESOURCE MANAGEMENT Credits: 10 Contact hours: 23 Semester: 1 Pre-requisites: ASB-2104 Module organiser: Sally Sambrook Note: This module is available through the medium of Welsh (ACB-3101). Aims: To examine issues and developments in the field of contemporary human resource management (HRM). To develop an understanding of the complex issues facing human resource (HR) specialists and line managers in meeting their responsibilities for selecting, deploying, training, appraising, rewarding, relating to and retaining human resources. Learning Outcomes: On completing the module, students are expected to be able to: • Explain the contribution of the HR function to corporate strategy; • Discuss the processes of recruitment, assessment and selection; • Outline activities involved in developing human resources and facilitating learning; • Explain the link between rewards, motivation and performance; • Critically evaluate the changing employment relationship, assessing the role of trade unions and other forms of employee involvement. Module Content: • History of the HR function, theories and models of HRM; • The roles and responsibilities of stakeholders in HRM; • The changing nature of work, managing diversity, technology and flexibility; • Human resourcing: recruitment and selection, human resource planning; • Reward and performance management; • Employee relations, employment legislation...
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...YEAR 2010-2011 Global Supply Chain and Logistics M06BSS 1. MODULE SUMMARY Aims and Summary This module provides knowledge and a thorough understanding of the management of the distribution and logistics function in contemporary organisations. The module will introduce the core concepts and theories that are pre-requisite for the successful management of logistics within the overall context of the organisation. The overall fit of the logistics function will be explored in context of attaining and sustaining competitive advantage and world-class status for global organisations. The module will explore supply chain networks and the importance of supply chain management. Current logistical trends such as lean management of the logistics and supply chain function will also be analysed. Other areas explored will include procurement, inventory management, transportation, warehousing and new technologies such as RFID. Module Size and credits | |Module size |Single | | |CATS points |15.0 | | |ECTS credits |7.5 | | |Open/Restricted |Open ...
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...Table of Contents 1. Summary and Introduction ...................................................................................... 3 2. Chocolate Industry ................................................................................................... 5 2.1. Understanding the landscape ................................................................................. 5 2.2. Trend ..................................................................................................................... 6 2.3. Industry Boundaries .............................................................................................. 6 2.4. Industry segmentation ........................................................................................... 7 2.5. Porter’s Five Forces ............................................................................................... 8 2.6. Industry Profitability ............................................................................................. 9 2.7. Industry Key Success Factors .............................................................................. 11 3. Internal analysis and positioning of the firm .......................................................... 12 3.1. Resources and capabilities ................................................................................... 12 3.2. Competitive Scope................................................................................................ 18 3.3. Thornton’s...
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...Strategic Information Management Module Code: CE00346-6 Module Leader: Mr. Ellick YEUNG Email: ellick.yeung@cityu.edu.hk Course objectives (1) To plan IT developments that support business plans and strategies, and have a realistic appreciation of how IT resources are acquired and deployed. (2) To explore the ways in which hardware and software can be acquired and learn how to make decisions about important IT facilities management issues. (3) To acquire techniques to manage risk, plan and design counter measures to protect an organizational vital information resource. Learning Outcome (1) Able to describe, criticize and select strategic IS planning techniques that are appropriate to a given business scenario. (2) Able to evaluate, plan and communicate IS development plans to produce identified business benefits and formulate a basic strategic IS plan and decide some policies by which it would be carried out. (3) Able to critically discuss the effective use of some techniques of facilities and IT operations management and criticize and apply such measures as may be appropriate to protect the corporate information resource and maintain a secure system. Lecture and tutorial schedule Sessions Lecture 1 Lecture/ tutorial topics Course introduction Introduction to SIM 1. Competing in the Information Age 2. Identifying Competitive Advantages 3. Evaluating Industry Attractiveness 4. Choosing a Business Focus 5. Executing Business Strategies Relevant reading Baltzan Ch 1 SIM Course outline...
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...MBA UK Course Handbook the Strathclyde 2014/15 The Strathclyde MBA 1 The University of Strathclyde's mission dates from our founder, Professor John Anderson, leaving instructions in his will for 'a place of useful learning' to be established in the city. By this he meant an institution open to everyone, regardless of gender, status or income. “ The Place of Useful Learning John Anderson 1796 ” We continue to be committed to 'useful learning' through our provision of relevant, high quality, educational opportunities, the global application of our research and our focus on knowledge exchange, all of which aim to benefit the wider economy and society. Our commitment to 'useful learning' is about: • • Offering a wide range of education opportunities in a flexible, innovative learning environment. Developing students who have the aptitudes and capacities to make significant contributions to their communities after graduation as employees, employers and citizens. Connecting research through knowledge exchange to make an impact on modern society. • 2 Contents Welcome ................................................................................................................. 5 The University of Strathclyde .................................................................................. 6 Strathclyde Business School ................................................................................... 6 About the Handbook and MyPlace ........
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...Marshall, S Mawson, C Taylor The first two foundation modules examined the firm and the external environment. The emphasis for the module is the management of organisations in the 21st century. As such, this module concentrates on the management of the functional areas of the business, namely operations management, human resource management and marketing within the broader context of the changing organisation and the global economy. MODULE LEARNING OBJECTIVES By the end of this module, through completion of the assessment, attendance at lectures and participation in seminars you will have gained knowledge and understanding of: the changing nature of the global economy and its impact on management, operations management and organisational aspects of the business, the future for managing human resources the changing nature of the market place, marketing and consumer behaviour Also, you will have developed skills in being able to: think critically, conceptually and contextually, select and apply theoretical academic models, search and select appropriate reading material, use case studies to apply theoretical models to real life present material in both written scholarly essays and oral presentations understand the dynamics of group work reflect upon the learning experience to further develop interpersonal skills 1 MODULE ORGANISATION The Module uses Needle’s Business in Context (5th Edition, 2010) as a linked text. Several of the lectures relate to specific...
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...the pieces fit together for your learning experience. A bachelor’s degree is comprised of 120 credits that include general education courses that provide a general foundation of learning. Courses in this area can include English, mathematics, history, and science. The remaining credits focus on coursework related to building your knowledge and skills in the business side of health care. In addition, you’ll look at how you can select a curriculum track or certificate to expand your career opportunities. What you will cover 1. BSHA Program Overview a. Describe the purpose of the BSHA program. 1) Program Description a) The Bachelor of Science in Health Administration (BSHA) Program is designed to integrate a framework of general education courses with a health care curriculum that prepares the graduate with the foundational knowledge needed to enter today's challenging health industry. The BSHA curriculum addresses the basic body of knowledge, understanding, and skills identified as relevant to an ever expanding and diverse health care arena. Coursework includes content in some of the following areas- management, finance, legal and ethical parameters, risk and quality management, human resources, and information systems. Upon completion of the core curriculum health care students have the opportunity to select an area of focus that is designed to expand their professional opportunities. 2) Program aligns to industry and educational standards a) General education courses...
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...Starbucks Introduction and Operations 1 The first Starbucks opened in 1971 as a single store in Seattle’s historic Pike Place Market. It offered some of the world’s finest fresh-roasted whole bean coffees. The name Starbucks was inspired by Herman Melville2 Novel, Moby Dick, and evoked the seafaring tradition of the early coffee traders. In 1981, Howard Schultz (Starbucks chairman, president and chief executive officer) first walked into a Starbucks store. He was impressed by the drink and joined the company a year later. He travelled to Italy in 1983, and became captivated with Italian coffee bars and coffee experience. He planned to bring the Italian coffeehouse tradition back to the United States. From the beginning, Starbucks set out to be a different kind of company. One that not only celebrated coffee and the rich tradition, but that also brought a feeling of connection. Starbucks has more than 15,000 stores in 50 countries and is the premier roaster and retailer of specialty coffee in the world with the mission to inspire and nurture the human spirit. Starbucks purchases and roasts high-quality whole bean coffees, has an inviting atmosphere and offers a selection of premium teas, fine pastries, sandwiches, salads and other treats. Starbucks entered the European market in May 1998 through its acquisition of 65 Seattle Coffee Company stores in the UK. Starbucks company-wide diversity strategy focuses on four areas: partners, customers, suppliers and communities...
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