...Table of content 1. Introduction 1 1.1. Google Inc. 1 1.2. Google Glass 1 2. Operations management & strategic planning 2 2.1. Operations management 2 2.2. Strategic planning 3 2.3. Link between operations management and strategic planning 3 3. Systems Diagram 4 3.1. Systems theory 4 4. Cost Minimization and quality maximization 5 4.1. Cost minimization 5 4.2. Quality maximization 6 4.3. Cost minimization and quality maximization at Google 6 5. The five performance objectives of operations management 7 5.1. The five performance objectives 7 5.2. Significance of the five performance objectives 8 6. Network planning and critical path analysis 9 6.1. Network planning 9 6.2. Critical path analysis 10 6.3. Evaluation of network planning and critical path analysis for Glass 10 7. Operational planning and control 11 7.1. Nature of operational planning and control 11 7.2. Need for Operational Planning and Control 13 8. Operational outcomes 14 9. Quality 15 9.1. Quality Defined 15 9.2. Quality Maintained 15 9.3. Quality for Google Inc. 17 Bibliography 19 1. Introduction 1.1. Google Inc. “Organise the world’s information and make it universally accessible and useful.” is Google’s mission statement (http://www.google.com). Google Inc. is a United States based international technology corporation which specialises in Internet oriented services and products. Google Inc. was founded in 1998...
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... Unit Number: Unit 34: Operations Management in BusinessAssessor/Tutor : Nicholas Kelly | Registration Number : GCD 3389Learners Name: Kondwani MandeInternal Verifier (s) : Tracey Gallagher | | | Contents OPERATION MANAGEMENT IN LARGE BUSINESS 3 McDonald’s 3 Business Model 3 Mission Statement 4 Vision 4 SWOT Analysis 4 Learning Outcome 1: Understand the nature and the importance of Operations Management 8 1.1 The importance of operational management 8 Examples of operations management in McDonald’s 9 1.2 Assess the operations management in terms of production of goods and services safety, on time, low cost, quality and within the law 11 Production of goods and services safely 11 Production of goods and services on time 12 Low cost 12 Quality and within the law 13 1.3 Significance of links between operation management and strategic planning 14 1.4 Operations management system diagram 17 2.1 The impact of “Three E’s” (Economy, Efficiency and Effectiveness) make on operations management 18 Economy 18 Efficiency 18 Effectiveness 19 2.2 Identify any measure adopted for cost minimization and quality maximization 19 Measures for cost minimization and quality maximization 21 2.3 Evaluation of the significance of the five performance objectives 22 Learning Outcome 3: Understand how to organise a typical production process 25 3.1 How linear programming can assist to make operations management more effective 26 ...
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...Topic 1- operations Chapter 1: ROLE OF OPERATIONS MANAGEMENT The role of operations managementThe creation of goods and the provision of services by businesses. The transformation of inputs into outputs or products to be sold. This involves: * planning activities * purchasing inputs * managing inventory * selecting and implementing manufacturing processes * Developing strategies to gain a sustainable competitive advantage. | The strategic role of managementA strategic decision is one that affects the business in the long term. The strategic goals areto improve: * productivity * efficiency * quality of outputsTherefore, all strategic decisions will focus on lower costs to an industry benchmark through efficiency and producing a good or service that is different to and competitive against rivals in the market. There are 3 types of strategies that are commonly used by businesses to gain and maintain a competitive advantage. These are: * cost leadership * product differentiation * market segmentationcost leadershipA cost leadership strategy is where a business aims to be the lowest cost manufacturer within its industry. The products are the basic, no-frills type with fewer features, perhaps lower quality and using low-cost packaging. Low costs can be achieved through: * economies of scale in production and distribution, * access to cheaper raw materials * exclusive access to a large source of low cost inputs * Distributing the product using...
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...Ted James Operations Strategy Download free ebooks at bookboon.com 2 Operations Strategy © 2011 Ted James & Ventus Publishing ApS ISBN 978-87-7681-828-9 Download free 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 Please click the advert The next step for top-performing graduates Masters in Management Designed for high-achieving graduates across all disciplines, London Business School’s Masters in Management provides specific and tangible foundations for a successful career in business. This 12-month, full-time programme is a business qualification with impact. In 2010, our MiM employment rate was 95% within 3 months of graduation*; the majority of graduates choosing to work in consulting or financial services. As well as a renowned qualification from a world-class business...
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...strategic planning is SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). The main objective of this tool is to analyze internal strategic factors, strengths and weaknesses attributed to the organization, and external factors beyond control of the organization such as opportunities and threats. Other tools include: * Balanced Scorecards, which creates a systematic framework for strategic planning; * Scenario planning, which was originally used in the military and recently used by large corporations to analyze future scenarios. PEST analysis (Political, Economic, Social, and Technological) * STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors) * EPISTEL (Environment, Political, Informatics’, Social, Technological, Economic and Legal). Undertaking strategic analysis reviewing the current marketing performance. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ), PEST analysis (Political, Economic, Social, and Technological), STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors), and EPISTEL (Environment, Political, Informatics’, Social, Technological, Economic and Legal). SYSTEM: System Pyramid Successful and sustainable transformation efforts require leaders who know how to manage change. At the simplest level, managing change means: * Knowing what you want to...
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...Recommendations For Shuzworld Business Essay In order to find out the most cost-effectively decision, Shuzworld is considering the possibility of opening a new store on route 20, just outside of Auburn, referred to as the stand-alone option. The second option is opening a store in the Auburn Mall, and the third is not opening a store at all. To do nothing now, and wait for a better time to move in to the market. Shuzworld is also considering purchasing market research. I recommend that Shuzworld should use the decision tree graphical method, because of the nature of the issue (a graphic manner was asked to be used). A very important reason to why I am recommending this tool, is because the decision tree method is most commonly used for this kind of cases, as the Shuzworld presented case. The profitability problem is one of the most important problems of future profitability when opening a new store process and is the important content of the course of operation management. By recommending the use of this crucial tool, we need to understand, that this will give Shuzworld a direction, to which one of the three options is the best (the stand-alone option, opening of a brand new store or to do nothing now) for the most cost-effectively and profitability option. Also I am recommending this tool, because the decision tree analysis process, which are of great importance in the industrial production of high quantity standardized products (Shoes,...
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...Running Head: Developing Leadership Capital Succession Planning: The Critical Challenge for Law Enforcement of Developing Leadership Capital in the 21st Century Kelly Hedum University of Central Florida Abstract Succession planning is a critical leadership tool for ensuring organizational growth and continuity by eliminating substantial gaps in institutional memory, knowledge, and leadership through strategic placement of key personnel. One of the greatest challenges facing many organizations in the 21st century is how to affect a well designed change of leadership while maintaining organizational continuity and meeting or exceeding organizational goals. Current research suggests that many organizations will experience a leadership transition crisis in the absence of the implementation of a well designed, functional succession plan for the future. The purpose of this paper is to examine the leadership concept of succession planning and discuss two theories, trait theory and path-goal theory, and their relationship to the succession planning process. Succession planning is a six step process. Three important dimensions critical to succession planning as a leadership development tool include evaluating the future needs of the organization, the identification and development of leadership talent, and the ability to identify and implement results. Historically, succession planning is not part of an assigned role or task in a police agency and tends to get overlooked...
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...Business Strategy Introduction: LO1: Understand the processes of strategic planning LO2: Be able to formulate a new strategy LO3: Understand approaches to strategy evaluation and selection LO4: Understand how to implement a chosen strategy Reference: Introduction: In today’s highly competitive world strategic planning is essential for organizational success. Strategic planning is a process undertaken by an organization to develop a plan for achievement of its overall long-term organizational goals. Strategic Planning helps management understand the current situation. This in turn allows management to plan for the future. In a world of rapid change, it is becoming imperative for management to think strategically (plan for the future). And since the rate of change seems to be escalating, the importance of strategic planning continues to grow. In fact, the best-managed companies tend to engage in continuous strategic planning. Some organizations have intuitive thinkers who almost seem to see into the future. Therefore, strategic planning is a way of preparing for the future by attempting to simulate the future. LO1: Understand the processes of strategic planning. 1.1 “Strategic planning is the process by which members of an organization envision its future and develop the necessary procedures and operations to achieve that future.” [Pfeiffer, Goodstein, Nolan, 1986] and [Rothwell, 1989] Strategic planning is also “a process...
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...CHAPTER 1: OPERATIONS AND PRODUCTIVITY TRUE/FALSE 1. Some of the operations-related activities of Hard Rock Café include designing meals and analyzing them for ingredient cost and labor requirements. True (Global company profile, easy) 2. The production process at Hard Rock Café is limited to meal preparation and serving customers. False (Global company profile, easy) 3. All organizations, including service firms such as banks and hospitals, have a production function. True (What is operations management? moderate) 4. Operations management is the set of activities that create value in the form of goods and services by transforming inputs into outputs. True (What is operations management? easy) 5. An example of a "hidden" production function is money transfers at banks. True (What is operations management? moderate) 6. One reason to study operations management is to learn how people organize themselves for productive enterprise. True (Why study OM, easy) 7. The operations manager performs the management activities of planning, organizing, staffing, leading, and controlling of the OM function. True (What operations managers do, easy) 8. "How much inventory of this item should we have?" is within the critical decision area of managing quality. False (What operations managers do, easy) 9. In order to have a career in operations management, one must have a degree in statistics or quantitative methods. False (What operations...
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...Statements on Management Accounting BUSINESS PERFORMANCE MANAGEMENT TITLE Implementing Integrated Supply Chain Management for Competitive Advantage CREDITS This statement was approved for issuance as a Statement on Management Accounting by the Management Accounting Committee (MAC) of the Institute of Management Accountants (IMA® IMA ). appreciates the collaborative efforts of the Finance Business Solutions Group at Arthur Andersen LLP and the work of Dr. C.J. McNair, CMA, of Babson College, who drafted the manuscript. Published by Institute of Management Accountants 10 Paragon Drive Montvale, NJ 07645 www.imanet.org All rights reserved IMA Publication Number 00352 ISBN 0-86641-282-4 Special thanks go to Randolf Holst, CMA (Canadian), Manager of Knowledge Creation at Arthur Andersen, for his continuing oversight during the development of the Statement. IMA thanks the Consortium for Advanced Manufacturing-International (CAM-I) for their support in the development of this SMA. IMA is also grateful to the members of the Management Accounting Committee for their contributions to this effort. Copyright © 1999 in the United States of America by Institute of Management Accountants and Arthur Andersen LLP Statements on Management Accounting BUSINESS PERFORMANCE MANAGEMENT Implementing Integrated Supply Chain Management for Competitive Advantage TABLE OF CONTENTS I. Rationale . . . . . . . . . . . . . . . . . . . . . . . 1 ...
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...Statements on Management Accounting BUSINESS PERFORMANCE MANAGEMENT TITLE Implementing Integrated Supply Chain Management for Competitive Advantage CREDITS This statement was approved for issuance as a Statement on Management Accounting by the Management Accounting Committee (MAC) of the Institute of Management Accountants (IMA® IMA ). appreciates the collaborative efforts of the Finance Business Solutions Group at Arthur Andersen LLP and the work of Dr. C.J. McNair, CMA, of Babson College, who drafted the manuscript. Special thanks go to Randolf Holst, CMA (Canadian), Manager of Knowledge Creation at Arthur Andersen, for his continuing oversight during the development of the Statement. IMA thanks the Consortium for Advanced Manufacturing-International (CAM-I) for their support in the development of this SMA. IMA is also grateful to the members of the Management Accounting Committee for their contributions to this effort. Published by Institute of Management Accountants 10 Paragon Drive Montvale, NJ 07645 www.imanet.org IMA Publication Number 00352 Copyright © 1999 in the United States of America by Institute of Management Accountants and Arthur Andersen LLP All rights reserved ISBN 0-86641-282-4 Statements on Management Accounting BUSINESS PERFORMANCE MANAGEMENT Implementing Integrated Supply Chain Management for Competitive Advantage TABLE OF CONTENTS I. Rationale . . . . . . . . . . . . . . . . . . . . . . . 1 II. Scope . . . . . . . . . . . . . ...
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...Project management is a systemized, phased approach to defining, organizing, planning, monitoring, and controlling projects. Project is an interrelated set of tasks Define and org projects: scope, manager/team [fsd/tsd], org structure [func, pure, matrix] Project planning [5 steps]: wbs, n/w, schedule, cost-time trade-offs, risks Scheduling: [----, -, |], path [sequence], ES [max EF], LF [min LS], gantt chart [proj. schedule, Est. St and finish and precedence relations] Cost-time trade-offs: finish early [more workers] but costs inc, indirect cost [depreciation, adminis], direct [labor, material]; crash time [shortest time to complete activity]-> crash cost associated. Risk: measure of prob. And conseq of not reaching project goal, ((risk-mgmt plan: identify key risks, ways to avoid them-> strategic fit [project not linked with org goals], product/serv attribute [new pro/serv, risks, competition, lawsuits], project team capability [size, complexity of project], operations [risks, less accuracy, comm, estimates])) Simulation-> use random no. see random variation on performance measure: 3 estimates op(a), most likely time(m), pes(b) Monitoring and controlling project- PROJECT STATUS: open issues [resolve it], risks [might delay proj], schedule status [chk slack time to maintain schedule]; PROJECT RESOURCES: Resource Leveling [chk ES LS and shift schedule], Allocation [take out from high slack and assign to most imp act] and Acquisition [add overloaded/ scarce resource];...
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...Chapter 7 Information & Decision Making 1. Information, Technology & Management a. Must-have competencies i. Technological competency-ability to understand new technologies & to use them to their best advantage ii. Information competency-ability to locate, gather & organize information for use in decision making iii. Analytical competency-ability to evaluate & analyze information to make actual decision making problems b. What is Useful Information? iv. Data-raw facts & observations v. Information-data made useful & meaningful for decision making 1. Timely-the information is available when needed; meets deadlines for decision making & action 2. High quality-the information is accurate, & it is reliable; it can be used with confidence 3. Complete-the information is complete & sufficient for the task at hand; it is as current & up to date as possible 4. Relevant-the information is appropriate for the task at hand; it is free from extraneous or irrelevant materials 5. Understandable-the information is clear & easily understood by the user; it is free from unnecessary detail vi. Analytics-involves the systematic gathering & processing of data to make informed decisions c. Information Systems & Business Intelligence vii. Management information systems-use the latest technologies...
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...| An overview of the organization and my role in it. | Problem Statement | How is any problem identified & analyzed, and how effectively are decisions taken, necessary changes communicated & implemented, to avoid any repercussions? | Analysis | Detailed analysis of the problem statement. * Identification & Analysis of a problem * Effective Decision Making * Identifying and Implementing Changes * Communications | Solutions | Identification and critical evaluation of potential workable solutions to the problem. | Reflection | Statement about how this assignment influenced my personal, academic, and professional leadership and managerial development. | References & Literature Review. | Reference to Scholarly reviews during the analysis. | * Overview of the Organization: (Source: Google Images) The Organization that will be the topic of discussion for this project paper is J.P.Morgan Chase & Co. & Co. (India operations are under J.P. Morgan Services India Private ltd). J.P. Morgan Chase & Co. is a leader in financial services, offering solutions to clients, in more than 100 countries with one of the most comprehensive global product platforms available. Headquartered in New York, the aim of this company is to be the World’s most trusted and respected financial services institution. J.P.Morgan Chase & Co.'s activities are organized, for management reporting purposes, into six business...
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...especially in the military context. 1. Strategic Management from My Point of Views Before implementing a selected strategy from several alternatives, we should carefully analyze and consider the selected strategy. Strategy analysis can take a longer time before coming to the decision-making process. The intention is that an organization will be on the effective condition and position in attempting created goals and objectives in various influences from internal as well as external factors. Sometimes internal and external factors change the level of intensity and urgency in conducting certain kinds of strategic decisions completely. The orientation of such specific strategies based on various assumptions is related to the assumption which has been used by the planner, in this case, a manager or leader in an organization to produce a decisive strategy. Managers or leaders have to fully aware that all consequences from the implementation of the strategy are being measured and estimated appropriately. After an organization formulating their strategy, then the working units in the organization can set some technical ways in conducting the strategy. The next step is an organization needs to implement their created strategies to gain the best results. Implementation of the strategy, which has been made and written, has aimed to reach a direction has been determined. People, who have also embodied the strategy, will be able to benefit and work successfully. The discussion in the strategic management...
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