Lean Management

Best Essays
Managing operations in the supply chain context

14 June 2012.
Word Count 2588

Table of contents
Section 1: Introduction of Starcomms Plc 3
1.1 Products and Services 3
1.2 Order Qualifiers and Winners 3
1.2.1 The order qualifiers for Starcomms 3
1.2.2 The order winners for Starcomms 4
Section 2: 5
2.1 Operations Problem 5
2.2 Evidence to support the claims 5
Section 3: Potential Harm to Starcomms 5
Section 4: Literature Review 6
Section 5: The New Focus 9
Conclusion 10
Recommendation 10
Section 6: Project to reverse the low employee retention rate at Starcomms 10
6.1 Employee retention rates 10
6.2 The Objective 11 6.3 Project Plan Activities and Gantt chart 11 Activity Process Flow 12 Gantt Chart 13
References 16

Section 1: Introduction of Starcomms Plc
Commercially launched in 1999, Starcomms is a mobile and fixed wireless telecommunications provider in West Africa. In 2006, Starcomms launched a 3rd generation (3G) Evolution Data Optimized (EVDO) mobile broadband data service to offer its customers smart, fast, convenient, and mobile access to the Internet and provide a corporate local area network (LAN) (a first for Nigeria and West Africa), (Starcomms.com 2010, cited in Jichi, 2010).
1.1 Products and Services
When closely analysing the Starcomms data products and services offered under the 3G Broadband Platform we found the following details:
1. Smart phones: High-end devices targeted at high net- worth individuals who make up less than 1% of data service users. 2. USB Dongles: Devices targeted at mid-income earners who make up over 95% of Starcomms data service users. 3. Wireless Routers: Mid-end devices targeted at the business customer segment and make up less than 1% of total data service users.
These devices allow the Starcomms retail and business customers to communicate with their business



References: Kollberg, B. Dahlgaard, J. J. and Brehmer, P. (2006). Measuring lean initiatives in health care services: Issues and findings, International Journal of Productivity and Performance Management. Vol. 56, no. 1, 2007, pp. 7-24. Bhasin, S, & Burcher Laureani, A., & Antony, J. (2010). Reducing employees’ turnover in transactional services. A Lean Six Sigma case study. International Journal of Productivity and Performance Management. Vol. 59, no. 7, pp. 688-700. MIT (2000) Moore, R. (2001, September). Comparing the major manufacturing improvement methods, Plant Engineering, pp. 1-3. Cited in Bashin & Burcher 2006. Lean viewed as a philosophy, Journal of Manufacturing Technology Management, Vol. 17, no. 1, pp. 56-72. Needy, K., Norman, B., Bidanda, B., & Arinawongrat, P. (2002). Assessing human capital, Engineering Management Journal, Vol. 14, no. 3, pp. 1-9. Papadopoulou, P Hines, P. Holweg, M. and Rich, N. (2004). Learning to evolve. A review of contemporary lean thinking. International Journal of Operations & Production Management. Vol. 24, no. 10, pp. 994-1011. Philips, E Piercy, N., & Rich, N. (2009). Lean transformation in the pure service environment. The case of the call service centre, International Journal of Operations & Production Management. Vol. 29, no. 1, pp. 54-76. Psychogios, A Renaissance Capital Report (2011) Starcomms Plc first quarter 2011 report: [online] Moscow: Available from: http://www.thisdaylive.com/articles/drop-in-subscriber-base-jolts-cdma-operators/96061/ [accessed 22nd May 2012]. Williams, K., Harlam, C., Williams, J., Cutler, T., Adcroft, A., & Johal, S. (1992). Against Lean production. Economy and Society. Vol. 21, no. 3, pp. 321-54.

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