A day in the life of Frederic Godé‚ Operations Manager‚ BonPain Q-1: Analyze the many things that Frederic does during his typical day. You should group these in terms of the five categories below‚ and provide a full list of subcategories for each: 1. Strategic Productivity & Quality Control Discussion about growing demand & ways to meet it. Quality Control checks during visit to ensure the best product and in line with the demand orders Demand forecasting and
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preferences and behaviors Lack of an appropriate CRM system Question 2 What are the core competencies of Netflix’s current business model (primary DVD-by-mail with an online component)? Assess the value of Netflix’s business as described in the case Answer Core competencies of Netflix’s current business model 1. Flexibility • Subscription model – no late fees! • Customers could rent and watch movies on their own schedules 2. Selection and Logistics • No physical stores • Allowed deep selection
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1. Introduction This report focuses on the case studies of the Levi Jeans workers and the California Auto Club reengineering customer service. It looks at operations management as a source for gaining a competitive advantage and overcoming potential problems experienced within and organisation or workplace. The questions to be reviewed are as follows: Jeans Therapy - Levi’s factory worker are assigned to teams‚ and morale takes a hit: 1. What went wrong with Levi’s move to teams in their plants
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Case 1: Daikin China (word count 983) Daikin? Maybe you are not familiar with this brand. It doesn’t matter. When Daikin entered China market in 1990‚ many Chinese consumers always asked same questions‚ “What is Daikin?”‚ “Where does Daikin come from?”‚ “What products does Daikin operate?”‚ or “Is it a Korea brand?”. But now‚ Daikin becomes the No.2 air-conditioning manufacturer in the world which is only fall behind Carrier‚ the US air-conditioning giant who was the inventor of air-conditioning
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It was July 2002 and Theodore Streng‚ Head of Supply Chain Management (SCM) of SIG Combibloc‚ the second biggest supplier of aseptic packages for food and beverages just tried to prioritize the aspects he was about to present at the meeting of the executive committee on strategic positioning. The key issue of this meeting was the benchmark report which compared SIG Combibloc to its main competitor Tetra Pak. The results of the study were striking: “Whereas both companies are head to head in
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Operation management week 3-2 1. what is the reason for formulating and implementing an operation and supply chain strategy? The implementation of an operations and supply chain strategy is necessary for an organization in order to provide a clear vision of the value they will provide to the customer. The strategy should detail the competitive advantage the organization seeks to obtain and deliver. To develop a successful strategy‚ the organization must understand the values held by the customer
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P. 77 Cases in Operations Management Cases in Operations Management Ratings: 0|Views: 13‚887|Likes: 96 Published by Sunil Kumar See More
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Operations management and operations strategy are two very important undertakings for any company that is involved in the production of products and services. This is because operations management ensures that raw materials are successfully converted to finished goods‚ while operations strategy makes sure that whichever goods or services produced have a competitive advantage over similar products offered by rival companies. It is from the business strategy that the operations strategy is derived
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answers to short case study questions– Essential Operations Management Lecturer resources Essential Operations Management Lecturer resources Guideline answers to short case study questions 1 © Alex Hill and Terry Hill 2011 Guideline answers to short case study questions– Essential Operations Management Lecturer resources This document contains answers to the short case study questions contained within each chapter. For extended teaching notes relating to the long case studies at the end
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1.0 INTRODUCTION Operations management is defined as “the activity of managing the resources which produce and deliver products and services” (Slack et al. 2010 p4). This encompasses the entire activity carried out within the organization. With increasing pressure on organizations to deliver optimally at reduced cost‚ the role of operations has been transformed from that of strategy implementer to one of strategy driver. Operations strategy looks at the patterns of strategic decisions and actions
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