Operations Management Exam – revision notes Handles & Hinges Case (p670 of textbook) Key Points to note • Historical success based on reputation for high quality unique designs. • Architects specified H&H even in the face of alternative suppliers claiming equivalent products at less than 50% cost. Architects unwilling to potentially spoil multi-million pound projects for the sake of saving a few thousand pounds on fittings. See Garvins 5 categories of quality. • Changing
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Stuart Chambers‚ and Robert Johnston 2010 4.2 Key operations questions In Chapter 4 – Process design – Slack et al. identify the following key questions: • What is process design? • What objectives should process design have? • How does volume and variety affect process design? • How are processes designed in detail? 4.2 Slack‚ Chambers and Johnston‚ Operations Management‚ 6th Edition‚ © Nigel Slack‚ Stuart Chambers‚ and Robert Johnston 2010 4.3 To design: design (v.) 1540s‚
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functions involved in receiving and filling a customer request. These functions include‚ but are not limited to‚ new product development‚ marketing‚ operations‚ distribution‚ finance and customer service. A typical supply chain may involve a variety of stages. These supply chain stages include: * Customers * Retailers * Wholesalers/Distributors * Manufacturers * Component/Raw Material Suppliers II. Logistics and Logistic Operations Logistics is the planning‚ execution
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change their attitude to this program. I should convince the sales organization to view JITD as a selling tool‚ and not a threat to sales. The JITD program offered additional service to the customer at no extra cost. It also would improve Barilla’s visibility with trade and
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Operations Management Summary All case studies will be described using STAR technique Week 2: Introduction to Operations Management Week 3: Operations Strategy Week 4: Process design / process choice Week 5: Planning and Control Week 6: Supply Network Design Week 7: Design of products and services Week 8: Lean Operations Week 2: Introduction to Operations Management What is Operations Management? Operations Management- activity of managing the resources
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States‚ Europe‚ and Japan) that warrant different supply chain configurations. In addition‚ differences among the Toyota‚ Lexus‚ and Scion vehicles warrant different supply chain processes. Although common processes underpin these supply chains‚ variations across these supply chains provide additional insights. We believe that an understanding of how all these supply chains coexist in one company provides an excellent learning opportunity for a practic-ing supply chain manager to apply the v4L framework
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time gap * Closing lead-time gap * What does this mean- perfectly matching inventory with demand * Shortening the logistics lead time * Improving visibility of demand * Moving the customer’s order cycle closer to the decision making processes of the firm * Improving visibility of demand * Demand penetration point- where real demand meets the plan‚ improving this means it needs to be as far upstream as possible * Supply chain fulcrum- knowing
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did Vitali Propose JITD for Barilla and what are the challenges it would help Barilla overcome: Demand Fluctuation: Since 1980’s Barilla was facing huge demand fluctuations and random variation in week-to-week distributor’s order patterns. The cause for this was excessive promotional marketing strategies and volume discounts offered to the distributors. Moreover there were no detailed forecasting techniques available with Barilla logistics department. Also there was no limit in order from the distributor
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An Analysis of the Operations Strategy and Management Decisions in Lego Group between 2004 and 2009 Summary By 2004 Lego was in considerable trouble; it had made a loss of approximately £200m; sales fell by 40%. One reason for this was lack of success in moving into new markets‚ such as computer games and clothing. However‚ a major cause for the financial woe was due to issues in the supply chain; costs were not being squeezed out‚ and the increase in specialised LEGO models had led to an explosion
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Operations Management Critical Evaluation of Relevant Issues - IKEA case � TABLE OF CONTENTS 2Executive Summary � 2Introduction � 2Company profile and Situational Analysis � 3Growth and profitability � 5Culture � 5Goals � 5Competitors � 5SWOT analysis � 6PESTLE Analysis � 6Political Analysis � 6Economic Analysis � 6Technology Analysis � 7Sociological Analysis � 7Legal Analysis � 7Environmental Analysis � 7Input-Transformation-Output � 8Corporate Objectives � 9Quality � 10Speed
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