Developing Good Business Sense

Operations management is essential for the survival and success of any organization. According to Heizer & Render (2011), operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. Operations managers today contend with competition, globalization, inflation, consumer demand, and consistent change in technology. Managers must focus on the efficiency and effectiveness of processes such as cost, dependability, distribution, flexibility, and speed. The intent of this paper is to discuss the processes and operations management of the Kroger Company.

McDonald’s introduced an expert team called the Restaurant Supply Planning Department, to communicate with the restaurant managers, regularly, so that they

The basic requirements for operation managements is understanding of the customers’ needs and satisfied them, and use fewer resources to maximise the efficiency and effective of the company’s productivity. Therefore two typical Australia companies have been shown blew. One is the largest Australian supermarket, Woolworths Limited, and another one is the largest airline company in Australia, Qantas Limited.

Operation and Supply chain management (OSCM) is one of the foundations that successful businesses count on to provide a competitive advantage within their industry. The goal of OSCM is to develop and maintain a system that effectively and efficiently manages the flow of raw material resources into useful end products for consumer use (Chase, 2006). In the fast food industry this process takes center stage in maintaining competitive pricing. A review of the production process in two national chains, Whataburger and McDonald’s, showcases each chain’s approaches to OSCM.

Without success there is no business. The goal for any organization is be successful. In order to be a successful business, it is essential to explore the use of process management functions within the operations management (OM) processes. Nissan, like most companies, has had their high and low moments. Fortunately, they have been able to explore the use of process management functions to help reach their goals and keep their business successful. Nissan has used the five steps associated with Theory of Constraints (TOC ) and Total Quality Management (TQM) tools to help improve quality overall within the business. Nissan has also been able to analyze data through cause-and-effect diagrams, time-function maps, and weighted averages to incorporate OM functions such as new products and future expansions.

Bose Corporation is a Massachusetts based global supplier of consumer electronics. Founded in 1964 by MIT-professor Dr. Amar Bose, the company’s strategy has been to combine technology with creative people to develop products that offer high performance and are simple to use, yet sophisticated (Moody, 1991). Bose prides itself on its creativity and innovation in producing quality audio components, like stereos, noise canceling headsets and premier automobile stereo systems. Bose is also known for pioneering the concept of Just In Time II (JIT II), a customer-supplier partnership concept that is now practiced by other major companies and their suppliers. This case study analyzes some of the major components of Bose’s supply management strategy and processes, including the implementation of JIT II.

Further evidence for the spread of McDonaldization is sought in the current state of sociology, the labor process, higher education, and tourism. Indeed, these areas are often as amusing as they are disturbing. Similarly, “McJobs“, with their heavily routinized and strict procedures, are widespread throughout the labor market. Typically, these jobs involve a series of simple tasks, which the worker is expected to perform efficiently and within a specified time period. The work is predictable and workers are controlled by non-human technologies, rendering them robot-like.

Executive Summary: This report provides an analysis and evaluation of the current and future status of the Bose Corporation supply management system. This report finds that, behind the success of their recent technological advancements (EDI and JIT II systems), the Bose Corporation is currently trending in a very positive upward direction. Recommendations discussed include: the furthering

The operations of McDonald’s restaurants are supported by a system that involves three main components, what Ray Kroc titled the three legged stool. The first leg is McDonald’s and its core values of quality, service, cleanliness and value. The second leg is franchisees. Each encouraged to be innovative, but also required to operate within the core values established by McDonald’s. The third leg being McDonald’s suppliers, consistently supply products across business segments in order to recreate the McDonald’s experience at every location. Creating an operating system based on the three legged stool philosophy, Kroc was able to invent the most integrated, efficient and innovative supply system in the food service industry, thus controlling inventory, quality and repetitive production within each business segment. (McDonald’s Corporation, n.d.)

Likewise, McDonalds has also adopted Taylor’s theory to their workforce by identifying the ‘one best way’ of completing the required tasks in each food station, detailed instruction for each carried out tasks and meticulously select and training of the suitable staff with incentives. Since McDonald is a big global franchising business with more than 34,000 stores in 118 countries that sells hamburgers on every continent, well apart from Antarctica, its focus are mostly on efficiency and nothing is left to chance. For example, the hamburger patties are prepacked and pre- measured and delivered to the store in a frozen form that will then need to cook for a certain amount of time and ready for constructing a burger. Considering amount of millions hamburgers they sells everyday, this approach of management have save McDonalds tons of time.

McDonalds Corporation had developed to become the leading fast-food chain of restaurants since its inception to the extent that it serves more than 47 million customers across the globe on a daily basis. The corporation is the largest global food-service retailer since it has over 30,000 local restaurants that serve approximately 52 million people in over 100 countries every day. One of the critical factors attributed to the success of McDonald's global business is operations management, which focuses on the careful control of processes that are used in manufacturing and distribution of goods and/or services.

The study field of Operation Management, strongly give me an understanding of how operation management can best be used to help design, improve and operate an organization system that deliver the best output for creating

The purpose of the assignment is to demonstrate an understanding of lean management and the practical concepts within it. Lean management is an approach used to strategize development planning and improving targets, while delivering value to customers. Although company leaders may be enthused and conversant frequently they lack the ability to empower people to respond effectively to customer needs and competitive threats. Implementing a lean management system it shows how to support a company’s transformation by linking strategic management to companywide activities that furthers the corporate vision. Lean management is about operating the most efficient and effective organisation possible with least cost and zero waste (Thomas L. Jackson, 1996). In order to analyse this in a more in depth this assignment will examine Subway’s operational management. Operation management is the activity of managing the resources which create and deliver the product and services.

Although McDonald’s production processes continue to evolve, their strategy at a store-level granularity has been to make profit by exploiting their process as best they can to make quality burgers and other food quickly. In order to improve their process and product, they need to look at ways to decrease the lead times, enhance the quality of the product while still empowering employees to quickly prepare the product, and automate process to remove human labor costs (even if that would mean increasing capital labor costs).

McDonald’s prides itself on delivering only the highest levels of quality, service, and cleanliness to all of its customers in each and every restaurant. The key to their continuous success is continually monitoring and acting on the feedback given to them by their customers. They strive to be a progressive market leader and they can only stay ahead of the rest by listening to the most important ambassadors of their brand – their customers!