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- Benchmarking is defined as the process of identifying, studying, and implementing best practices in executing strategy. Suppose you are managing a local landscaping company. How would you justify the use of benchmarking for your business?The basic objective of every business is to provide value to its a. stakeholders b. competitors. a. process c. delivery The supply chain of a manufacturing company is a crucial value chain involved in all of the following EXCEPT: a. receiving and warehousing b. accounting and finance c. advertising and sales d. interacting with customers Fifth, the belief that businesses may improve their procedures and the worth of their wares. a. process redesign b. reengineering c. revolutionary shift d. Continuous improvement is a kind of incremental innovation that always looks for new methods to better the product or service being offered.The innovation strategy means high priority of customer preferences in operations decisions. Select one: a. False b. True
- Which statement below is True, and which one is False? For the False ones explain why they are incorrect (or what is the correct statement) 3.4) Job shop is a process architecture that allows producing large volumes of standard products 3.5) Operational frontier refers to the position of the best companies in each market in terms of their product attributes 3.6) 5S is a technique for root-cause analysisexplain well the extra stakeholders which include in 540-degreefeedback? State in detail the benefits of using 540-degree feedback instead 360 degrees, keepin mind the strategic point of view of the organization for these benefits.(a). Product strategies change at each point of a product life cycle. Describe how each strategy differs between introduction, growth, maturity, and decline. (b). Describe, with examples, why it is beneficial for operations managers to anticipate changes to products (demand, opportunities, products, volumes, mix, etc.)? (c). Pick an organization currently in operations. Explain what type of process focus you view they adopt, and why you think they use that focus. (d). Explain the use of a flowchart in operational design.
- Which of the following constituents of the SWOT is aligned with the Resource Based View of the firm ? a) OT b) OS c) SW d) STWhat are the primary & support activities of a value chain (explain that as you are understanding(in your language ) )? support your answer with an example .Which of the following tools are NOT the most appropriate for analyzing the internal environment? a. Value Chain Analysis b. Benchmarking c. PESTLE framework d. SWOT analysis
- a. Design Processi. Explain why the service design process is more difficult than the product design b. Process Strategyi. Explain the difference between assembling a car and assembling an electronic equipment according to process strategy? c. Operations Strategyi. Explain the understanding of the theory of Comparative Advantage which was initiated by David Ricardo ii. Briefly describe the application of this theory to operations management and give an example. d. Operations and Productivityi. Explain why management is an important determinant of productivity?ii. Explain why the knowledge society is very important in productivity in acompanyRead the passage below and answer the questions that follows: Fox’s Furniture Division Beulah Burton is the vice president of Fox’s Furniture Division. Fox is a corporation with businesses in many different industries. The furniture division has always been profitable; however, many years have passed since any overhaul of systems, equipment, or processes has been done. Jo Simon, chief executive officer of Fox Industries, believed the time was right to give the furniture division a face lift. That was one reason she hired Beulah. Beulah has a reputation within the furniture industry of modernizing furniture companies. As Beulah reviewed the current systems, equipment, and processes, she was shocked at how outdated things were. Fox Furniture Division was at least two decades behind the rest of the industry. Beulah was further amazed that it was a profitable division. Beulah wondered how much waste was going unnoticed because of antiquated systems. She was convinced that a lot of data…Consider this sign seen in a local restaurant: “To-go orders do NOT include complimentary chips and salsa. If you have any questions, see our management, NOT our employees.” What impact does this message have on its employees, their service processes, and customer satisfaction? Contrast this approach with the one taken by a five-star restaurant. Are the differences primarily due to different competitive priorities?