A Small Number Of Key Concepts Have Become Very Significant To Operations Managers - Free Essay Example

Over recent years, a small number of key concepts have become very significant to Operations Managers. Four of these concepts are: Customer Care Kaizen Just-in-Time Total Quality Management Your task is to compare and contrast each of these four concepts, clearly describing each. Your work should help the reader to understand how each interrelates to the others and how, if properly applied, they will help any organisation to be a success. In order to understand the four concepts of customer care, kaizen, just-in-time and total quality management, there is a need to understand operations management and what this entails in the relationship between the four concepts and operations management. It is vital to the task to understand the meaning of each of the concepts in relation to operations management as well as to the business in which it is situated. Operations management is the area of business practice which is associated with the production of goods and services. It involves the responsibility of ensuring that business operations are efficient through the use of as little resources as possible and also that the customer requirements are met in and effect ive and efficient manner. According to Bartol et al (1998: p. 53), operations management Is the function, or field of expertise, that is primarily responsible for managing the production and delivery of an organisations products and services. The main use of operations management is the management of the process that converts inputs into outputs. Every organisation has an operational function, because every organisation produces a good or service for its consumers. According to Slack (1999: p. 122), operations managers are ‘the staff of the organisation who have particular responsibility for managing some, or all of the resources which comprise the operations function. The main aim of operations management is to increase the organisations value added activities within any given process. This organisational aim is helped along by the four concepts mentioned earlier – customer care, Kaizan, Just-in-Time and Total Quality Management (TQM). Each of t hese concepts are integral to the productivity of the organisation and to its overall success within the business environment. Customer service is often referred to as customer support operations and this provides the activities which support the customer in the use of the organisations products as well as providing the means by which the equipment is serviced. Customer care is the after sales service which is often regarded as the need to satisfy warranty requirements. According to Slack (1999: p. 30) many organisations mistakenly believe that this is relevant after a sale has been made, ‘However, customer service and support is influenced by, and should influence, earlier stages in the contact with customers and the design and production of products. This philosophy is one of a consistency of service for customers by means of a designed and built-in serviceability of products. The role of customer care should be an integral part of the organisations servic e strategy. Customer care is driven by three factors: Its initial purchase price The cost of failure to customers, and Its reliability index. Customer care is important to any organisation and in order to gain customer approval, the organisation must concentrate on not only the quality of the product or service but also on the customer service both while the customer is in the process of buying the product but also in the aftercare period of the product. Kaizen is the Japanese word for improvement and refers to the philosophy that focuses on continuous improvement in manufacturing and business activities. The concept of Kaizan was implemented first in Japan during the post-war economic miracle and has spread through the global business environment. Kaizan refers to the continual improvement of all the business functions of the organisation, from the manufacturing of the product to the management of the organisation, from senior management to assembly line workers. Kaizans aim is to eliminate waste through the improvement of standardised business activities and processes. The process of Kaizan when completed corr ectly ensures that the workplace is humanised and sees the elimination of overly hard work, and through this process increases productivity. In order for the concept of Kaizan to work, there is the need for the participation of all of the organisations employees from senior management to the assembly line. The key elements which are crucial to the process of Kaizan are Quality Effort Involvement of all employees Willingness to change Communication. It is important to the concept of Kaizan that the theories of teamwork are established as well personal discipline and an improved morale from the employees as well as the establishment of quality circles and suggestions for improvement. Just-in-Time is the modern day Western approach which has been developed from Japanese companies in the 1950s and 1960s. The primary objective of Just-in-Time is to make the time between the order of the customer and the payment of cash. Just-in-Time is the process which is the integration of philosophy and techniques which are used to improved performance. According to Slack (1999: p. 85) ‘only the customer is free to place demand when he or she wants: after that the JIT system should take over to assure the rapid and co-ordinated movement of parts throughout the system to meet that demand. The key philosophy behind Just-in-Time is to squeeze out waste at every junction. Waste, by definition in this context is defined by any activity which does not add value. Just-in-Time can be defined as a quest for superior performance manufacturing. Just-in-Time operations are done as and when they are needed. According to Waters (2002 p. 454) ‘In essence, just-in-time or JIT organises all operations so the occur at exactly the time they are needed. They are not done too early (which would leave products and materials hanging around until they were actually needed) and they are not done too late (which would give poor customer service). The management philosophy of Total Quality Management (TQM), according to Slack (1999 p.224) embraces ‘all activities through which the needs and expectations of the customer and the and the community, and the objectives of the organisation are satisfied in the most efficient and cost effective way by maximising the potential of all employees in a continuing drive for improvement. Total Quality Management places emphasis on the planning and organ isation features which are integral to the quality improvement process. There is a need for a long term approach for Total Quality Management which needs to be integrated with the other strategies such as information technology, operations and human resources, organisational business plans etc, in order for the business to compete within the environment. For the Total Quality Management process to be successful, effective use of the quality systems and procedures are imperative to the running of the system. Total Quality Management has become a particularly important development and the effects of this process are likely to remain in good organisations. This concept is the realisation that poor quality can cost the organisation in terms of cash and loss of the future market share, whereas excellent quality can offer the organisation a definite competitive advantage. These four key concepts of operations management are essential to operations managers in determining the futu re of the business and are important in significance to the nature of success of the business and how it is run. All four concepts of customer care, Kaizan, Just-in-Time and Total Quality Management are all interrelated to each other through their respective processes and if these concepts are properly applied they can guarantee the success of the organisation. The concepts are all essential to the workings of the organisation and these concepts are overseen by the operations manager. The concept of customer care is seen by the operations manager as essential to the overall success in the organisation through the value which the product or service has added as well the aftercare service which is provided whether this is by technical support or through a warranty which the organisation has provided. According to Bartol et al (1998: p. 588) on the subject of managing customer contact ‘Experts argue that the degree to which a service can be efficient is directly related to the extent of the customer contact. This can be related to the other concepts especially with regards to wastage. The more time the employ has to manage contact with the customer, the more time they are neglecting other aspects of the operation. Contact with the customer can lead to a greater prospect of requests from the customer, changes in the instructions which had been finalised or the desire for the customer to chat can be seen as wastage. The role of the operations manager is to control this contact in a manageable and reasonable fashion so that there is no major loss to the company. This in turn can be linked to the Just-in-Time system which controls the inventory as described by Bartol et al (1998: p. 565) ‘an approach to inventory control that emphasises having materials arrive just as they are needed in the production process. It is important in supply and demand as well as the value chain when adding value to the service, the product and the comp any that this inventory system is vital to the successful running of the organisation. This inventory system is also overseen by the operations manager and like customer care it is necessary to allow little wastage in order for the implementation of successful future planning. With the Just-in-Time system high quality is a vital necessity as the production is reliant on the materials being provided by the supplier in a timely manner. It is up to the operations manager to monitor and stay on top of this operation to allow production to be continuous. In relation to the concept of Kaizan, it is up to the operations manager to guide their employees through the process. There is no set group through which Kaizan can be initiated, it can be through the individual, a small group or a large group. Through this concept of Kaizan, the process can generate in organisations Total Quality Management and helps free up the efforts through improvements in productivity through the organisa tions employees. Total Quality Management as part of the operations management process is important in conjunction with the other three concepts. Bartol et al (1998: p. 544) defines the process as ‘A management system that is an integral part of an organisations strategy and is aimed at continually improving product and service quality so as to achieve high levels of customer satisfaction and build strong customer loyalty. All four of these concepts are interrelated and cannot be separated from each other in a successful organisation. It is important that the operations manager understand the needs for these concepts and how they affect the overall success of the business and how both customer loyalty and employee morale are important to the direction of the organisation for future planning. It is important to the role of the operations manager for these concepts to be installed in the organisational ethos and so that they are not separated and can be worked in conjunction with each of the concepts. The role of the operations manager within the organisation is to oversee the production side of the organisation and with the four concepts implemented successfully, this can place both a greater emphasis on future planning and success of the organisation as well as building customer loyalty and employee morale, therefore allowing the organisation, the customer and the employee to have an element of satisfaction. Bibliography Bartol, K.M., Martin, D.C., (1998) Management, McGraw Hill Bettley, A., Mayle, D., Tantoush, T., (2005) Operations Management: A Strategic Approach, Sage Publications/ The Open University Bicheno, J., Elliott, B.B.R., (2002) Operations Management: An Active Learning Approach, Blackwell Publishers Ltd Brown, S., Blackmon, K., Cousins, P., Maylor, H., (2001) Operations Management: Policy, Practice and Performance Management, Butterworth-Heinemann Greasley, A., (2008) Operations Management, Sage Publications Lewis, M., Slack, N., (2003) Operations Management: Critical Perspectives on Business and Management, Routledge Lowson, R.H., (2002) Strategic Operations Management: The New Competitive Advantage, Routledge Needham, D., Dransfield, R., Harris, R., Coles, M., (1995) Business for Higher Awards, Heinemann Shim, J.K., Siegel, J.G., (1999) Operations Management, Barron Educational Series Slack, N., (1999) The Blackwell Encyclopedic Dictionary of Operat ions Management, Blackwell Publishers Ltd Waters, D., (2002) Operations Management: Producing Goods and Services, FT/ Prentice Hall

A Profile of Paul Williams, Architect to the Stars

During an age when racial prejudice ran strong, Paul Revere Williams (born February 18, 1894 in Los Angeles) overcame barriers and became a favored architect in Southern California. In 1923, he was the first Black architect to become a member of the national professional organization, the American Institute of Architects (AIA), and he rose to become a Fellow in 1957 (FAIA). In 2017, Williams posthumously received the Institutes highest honor, the AIA Gold Medal. Paul Williams was orphaned when he was four — his brother and parents died of tuberculosis — but his artistic talents were supported and encouraged by his new foster family. His non-Black public school teachers, however, gave little encouragement to Williams, citing the perceived difficulties of a Negro pursuing an architecture career within a largely white community. Nevertheless, he enrolled in the local engineering school and graduated in 1919 from the University of Southern California. He went on to New York City to become one of the first Black students to attend the Beaux-Arts Institute of Design, an architectural experience modeled after the curriculum of the Ecole des Beaux-Arts in Paris. Williams was ambitious and self-assured after such rigorous study and especially after winning an important architecture competition when he was only 25. He opened his own practice back in LA when he was 28. As a Black American, Paul Williams faced many social and economic barriers. Williams clients were mostly white. In the moment that they met me and discovered they were dealing with a Negro, I could see many of them freeze, he wrote in American Magazine. My success during those first few years was founded largely upon my willingness — anxiety would be a better word — to accept commissions which were rejected as too small by other, more favored, architects. Much of what we know about Williams process is from this 1937 essay, I Am a Negro. He took to heart what he had been told about clients — that Black people couldnt afford architects and white people wouldnt hire a Black architect. So, he developed tricks to be less intrusive, almost subservient to potential white clients — most famously, he elegantly sketched upside-down to showcase his ideas to white clients while maintaining a physical distance. Perhaps it is this understanding of space that made this architect so successful. He used both physical and psychological tactics — he would consciously stand in a non-threatening posture with both hands behind his back while explaining that he normally doesnt take on projects in the lower price ranges, but hed be glad to offer some ideas. Williams most famously has said If I allow the fact that I am a Negro to checkmate my will to do, now, I will inevitably form the habit of being defeated. Being Black in a segregated industry led Paul Williams to develop salesmanship and become politically active. He joined the Los Angeles Planning Commission and he became the first Black member of the American Institute of Architects (AIA). In 1957, he was the first Black architect elected to the prestigious AIA College of Fellows (FAIA). Paul Williams collaborated with other architects on many of his larger, public projects, most famously for his role in designing the Theme Building at Los Angeles International Airport (LAX). Some of Williams projects were with architect A. Quincy Jones, who worked with Williams from 1939 to 1940. Although the iconic, futuristic LAX structure is high profile architecture, Williams designed thousands of private homes in Southern California — many of the most beautiful houses in Hollywood are sold an resold to the ongoing star-making machine surrounding Hollywood. Williams designed homes for Lucille Ball, Bert Lahr, and Frank Sinatra, and he became close friends with Danny Thomas, for whom he did pro bono work for St. Jude Childrens Hospital in Memphis, Tennessee. While there is no one distinctive look to his buildings, Paul Williams became known for designs that were stylized and elegant. The architect borrowed ideas from the past without using excessive ornamentation. He could make a Tudor Revival mansion look like a manor house on the outside and a cozy bungalow on the inside. Paul Revere Williams retired in 1973 and died in the city of his birth on January 23, 1980 in Los Angeles, California. Although few documents from his practice have survived, architectural scholars have compiled extensive records of Paul Williams life and works, including contracts, letters from clients, plans, and materials related to specific projects. Photographs, bibliographies, and other resources are posted online by the Paul R. Williams Project, coordinated by AIA Memphis, the University of Memphis, and other organizations. In the 1940s, Williams published two small books of plans that have remained in print. Also, author Karen E. Hudson, the granddaughter of the architect, has been documenting Williams life and work. The Small Home of Tomorrow by Paul R. WilliamsNew Homes for Today by Paul R. WilliamsPaul R. Williams Architect: a legacy of style by Karen Hudson, Rizzoli, 2000The Will and the Way: Paul R. Williams, Architect by Karen Hudson, Rizzoli, 1994 (for ages 8-12)Paul R. Williams: Classic Hollywood Style by Karen Hudson, Rizzoli, 2012 Sources Early African-American Members of the AIA (PDF); 2017 AIA Gold Medal, AIA.org; Architect of Hope, St. Jude Childrens Research Hospital; Williams the Conqueror by Shashank Bengali, University of Southern California Public Relations, 2/01/04

Forgetting Essay - 890 Words

Forgetting 1. The greatest amount of forgetting occurs directly after finishing the learning task. 2.The greatest amount of forgetting occurs rapidly, during the first day. 3. Forgetting is still sizable during the first fourteen days. 4. Forgetting slows down after two weeks, but again there is not much left to forget. 5. Remembering what you have heard is usually more difficult than remembering what you have read. 6. Forgetting is sometimes incorrectly labelled. Normally the causes are 1) Pseudo-Forgetting - You never had it forgetting 2) Mental Blur forgetting. Your brain is the only organ in your body that can’t feel pain. Because of this, brain surgery can be†¦show more content†¦And so on. Then something strange happened. He sent in a jolt and the patient reported she was back in childhood, hearing her mother call to her to come into the kitchen. This had happened thirty years before, but every detail was still there - the wind in her hair, the expression on her mother’s face, each word spoken ... everything. It had all been stored perfectly in the woman’s memory. Dr Penfield continued his experiments, up to 1960 and showed again and again, with patient after patient, that he could bring up memories so vivid people actually thought they were reliving bits of their past. He checked their stories where he was able and found what the patients remembered after those little jolts was what had really happened to them, sometimes many years ago. It seems that all of us come equipped with the perfect photographic memory. We literally store every detail of everything we see, hear, touch, taste and smell. So with the perfect photographic memory, why do we forget things? Earlier this century, Psychologists came up with two main theories. The first was that memory traces simply fade with time. This sounds sensible and likely since most things seem to fade with time. Sensible or not, experiments finally showed this theory to be wrong. Memory traces don’t fade. Penfield and others have shown clearly they last forever. The second mainShow MoreRelatedFo rgetting is the inability to retrieve information. Forgetting occurs constantly across the human500 Words   |  2 PagesForgetting is the inability to retrieve information. Forgetting occurs constantly across the human population. Since the early times psychologists have tried to determine the causes of forgetting. It is very difficult to study memory since there is no physical exam of the brain that can map memory however; we now have some theories regarding what is remembered. All we can do is measure what we can remember. Memory plays a vital role in our lives. It can dictate our feelings, emotions, and responseRead Moreâ€Å"How Happy Is The Blameless Vestal’S Lot. 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Marketing Plan For Green Fresh Entry Plan - 3510 Words

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The American Revolution - 993 Words

The topic of the American Revolution is a topic that has been discussed on multiple levels and is extremely well-known, especially within the United States. The details are a little on the generic and basic side but it is at least understood on some level. Most people are aware of the American standpoint, the what, why, how, and when, but there is much more depth to what occurred. The war was obviously between the Americas and the Mother country of Britain, but there were more than just those two parties involved in the war. More people had a stake in the matter. They had many things to gain and just as many, or possible even more to lose. The French played a role in helping the colonists win the revolution but another underrated group of people in the war were the Indians. Another well-known fact is the land issue between the Americans and the Natives. The Americans were constantly butting heads with the Indians and pushing for more land. 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The Road to Revolution After the Seven Years’ War created a financial problem for Britain The British tried to shoulder some of the financial responsibilities onto the Americas in the form of variousRead MoreThe Revolution Of The American Revolution850 Words   |  4 PagesIn regards to the American Revolution, the point that armed rebellion became inevitable arrived when after nearly five constant years of American colonist protesting. American s had enough and needed to take a stand for the numerous inequalities they were forced to deal with. It was foreseeable that the American Revolution took place due to the unfair taxes that the British were giving Americans. Also, England was not allowing Americans their freedom, along with violence and the political dominanceRead MoreThe American Revolution. The American Revolution Started1581 Words   |  7 PagesThe American Revolution The American Revolution started when King George the 3rd decided to make the American Colonies pay a large amount of money for the debt of the French and Indian War by giving the colonist different types of taxes like the Sugar Act in 1764. The sugar Act of 1764 was a British Law that was passed on April 5, 1764, that collected incomes from the 13 colonies. The act put a huge tax on the sugar and molasses that were imported into the colonies which were a huge impact for theRead MoreThe American Revolution1337 Words   |  6 PagesThe American Revolution was much more than an insurrection against British tariffs and patronage decree. Rather, it was a bureaucratic catastrophe in which colonists from the thirteen American colonies denied the British sovereignty, eradicated the jurisdiction of Great Britain and established the United States of America. The upheaval was a primitive modern revolution in which generality traversed for liberty in the statute of law, constitutional privilege and supremacy. Ensuing years of contentionRead MoreThe American Revolution889 Words   |  4 PagesThe American Revolution was one of the most vital events in American History lasting form 1775 to 1783, it effected the nation socially, economically and politically. The American Revolution brought upon many changes in America, and freedom of the nation. The Revolutionary War was a stepping stone to what we are as a nation today, it created both short and long-term effects on the world. When wanting to blame a certain side, the British politicians or the American agitators, several key points leadRead MoreThe American Revolution877 Words   |  4 Pagespeople believe the American Revolution is strictly liberal, in truth it is conservative evidenced by the new British policies, colonial reactions and the examinations of what it means to be conservative vs. liberal. The American Revolution was triggered, by many laws that were passed between 1763 and 1775 that controlled trade and taxes. This legislation caused pressure between colonists and imperial officers, who had made it clear that the British Parliament would not address American complaints relating

Patagonia Another Way of Doing Business free essay sample

1Introduction Patagonia was founded in 1957 by Yvon Chouinard who defines himself as a reluctant business man. He started his business as a way to climb and surf year long, seeking to build the best product to satisfy his passion. â€Å"Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis. † –Patagonias Mission Statement Patagonia grew out of a small company that made tools for climbers. Alpinism remains at the heart of a worldwide business that still makes clothes for climbing as well as for skiing, snowboarding, surfing, fly fishing, paddling and trail running. Customers are willing to pay a premium for the Patagonia brand and environmental ethic. The companys goal is as simple as it is challenging: to produce the highest-quality products while doing the least possible harm to the environment. Yvon Chouinard founder and owner of Patagonia has done business differently since the beginning of the company, placing environmental sustainability and social welfare of his employee before profit. We will write a custom essay sample on Patagonia Another Way of Doing Business or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Three examples of the company practice will show how marketing and business can meet ethical behavior. Patagonia: a different workplace environment Patagonia is hiring only passionate people (friends, family†¦) who are also product user so they don’t have to understand the customer because they are the customer. Patagonia has developed the Let My People Go surfing flextime policy to cope with the employee passion (surfing, backcountry skiing†¦). There are no private offices and the architectural layout keep communication opens. The cafeteria where employees can gather throughout the day serves healthy, mostly vegetarian food. The company has also an on-site child care center, the presence of children playing in the yard, or having lunch with their parents in the cafeteria helps keep the company atmosphere more familial than corporate. Patagonia has a program that allows employees to take off up to two months at full pay to work for environmental groups. Patagonia fosters creativity and authenticity through its work environment and hiring process enabling the development of original products. 3Patagonia: The 1% for the Planet Initiative Since 1985, Patagonia has devoted 1% of its sales to the preservation and restoration of the natural environment. The company has awarded over $46 million in cash and in-kind donations to domestic and international grassroots environmental. In 2002, founder of Patagonia, Yvon Chouinard, and Craig Mathews, owner of Blue Ribbon Flies, created a non-profit corporation to encourage other businesses to do the same. 1% For The Planet is an alliance of businesses that understand the necessity of protecting the natural environment. As of today 1401 companies are members of the 1% for the Planet Initiative and donate 1% of their sales to a network of 2,735 environmental organizations worldwide. More than a marketing campaign, The 1% for the Planet Initiative is a really strong statement from Patagonia (no matter what are the financial results 1% of its sales will serve the environmental cause every year), it has reinforced the company corporate social responsibility and ethical image, hence the loyalty of its core customers. 4Patagonia: The Common Threads Initiative This marketing program first asks customers to not buy something if they dont need it, then if they do need it, Patagonia ask that they buy what will last a long time and to repair what breaks, reuse or resell whatever they dont wear any more. And, finally, recycle whatevers truly worn out. Patagonia with The Common Threads Initiative is the first private company launching a marketing campaign telling its customers to buy less or to buy used gear. In September 2011 Patagonia launched an online marketplace in collaboration with eBay for customers to sell and buy their used Patagonia products. This feature is displayed on the homepage of patagonia. com. Recycling is what we do when were out of options to avoid, repair, or reuse the product first. Thats why I am so impressed with Patagonia for starting its Common Threads Initiative with the real solution: Reduce. Dont buy what we dont need. Repair: Fix stuff that still has life in it. Reuse: Share. Then, only when youve exhausted those options, recycle (Leonard, 2011). This new marketing campaign was unveiled at the New York fashion week as an experiment. Only a private company without public shareholder and a charismatic leader with strong belief can promote such a different business attitude. 5Conclusion Patagonia has always done business and marketing differently. In the seventies Chouinard Equipment had become the largest supplier of climbing hardware in the U. S. It had also become an environmental threat because its gear was damaging the rock. Yvon Chouinard and his partner decided to phase out of this business even it if was the main source of revenue for the company, it was the first environmental step for Patagonia. Instead of focusing on profit the company took a big risk by discontinuing a successful line of products to promote an alternative solution (aluminum chocks) for climbers. It became a success because Patagonia crafted the right product with the right message and stayed true to its core values. Today with the Common Threads Initiative they are pursuing the exact same philosophy and trying to push the industry to adopt more ethical business behaviors. Patagonia’s highly public search for a new way of doing business implies a new kind of relationship with customers, reinforced by unconditional guarantees, extremely high product quality and an explicit commitment to ethical codes of behavior (Reinhardt, 2000).

My Favorite Cousin free essay sample

My Favorite Relative Who is your favorite relative? Many people have relatives that they like and dislike. In my situation I like all my relatives, but the one that I like the most is my cousin Andres. My cousin is funny, easy going, and intelligent. The first thing that I like about my cousin is that he is funny. A lot of persons that knows him may not understand his jokes or the funny thing that he says. However, in order to understand the funny things that he is saying you have to know him like I do. Meanwhile, I will continue enjoying my funny cousin until everybody else gets what he is saying. The second thing that I like about my cousin is that he is easy going. Andres, is a person that I can tell him anything and he will not get mad. My cousin is so easy going, that one time I lost a pair of sunglasses that cost him 200 bucks, and he event care. We will write a custom essay sample on My Favorite Cousin or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Therefore, that is why my cousin is so cool. The third thing that I most admire about my cousin is his intelligent. My cousin is studying international relationship and he is doing a minor in geographic. Andres, is a person that may not look a very bright person. But in reality he has a lot of knowledge of different types of topics. To summarize, my cousin is funny, easy going, and intelligent. However, this doesn’t fully describe the great person that is my cousin. To really know the cain of person he is, you have to meet him in person.