TITLE Operations management at Toyota and Accenture: Practical approaches and strategic implications on business Table of contents 1. Introduction 4 1.1 Operations management 4 2. Strategic management of operations in production and service units 5 2.1 Integration of operations strategy with corporate strategy 6 2.2 Competitive priorities and corporate strategy: 7 3…
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Summary and conclusions 18 References & Appendices Abstract The present report explores operations management at a production and service organisations with an aim to understand its main constituents and approaches; in addition, an understanding of the differences between strategic approaches of production and service operations management has been obtained. To achieve this, firstly, the report explores corporate and operations strategies as well as competitive priorities of Toyota and Accenture. Practical implications along with critical perspectives of core operational processes like capacity planning inventory management, quality, supply chain management and performance management at both organisations have been explored. Lastly, implications of these processes at operations and strategic levels have been illustrated based on competitiveness, sustainability and innovation perspectives. 1. Introduction Operations management is concerned with managing the process of creating products and services through systematic and defined procedures. On a broader level, different functions involved in operations management of production and service industry are almost same; but the way these functions are carried are very different. In order to understand the difference, the current discourse evaluates operations management processes in two distinct organisations, i.e. the automotive manufacturer Toyota and the management and technology service provider, Accenture. Their immense success and global presence have been possible because of sustainable operations besides other activities. This report attempts to highlight the core operational activities carried out at both the organisations and how these activities have added value to their successes. In this process, competitive priorities and critical operational strategies such as capacity planning, inventory management, supply chain management, performance management, and quality approaches have been assessed. These aspects will clarify how these organisations attained competitive position in their respective markets; and what factors have lead to their immense success despite the external and internal challenges. 1.1 Operations management: Brown (2000) describes that Operations Management involves the most critical activities of production, beginning from and including, planning and design, production processes of goods and services, and also effective integration of marketing, finance, human resources management and strategy in order to enable a business to enter and compete with both new and existing markets. In other words, a business’s success and sustainability largely depend on the operational capabilities, including efficiency and quality. These factors have been mastered by both the organisations to a large extent. Theoretically, operations management in manufacturing and service industries constitute a combination of three distinct functions, strategic functions, tactical functions and operational planning and control functions (Chase, 2006). Main operational processes include planning, production, purchasing or inventory management, supply chain management, distribution and marketing. Toyota and Accenture perform these processes distinctly as aligned with different competitive prior
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Tasks earlier done manually by use of hands in the weavers’ cottages were joined together into one cotton mill; thus, giving birth to the factory. In the early 20th century, the second industrial revolution occurred when Henry Ford become proficient at moving the assembly line and promoted the era of mass production (Markillie 2012).
Within operations management there are different domains and aspects which should be managed in effective and efficient manner by the organization, like supply chain management, production management, forecasting, logistics management, and many other. In this paper an attempt has been made to understand the impact of the production management, forecasting activities, and quality management within production and supply management on the successful operations of the organizations.
According to Law and Kelt (2011, p.68), this is particularly attributed to the fact that modeling programs provides an effective and risk free way of experimenting and finding solutions to the operations management issues such as queuing problems in the service systems where mistakes are allowed as users can simply undo them and start all over again.
In whichever case the operations classification will offer the alteration of positive inputs, such as resources and employment, into firm outputs, any of products or services. Therefore, the operations purpose can be eminent from the other major purposeful divisions of an organisation, for instance marketing, finance, human resources, and accounting, which are not as much of very important for the organisations accomplishment but which are in smaller amount straightly associated to the organisation 's day-to-day recreation of its chief business.
ect community members from different criminal activities, the Chair of Bedfordshire Integrated Offender Management still focuses to formulate and implement long-term solutions to reduce the number of crimes being re-committed by ex-offenders. In this context, the study tends to
The organizational human resource does its recruitment process by selective choice of personnel who has willingly concerned to adapt to the norms and culture of this organization. Thereafter, the organization trains them to
Additionally, there are some other activities that are related to operations management such as managing purchases, quality control, logistics, storage, inventory control and evaluation processes (Slack, 2012, p.23). In the
of inventories and the subsequent management for raw materials, the work-in-progress, as well as the final products in an effort to facilitate cost reduction. This process entails ensuring that the amount of all the inventory items is kept at optimum levels (Martin & Miller
Therefore, the main operational concepts that will be discussed relevant to the case study include:
It will also include the above mentioned concepts to be applied on Al-Jouf International School after their concepts overview. The case study will further suggest possible
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