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They get all their ship manufacturing outsourced therefore we cannot say that its operations are concerned with manufacturing of ships.
Management of RM at beginning economic downturn determined that time of market decline will last for about three-month. These assumptions were wrong and management does nothing to prepare the company for a new market situation. Financial statements for 2009 do not indicate company’s 711 million USD outstanding because this project is being financed by Mother Company instead of RM.
In the following chapter we discuss and analyze how strategic vision of RM combined with its operational strategy and quality of people has proved to provide a sustainable competitive advantage; enabling RM to make right decisions at the right time. The focus will to understand RM focus on quality and different aspects of its operations.
Rickmers has always emphasized on quality from the very initiation of its operations. There is a Quality control department which has a number of responsibilities. The quality assurance is not only limited to conduction of operations but the emphasis on a stable financial performance and conduct of sound operations are also important quality variables. The most important aspect of operational performance at Rickmers is certification of quality from highly respected authorities. On 20th February 2008 Rickmers received the Singapore award organized by the Business Times in affiliation with Singaporean government. This was a merit commendation in the best investor relations category. This award signifies the long standing corporation disclosure transparency of Rickmers.
Increasingly the quality of operations is being judged by the affect on environment. This is usually termed as the corporate social responsibility. This category of disclosure is usually used as a marketing tool by companies but in fact is an operational aspect of doing business. Rickmers Marinetime has displayed
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One such approach is known as “core-ring strategy” where the workforce is reduced to a small number of full-time employees to maintain the core business operations. Surrounding this core group is an outer ring of non-standard workers who are hired only when necessary and discharged when not needed (Levine, 2002).
Difficult circumstances in a project refer to situations that are not part of the plans and have not been part of the normal course of events. These situations need outright decisions from the operations manager and from the people in the field, or those who are in direct contact with customers.
This research is being carried out to define operations management and to investigate the following: scope of responsibilities of an operations manager; operations management reconstructed; planning and control techniques; scope of planning and control; planning and control in a manufacturing concern and in a service business.
Activities in an organization can be divided into operations and projects. Whilst operations are ongoing, repetitive and continuous activities in any organization for example finance, accounting, and production. As a consequence, all the efforts of the organization are channeled towards maintenance of operations so as to maintain quality and remain competitive in a globalised environment (Tandoc, 2010:78).
According to Nigel, Chambers and Johnston (2010, p. 1), all organization; be it small or large produce some services and product either for profit or not for profit. Consequently all these organizations require operations management which is concerned with creating products and services.
Service operation management is very different from manufacturing operations management. Service operations management entails fulfilling the end user’s needs and creating a suitable environment for the workers so that they can produce the required specifications of the use. Manufacturing operations management entails producing the required commodity required by the end user.