Assignment No # 01

OPERATION MANAGEMENT
CASE STUDIES

Submitted to:

Sir Ahmad Bilal

Submitted by:

Hafiz Rana Zeeshan

BBHM-S19-116

BBA 6B
 HAFIZ RANA ZEESHAN

BBHM-S19-116

OPERATION MAAGEMENT

TWO CASE STUDIES

 CASE STUDY
THE CENTRAL EVALUATION UNIT

Analyse and evaluate the processing of new applications at the CEUPU:

2. Summarize the problems of the CEUPU process.

The European Union's XIII Directorate has a Central Evaluation Unit (CEU) that
can be charged with evaluating academic funding applications under its
"cooperation and foundations" plan. This scheme offered a small number of grants
to fund joint research amongst European universities. All applications were
delivered to the CEU's processing unit (CEUPU) via university liaison officers
(ULOs) stationed in about 150 schools. The CEUPU's process circulation is
depicted on the next page. As can be shown, the turnaround time can be reduced
even more if the checkers have direct access to the ULOs and direct coordination.

The senior secretary assigns the next work in line to the checker as soon as one
becomes available. In nearly half of the cases, the checker returns the file to the
checks secretary to request that any missing or additional information be collected.
The secretaries then write to the applicant and return the file to the "reception"
clerks, who add any new information to the file as it comes in. The file is then
returned to the checkers, who will make a judgement on the grant application.
After that, the file is sent to auditors, who generate acceptance or rejection
paperwork.

When a second ULO called to inquire about the status of an application, the
CEUPU staff did not appear to know where it was or how long it would take for a
decision to be made. Furthermore, he thought that his connection with potential
applicants was deteriorating as a result of the lack of information, and that some of
them had already decided to apply for research money elsewhere. Veronique
looked back over the prior three years and found that the number of applications
had decreased by 5% last year and 2% the year before. After that, Veronique spent
around ten minutes with the clerks' fur. They claimed that their work was
straightforward and routine, but that ULOs who called expecting them to know the
status of an application they had submitted made their lives unpleasant. It could
take them hours, if not days, to locate a single file. Two of the'receipt' clerks were
now working full-time on this project. They also claimed that ULOs routinely
expressed dissatisfaction with the decision-making process, which they claimed
was unusually slow considering the tiny amounts of money at stake. Veronique
pondered if she should agree to give the presentation after all.

3. What suggestions would you make to Veronique to improve her processs.

Suggestions to Veronique to improve her process are as following;

 Utilize a sequential flow pattern in the process

 Minimize backtracking of work in the process

 Implement a predictable process

 Reduce material movement

 Emphasize bottleneck management

 Minimize inventory

 Create an open environment

 Maintain flexibility
 2nd Case Study

OPERATION IN PRACTICE “FAST FOOD DRIVER THROUGH”

a) Draw a process map that reflects the types of process described

b) What advantage do you think is given to McDonalds’s through its

decision to establish a call Centre for remote order taking for some of
its outlets

 Since the outset, a significant component of McDonald's strategy has been to

own all of the land on which the McDonald's was built, regardless of
whether the land is franchised or company-owned. Rental money varies each
 property, however it is estimated that McDonald's makes more money from
the property's rents than it does from the franchise fees it collects.
 McDonald's has been successful since its inception because of the excellent
customer service it provides. Each restaurant strives for a positive brand
image by serving high-quality meals and providing excellent customer
service. McDonald's has created a name for itself in both fields by providing
high-quality, low-cost meals and excellent service. It came with a restricted
menu, but it was vastly improved. The introduction of the play area was
another innovation.
 McDonald's enables the replacement of value by matching the money spent
by customers with the quality and variety of items and services available,
giving the customer the impression that their money has been valued and
that they have gotten more than they paid for. McDonald's goal is to make
consumers happy through meal preparation and a desire to make customers
happy with the cost exchange. McDonald's is also a good idea for a get-
together with family or friends