OPERATIONS MANAGEMENT

Contents

Section One......................................................................................................................................3
1. Key initiatives implemented to improve the operational strategy...............................................3
2. “Superior customer service” is one of the key concepts.............................................................5
3. Suggestions to further improve New Product Development.......................................................6
4. Importance of capacity planning process....................................................................................7
Section Two.....................................................................................................................................8
1.a Compare and contrast the activities within operations management across THREE different
sectors..............................................................................................................................................8
1.b Role and responsibilities of an operations manager................................................................10
2. a. Content and purpose of the design process of Cars...............................................................11
2.b Key elements to be considered in developing an Operations Strategy to an organization......14
3.1 Accuracy of data and adapting to new processes and procedures...........................................15
3.2 Implementation of a customer relationship management........................................................16
3.3 Importance of strong customer service management in an operations....................................18

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Section One

1. Key initiatives implemented to improve the operational strategy

Product and service design.

In this area of operations management strategy, Burger King's main goal is to set its
offerings apart from those of rivals. The flame-grilled burgers that the firm sells are one such
example of a product that sets it apart from the competition. This method of managing operations
helps Burger King's overall business plan and its plans for rapid expansion.

Quality Assurance and Control.

Strategically, this area of focus is all about meeting the high quality standards of target
clients. Burger King's operational management keeps product testing going to alleviate this
worry. The My BK Experience website is another avenue through which the corporation gathers
client input.

Planning for Operations and Resource Availability.

Burger King's goal in this area of strategic decision making is to increase capacity
utilization and productivity via the use of operations management programs. In order to keep up
with customer preferences and restaurant sales, the corporation does things like this around the
clock. Depending on the circumstances, Burger King may make changes to the way its factories
function.

Positioning Policy
Management of operations' top priority when choosing a site is maximizing their
exposure to potential customers. Burger King's approach to this choice sector entails market
penetration, namely targeting city and town hubs. Franchise applications are rated in part by
proximity to potential customers. (Milevski, 2014).

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Conceptualization and implementation of the layout.
Fast and effective service is a top priority for Burger King's management. The company's
kitchen, for instance, is designed to maximize efficiency with little square footage. Therefore,
Burger King takes this strategic choice into account when designing its layouts and processes.

Human Resource Management and the Structure of Work.

The purpose of this operational management strategic decision area is to ensure that
available human resources are both sufficient and productive. Burger King addresses this issue
by providing all employees with the same level of instruction. The company employs specialized
field teams and RSCs to help with this.

Supply Chain Management.

Supply for Burger King is managed on a worldwide scale. The goal of any prudent choice
in this area is to maintain an adequate supply at all times. When it comes to supply chain
management, Burger King is taking a page out of McDonald's playbook and centralizing
everything under Restaurant Services, Inc. (RSI). RSI is Burger King's go-to for sourcing raw
materials and food items.

Controlling Your Stocks

It is clear from this strategic decision area that inventory management expenses must be
kept to a minimum while capacity and customer satisfaction are maximized via effective
operations management. To meet this demand, Burger King employs both localized inventory
procedures informed by each restaurant's success and worldwide inventory management to
facilitate the distribution of items to different locations.

Scheduling.
Burger King's method for making strategic choices in this area is consistent with market
norms. Operations management at this firm, for instance, makes advantage of HR automation
like Rota generation. Burger King locations employ manual scheduling as well.

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Maintenance.
When making strategic decisions in the field of operations management, optimal operational
circumstances are of paramount importance. Burger King employs similar practices for this aim.
The organization employs specialized upkeep crews for its headquarters and for its franchisees'
locations, as well as third-party service providers in a number of areas. (Dyson, 2000).

2. “Superior customer service” is one of the key concepts

Consumers have high standards because of their experiences with companies that
prioritize them, such as those that value instant gratification, openness, customization, and
communication. Talking about providing "excellence" in customer service without defining what
this term entails may come out as vague and uncommitted. Providing clients with what they want
and need, as opposed to what is most convenient for you to provide, is the essence of outstanding
customer service. It now encompasses exceeding clients' existing expectations by providing
service that exceeds and satisfies their expectations. (Weinstein & Johnson, 2020).

The timeliness of a service is a good indicator of its responsiveness, which is in turn a

good indicator of the service's quality. Fast and pleasant service is a priority for the Burger King
Corporation. Because of this, workers must promptly and precisely deliver each option requested
by a consumer. Burger King's order line is open round-the-clock so that customers can always
get their food quickly. When a client places an order, one worker receives the information and
passes it on to the worker who will cook the food. Meanwhile, the first worker has moved on to
attend to another client. In addition to being served beverages as they wait for their food,
customers also get their own. Staff time is saved since they won't need to make beverages or
provide refills.

Communication is a key factor in determining the quality of a service. Errors are less
likely to occur and service quality is increased when people are able to effectively communicate.
Communications at Burger King are superior than average. Staff members let clients know the
status of their orders and allow them to double-check their selections. They'll double-check
everything one more time to make sure it's right before giving off the order. In addition, having

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the manager out front makes it easier for him to interact with clients. This is the most painless
method of gathering client opinions and learning what they really want. Inspection is essential to
ensuring that delivered services live up to their promised quality. For example, every Burger
King location is inspected for two days once a year, and they also do numerous unannounced
checks. The top brass does these things to keep an eye on things and figure out how to fix the
issues at the same time. Burger King strives to provide better service by decreasing the frequency
and severity of service errors. Plus, the manager of each franchise is crucial in maintaining
quality of care. They are in charge of all operations related to providing meals. (Choi, 2016).

3. Suggestions to further improve New Product Development

Create and update a site that is both attractive to users and search engines.
It's possible that in today's technologically advanced world, your burger joint won't be the
first thing that many people notice. There is a high probability that many people will discover
your burger chain over the internet. Franchises who lack a well-designed and fully-functional
website risk losing customers and reputation. The following are qualities of an excellent website:
 Content that search engines love and will boost your website's visibility.
 Websites with a rapid load time and a nice design
 Simple-to-navigate web pages
 Websites that work well on all devices and can be seen from any size screen
 Information that is always current and informs consumers of any noteworthy
changes at your burger chain.
 Distribution of information about your many social media sites (Büsgen, 2012).

Promote your eatery by maintaining a profile on social media.

As has been discussed so far, creating a positive online persona is crucial to successful
contemporary advertising. Social media influence is as important as having a great website. If
your burger business has any limited-time offers or discounts, social media is a great place to
spread the word. You may also make your company look more personable and open by chatting
with consumers in real time. Ensure that you're answering as many questions as possible from
consumers and prospective customers alike on your social media channels. Making ensuring

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your customers are happy should be a key priority if you want to manage a profitable burger
company.
Take use of franchise's resources.
Beginning with the appropriate research and decision when selecting the ideal burger
franchise is crucial to the future success of your franchise's marketing efforts. Among the many
benefits of investing in a franchise is the opportunity to get the full complement of services
promised by the franchisor. One common sort of assistance is guidance as you develop a strategy
for promoting your franchise business. Additionally, your franchisor should provide with
promotional resources and include into advertising initiatives (Eason, 2012).

4. Importance of capacity planning process

Keeping resource expenses to a minimum

Capacity planning is a procedure that aids in ensuring that an organization has the
resources it will require in the future. Seeing how everyone on the team is contributing to the
whole helps the business adapt future tasks to the availability and expertise of its employees.
Capacity planning guides a company's resource management decisions, allowing for cost savings
when possible.

Keeping an eye on expenses

Because it considers supply and schedules of production, buildings, and staff, capacity
planning helps a company keep an eye on expenses throughout recessions and expansions.
Through careful preparation, businesses may create a workable budget and distribute funds to
where they will have the most impact, such as in the creation of shipping timetables for
completed goods and supply delivery times.

Makes sure it's accessible

Whether you want to know if you have room in your schedule to take on additional tasks,
just look at the capacity planning report. An important issue that may be readily addressed using
this strategy is whether or not you need to outsource.

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Cycles of production
Capacity planning is a technique used to ensure that a company can keep up with
production levels even when demand is strong. Umbrellas and raincoats, for example, tend to be
seasonal items, so businesses that sell them may use capacity planning to adjust their operations
to meet consumer demand. Recognizing the decline in capacity will enable you stop it whenever
you choose thanks to your well-thought-out strategy.

Maintaining a database of abilities

Capacity planning is tied to a team's skills inventory, so it may reveal who in the team
has the right set of abilities to complete a task. Allocating resources efficiently becomes much
simpler.

Current Hotspots:
Added room is required whenever a company decides to take the next step toward
development and wealth. As a result of capacity planning, a precise estimate of the new site's
planned output can now be developed. (Gudmundsson & Shanthikumar, 2005).

Section Two

1.a Compare and contrast the activities within operations management across THREE
different sectors.

There are commonalities and distinctions among the processes used by manufacturers,
service providers, and retailers. For instance, these three may inspire goals central to the
organization's purpose and a picture of how that mission will be carried out and received by the
public. In contrast, the issues and techniques used to structure and organize a business are
different for retail and manufacturing activities. The following are examples of the kind of things
that are done in the context of operation management and related fields. (Barnes, 2017).

Business

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Provide services, sell merchandise, and produce goods under the umbrella of our company.
 Manufacturing: Vehicles, electrical equipment, and other physical commodities
are the result of manufacturing processes and may be kept and used in the actual world.
 Service: There may be intangible assets in operational processes that are hard to
pin down. Finance, retail, advertising, and consultancy are all examples of service-based
businesses.
 Retail: The term "retail" refers to the selling of goods to consumers at a wide
variety of point-of-sale terminals. Retailers are also aware of how customers often think
and act while making purchases.

Operational management:

In the realm of operation management, we find the processes of production, firm

operations, and retail.
 Manufacturing: Managers in a factory environment are responsible for
coordinating all the steps that go into creating a product from raw materials. Managers
face challenges such as how much product to manufacture, the best use of the space
available, the most efficient use of resources, and the direction of the room for the
transformation of raw materials.
 Company: Operations managers in large organizations often have a hard time
allocating staff to processes in order to meet customers' needs. They need to coach and
instruct their staff so that they may provide the greatest possible service to their
customers.
 Retail: When selling products directly to consumers, retailers often face issues
with inventory management, including how much stock to have on hand and how much
to purchase.

Customization and Standardization

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  Manufacturing: Manufacturing processes are becoming the norm rather than the
exception. Products are manufactured at a factory or warehouse. When two completed
products are compared side by side, they are found to be similar.
 Services: have a lot more leeway in tailoring their offerings to individual
customers. Cosmetologists and hairstylists, for instance, have to adapt their services to
each client based on factors like their face shape and hair texture.
 Retail: When making a real-world purchase at a brick-and-mortar store, customer
service might vary widely from employee to employee. The profit margin might be same.

Forecasting

 Manufacturing: A manufacturer must initially keep track of its inventory levels

before making any forecasts. The system first estimates how many units it can crank out
in a particular time interval. This figure is established by the producing firm's machinery
capacity and anticipated sales. The price of the commodities offered is then determined
by the company.
 Services: In the service sector, accurate forecasting is a significant challenge.
Because there would be no inventory to keep costs down, there will be no room for profit
maximization via asset conservation. To a large extent, a service provider can only
project its future success based on the actions of other companies in the same industry.

1.b Role and responsibilities of an operations manager

These managers are in charge of the whole organization and see the broad picture. They
may assess what departments in the firm need and link up departments to collaborate on issues as
they emerge. They must be analytical problem solvers who put the firm as a whole first and not
the interests of any one division at the forefront of their decision making. As a result, they may
have to mediate disputes as they emerge and establish norms for how work should be done.
Operations managers need a wide range of competencies, including both technical know-how
and interpersonal savvy. Managers in certain fields require a mechanical aptitude and familiarity
with manufacturing equipment, but in all fields, they will utilize computers and a wide range of

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applications linked to customer management, budgeting, and accounting. They must be able to
successfully manage people by listening to them, inspiring them, and communicating with them
(Waller, 2003)

Control of Budgets and Financial Data

The operations manager is responsible for a substantial portion of the company's financial
management, including the development and administration of budgets for all departments.
When required, a strong leader will reduce a department's budget to keep the organization
operating within its means. They'll do cost-benefit analyses to make sure they're getting the
greatest deal possible on raw materials and will monitor manufacturing techniques to ensure
maximum efficiency.

Manage Inventory and Supply Chain

Supply chain management and inventory control are two other areas that need close
monitoring. A consistent flow of raw materials is essential to the productiveness of the
production teams. As with raw materials, finished goods need accurate inventorying before being
sent out the door and up the supply chain to retailers or direct consumers. Operations managers
keep an eye on everything, so they can make modifications as required even while each division
goes about its own work.

Activity Flow and Personnel Planning

Managers in charge of operations usually have a firm grasp on how many employees are
needed to keep the business running well. They collaborate with human resources on matters
such as hiring, training, and disciplining workers. Since they have a complete picture of the
operation's demands, they may reorganize the process and redistribute responsibilities to
maximize productivity.

2. a. Content and purpose of the design process of Cars

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Drawing/rendering:
A sketch is the first step in the design process, which itself starts with a concept.
Concepts that existed solely in the designer's imagination are made tangible on paper or a screen.
From a pool of varied submissions, the most original and promising drawings are picked.

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Package:
The "package," or whole set of geometric requirements, serves as the foundation for any
design. Based on this package, the drawings are refined until the proportions, dimensions, and
lines all add up to a unified whole.

An artificial reproduction:
Selected designs are made as real accurate 1:4 clay models and as virtual data models so
that the whole three-dimensional impact may be evaluated. The Power Wall is a massive
multimedia projection screen where the designers may see and analyze their work in progress in
a number of different simulated environments. You can see the automobile at the right scale, and
you can tweak its shape, color, and texture with a single mouse click. Despite the fact that digital
models built from data have their benefits, nothing beats a physical model built to scale.

To scale clay models, 1:4

The computer can't perfectly imitate everything. As a result, Mercedes-Benz creates clay
models of every possible configuration of a new car, in addition to digital models, throughout the
development process. This is the only way for designers to know whether their plans will work
in three dimensions.

1:1 model:
The new model looks so realistic because each element was carefully hand-crafted. In
this way, the new car's unique qualities may be fully appreciated. This first full-scale prototype is
made with the use of optical measuring equipment and milling machines.

When deciding on a model

From a large pool of possibilities, the most promising are selected and modeled at a 1:1
ratio (Huber et al., 2014).

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Interior sketches 
Making sketches and renderings is the initial stage in the interior design process. Here,
the numerous lines of technology and the interior that will make the driver of the future
comfortable are developed.

Internal modeling in clay

The designer learns the most about the evolution of the design on the 1:1 clay model,
which is built from the inside out. All the little things are sculpted till the overall impression of
the room is polished and beautiful. It is common practice to simulate many potential interiors
before settling on one.

Ideas on color, style, and the user interface:

The interior is designed by selecting the materials and colors. Hundreds of fabric and
leather swatches in a rainbow of colors are used to design the trim lines for the next generation
car. An interior with a smooth, unified look is the result of careful design and coordination of all
control and display components and telematics interfaces.

Types of Tools
The complex 1:1 interior model in standard production geometry showcases all materials
and colors, allowing for a comprehensive evaluation of the interior in terms of geometry and
surfaces.

Final model 
The finished model's exterior, interior, and all its elements are merged by hand to give it
a lifelike appearance. In this way, the new car's unique qualities may be fully appreciated. For
the first time, the external design of the next Mercedes-Benz model is a concrete reality for
engineers, designers, and other specialists.

Series output statistics

"Class A data" refers to the 3D description of the authorized final design model by the
management board. Once these specifications are finalized, the whole set of tools needed to build

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the vehicle may be fabricated from scratch. Here, things like perfectly aligned seams,
aesthetically pleasing finishes, and perfectly straight lines are given a lot of weight.

Model for regulating data

Class A data is precision-cut on a data control model to enable realistic evaluation and
provide a clearer definition of the form. Data is then updated to reflect any changes that turn out
to be essential for reasons of aesthetics and technological feasibility. The final model provides
the foundation for mass production and represents a significant improvement over the prototype
in terms of exterior finish.

2.b Key elements to be considered in developing an Operations Strategy to an organization

The Means of Manufacturing:

The production system of a company is the driving force behind its strategic and tactical
plans for transforming raw materials into finished goods and customer-ready services. There
should be well-defined processes, quality control standards, and supply chain management
policies in place for any manufacturing system to be considered complete.
Facilities:
The quantity and quality of a company's factories have an impact on its efficiency.
Specific establishments need realistic production targets, well-defined safety protocols, and
inventory management systems to perform well.

Provided good or service:

Quality management of a service or product is a crucial part of any successful operational
plan. In order to foresee shifts in the market, fine-tune an existing offering, and prioritize
investments in research and development for future goods and services, businesses do lifecycle
analyses (Anand & Gray, 2017).

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Technology:
Machine learning, automated assembly lines, real-time measurements, and market
forecasting tools are only some of the recent technology advancements that have a significant
impact on operational strategy.

Resources:
A business's locational, mechanical, and human resources all factor into the grand scheme of
things when developing an overall operations plan.

3.1 Accuracy of data and adapting to new processes and procedures

When we talk about data quality, the most fundamental criterion is how well the data
corresponds to reality. Since more uniformity leads to greater precision, it follows that the
precise data must accurately represent the specifics you provide. This ensures that the data is
accurate and comes from a consistent and trustworthy source. Since achieving perfect accuracy is
probably impossible, you should nevertheless strive for the best you're capable of. For every
corporate activity, having access to reliable data is crucial. This includes forecasting, planning,
program budgeting, strategy formulation, and more. The completeness, validity, and consistency
of data are also crucial components of its correctness. Incorrect, missing, or misleading
information may spell disaster for your plans, objectives, and forecasts. It might lead you to
make poor choices at crucial junctures in your organization. For example, one research found
that 70% of data managers worried that wrong forecasts may hurt their own and their company's
credibility. And faulty information is often the source of erroneous forecasts (Olson, 2003).

EX: SKF Bearing

Swedish company SKF has 17,000 distributors worldwide and is a leading producer and
supplier of bearings, seals, mechatronics, and lubrication systems. In order to adapt production
for SKF's global reach and wide range of products, the company needed reliable data on market
size and product demand forecasts. To better predict future demand, the firm sought to
streamline its Excel files. The upper echelons of management recognized the necessity to
institute a business intelligence system to collect and organize all relevant data in one place.

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Employees are no longer need to use inefficient spreadsheets and instead have access to clear
reports and dashboards, which makes system maintenance much simpler than if everything had
to be managed in Excel.

3.2 Implementation of a customer relationship management

Benefits

Maintenance of Current Clientele and Acquisition of New Ones

Improved communication with your clientele is one of CRM's primary advantages.

More Purchases Made

Repeat business is the key to a healthy bottom line, so focus on keeping your customers
happy. By simplifying and automating the most time-consuming parts of the sales process,
CRMs help you develop your sales funnel.

The Analytics Third

The ability to analyze client behavior is crucial. There is a wealth of client information to
be gathered, but can you and your team make sense of it?

Increased Efficiency
By taking care of routine, repetitive chores, CRM software with marketing automation
features may free up your staff's time. Employees will have more time to concentrate on tasks
that involve interacting with other people and fostering connections with clients.

Creating a Source of Fresh Prospects

The best results come from cultivating strong bonds with one's clientele. To nurture
effectively, one must be able to communicate. A conversation may take several forms and unfold
in a variety of ways (Greve & Schlüschen, 2018).

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Challenges

Poor Interpersonal Skills

Decisions on implementing a customer relationship management system are always made
by upper management. This is due to the fact that CRM implementations have a significant
financial and operational impact on any business. All employees must be made aware of this
choice and its subsequent procedure, and upper management must remain on board with the plan
throughout its execution.

There is a deficiency in the widespread use of an organizing framework.

Customers will be more apt to use CRM if they see it as a valuable resource that will save
them time. Managers should encourage their sales teams to use the CRM system as a central hub
for all of their daily communication.

Insufficient Use of Technology

Almost every task in the organization is now automated by some kind of program. The
lack of interoperability and information exchange across the various systems is the root of the
issue.

Ex:
Apple
When it comes to expanding their business, Apple relies heavily on customer relationship
management. To use an Apple product, you must first create an Apple ID. One needs an Apple
ID in order to utilize any number of Apple's online services, including the App Store, Apple
Music, iCloud, iMessage, FaceTime, and more.

Coca-Cola
Coca-customer Cola's relationship management system facilitates teamwork and
facilitates the prompt resolution of consumer complaints. Every member of the Coca-Cola team
may monitor consumer behavior and social media to push offers and promotions using customer
relationship management software.

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3.3 Importance of strong customer service management in an operations

The potential for brand loyalty and the impact of customer service.
Your customer service staff serves as the public face of your company. While your
customer service staff communicates directly to your clients, other external marketing
components such as your social media presence, adverts, content, and other marketing tools
leave an impact.

People are more willing to conduct business with you if they have a good reputation for customer
service.
When making purchases, customers take customer service into account. In actuality, 90%
of Americans base their business decisions on a company's customer service. This implies that
the vast majority of prospective clients will be influenced by the reputation of your company's
customer service.

Customers will be delighted if customer service representatives are happy.

Studies constantly demonstrate that having content workers benefits the company. For
instance, a recent study of contact center agents who provided customer service found that
contented workers were 13% more productive.

Content customers will spread the word.

It's instinctive for people to want to yell about a remarkable event, whether it was
positive or negative, from the rooftops. However, it goes without saying that today's roofs are
social media and review websites, with 55% of customers socially sharing their purchases on
Facebook, Twitter, Pinterest, and other social media platforms.

Effective customer service motivates patrons to stick with a brand.

We've already discussed how much less expensive it is to keep an existing client than to
get a new one. Accordingly, the greater a client's lifetime value—the total amount of income a

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business can anticipate a single customer to contribute over the course of their connection with
that business—the greater the profit for your business will be (Katuse, 2020).

Ex: IKEA: IKEA is more than simply a furniture shop, as anybody who has been there will
attest. They make ongoing improvements to their shops, which now have cafés and kid's play
areas, in order to provide better client experiences. Customers may now visually build a space
with their furniture thanks to recently launched augmented reality applications for cellphones.

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