Pret a manger food on the move pdf

there are 5 quick assigments dont forget to send by separate each assigment please. I also attached the documents for their respective assigment

Chapter 1 Operations management ➤ What is operations management?

➤ Why is operations management important in all types of organization?

➤ What is the input–transformation–output process?

➤ What is the process hierarchy?

➤ How do operations processes have different characteristics?

➤ What are the activities of operations management?

Chapter 2 Operations performance ➤ Why is operations performance important in any organization?

➤ How does the operations function incorporate all stakeholders’ objectives?

➤ What does top management expect from the operations function?

➤ What are the performance objectives of operations and what are the internal and external benefits which derive from excelling in each of them?

➤ How do operations performance objectives trade off against each other?

Chapter 3 Operations strategy ➤ What is strategy and what is operations strategy?

➤ What is the difference between a ‘top-down’ and a ‘bottom-up’ view of operations strategy?

➤ What is the difference between a ‘market requirements’ and an ‘operations resources’ view of operations strategy?

➤ How can an operations strategy be put together?

Key operations questions

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Part One INTRODUCTION

This part of the book introduces the idea of the operations function in different

types of organization. It identifies the common set of objectives to which

operations managers aspire in order to serve their customers, and it explains

how operations can have an important strategic role.

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Introduction Operations management is about how organizations produce goods and services. Everything you wear, eat, sit on, use, read or knock about on the sports field comes to you courtesy of the operations managers who organized its production. Every book you borrow from the library, every treatment you receive at the hospital, every service you expect in the shops and every lecture you attend at university – all have been produced. While the people who supervised their ‘production’ may not always be called operations managers that is what they really are. And that is what this book is concerned with – the tasks, issues and decisions of those operations managers who have made the services and products on which we all depend. This is an introductory chapter, so we will examine what we mean by ‘operations management’, how operations processes can be found everywhere, how they are all similar yet different, and what it is that operations managers do.

Chapter 1 Operations management

Key questions ➤ What is operations management?

➤ Why is operations management important in all types of organization?

➤ What is the input–transformation– output process?

➤ What is the process hierarchy?

➤ How do operations processes have different characteristics?

➤ What are the activities of operations management?

Check and improve your understanding of this chapter using self assessment questions and a personalised study plan, audio and video downloads, and an eBook – all at www.myomlab.com.

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Love it or hate it, IKEA is the most successful furniture retailer ever. With 276 stores in 36 countries, it has managed to develop its own special way of selling furniture. The stores’ layout means customers often spend two hours in the store – far longer than in rival furniture retailers. IKEA’s philosophy goes back to the original business, started in the 1950s in Sweden by Ingvar Kamprad. He built a showroom on the outskirts of Stockholm where land was cheap and simply displayed suppliers’ furniture as it would be in a domestic setting. Increasing sales soon allowed IKEA to start ordering its own self-designed products from local manufacturers. But it was innovation in its operations that dramatically reduced its selling costs. These included the idea of selling furniture as self-assembly flat packs (which reduced production and transport costs) and its ‘showroom–warehouse’ concept which required customers to pick the furniture up themselves from the warehouse (which reduced retailing costs). Both of these operating principles are still the basis of IKEA’s retail operations process today.

Stores are designed to facilitate the smooth flow of customers, from parking, moving through the store itself, to ordering and picking up goods. At the entrance to each store large notice-boards provide advice to shoppers. For young children, there is a supervised children’s play area, a small cinema, and a parent and baby room so parents can leave their children in the supervised play area for a time. Parents are recalled via the loudspeaker system if the child has any problems. IKEA ‘allow customers to make up their minds in their own time’ but ‘information points’ have staff who can help. All furniture carries a ticket with a code number which indicates its location in the warehouse. (For larger items customers go to the information desks for assistance.) There is also an area where smaller items are displayed, and can be picked directly. Customers then pass through the warehouse where they pick up the items viewed in the showroom. Finally, customers pay at the checkouts, where a ramped conveyor belt moves purchases up to the checkout staff. The exit area has service points and a loading area that allows customers to bring their cars from the car park and load their purchases.

Behind the public face of IKEA’s huge stores is a complex worldwide network of suppliers, 1,300 direct suppliers, about 10,000 sub-suppliers, wholesale and transport operations include 26 Distribution Centres. This supply network is vitally important to IKEA. From

(All chapters start with an ‘Operations in practice’ example that illustrates some of the issues that will be covered in the chapter.)

purchasing raw materials, right through to finished products arriving in its customers’ homes, IKEA relies on close partnerships with its suppliers to achieve both ongoing supply efficiency and new product development. However, IKEA closely controls all supply and development activities from IKEA’s home town of Älmhult in Sweden.

But success brings its own problems and some customers became increasingly frustrated with overcrowding and long waiting times. In response IKEA in the UK launched a £150 m programme to ‘design out’ the bottlenecks. The changes included:

● Clearly marked in-store short cuts allowing customers who just want to visit one area, to avoid having to go through all the preceding areas.

● Express checkout tills for customers with a bag only rather than a trolley.

● Extra ‘help staff’ at key points to help customers. ● Redesign of the car parks, making them easier to

navigate. ● Dropping the ban on taking trolleys out to the car

parks for loading (originally implemented to stop vehicles being damaged).

● A new warehouse system to stop popular product lines running out during the day.

● More children’s play areas.

IKEA spokeswoman Nicki Craddock said: ‘We know people love our products but hate our shopping experience. We are being told that by customers every day, so we can’t afford not to make changes. We realized a lot of people took offence at being herded like sheep on the long route around stores. Now if you know what you are looking for and just want to get in, grab it and get out, you can.’

Chapter 1 Operations management 3

Operations in practice IKEA1

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Operations management is a vital part of IKEA’s success IKEA shows how important operations management is for its own success and the success of any type of organization. Of course, IKEA understands its market and its customers. But, just as important, it knows that the way it manages the network of operations that design, produce and deliver its products and services must be right for its market. No organization can survive in the long term if it cannot supply its customers effectively. And this is essentially what operations management is about – designing, producing and delivering products and services that satisfy market requirements. For any business, it is a vitally important activity. Consider just some of the activities that IKEA’s operations managers are involved in.

● Arranging the store’s layout to gives smooth and effective flow of customers (called process design)

● Designing stylish products that can be flat-packed efficiently (called product design)

● Making sure that all staff can contribute to the company’s success (called job design)

● Locating stores of an appropriate size in the most effective place (called supply network design)

● Arranging for the delivery of products to stores (called supply chain management)

● Coping with fluctuations in demand (called capacity management)

● Maintaining cleanliness and safety of storage area (called failure prevention)

● Avoiding running out of products for sale (called inventory management)

● Monitoring and enhancing quality of service to customers (called quality management)

● Continually examining and improving operations practice (called operations improvement).

And these activities are only a small part of IKEA’s total operations management effort. But they do give an indication, first of how operations management should contribute to the businesses success, and second, what would happen if IKEA’s operations managers failed to be effective in carrying out any of its activities. Badly designed processes, inappropriate products, poor locations, disaffected staff, empty shelves, or forgetting the importance of continually improving quality, could all turn a previously successful organization into a failing one. Yet, although the relative importance of these activities will vary between different organizations, operations managers in all organizations will be making the same type of decision (even if what they actually decide is different).

Part One Introduction4

What is operations management?

Operations management is the activity of managing the resources which produce and deliver products and services. The operations function is the part of the organization that is responsible for this activity. Every organization has an operations function because every organization produces some type of products and/or services. However, not all types of organization will necessarily call the operations function by this name. (Note that we also use the shorter terms ‘the operation’ and ‘operations’ interchangeably with the ‘operations function’). Operations managers are the people who have particular responsibility for managing some, or all, of the resources which compose the operations function. Again, in some organizations the operations manager could be called by some other name. For example, he or she might be called the ‘fleet manager’ in a distribution company, the ‘administrative manager’ in a hospital, or the ‘store manager’ in a supermarket.

Operations in the organization

The operations function is central to the organization because it produces the goods and services which are its reason for existing, but it is not the only function. It is, however, one of the three core functions of any organization. These are:

● the marketing (including sales) function – which is responsible for communicating the organization’s products and services to its markets in order to generate customer requests for service;

Operations management

Operations function

Operations managers

Three core functions

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● the product/service development function – which is responsible for creating new and modified products and services in order to generate future customer requests for service;

● the operations function – which is responsible for fulfilling customer requests for service through the production and delivery of products and services.

In addition, there are the support functions which enable the core functions to operate effectively. These include, for example:

● the accounting and finance function – which provides the information to help economic decision-making and manages the financial resources of the organization;

● the human resources function – which recruits and develops the organization’s staff as well as looking after their welfare.

Remember that different organizations will call their various functions by different names and will have a different set of support functions. Almost all organizations, however, will have the three core functions, because all organizations have a fundamental need to sell their services, satisfy their customers and create the means to satisfy customers in the future. Table 1.1 shows the activities of the three core functions for a sample of organizations.

In practice, there is not always a clear division between the three core functions or between core and support functions. This leads to some confusion over where the boundaries of the operations function should be drawn. In this book we use a relatively broad definition of operations. We treat much of the product/service development, technical and information systems activities and some of the human resource, marketing, and accounting and finance activities as coming within the sphere of operations management. We view the operations func- tion as comprising all the activities necessary for the day-to-day fulfilment of customer requests. This includes sourcing products and services from suppliers and transporting products and services to customers.

Working effectively with the other parts of the organization is one of the most important responsibilities of operations management. It is a fundamental of modern management that functional boundaries should not hinder efficient internal processes. Figure 1.1 illustrates some of the relationships between operations and some other functions in terms of the flow of information between them. Although it is not comprehensive, it gives an idea of the nature of each relationship. However, note that the support functions have a different relationship with operations than operations has with the other core functions. Operations management’s responsibility to support functions is primarily to make sure that they understand operations’ needs and help them to satisfy these needs. The relationship with the other two core functions is more equal – less of ‘this is what we want’ and more ‘this is what we can do currently – how do we reconcile this with broader business needs?’

Support functions

Broad definition of operations

Chapter 1 Operations management 5

Table 1.1 The activities of core functions in some organizations

Core functional activities

Marketing and sales

Product/service development

Operations

Internet service provider (ISP)

Promote services to users and get registrations Sell advertising space

Devise new services and commission new information content

Maintain hardware, software and content Implement new links and services

Fast food chain

Advertise on TV Devise promotional materials

Design hamburgers, pizzas, etc. Design décor for restaurants

Make burgers, pizzas etc. Serve customers Clear away Maintain equipment

International aid charity

Develop funding contracts Mail out appeals for donations

Develop new appeals campaigns Design new assistance programmes

Give service to the beneficiaries of the charity

Furniture manufacturer