Describe the significant process strategy decision and their impact on operation?
Q: Discuss how process decisions should strategically fit together.
A: The process will be more successful if the fit is planned. Decision Patterns for Service Processes:…
Q: Define Process Plant Strategy?
A: Product Plant Strategy Goods or product lines are formed in distinct plants, and each plant is…
Q: Describe how the process view of an organisation is likely to uncover the need for greater cross…
A: Cross-functional communication happens when people from different cultural backgrounds and…
Q: Identify the four basic process strategies, and describe them by giving an example.
A: A process strategy is one of the strategies of the business organization where the approach used, is…
Q: Describe the importance of the matching process capabilities with product requirements?
A: Process capability is defined as the statistical measure of a process variability. Process…
Q: how will differentiate blueprinting to value chain analysis?
A: Chain analysis is usually ordered contains three significant steps. Step one includes the…
Q: What Is process planning?
A: Process planning is part of strategic decision making before manufacturing process. It is a…
Q: How can this case be related to operations strategy and process design concepts
A: This case illustrates the importance of getting a well-designed process and operations strategy. The…
Q: Why are processes, and procedures so important to the success of the sourcing team?
A: The procurement process includes all activities that revolve around the identification and…
Q: Explain why do process selection decisions need to be strongly cross functional ?
A: A cross-functional group is a gathering of individuals with various functional aptitudes pursuing a…
Q: Why are process selection decisions by their very essence extremely cross-functional?
A: A business must have a specified method for producing or manufacturing. The growth of a business is…
Q: Identify the mission and strategy of your automobile repair garage. What are the manifestations of…
A: Answer: The mission of my automobile garage will be the purpose of my garage's existence. Repairing…
Q: Discuss the four types of process strategies and give an example of each. Also, please share any…
A: Strategy is a plan of actions that is made in order to acheive the goals of an organization…
Q: Tribal Systems, Inc., is opening a new plant and has yet todecide on the type of process to employ.…
A: We know that Total cost = Fixed cost + (Variable cost * no of units produced) We can compare the…
Q: What are your solutions and recommendations?
A: For all businesses, its human resource is the most significant part of the business as every…
Q: Identify six system approach factors and discuss briefly.
A: We utilize our demonstrated Whole Systems Approach to progress the Six Systems of hierarchical…
Q: State and explain two features of a product that defines the quality in operations strategy
A: To be introduced: two features of a product that defines the quality in operations strategy
Q: Which three process strategy concepts are highly critical?
A: Method strategy is designed to take decisions in various systems so that it is better for rivals and…
Q: Discuss the big process strategy decision and how do they affect operations
A: Strategy can be defined as the action plan which is basically designed in order to achieve long-term…
Q: What are the major process strategy decisions and their impact on operations?
A: Strategic decision procedures include policy, plan design, policy development, begins to occur,…
Q: desirable in business.
A: Process flexibility refers to how an operation reacts to fluctuations in supply or demand, which are…
Q: What are the benefits of Customer-directed operations?
A: They measure their exhibition and advance client procurement to amplify the rate of profitability.…
Q: Discuss the benefits of the process strategy ?
A: The production process is the process in which different resources are involved to produce the…
Q: Why is process flexibility desirable? What two conditions are required?
A: Flexibility of processes is a term used in process management that refers to how an operation…
Q: How would you describe benchmarking?
A: Bench marking is a competitive advantage that enables businesses to adapt, develop and survive in…
Q: Describe through an example of how process choices can lead to competitive benefits?
A: Systems are the lifeblood of any firm. The manner in which a task is accomplished affects the market…
Q: Explain the trade offs, how operational performance goals trade off against one another ?
A: A business's ability to achieve industry standards and benchmarks is determined by its ability to…
Q: Explain how process choices can contribute to a competitive advantage using an example.
A: Process means a procedure or path to utilise a particular thing in an appropriate and effective and…
Q: Explain how the process view of an organisation is likely to uncover the need for greater cross…
A: Cross-functional communication happens when individuals from diverse cultural backgrounds and…
Q: Describe the major priorities associated with the operations and supply chain strategy and the way…
A: To be determined; the major priorities associated with the operations and supply chain strategy and…
Q: Why is flexibility in the process desired? What are the two requirements?
A: Process flexibility is a concept used in process management to describe how an operation reacts to…
Q: Discuss why process flexibility is desirable in organization?
A: Flexibility refers to an organization's capacity to adapt to external variables and is frequently…
Q: Comment on the strategic competitive advantage of the Pirouette. What type of management technique…
A: Streategic competitve advantage comprises of those factors which enables a business to produce goods…
Q: Which three process strategy principles are very critical ?
A: The implementation strategy is the organization of decision-making across several systems intending…
Q: Explain the big process strategy decision and how do they affect operations?
A: Managers employ techniques to achieve organizational goals, enabling organizations to remain viable…
Q: Explain how process strategies of eBay and McDonald's are different from each other, and how their…
A: An organization's method to changing resources into products and services is known as a process…
Q: What are the major process strategy decisions and their effect on operations?
A: Policy development, strategy preparation, plan execution, control, and supervision are only a couple…
Q: What is process strategy?
A: Strategy is a plan of action to achieve long term objectives. It can also be said as an art of…
Q: What is life cycle assessment, and what is its overall goal?
A: Life Cycle Assessment is a process to evaluate the environmental burdens associated with a product,…
Q: Describe the significant process strategy decisions and their effect on operations.
A: Just a few important strategic decision-making mechanisms include policy formulating, drafting of…
Q: Define customers, services produced, suppliers, and the primary process flows?
A: Customers A customer can be defined as anyone who purchases goods, services, products, or ideas from…
Q: Why do process selection decisions need to be strongly cross functional?
A: The company needs to have a definite process to produce or manufacture. A company’s growth depends…
Q: Describe three basic decisions that must be addressed in the design of operations systems. For each…
A: Operation management is an area of management that is related to designing and controlling. It…
Q: Discuss what are the big process strategy decision and how do they affect operations?
A: The essential strategic decision processes include policymaking, plan design, policy development,…
Q: Explain the term operational excellence?
A: Operational Excellence refers to the execution of organization strategy more reliably and…
Describe the significant process strategy decision and their impact on operation?
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- Discuss how process decisions should strategically fit together.Explain how process strategies of eBay and McDonald's are different from each other, and how their choices are related to customer- introduced variability?Explain the concepts of “degree of complexity” and “degree of divergence”. How do they assist in developing the process structure? Draw and explain the Market-Positioning chart using these elements.