Kyocera Mita in Uzbekistan+

MirazizBazarov - 2011 Миразиз Базаров
KyoceraMita in Uzbekistan+
Company description
The representativeoffice of KyoceraMita inUzbekistanisa distributorof multifunctionprintingdevices
for the office work.Although,situatedinAsia,Uzbekistanrepresentative office isthe subordinate of
Europeanbranch.It sellsmonochrome andcolornetworkprinters,multifunctional products(orso-
called"print,copy,scan,fax) andotherprintingproducts(KyoceraMitaEurope B.V 2011).
OperationChain
1. Planningsupplychainatthe Global Headquarters,withthe helpof KYOCERA MITA R&D Centerin
Japan
2. Productionat Tamaki and HirakataPlantand ShilongPlantinChina.
3. Then,shipdeliverytoEuropeanHeadquatersinNethelands
4. Then,deliverytoMoscowoffice (translationof the operationssysteminRussianandgeneral
preparations)
5. And onlythen,deliverytoTashkentoffice inthe the warehouse andsellingthemtocustomers.
Methodsof research
The range of the sourceswasused.The publicsources,includingthe advertisements,internetsources,
the reviewsinspecial magazineswereusedforthe depictionof all the aspectsKyoceraMita’soperation
processand value chain(collectedbyA,B,C)
Furthermore,the managementof the representative office agreedtoshare theirinformationabout
these areas.(Interviewed byA)
To add, 7 of the potential andcurrentuserswere interviewed(corporateusers - mainlysmall firms,tour
operators,airticketoffice,etc) (interviewed byB)
Also,the customsBrokerwasinterviewedbyC
So there are generally3 problemsand 3 recommendations
- HR problems(highturnoverrate andlow competence) –special contractsand highersalariesand
bonusessuggested
-Problemswithhighcostsof cartridgesandotheradditional post-purchaseservices –decreasingthe
costs of the post-purchase services(needtobe negotiatedwithEuropeanheadoffice),printersshould
be repairedinUzbekistan,notinRussia,marketingdepartmentshouldbe established
- Problemswithcustomsclearance andslow deliveryof goods –hiringhigh-classcustomsbrokeris
suggestedandthususingJust-In-Time approach,whenthe customerisorderingthe equipment,andits
directlygoesfromNetherlandorRussia.So,nowarehousingandfaster

A
It isfoundout that there isa turnoverrate in the company,inaddition(andpartlybecause of high
turnover) tothe problemswiththe competencewithstaff.Itwassuggestedtomake special contract
accordingto whichthe employee have toworkacertainperiodandwill be punishedforbreachof the
contract. To add, increasedsalariesandbonuseswere alsosuggested.
Literature review (600words)
-HRMbooksand articlesonhighturnoverand how to decrease it
- HRM booksandarticleson trainingsandhow to implementthem
(Reflection 800 words)
-Write howitwas difficultbutchallengingtoworkingroup
-The pressure fromdeadline
-Howto make interview withthe potential andcurrentusers
Etc, etc, see the example
YOU
Suggestedtouse trainings(flyingtoMoscow office),butthismeasure wasconsideredastooexpensive
by the groupmates,so theyrejectedit.Usesthe literature reviewtoapprove thatpropertrainingis
beneficial.
B
Maybe youcan use the followingrecommendations:
(The product lineshould not bechange, but new products should beintroducedin Uzbekistan market too.In addition,thepric efor servicing
should bereduced, thereare some evidences thatcompanies thatbought equipment in Kyocera Mita tendto useunofficialsupportcenters
because of thehigh prices oftheauthorized services. Evidently, thepromotion anddistributionpolicy ofthecompany should bealsochanged.
For example,theactivepromotionofthefactabouttheTCO ofKyocera’s products andtheir counterparts is notmade, incontrast to some
European countries and Russia. For example, there is noeven the calculator oftotal cost ofownership, as UK web site has. Kyocera Mita should
also usepushstrategies ofselling products, for exampleit should hire sales representativethatwould dodoor-to-door promotion andselling of
the products for theoffices ofdifferent companies)
It isfoundout that there are problemswithhighcostsof cartridgesandotheradditional post-purchase
services.So,decreasingthe costsof the post-purchase services(needtobe negotiatedwithEuropean
headoffice) wassuggestedprintersshouldbe repairedinUzbekistan,notinRussia,marketing
departmentshouldbe established.
So,you suggestedtoimprove all 4Ps

-MarketingBooksandarticleson4Ps Mix and how to improve it
(Reflection800 words)
YOU
Alsosuggestedthat the sales and promotion activities should be strengthened in regions. Discuss
how entering underdeveloped of Uzbek regions (apart from Tashkent) and with lower
competition market of regions would be beneficial for Kyocera (and use ;literature to discuss it
in lit.review part), but groupmates suggested that the costs of marketing efforts will not be
covered by the revenues from region’s market. Prove that they were wrong.
C
It was foundoutthat there are problemswithcustomsclearance andslow deliveryof goods
Suggested:
Hiringhigh-classcustomsbrokerissuggestedandthususingJust-In-Time approach,whenthe customer
isorderingthe equipment,anditsdirectlygoesfromNetherlandorRussia.So,nowarehousingand
faster
-All conceptsaboutvalue chain,especiallyaboutJustinTime (see Waller,D.,(1999). Operations
Management:A SupplyChainApproach,Greasley,A.,(2006).Operations Managementandotherbooks
inthe library+ use all the articles(fromemeraldandonthese topicsinreferences).Alsoarticlesonpros
and consof outsourcinganypart of company’soperation
(Reflection800 words)

YOU
Alsosuggestednottooutsource buthire the brokerto workfullyonthe companyto ensure that
deliverywill be on time,butgroupmatessuggestedthatoutsource wouldbe cheaper,althoughdelivery
and be sometime delayed. Prove that they were wrong using the articlesonpros and cons of
outsourcinganypart of company’soperation
THE TASK
Task overview
“Using the example of the company from the course work as a case study, discuss the
key concepts and theories that could be applied to the case company your group
explored and its problems.”
Your answer should be an essay style with a recommended word limit of 1,500 words, this is a
guideline only, it is not expected that you submit less but you will not be penalised if you submit
more.
You must explore the literature on the concept of the value chain, process and production
systems, operations management, quality, etc. Choose one or two that could apply to the case
and discuss their use, implications and outcomes.
The main objective of this individual contribution is your understanding and application of the
literature to the problems of the company explored by the group.
You can reflect on the issues and recommendations that were identified by the group and if you
disagree with the group you can make a reasoned and evidenced alternative conclusion.
You must be able to reference the literature you have sourced.
Marking guidelines for the report are:
 Critical understanding of the theories and concepts that could be applied to the key
issues and problems of the case company (40)%.
 The use of evidence from the group work and analysis to link the key concepts, theories
to the problems of the company and the recommendations (40%).
 Critical analysis of the group working, outcomes as presented in the log, your
contribution and how it could be improved (20%).
EXAMPLES

Both of them are <60, but note that the tasks are a bit different and assessor now is
Mamurjon
1
In this individual reflective statement I will analyze the process and outcomes of the research done as the
part of group project, and suggest some theoretical solutions to the problems found. The research that was
done revealed an array of the operational problems related to such fields as purchasing raw materials,
marketing, accounting and human resource management. These problems caused the decrease of the
value of the hotels services to the customers, resulting in loss profit and devaluating the image of the
InterContinental Hotel. Therefore the group proposed the possible solutions to these problems, trying to
implement the knowledge gained from “Creating and Delivering Customer Value” module, as well as
critical thinking to create efficient and creative ways of solving problems. However,from my point of
view, the solutions to some problems can be different, or at least there are some other possible solutions
to the problems found. Moreover, I think that the statement of the problems could be done in a different
ways with the aim of making the suggestions to the company, which would help it work even more
effectively.
The concept of value chain was one of the main points in the research that was done; however,it was not
properly mentioned in the report. The value chain approach was developed by Michael Porter in the book
“Competitive Advantage: Creating and Sustaining Superior Performance” (Porter,1985). Porter describes
the value chain is a chain of activities, where each activity add some value to the product or service. He
notes that value chain analysis helps management to identify how the company can gain the competitive
advantage through performing the activities in the value chain better that the competitors. The value chain
divides into two main types of activities, namely the primary activities, such as inbound logistics,
operations (i.e. reception, room service), outbound logistics (bringing customers to the hotel), marketing
and sales, service, and support activities, including procurement, human resource management,
technology development, firm infrastructure (Businessdictionary.com, 2010).
Obviously, improving service quality, therefore customer experience leads to higher revenues and profits
in the hospitality industry. According to Dubé and Renaghan (1999), “managing customer value by
creating quality and service that customers can see now is considered a critical component of companies’
strategic marketing”. Therefore,I deem that there should be emphasis on the improvement of quality
service, as well as how it should be increased via various techniques and activities. Besides, I suppose
that the structure of the report was not proper for the problems that were revealed,to add to the fact that
some of the problems were not discussed in the report. For example, some of the problems that are related
to marketing, human recourse management,purchasing departments can be marked out as the problems
related to the service quality management, while the accounting problems should be renamed. Therefore,
the report lacks of an array of the problems in the field of service quality, its improvement and
management. However,I should notice that the problems that are discussed in this reflective writing were

found during the research,but they were not analysed and presented in the final version of report. But,
because of the fact that the considerable area and solutions to them are missed in the report, I will try to
fill in the gaps of the value chain analysis made as the part of group work.
Gržinić (2007) says that the service quality is concerned with managing business processes to ensure total
satisfaction to the customer on both internal and external levels, thus increasing competitiveness,
effectiveness and flexibility of the entire company. The customer value and service quality in the
hospitality sphere was studied by an array of researches,including Ekinci et al (2003), Oh (1999),O’Neill
et al. (1994), Kim and Oh (2004), Su (2004) and Snoj et al (2004). The results of their researches show
that service quality management in the hospitality industry can bring to the hotel such benefits as
customer loyalty and satisfaction, staff involvement and commitment, and thus increasing their
satisfaction and working value, as well as the reduce of the costs for the company and enhancing its
efficiency.
However,the management of any organization, particularly hotel, should have comprehensive knowledge
of the manner of behaving, needs, and preferences of their current and possible customers. One point in
the recommendation part that I would like to add to the report is introducing and heavy relying on
customer-centric information system.
The customer information system in InterContinental Hotel should be accompanied by emphasizing on
the customer-centered cultural mindset, as I suppose. Lawton (2010) suggests that increasing the
importance of customer-centered culture in the service producing organization means which implies a
change in cultural norms, organizational structures, furthermore the change in performance appraisal and
rewarding system. He also adds that it is important to increase the level of integration between different
value-adding activities of an organization.
Another aspect,which I also consider as important for improvement service quality in InterContinental
Hotel, is betterment of functional and interpersonal aspects of services. Dubé and Renaghan (2000) also
note the importance of this factors for service quality, for instance, the mention such aspects as
customization, personal recognition, speed, checking and check-out efficiency. To add, they assert that
these factors are in the number of main attributes that make the greatest contribution to customer value
during two crucial period; purchasing moment and during the guest’s stay at the hotel.
This issue, as well as the ways how the customer information system should be implemented and
managed and role of ICT systems in the value building process are discussed in the work of Valeria
Mingheti (2003). She concludes that making the most out of customer information system based on high
technologies will result in the sufficient increase of the service value perceived by the customers of the
hotel, besides increased loyalty. To add, increasing loyalty is another point that I would like to notice
despite the fact that it was omitted in the research process and report of the group. Although, Bowen and
Shoemaker (1998) and Shoemaker and Lewis (1999) note that in spite of the fact that loyalty related to
the customer satisfaction, but not fully correlated. They note the example when the hotel guest is satisfied

with the services provided by the hotel, by but this does not suggest that the guests will advise as the best
choice for their friends and relatives or will use this hotel once again. Butcher et al. (2001) claim that
creating loyal customers is important for hospitality industry, since the loyal customer are less price
sensitive, reluctant to change the service providers, preferring the services of the particular company to
any other offered by the competitors. But, Dubé and Renaghan (2002) say that management of the hotel
should have definite and complete comprehension of the needs and value drivers of the customers to
stimulate the loyalty. So, from my point of view, implementing electronic customer information system
can evidently result in improving service quality, thus increasing the value perceived by the customers,as
well as their loyalty (Cline, 1999; Dev and Olsen, 2000).
Another measure that was not presented in the report but which I would like to recommend to
InterContinental Hotel is implementing SERVQUAL or RATER model of measuring and managing
quality, besides launching Total Quality Management program. The SERVQUAL service quality
framework was developed by Zeithaml, Parasuraman and Berry,but later was defined as RATER,which
consisted of measuring reliability, assurance,tangibles, empathy, and responsiveness that are evaluating
customers' service experiences in order to fit the perceived service to the expected one, as Asubonteng et
al. (1996) notes. On the other hand, according to Cua at al. (2001), there are mainly nine TQM practices,
implemented in the companies, such as cross-functional product design, process management, supplier
quality management, customer involvement, information and feedback,committed leadership, strategic
planning, cross-functional training, and employee involvement. Total quality management is engaged in
continuously improving the quality of products and services, as Ahire (1997) notes.
The work of Gržinić (2007) discusses the methods how quality should be measured and thus increased in
the hotel industry. After analyzing thoughtfully the industry, he asserts that Total Quality Management
accompanied by SERVQUAL technique are considered to be the most suitable for increasing service
quality in this sphere. As the result of making both theoretical and practical research he concludes that
SERVQUAL can be widely applied in the hotel service, facilitating in the determination of those
"organizational variables (policy, staff,structure, technology,processes) that will guarantee the best
service quality with minimal costs",while providing hotel managers with the useful suggestions.
According to the research of Gržinić, the outcomes of using SERVQUAL technique show that this model
helps management to obtain helpful information for the assessment of expectations and perception of
hotel guests, in order to understand the gaps in individual service quality dimensions.
In conclusion, the reflective statement that I done is important for further understanding the operational
and business problems of the InterContinental Hotel. To be more specific, I tried to analyze the solutions
to the problems in the field of service quality, the part that was not stated in the report. I also tried to
apply the researches and theories that I found to be the most suitable solutions to the problems in the field
of service quality.

Bibliography:
Ahire, S. L. 1997. Management Science- Total Quality Management interfaces: An integrative
framework. Interfaces 27 (6) 91-105.
Asubonteng, P.,McCleary, K.J. and Swan, J.E.,1996, SERVQUAL revisited: a critical review of service
quality, Journal of Services Marketing, Vol. 10, No. 6, pp. 62-81.
Bowen, J. T., and Shoemaker, S., 1998. Loyalty: A strategic commitment. Cornell Hotel and Restaurant
Administration Quarterly, 39, 12–25.
Butcher, K.,Sparks, B.,and O’Callaghan, F., 2001. Evaluative and relational influences on service
loyalty, International Journal of Service Industry Management, 12(4), 310–327.
Caro, J. L., Guevara, A., Aguayo, A., & Galvez, S. (2000). Increasing the quality of hotel management
information systems by applying workflow technology, Information Technology & Tourism, 3(2), 87–98.
Cline, R. S., 1999. Hospitality 2000—the technology: Building customer relationships, Journal of
Vacation Marketing, 5(4), 376–386.
Cua, K. O., K. E. McKone,and R. G. Schroeder, 2001. Relationships between implementation of TQM,
JIT, and TPM and manufacturing performance,Journal of Operations Management 19 (6) 675-694.
Businessdictionary.com, 2010. Value Chain [online] Available at: <
http://www.businessdictionary.com/definition/value-chain.html > [Accessed 8 December2010].
Dubé, L., and Renaghan, L. M., 1999a. Building customer loyalty—guests’ perspective on the lodging
industry’s functional best practices (part I), Cornell Hotel and Restaurant Administration Quarterly, 40,
78–88.
Dubé, L., and Renaghan, L. M. (2000). Creating visible customer value. Cornell Hotel and Restaurant
Administration Quarterly, 41, 62–72.
Ekinci, Y.,P. Prokopaki, and C. Cobanoglu, 2003. Service quality in Cretan accommodations: Marketing
Strategies for UK Holiday Market, International Journal of Hospitality Management 22, 47-66.
Gržinić, J., 2007. Concepts of service quality measurement in hotel industry [online] Available at: <
http://hrcak.srce.hr/file/24337 > [Accessed 8 December2010].

Lawton, R., 2010. 7 Steps to a Customer- Centered Culture [online] Available at: <
http://www.waeyc.org/documents/AWSL/Seven%20Steps%20to%20Create%20a%20Customer-
Centered%20Culture.pdf > [Accessed 8 December2010].
Kim, B.Y. and Oh.H.,2004. How do hotel firms obtain a competitive advantage? International Journal of
Contemporary Hospitality Management 16 (1), 65-71.
Mingheti, M., 2003. Building Customer Value in the Hospitality Industry [online] Available at: <
http://www.adhp.org/pdf/BuildingcustomervalueintheHospitalityIndustry.pdf > [Accessed 8
December2010].
Porter,M. E. (1985), Competitive Advantage: Creating and Sustaining Superior Performance,New York:
Free Press.
Oh, Haemoon, 1999. Service quality, customer satisfaction, and customer value: a holistic perspective.
International Journal of Hospitality Management 18, 67-82.
O'Neill, M., H. Watson, and M. McKenna,1994. Service quality in the Nothern Ireland hospitality
industry. Managing Service Quality 4 (3), 36-40.
Shoemaker, S., & Lewis, R. C., 1999. Customer loyalty: The future of hospitality marketing, Hospitality
Management, 18, 345–370
Slater, S.F. and J.C. Narver,2000. Intelligence generation and superior customer value, Journal of
Academy of Marketing Science 28 (1), 120-127.
Snoj, B., A.P. Korda,and D. Mumel, 2004. The relationships among perceived quality, perceived risk and
perceived product value, Journal of Product & Brand Management 13 (3), 156-167
Su, Allan YL., 2004. Customer satisfaction measurement practice in Taiwan Hotels, International Journal
of Hospitality Management 23, 397-408.
2
In the following reflective statement I will study the main ideas, theories and assumptions that
are connected with "Creating and Delivering Customer Value" module. In particular, I will
consider the company chosen for the group assignment, its structure, features and problems. The
report was aimed at the study of present problems and thus the suggestion offered for improving
the current operations in the local company Osiyo Turon Telekom LLC that specializes in
construction and installment of telecommunication equipment for cellular network of UCell
Company.

One of my main responsibilities in this group work was finding the theoretical basis for the
recommendations given in the report. However, I should notice the fact that the key theories and
concepts of the module were not presented in the report, or were presented superficially. The
reason, from my point of view, was that the recommendations proposed in the report were
focused and specific, therefore the basic principles of module were not concerned in the report,
partly due to the word limit. Therefore, I will try to investigate the concepts and ideas, which
were not revealed in the report, thus filling an academic gap in presented in the coursework.
As the result, I will explore the concepts of just-in-time distribution method, Kaizen philosophy,
and quality and operations management. I will study these ideas using the theoretical approach to
them, exploring the academic articles and books. In addition, I will discuss the practical
applications of these concepts to the Osiyo Turon Telekom LLC.
The first issue that I would like to discuss in this work is just in time inventory strategy, its
essence based on the study of the theory and academic articles, in addition to the practical
implication to Osiyo Turon Telekom. I should remark the fact that in spite of the close study of
distribution process of the company in the report, the just in time strategy was mentioned in the
paper casually. Thus, I would like to make the research on this theme here.
Investopedia (2010) defines the just in time strategy as an the ones that are used to expand the
efficiency and decrease waste through receiving goods only when they are required in the
production process, by that means decreasing inventory costs. Although, I should note that the
usage of this approach requires producers making the accurate forecast demand, as Carlson
(1989) notes. The just-in-time approach is closely associated with the Toyota and its Toyota
Production System, designed mainly by the prominent engineer Taiichi Ohno, according to
Delbridge and Oliver (1993). This philosophy is tied with the historical wish of Japanese
producers to improve the quality of their production, because at previous times the Japanese
goods were considered as those with inferior quality on the one hand, and Kaizen philosophy for
continuous improvement on the other hand (Fildes and Beard, 1993). This issue is very
significant for the Company, because according to Das and Handfield (1997), the main purpose
here is removing non-value-adding activities, which aims at reducing costs, improving quality,
performance and delivery process, while adding flexibility innovativeness to the operation
process of the company. Svensson (2001), Harber et al (1993) and Waters-Fuller (1995) put
forward and suggest Osiyo Turon Telekom the following areas for improvement: reduction of
inventory while using the smaller batch sizes of production, therefore minimizing the waste,
elimination the complexity of both production and organizational structure and transparency, and
increasing the quality control.

Thus, in my opinion, which is confirmed by the number of studies, implementation of the just in
time strategy will obviously solve to certain degree the main problem of Osiyo Turon Telekom
connected with the supply and delivery of required materials, as well as the difficulties in the
fields of warehousing. Hence, it will lead to lower stock levels and costs incurred on
warehousing, decreasing the number of the mistakes of the Company in this sphere, as I suppose.
On the other hand, the production should rely heavily on suppliers, economic conditions and
external factors; however, these are the complicated issues for the company, as it was revealed in
the report, as well as the studies that I examined (Jin and Lee, 1993; Keller and Kazazi, 1993)
Another important suggestion that is missed in the report but deserves to be studied and
recommended to the company from my point of view is implementation of Kaizen practices in
Osiyo Turon Telekom. This production philosophy is related to the implementation of just-in-
time approach in the Company is the Kaizen method, which is aimed improvements on the basis
continuous incremental changes in the working process of the company, as Gondhalekar and
Karamchandani (1994), in addition to Martin (1993) note. Moreover, Kaizen can be considered
as the whole philosophy, as Berger (1997) and Wittenberg (1994) suggest, since it suppose that
each aspect of production is worthy of constant improvement. Wittenberg also notes that Kaizen
is an important part of Japanese management practices, because it makes emphasis on quality,
involvement of all employees, changing production, therefore the practices include the
approaches of total quality control, small group activities, and labor issues. Thus, after the study
of this issue, I assert that the philosophy of Kaizen, its adoption and implementation in Osiyo
Turon Telekom will lead to increase of the effectiveness and efficiency of the work of Site
Acquisition Department and First Line Management in the company, which was one of the main
issues in the report.
The Just in time approach and Kaizen philosophy are closely connected with the notion of
quality management, as I consider. Therefore, I should reveal the quality management theory,
and its application to the work of Osiyo Turon Telekom in this reflection writing. Quality
management consists in quality planning, quality control, quality assurance and quality
improvement, as Kenneth suggests. They are implemented in order to achieve the constantly
high level of quality, according to Behara and Gundersen (2001). The quality management takes
its origins from the works of Walter Shewhart and Edwards Demings, who proposed the
statistical instruments for quality control and developed the quality management philosophy on
the new level respectively (Wilcox, 2004; Blankenship and Petersen, 1999). The 14 point of
Edwards Deming played a significant role in the development of quality management in both
Japan and the whole world, which emphasized the taking on leadership by management and

workers, constant improving (correlated with Kaizen), eliminating barriers between the
departments and employee-improvement and training philosophy, according to the studies of
Rungtusanatham et al. (2003), Washbush (2002) and Greisler (1999). However, I should point
out that none of the main theoretical approaches for quality improvement, were not suggested in
the report, including such methods as Kaizen, Six Sigma or Object-oriented Quality
Management. Instead, we made the suggestions to the particular problems without offering the
comprehensive methods for quality assurance and improvement. Consequently, as the results of
the study that I have made on the main methods of quality management I think that the most
appropriate approaches for the operation process of Osiyo Turon Telekom is Total Quality
Management, in addition to Kaizen philosophy. According to Cua, et al., (2001) the nine main
practices of Total Quality Management are process and supplier quality management, customer
involvement in providing information and feedback, devoted leadership, strategic planning,
cross-functional training, employee involvement as well as the cross-functional product design.
Thus, I consider that the participation of management, workforce, suppliers, and even UCell
company itself in the process of quality assuring to sustain the high level of quality of the
services provided by Osiyo Turon Telekom.
The concepts that I revealed previously, including the inventory management measures and
quality control and value chain analysis, in addition to the concepts that were studied in the
report, are also related to the operations management, as Sower et al. (1997) states. He also adds
that the operations management is usually exposes the process of production and how the
company should manage this process to use as littler resources as possible while delivering high
value to the customers. In this case, it is related to the value chain analysis made on the Osiyo
Turon Telekom, since it manages how inputs, such as equipment and labor transforms into
services the company provides. The range of researches, including the studies of Ruffini et al.
(2000), Corrêa et al. (2007), Forrester (2006), Babbar et.al (2000) and Slack et al, the operations
management comprises the following areas; purchasing activities, management control and
coordinating function, quality and inventory management, including logistics and transportation,
product creation, development, production and distribution and sales, as well as so-called
"enterprise resource planning". Therefore, I would advise the Osiyo Turon Telekom Company to
design, establish and maintain the comprehensive operations management programme, so that
they could improve the areas that were listed above.
In conclusion, the individual reflective statement that I have done helped me understand more
comprehensively the key concepts, principles and theories related to the “Creating and
Delivering Customer Value” module, thus providing me with the good basis for the upcoming

final exams. It also helped me to reveal the areas that were not properly studied during the group
research because of the time constraints.
Bibliography
Babbar S., Prasad S., Tata J., 2000. An empirical assessment of institutional and individual
research productivity in international operations management, International Journal of
Operations & Production Management, Vol. 20 Iss: 12, pp.1392 – 1410
Behara R., Gundersen D., 2001. Analysis of quality management practices in services,
International Journal of Quality & Reliability Management, Vol. 18 Iss: 6, pp.584 – 604
Berger, A. 1997. Continuous improvement and : standardization and organizational designs,
Integrated Manufacturing Systems, Vol. 8 Iss: 2, pp.110 - 117
Blankenship B.,. Petersen, P. (1999) W. Edwards Deming’s mentor and others who made a
significant impact on his views during the 1920s and 1930s, Journal of Management History
(Archive), Vol. 5 Iss: 8, pp.454 – 467
Carlson, J.G. (1989), JIT applications to warehousing operations, Engineering Costs and
Production Economics, Vol. 17, pp. 315-22.

Corrêa H., Ellram L.M. , Scavarda A., Cooper M., 2007. An operations management view of the
services and goods offering mix, International Journal of Operations & Production Management,
Vol. 27 Iss: 5, pp.444 – 463
Cua, K. O., K. E. McKone, and R. G. Schroeder. 2001. Relationships between implementation of
TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management 19 (6)
675-694.
Das, A., Handfield, R., 1997. Just-in-time and logistics in global sourcing: an empirical study,
International Journal of Physical Distribution & Logistics Management, Vol. 27 Iss: 3/4, pp.244
– 259
Delbridge, R., Oliver, N., 1993. Just-in-Time or Just the Same? Developments in the Auto
Industry -The Retailers' View, Logistics Information Management, Vol. 4 Iss: 3, pp.15 – 20
Fildes, R., Beard, C., 1993. Forecasting Systems for Production and Inventory Control,
International Journal of Operations & Production Management, Vol. 12 Iss: 5, pp.4 - 27
Forrester, P., 2006. Operations Management: An Integrated Approach, International Journal of
Operations & Production Management, Vol. 26 Iss: 4, pp.449 – 450
Gondhalekar, S., Karamchandani, V., 1994. Robust Kaizen Systems, The TQM Magazine, Vol. 6
Iss: 3, pp.5 - 8
Greisler, D., 1999. William Edwards Deming: the man, Journal of Management History
(Archive), Vol. 5 Iss: 8, pp.434 – 453
Harber, D., Samson,D., Sohal, A., Wirth A., 1993. Just-in-Time: The Issue of Implementation,
International Journal of Operations & Production Management, Vol. 10 Iss: 1, pp.21 - 30
Im, J., Lee, S., 1993. Implementation of Just-in-time Systems in US Manufacturing Firms,
International Journal of Operations & Production Management, Vol. 9 Iss: 1, pp.5 – 14
Investopedia, 2010. Building Customer Value in the Hospitality Industry [online] Available at: <
http://www.investopedia.com/terms/j/jit.asp > [Accessed 8 December2010].
Kenneth R.H., 2005. Project Quality Management: Why, What and How. Fort Lauderdale,
Florida: J. Ross Publishing.p. 41.
Martin, D., 1993. Towards Kaizen: The quest for quality improvement, Library Management,
Vol. 14 Iss: 4, pp.4 - 12

Keller, A., Kazazi, A., 1993. Just-in-Time? Manufacturing Systems: A Literature Review,
Industrial Management & Data Systems, Vol. 93 Iss: 7, pp.2 - 32
Rungtusanatham, M., Ogden J.A., Wu B., 2003. Advancing theory development in total quality
management: A “Deming management method” perspective, International Journal of Operations
& Production Management, Vol. 23 Iss: 8, pp.918 - 936
Ruffini F., Boer H., van Riemsdijk M., 2000. Organisation design in operations management,
Slack N., Lewis M., Bates M., 2004. The two worlds of operations management research and
practice: Can they meet, should they meet?, International Journal of Operations & Production
Management, Vol. 24 Iss: 4, pp.372 – 387
Sower V.E., Motwani J., Savoie M., (1997). Classics in production and operations management,
Svensson, G., 2001. Just-in-time: the reincarnation of past theory and practice, Management
Decision, Vol. 39 Iss: 10, pp.866 – 879
Washbush, J., 2002. Deming: a new philosophy or another voice?, Management Decision, Vol.
40 Iss: 10, pp.1029 - 1036
Waters-Fuller, N., 1995. Just-in-time purchasing and supply: a review of the literature,
Wilcox M., 2004. Prediction and pragmatism in Shewhart’s theory of statistical control,
Management Decision, Vol. 42 Iss: 1, pp.152 – 165
Wittenberg, G., 1994. Kaizen—The many ways of getting better, Assembly Automation, Vol. 14
Iss: 4, pp.12 - 17

Kyocera Mita in Uzbekistan+

Recommended

Recommended

More Related Content

Similar to Kyocera Mita in Uzbekistan+

Similar to Kyocera Mita in Uzbekistan+ (20)

More from Miraziz Bazarov

More from Miraziz Bazarov (20)

Recently uploaded

Recently uploaded (20)

Kyocera Mita in Uzbekistan+