This document summarizes the findings of a two-phase study on operations management in high value manufacturing. Phase 1 included a literature review, stakeholder analysis, and case studies. The literature review found confusion around what "high value" means. The stakeholder analysis and case studies also identified confusion and a lack of clarity on how to operationalize moving to higher value. Phase 2 consisted of focus groups that validated these findings and sought to define high value manufacturing and identify how academia can help industry achieve it. The study aims to provide a foundation for further research by characterizing the operational issues companies face in moving to higher value operations.
The relationship between generic strategies and organizational performance: A...AI Publications
The main purpose of this research is to examine the relationship between generic strategies and organizational performance in selected furniture companies in Kurdistan.The researcher used quantitative research method to analyze the relationship between generic strategies and organizational performance of furniture companies in Kurdistan. The researcher printed and distributed 100 questionnaires, but received only 76 questionnaires from participants. Accordingly the sample size of this study is 76 unitsThe findings of this study revealed that the three generic strategies (cost strategy, differentiation strategy and focus strategy) have positive relationship with organizational performance in selected furniture companies in Kurdistan. A research could be completed in different businesses to see if similar outcomes will be gotten. This research likewise recommends that an exploration study could be done to decide factors impacting successful execution of effective strategy in the business.
Achieving Agility Using Cladistics: An Evolutionary AnalysisIan McCarthy
To achieve the status of an agile manufacturer, organisations need to clearly understand the concept of agility, relative to their industrial and business circumstances and to then identify and acquire the appropriate characteristics which will result in an agile manufacturing organisation. This paper is not simply another discussion on the definition of agility, or a philosophical debate on the drivers and characteristics of agility. This paper presents an evolutionary modelling technique (cladistics) which could enable organisations to systematically manage and understand the emergence of new manufacturing forms within their business environment. This fundamental, but important insight is valuable for achieving successful organisational design and change. Thus, regardless of the industrial sector, managers could use cladistics as an evolutionary analysis technique for determining ``where they have been and where they are now''. Moving from a non-agile manufacture to an agile manufacture is a process of organisational change and evolutionary development. This evolutionary method will enable organisations to understand the landscape of manufacturing possibilities that exist, to identify appropriate agile forms and to successfully navigate that landscape.
Supply chain managementtheory, practice and futurechall.docxpicklesvalery
Supply chain management:
theory, practice and future
challenges
John Storey and Caroline Emberson
The Open University Business School, Milton Keynes, UK, and
Janet Godsell and Alan Harrison
Cranfield School of Management, Cranfield, UK
Abstract
Purpose – The purpose of this paper is to critically assess current developments in the theory and
practice of supply management and through such an assessment to identify barriers, possibilities and
key trends.
Design/methodology/approach – The paper is based on a three-year detailed study of six supply
chains which encompassed 72 companies in Europe. The focal firms in each instance were
sophisticated, blue-chip corporations operating on an international scale. Managers across at least four
echelons of the supply chain were interviewed and the supply chains were traced and observed.
Findings – The paper reveals that supply management is, at best, still emergent in terms of both theory
and practice. Few practitioners were able – or even seriously aspired – to extend their reach across the
supply chain in the manner prescribed in much modern theory. The paper identifies the range of key
barriers and enablers to supply management and it concludes with an assessment of the main trends.
Research limitations/implications – The research presents a number of challenges to existing
thinking about supply strategy and supply chain management. It reveals the substantial gaps between
theory and practice. A number of trends are identified which it is argued may work in favour of better
prospects for SCM in the future and for the future of supply management as a discipline.
Practical implications – A central challenge concerns who could or should manage the supply
chain. Barriers to effective supply management are identified and some practical steps to surmount
them are suggested.
Originality/value – The paper is original in the way in which it draws on an extensive systematic
study to critically assess current theory and current developments. The paper points the way for
theorists and practitioners to meet future challenges.
Keywords Supply chain management, Suppliers, Strategic management
Paper type Research paper
Introduction
“Supply management” can be viewed as both an emergent field of practice and an
emerging academic domain. Neither perspective is fully mature but each has
considerable promise. The future progress of each will be enhanced and indeed is
ultimately dependent upon the other. Hence, the purpose of this paper is to take stock
of developments in theory and practice to date and to identify barriers and possibilities.
Moreover, given the off-remarked acknowledgement of the crucial importance of the
behavioural and people dimension but the relative neglect of this in any substantive
form, we give special attention to this aspect. Supply (chain) management is ultimately
about influencing behaviour in particular directions and in particular ways. The
underlying logics, drivers, enablers an ...
The relationship between generic strategies and organizational performance: A...AI Publications
The main purpose of this research is to examine the relationship between generic strategies and organizational performance in selected furniture companies in Kurdistan.The researcher used quantitative research method to analyze the relationship between generic strategies and organizational performance of furniture companies in Kurdistan. The researcher printed and distributed 100 questionnaires, but received only 76 questionnaires from participants. Accordingly the sample size of this study is 76 unitsThe findings of this study revealed that the three generic strategies (cost strategy, differentiation strategy and focus strategy) have positive relationship with organizational performance in selected furniture companies in Kurdistan. A research could be completed in different businesses to see if similar outcomes will be gotten. This research likewise recommends that an exploration study could be done to decide factors impacting successful execution of effective strategy in the business.
Achieving Agility Using Cladistics: An Evolutionary AnalysisIan McCarthy
To achieve the status of an agile manufacturer, organisations need to clearly understand the concept of agility, relative to their industrial and business circumstances and to then identify and acquire the appropriate characteristics which will result in an agile manufacturing organisation. This paper is not simply another discussion on the definition of agility, or a philosophical debate on the drivers and characteristics of agility. This paper presents an evolutionary modelling technique (cladistics) which could enable organisations to systematically manage and understand the emergence of new manufacturing forms within their business environment. This fundamental, but important insight is valuable for achieving successful organisational design and change. Thus, regardless of the industrial sector, managers could use cladistics as an evolutionary analysis technique for determining ``where they have been and where they are now''. Moving from a non-agile manufacture to an agile manufacture is a process of organisational change and evolutionary development. This evolutionary method will enable organisations to understand the landscape of manufacturing possibilities that exist, to identify appropriate agile forms and to successfully navigate that landscape.
Supply chain managementtheory, practice and futurechall.docxpicklesvalery
Supply chain management:
theory, practice and future
challenges
John Storey and Caroline Emberson
The Open University Business School, Milton Keynes, UK, and
Janet Godsell and Alan Harrison
Cranfield School of Management, Cranfield, UK
Abstract
Purpose – The purpose of this paper is to critically assess current developments in the theory and
practice of supply management and through such an assessment to identify barriers, possibilities and
key trends.
Design/methodology/approach – The paper is based on a three-year detailed study of six supply
chains which encompassed 72 companies in Europe. The focal firms in each instance were
sophisticated, blue-chip corporations operating on an international scale. Managers across at least four
echelons of the supply chain were interviewed and the supply chains were traced and observed.
Findings – The paper reveals that supply management is, at best, still emergent in terms of both theory
and practice. Few practitioners were able – or even seriously aspired – to extend their reach across the
supply chain in the manner prescribed in much modern theory. The paper identifies the range of key
barriers and enablers to supply management and it concludes with an assessment of the main trends.
Research limitations/implications – The research presents a number of challenges to existing
thinking about supply strategy and supply chain management. It reveals the substantial gaps between
theory and practice. A number of trends are identified which it is argued may work in favour of better
prospects for SCM in the future and for the future of supply management as a discipline.
Practical implications – A central challenge concerns who could or should manage the supply
chain. Barriers to effective supply management are identified and some practical steps to surmount
them are suggested.
Originality/value – The paper is original in the way in which it draws on an extensive systematic
study to critically assess current theory and current developments. The paper points the way for
theorists and practitioners to meet future challenges.
Keywords Supply chain management, Suppliers, Strategic management
Paper type Research paper
Introduction
“Supply management” can be viewed as both an emergent field of practice and an
emerging academic domain. Neither perspective is fully mature but each has
considerable promise. The future progress of each will be enhanced and indeed is
ultimately dependent upon the other. Hence, the purpose of this paper is to take stock
of developments in theory and practice to date and to identify barriers and possibilities.
Moreover, given the off-remarked acknowledgement of the crucial importance of the
behavioural and people dimension but the relative neglect of this in any substantive
form, we give special attention to this aspect. Supply (chain) management is ultimately
about influencing behaviour in particular directions and in particular ways. The
underlying logics, drivers, enablers an ...
Standardization efforts:The relationship between knowledge dimensions, search...Ian McCarthy
We explore how a standardization effort (i.e.,when a firm pursues standards to further innovation) involves different search processes for knowledge and innovation outcomes. Using an inductive case study of Vanke, a leading Chinese property developer, we show how varying degrees of knowledge complexity and codification combine to produce a typology of four types of search process: active, integrative,
decentralized and passive, resulting in four types of innovation outcome: modular, radical,incremental and architectural. We argue that when the standardization effort in a firm involves highly codified knowledge,incremental and architectural innovation outcomes are fostered, while modular and radical innovations are hindered. We discuss how standardization efforts can result in a second-order
innovation capability, and conclude by calling for comparative research in other settings to understand how standardization efforts can be suited to different types of search process in different industry contexts.
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-logistics-innovations/
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
Please go through the Review Article and submit a summary of.pdfkitty811
Please go through the Review Article and submit a summary of 500-800 words to include.
a. Focal points discussed regarding SCM.
b. Important issues and challenges concerning supply chain management.
c. Important conclusion drawn for improving overall supply chain performance.
plz solve asap I want this with in 2 hours
Abstract India is becoming a global manufacturing hub. Increasing demand in domestic and
international markets is opening a new world of opportunities for the Indian Industry. Increasing
competition, due to globalization is making inevitable for the Indian industries to provide cost
effective quality output with stringent delivery schedules. Issues in supply of inferior quality,
delayed supply, unwarranted cost escalation, etc. would adversely impact the credibility and
business potential of the Indian industry. Amongst many difficulties faced by Indian manufacturers,
supply chain disruption management is a major issue, which can result in large tangible and non-
tangible losses. In current study lot of research has been done to understand what the Supply
Chain Management is and how it is affecting organizations, what are different challenges and it
can be proved as a tool for improving overall performance in today's global competitive
environment. Keywords: Supply chain management. 1. Introduction his suppliers and through his
suppliers' suppliers and so on back. By having the program driven by the customer, it is In the
current competitive scenario supply chain hoped that inventories, caused by uncertainties and
slow management assumes a significant importance and calls response, will be significantly
eliminated. While there are for serious research attention, as companies are challenged sales
incentives to major suppliers with the carrot of with finding ways to meet ever-rising customer
category management or similar programs, the success of expectations at a manageable cost. To
do so, businesses supply chain management rests with logistics. must search out which parts of
their supply-chain process are not competitive, understand which customer needs are Functional
areas of Logistics: not being met, establish improvement goals, and rapidly 1. Network Design
implementnecessaryimprovements.2.InformationTechnology The term 'supply chain management'
has not only 3. Transportation been used to explain the logistics activities and the 4. Inventory and
Storage planning and control of materials and information flows 5. Warehousing internally within a
company or externally between 6. Materials Handling, Loading and unloading companies
(Christopher 1992, Cooper et al.,1997 and 7. Packaging and Re-packaging Fisher, 1997).
Researchers have also used it to describe strategic, inter organizational issues (Cox, 1997,
Harland It should be noted that supply chain management has both et al., 1999), to discuss an
alternative organizational form "hard" (i.e., technical) and "soft" (i.e., people) aspects, to vertical
integration (Thorelli ,1986 H.
This slideshow provides an overview of the management consultancy industry, focusing particularly on the major global firms. Issues in client-consultant relationships are highlighted, and lessons for managers seeking to engage consultants are presented.
2
A. Sample,
3
PHI 2604 CREATING YOUR OUTLINE
A good practice before you write your paper is to create an outline. This should include 1) your thesis statement (main argument), 2) an outline and 3) a works cited page.
Follow the MLA style unless otherwise clarified with the professor.
The outline should be more detailed than just noting a) Introduction, b) argument, c) conclusion. This is too superficial to be helpful for you. Instead consider the main concepts that you will explain, or the main argument you will make and how each of the elements of the paper fit together.
In developing your outline, it may be helpful to keep the following in mind regarding philosophy papers:
"A philosophy paper presents a reasoned defense of some thesis. So a philosophy paper typically does at least one of the following:
• Defends a thesis by offering plausible reasons to support it
• Defends a thesis by showing that arguments against it are unconvincing
• Criticizes a thesis by showing that the arguments for it are unconvincing
• Contrasts two or more views on a given issue and argue for one view over the other."
Source: Bumpus, Ann. “Writing the Philosophy Paper.” Dartmouth University. 2004.
A. Sample
PHI 2604 – Critical Thinking/Ethics
Professor Sample
18th October, 2019
Negative Consequences: Single Use Plastic and Its Detriment to the Greater Good
Environmental pollution is detrimental to non-human well-being and one of the major contributors is the creation of single use plastic, much of which ends up in the oceans. We have all seen the disturbing images of turtles with plastic bags around their necks or whales, sharks and dolphins whose post-mortems reveal stomachs full of plastic debris (Hastings, 209). However, single use plastic is also detrimental to human well-being because, I argue, human health and happiness is only possible within a thriving and healthy environment. In other words, single use plastic is a moral concern. In this paper, I review single use plastic according to the utilitarian principle that we ought “to act according to the greater good for the greater number,” (Bentham, 205) and that we ought to do our utmost to reduce suffering in both human and non-human species. I also consider Bentham’s claim that “one only counts as one” and argue that from a utilitarian perspective, we should dissuade the production of single use plastic.
Outline
I. Thesis (see above)
II. Explanation of plastic pollution and its impact on the oceans and sea life. Include details of human suffering as a “Cascade Effect” of plastic pollution. Include statistics from a valid source and relevant quotes.
III. An explanation of Utilitarianism and how it can be used to argue for the banning of single use plastic. You can explain the framework and how it was developed to guard against ethical egoism and the self-interest of the wealt.
Venture capital valuation of small life science companies by Salim Gabro & Ro...Salim Gabro
Life science companies are research-intense companies with a high level of unpredictability of the product development. This is due to high dependency on the success of clinical studies, regulatory affairs, and immaterial property, which makes the industry special in comparison with most other industries. Valuation becomes challenging looking at companies that are not publicly listed. What is the value of a company with no established market price and a high level of future uncertainty?
This study focused on the valuation of small life science companies applicable for characteristics typical in venture capital, exemplified by a case study company with negative earnings.
Within this scope, a literature study was performed and the best suitable valuation methods were chosen.
This the paper thatS DUEAction Research Proposal Research .docxdivinapavey
This the paper that'S DUE
Action Research Proposal: Research Method
Due Date:
Mar 22, 2015 23:59:59
Max Points:
160
Details:
Select the population and sample that is the focus of the action research project.
Describe the method of research to be applied and why it is most appropriate for the study. Describe the population, the sample, and how you intend to gather data to address the research problem.
Develop a research instrument that will be used to collect data from the sample population.
For help with questionnaires, view “PSC 495: Questionnaire Examples.”
THIIS IS THE PROPOSAL ALREADY WRITTEN
Synopsis of the Problem
In the recent past, a number of organizations have been adversely affected by the turnover rates that have been increasing progressively as from 2009. This has witnessed an increment in the number of organizations closing shop from approximately 1.8 million to more than 2 million between 2009 and 2012
(Larson, Lakin, & Bruininks, 1998)
. Aspects that include workforce recruitment and training costs, team dynamics and time restrictions in discovering and hiring newer talents have been adversely affected by the increase in worker turnover rates and have resulted in increment in expenditures. The unconstructive effects of the elevated employee turnover rates , therefore, informs the study on why the workers opt to desert they jobs even as organizational administrators strive to enhance the employee retention rates through increment in salaries and establishment of more favorable work milieus.
Statement of Purpose
This paper is therefore, written with the objective of analyzing the effect of various aspects, for instance, increased employee turnover rates, on the organization as well as their contribution to the increasing rates of employees opting to desert their jobs.
Description of the Action Research Project
This study will make use of two key research methodologies, namely; qualitative and quantitative research methodologies
(Barton, 2006)
. Given that the two methods facilitates the acknowledgement of rationale behind the increment in dissertation rates in addition to giving insight on how organization suffering from reduced employee retention rates function.
Reasons for the Proposal
Studies on the factors affecting employee retention and impacts of increased turnover rates have indicated that managers in organizations that have been acquired by another tend to dessert their jobs as a consequence of not being offered an opportunity and ample time to align to the novel organization
(Allen & Bryant, 2012)
. Additionally, workers tend to desert their jobs as a consequence of lack of faith owing to instability experienced by the mangers leaving their positions. This, therefore, leads to the question of what factors inform the managers’ decision to leave their current employment following acquisitions and mergers and how this can be averted.
Some of the notable reasons behind desertion of jobs as noted b.
2nd Generation Construction procurement Reform -Published at IPPC 2012 at Se...Veluppillai Mohan
This objective of this paper is, to identify the 2nd Generation Construction procurement Reform from the procurement global construction survey and to attend to the views of the buyers (owners) of construction services and look at their take on the current state of the industry, their levels of satisfaction and importantly, some of the key issues facing future project planning and the appointment of contractors. Survey carried out research which sought to identify those issues which keep the CEOs of major contracting companies to say, the business risks facing contractors and the management of construction projects. The research survey carried out by owners, chief executives and senior executives of major leading global companies to explore three main areas: 1.Current business trends, 2.Managing the building process and 3.The future.
Standardization efforts:The relationship between knowledge dimensions, search...Ian McCarthy
We explore how a standardization effort (i.e.,when a firm pursues standards to further innovation) involves different search processes for knowledge and innovation outcomes. Using an inductive case study of Vanke, a leading Chinese property developer, we show how varying degrees of knowledge complexity and codification combine to produce a typology of four types of search process: active, integrative,
decentralized and passive, resulting in four types of innovation outcome: modular, radical,incremental and architectural. We argue that when the standardization effort in a firm involves highly codified knowledge,incremental and architectural innovation outcomes are fostered, while modular and radical innovations are hindered. We discuss how standardization efforts can result in a second-order
innovation capability, and conclude by calling for comparative research in other settings to understand how standardization efforts can be suited to different types of search process in different industry contexts.
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-logistics-innovations/
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
Please go through the Review Article and submit a summary of.pdfkitty811
Please go through the Review Article and submit a summary of 500-800 words to include.
a. Focal points discussed regarding SCM.
b. Important issues and challenges concerning supply chain management.
c. Important conclusion drawn for improving overall supply chain performance.
plz solve asap I want this with in 2 hours
Abstract India is becoming a global manufacturing hub. Increasing demand in domestic and
international markets is opening a new world of opportunities for the Indian Industry. Increasing
competition, due to globalization is making inevitable for the Indian industries to provide cost
effective quality output with stringent delivery schedules. Issues in supply of inferior quality,
delayed supply, unwarranted cost escalation, etc. would adversely impact the credibility and
business potential of the Indian industry. Amongst many difficulties faced by Indian manufacturers,
supply chain disruption management is a major issue, which can result in large tangible and non-
tangible losses. In current study lot of research has been done to understand what the Supply
Chain Management is and how it is affecting organizations, what are different challenges and it
can be proved as a tool for improving overall performance in today's global competitive
environment. Keywords: Supply chain management. 1. Introduction his suppliers and through his
suppliers' suppliers and so on back. By having the program driven by the customer, it is In the
current competitive scenario supply chain hoped that inventories, caused by uncertainties and
slow management assumes a significant importance and calls response, will be significantly
eliminated. While there are for serious research attention, as companies are challenged sales
incentives to major suppliers with the carrot of with finding ways to meet ever-rising customer
category management or similar programs, the success of expectations at a manageable cost. To
do so, businesses supply chain management rests with logistics. must search out which parts of
their supply-chain process are not competitive, understand which customer needs are Functional
areas of Logistics: not being met, establish improvement goals, and rapidly 1. Network Design
implementnecessaryimprovements.2.InformationTechnology The term 'supply chain management'
has not only 3. Transportation been used to explain the logistics activities and the 4. Inventory and
Storage planning and control of materials and information flows 5. Warehousing internally within a
company or externally between 6. Materials Handling, Loading and unloading companies
(Christopher 1992, Cooper et al.,1997 and 7. Packaging and Re-packaging Fisher, 1997).
Researchers have also used it to describe strategic, inter organizational issues (Cox, 1997,
Harland It should be noted that supply chain management has both et al., 1999), to discuss an
alternative organizational form "hard" (i.e., technical) and "soft" (i.e., people) aspects, to vertical
integration (Thorelli ,1986 H.
This slideshow provides an overview of the management consultancy industry, focusing particularly on the major global firms. Issues in client-consultant relationships are highlighted, and lessons for managers seeking to engage consultants are presented.
2
A. Sample,
3
PHI 2604 CREATING YOUR OUTLINE
A good practice before you write your paper is to create an outline. This should include 1) your thesis statement (main argument), 2) an outline and 3) a works cited page.
Follow the MLA style unless otherwise clarified with the professor.
The outline should be more detailed than just noting a) Introduction, b) argument, c) conclusion. This is too superficial to be helpful for you. Instead consider the main concepts that you will explain, or the main argument you will make and how each of the elements of the paper fit together.
In developing your outline, it may be helpful to keep the following in mind regarding philosophy papers:
"A philosophy paper presents a reasoned defense of some thesis. So a philosophy paper typically does at least one of the following:
• Defends a thesis by offering plausible reasons to support it
• Defends a thesis by showing that arguments against it are unconvincing
• Criticizes a thesis by showing that the arguments for it are unconvincing
• Contrasts two or more views on a given issue and argue for one view over the other."
Source: Bumpus, Ann. “Writing the Philosophy Paper.” Dartmouth University. 2004.
A. Sample
PHI 2604 – Critical Thinking/Ethics
Professor Sample
18th October, 2019
Negative Consequences: Single Use Plastic and Its Detriment to the Greater Good
Environmental pollution is detrimental to non-human well-being and one of the major contributors is the creation of single use plastic, much of which ends up in the oceans. We have all seen the disturbing images of turtles with plastic bags around their necks or whales, sharks and dolphins whose post-mortems reveal stomachs full of plastic debris (Hastings, 209). However, single use plastic is also detrimental to human well-being because, I argue, human health and happiness is only possible within a thriving and healthy environment. In other words, single use plastic is a moral concern. In this paper, I review single use plastic according to the utilitarian principle that we ought “to act according to the greater good for the greater number,” (Bentham, 205) and that we ought to do our utmost to reduce suffering in both human and non-human species. I also consider Bentham’s claim that “one only counts as one” and argue that from a utilitarian perspective, we should dissuade the production of single use plastic.
Outline
I. Thesis (see above)
II. Explanation of plastic pollution and its impact on the oceans and sea life. Include details of human suffering as a “Cascade Effect” of plastic pollution. Include statistics from a valid source and relevant quotes.
III. An explanation of Utilitarianism and how it can be used to argue for the banning of single use plastic. You can explain the framework and how it was developed to guard against ethical egoism and the self-interest of the wealt.
Venture capital valuation of small life science companies by Salim Gabro & Ro...Salim Gabro
Life science companies are research-intense companies with a high level of unpredictability of the product development. This is due to high dependency on the success of clinical studies, regulatory affairs, and immaterial property, which makes the industry special in comparison with most other industries. Valuation becomes challenging looking at companies that are not publicly listed. What is the value of a company with no established market price and a high level of future uncertainty?
This study focused on the valuation of small life science companies applicable for characteristics typical in venture capital, exemplified by a case study company with negative earnings.
Within this scope, a literature study was performed and the best suitable valuation methods were chosen.
This the paper thatS DUEAction Research Proposal Research .docxdivinapavey
This the paper that'S DUE
Action Research Proposal: Research Method
Due Date:
Mar 22, 2015 23:59:59
Max Points:
160
Details:
Select the population and sample that is the focus of the action research project.
Describe the method of research to be applied and why it is most appropriate for the study. Describe the population, the sample, and how you intend to gather data to address the research problem.
Develop a research instrument that will be used to collect data from the sample population.
For help with questionnaires, view “PSC 495: Questionnaire Examples.”
THIIS IS THE PROPOSAL ALREADY WRITTEN
Synopsis of the Problem
In the recent past, a number of organizations have been adversely affected by the turnover rates that have been increasing progressively as from 2009. This has witnessed an increment in the number of organizations closing shop from approximately 1.8 million to more than 2 million between 2009 and 2012
(Larson, Lakin, & Bruininks, 1998)
. Aspects that include workforce recruitment and training costs, team dynamics and time restrictions in discovering and hiring newer talents have been adversely affected by the increase in worker turnover rates and have resulted in increment in expenditures. The unconstructive effects of the elevated employee turnover rates , therefore, informs the study on why the workers opt to desert they jobs even as organizational administrators strive to enhance the employee retention rates through increment in salaries and establishment of more favorable work milieus.
Statement of Purpose
This paper is therefore, written with the objective of analyzing the effect of various aspects, for instance, increased employee turnover rates, on the organization as well as their contribution to the increasing rates of employees opting to desert their jobs.
Description of the Action Research Project
This study will make use of two key research methodologies, namely; qualitative and quantitative research methodologies
(Barton, 2006)
. Given that the two methods facilitates the acknowledgement of rationale behind the increment in dissertation rates in addition to giving insight on how organization suffering from reduced employee retention rates function.
Reasons for the Proposal
Studies on the factors affecting employee retention and impacts of increased turnover rates have indicated that managers in organizations that have been acquired by another tend to dessert their jobs as a consequence of not being offered an opportunity and ample time to align to the novel organization
(Allen & Bryant, 2012)
. Additionally, workers tend to desert their jobs as a consequence of lack of faith owing to instability experienced by the mangers leaving their positions. This, therefore, leads to the question of what factors inform the managers’ decision to leave their current employment following acquisitions and mergers and how this can be averted.
Some of the notable reasons behind desertion of jobs as noted b.
2nd Generation Construction procurement Reform -Published at IPPC 2012 at Se...Veluppillai Mohan
This objective of this paper is, to identify the 2nd Generation Construction procurement Reform from the procurement global construction survey and to attend to the views of the buyers (owners) of construction services and look at their take on the current state of the industry, their levels of satisfaction and importantly, some of the key issues facing future project planning and the appointment of contractors. Survey carried out research which sought to identify those issues which keep the CEOs of major contracting companies to say, the business risks facing contractors and the management of construction projects. The research survey carried out by owners, chief executives and senior executives of major leading global companies to explore three main areas: 1.Current business trends, 2.Managing the building process and 3.The future.
Similar to 1_Operations_Management_in_High_Value_Ma.pdf (20)
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
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1_Operations_Management_in_High_Value_Ma.pdf
1. 1
OPERATIONS MANAGEMENT IN HIGH VALUE MANUFACTURING
Jill MacBryde, Steve Paton, Kepa Mendibil, Laura Davidson
Strathclyde Institute for Operations Management, Strathclyde Business School, University of
Strathclyde, 40 George Street, Glasgow G1 1 QE
Tel: +44(0)141 552 4400 Fax: +44(0)141 552 6686
Email: jillian.macbryde@strath.ac.uk ; steve.paton@gsb.strath.ac.uk;
k.mendibil@strath.ac.uk; l.j.Davidson@strath.ac.uk (corresponding author)
ABSTRACT
This paper explores the issue of high value manufacturing from an operations management perspective
and discusses the critical role that the operations management community must play in moving
manufacturing organisations to ‘higher value ground’. An exploratory study was carried out in two
phases. In Phase 1 existing literature was examined following a systematic review process. This was
followed by a stakeholder analysis that included manufacturing companies, government agencies and
consultancies and case studies of three organisations that had recently repositioned their businesses.
Phase 2 comprised of a focus group based industry consultation exercise. The aim of the second phase
was to validate and refine the findings from the initial phase and to generate the key ideas that would
inform a future research agenda. This paper provides the foundation for further research by identifying
those operational issues that are affecting industry as it seeks to move to higher value ground.
Keywords: operations strategy, high value manufacturing (HVM), repositioning
INTRODUCTION
A number of European countries are currently making significant efforts to encourage companies to
move away from low skill, low value products and practices. Unable to compete with low cost
economies it has been proposed that manufacturers within such countries need to reposition themselves
on the value chain to a point where they are not reliant on low cost operations and an efficient business
environment (Porter & Ketels 2003).
There has been much rhetoric around ‘repositioning’ illustrated by the emergence of phrases such
as “moving up the value chain” and ‘high value’ but it is significant that the meaning of such phrases,
and more importantly the route to achieving these modes of operation, has been less clearly defined. So
while countries such as the United Kingdom are taking Porter & Ketels (2003) advice and encouraging
manufacturing companies “… to move up the value chain and to reap the benefits of high-skilled,
knowledge-intensive manufacturing operations” (DTI 2002) – there is still considerable confusion over
what this means let alone how to achieve it. MacBryde and Watson (2006) point to the confusion over
the term “moving up the value chain” while Livesey (2006) points out that, “unfortunately there is no
accepted definition of a high-value manufacturer, making this high-value vision hard to achieve or to
support in policy.”
2. 2
Research Scope
The scope of this research is defined as those companies currently existing in high-cost economies that
have historically been successful in manufacturing however are now finding that their business
environment is becoming increasingly difficult due to three pressures: firstly the pressure of growing
competition within the activity of manufacturing from companies operating in low-cost economies;
secondly, the pressure generated by increasing operational complexity where technology push results in
more complex products that need higher levels of intellectual capacity and innovation to design and
build; and thirdly, the pressure of growing market expectation for higher and increasingly
comprehensive customer service. The companies within this scope of study may be affected by any
single pressure or a combination of all three.
Research Objectives
This paper extends the remit of the initial scoping study to embrace the following 3 objectives:
1. Highlight the lack of clarity in the literature in relation to the term high-value when applied to
the concepts of value chain of operation of the firm
2. Identify the issues and challenges faced by organisations that wish to reposition themselves
competitively
3. Outline how the operations management research community can aid organisations in their
quest to engage in high value activity.
This paper begins by outlining the genesis of this research and the methodology that was
implemented. It goes on to address the first research objective by examining, through a systematic
review of the literature, what “high value” means at the level of the firm. In addressing the second
research objective, the authors will present the findings of a stakeholder analysis, which sets out to
identify the gaps in knowledge from a practitioner perspective. This will be combined with a short
discussion on three case studies. Finally in addressing research objective three the authors will report
on a follow-up study involving focus group discussions with industry and academics. This allows the
authors to identify where the operations management research community can engage with industry in
the quest for higher value operations.
METHODOLOGY
Funding from the Engineering and Physical Sciences Research Council (EPSRC) and Advanced
Institute of Management (AIM) allowed the work presented to be conducted in two phases:
Phase 1 - Scoping study consisting of a literature review, stakeholder analysis and pilot case
studies (the scoping study was funded by the EPSRC and AIM)
Phase 2 – Further industry consultation consisting of focus groups (this activity was supported
through the Manufacturing Futures Network, supported by the EPRSC).
Phase 1 - Scoping study
The aims of the scoping study were to: 1) find out the current state of understanding within the
literature with reference to high value; 2) Speak to stakeholders – for example consultancies, banks,
investors, economic development bodies – to find out what they think the gaps in knowledge are. This
phase was carried out between December 2005 and December 2006.
The researchers set out to conduct a multidisciplinary literature review to understand the issue of
value chain repositioning from multiple perspectives and to identify gaps in knowledge in relation to
supply chain repositioning. The methodology for reviewing the literature was based on a systematic
approach to reviewing the literature (Leseure et al., 2004).
3. 3
Parallel to the literature review the stakeholder analysis set out to identify the key research issues for
companies trying to reposition, for consultants (public and private) trying to assist them and for
government bodies e.g. DTI. Approximately thirty semi-structured interviews were conducted and
focused discussions at seminars and workshops were also utilised. Whilst the literature review
examined existing academic knowledge, the stakeholder analysis looked at the practical issues
associated with repositioning. During the stakeholder analysis the researchers spoke to companies who
had made some kind of operational transition, companies who were in the process of considering a
change and other stakeholders such as consultants, regional development bodies, banks and investors.
The aim here was to find out what the “user community” thought were the key issues and to identify
gaps in both knowledge and practice.
Having concluded the literature review and the stakeholder analysis, the research team were
confident that the scoping study had shown a number of gaps in knowledge - both at an academic and
industrial level - worth pursuing. The researchers decided to carry out three initial case studies based
on companies that had successfully repositioned with the aim of understanding, why they took the
decision to reposition, how they did it and what changed in the organisation. The case studies also
investigated the success factors in each case. Another reason for conducting the case studies was to
develop and test a research protocol that could be used in a larger study as part of a future research
project.
The case studies were carried out in three different sectors using UK manufacturing companies that
were identified as having ‘moved up the value chain’. The companies were studied using a case study
protocol that included an interview protocol for semi-structured recorded interviews with key
employees (typically all members of the senior management team). The companies selected for the
pilot case studies came from the industry sectors of clothing manufacture, mechanical handling
equipment and electronics.
Phase 2 – Focus Groups
It was hoped that the Phase 1 scoping study would identify gaps in knowledge around which academics
and industry could focus. In actual fact the scoping study found there was a more fundamental problem
as there was much confusion and uncertainty around the advice to “move up the value chain”. The
research team realised that in the first instance there needed to be agreement as to what “moving up the
value chain” really means therefore on completion of Phase 1, further research was carried out in the
form of wider consultation with industry. Three industry focus groups were held to investigate key
themes that had emerged from Phase 1.
Each focus group consisted of 12-15 representatives from manufacturing organisations with an
interest in repositioning. Three groups were used, one comprised manufacturers with less than 100
employees, the second between 100 and 250 employees, and the third was made up of larger
organisations. Each group had a facilitator and a scribe and was supported by representatives from the
Manufacturing Advisory Service and academia. The questions that they were asked to discuss included:
What are the key market challenges facing you as manufacturers?
How are you responding?
What difficulties are you facing in responding?
What should academia and the public sector be doing to help?
4. 4
FINDINGS FROM PHASE 1 - SCOPING STUDY
Literature Review
One of the problems with the term moving up the value chain relates to the different perspectives on
value. A full discussion on the literature surrounding value can be found in an earlier paper (MacBryde
& Watson 2007). For the purpose of this paper we can conclude that whilst the terms “moving up the
value chain”, “high value manufacturing” and “value chain repositioning” are commonly used terms –
there is considerable confusion over what they actually mean. Despite literature advising organisations
to move to higher value strategies existing at both policy and strategy level (Wise and Baumgartner,
1999; Livesey, 2003; Edwards et al, 2004; Bititci, 2005), the failure of literature to address this at the
operational level results in confusion within the organisation when executing a repositioning strategy.
Stakeholder Analysis
Parallel to the literature review the researchers carried out a stakeholder analysis to understand the
practitioner perspective. During the stakeholder analysis the research team spoke to companies who
had made the transition, ones who were in the process of thinking about it, consultants, regional
development bodies, banks and investors. The aim here was to find out what the “user community”
wanted to know.
The researchers found that the practitioners and policy makers were also confused about the
terminology. Many of the policy makers, consultants and manufacturing personnel thought that the
advice they were getting from the policy makers was to move position in the supply chain, in effect
moving downstream towards the customer. Others recognised that there may be opportunities upstream
in the supply chain – but that they needed to find ways of being more competitive.
The consultants suggested that that there are some existing tools and techniques that can help
companies to decide “where” to move, and how to move. However we found none that were developed
specifically for the SMEs, and we also recognise that many of there tools lack academic rigor and
testing. SMEs, investors and regional development organisations all independently commented that
they would like to see a “how to” guide to help companies. There was some interest from SMEs and
regional development organisations in gaining an understanding of the motives that drive companies to
move in the value chain. In addition many of the small companies expressed an interest in finding out
more from case studies of successful repositioning.
Case Studies
The case studies also highlighted the different “flavours” of repositioning in terms of value and the
implications for operations management. In all cases the researchers witnessed a change in the
activities within the organisations and likewise in all cases the companies identified what the customers
valued and focused on those activities.
The clothing manufacturer changed the scope and nature of their activities. Recognising that they
could no longer compete on the basis of price, this company moved into higher value markets by
moving into branded products and outsourcing its manufacturing activities to lower cost countries. The
key driver for this move was a recognition that the cost base was too high to compete on price. In
making this move there were significant operational changes. Firstly in operational strategy, secondly
in relation to design of processes and thirdly in relation the structure of the supply chain network. This
supply chain reconfiguration involved outsourcing the manufacturing activity. With these changes, the
challenge was no longer on optimising primary operate processes, but rather process design activity
shifted towards looking at increasing the effectiveness (and indeed efficiency) of the manage processes
(Bititci et al 2003).
5. 5
The mechanical handling company moved up the value chain as it used its capabilities for designing
and manufacturing mechanical handling equipment to offer new products and services that were
suitable for different manufacturing environments. By listening to customers, this company saw that it
could add value by providing additional products and services, and move into markets with higher
margins. In this case the key operations challenges were the change in operations strategy, with an
increased “service” element added to the product offering. This changed the performance criteria and
meant a realignment of key performance indicators. Also the addition of bespoke solutions for
companies, involved extra activities that had not previously been carried out by the company. Indeed
the company also started to offer some of its manufacturing capabilities as a service in its own right.
This resulted in a shift in terms of product and process design. In this case the researchers again noted
an increased focus on the design of “manage processes” and not just operate processes.
The contract electronics manufacturer moved up the value chain by taking on activities that their
customers had previously carried out such as logistics and by adding new product introduction (NPI)
support to the customer. Taking on the additional logistical activities happened as a result of a customer
request. The addition of the NPI capabilities was partly opportunistic due to the skills that were
available within the existing workforce. In this case the operations management changes included
significant alteration in operations strategy, clear redesign of the network, a move to managing
outsourcing and the addition of product design capability. Finally in this case the researchers again
witnessed a shift in terms of process design. In terms of processes the company was still trying to
increase the efficiency of operate processes (both in their own production sites and also in their
outsourcing partners sites) but it was also turning attention to the design of processes to help manage
innovation and network management.
What we can conclude from the case studies is the key role of operations management in
repositioning. One interesting point to note is that in all three cases the focus of process design is
shifting towards design of ‘manage processes’ – e.g. Manage strategy, manage innovation, manage
design – and not purely on maximizing the efficiency of the ‘operate processes’.
Conclusions from Phase 1 - Scoping study
From the review of literature we can conclude that whilst the terms “moving up the value chain”, “high
value manufacturing” and “value chain repositioning” are commonly used terms – there is considerable
confusion over what they actually mean. The different academic debates on value and the value chain,
although interesting, bring flexibility and ambiguity into the subject areas and ultimately do not directly
help companies understand how to reposition.
Companies are being advised to adopt higher value strategies, but they do not necessarily know how
to achieve this. Whilst there is some literature at policy and strategy levels (Wise and Baumgartner,
1999; Livesey, 2003; Edwards et al, 2004; Bititci, 2005), there is little literature that explains the
practicalities of how a company would execute a repositioning strategy. It is evident from the literature
that there is a gap in knowledge and practice in terms of defining the destination and operational route
to a high value strategy.
The stakeholder analysis corroborates the findings from the literature in relation to the confusion
over terminology. In addition stakeholders were unclear as to how to operationalise a repositioning
strategy.
The case studies demonstrate that there are alternative routes for manufacturing companies to move
into higher value. The case studies suggest however that moving to higher value will mean changing
activities and processes within the organisation. Key challenges for operations managers in such
organisations will therefore include:
Designing new processes and activities
6. 6
Managing these new processes
Managing the transition.
Managers within all three case study organisations felt that they were taking a leap of faith rather
than following a well understood plan while using tried tools and methodologies. In all three cases
studies the companies adopted a new value proposition, for example the clothing manufacturer moved
from a value proposition based on low prices, to one based on branding and the electronics company
took over some work originally done by their customer. This in turn required a different operations
management focus. Most of the managers interviewed reported that they had moved beyond many of
the traditional operations management models that they had been using which focused on efficiency by
reducing cost and eliminating waste etc. And yet they did not have a new set of tools and models for
their new environments.
FINDINGS FROM PHASE 2 - FOCUS GROUPS
The findings from the focus group discussion will be presented within two categories that emerged as
part of the focus groups’ plenary session. These categories are 1) enabling the strategic change in
operational focus and; 2) operationalising the new business model.
Strategic Change in Operational Focus
In terms of strategic focus the research indicated that the initial issue faced by companies was in
understanding the nature of their revised value proposition. This concurs with those issues identified
within Phase 1 of this research. The lack of clarity in the terminology used to express value creation
inhibits the creation of a strategic vision. The most common comment being, “no-one can tell me (for
my industry sector) what high value means”. This issue is not purely a semantic one because without a
clearly understood destination the change in direction is difficult to make. The strategic change that
was most commonly understood by participants as moving up the value chain is the transition from a
product (or production) oriented company to a customer solutions (or market) oriented company.
However from a basis in manufacturing there seemed to be a perception of two routes that could be
taken: firstly, an increased emphasis on the process of design and its inherent creativity; and secondly
an increased emphasis on customer service so expanding the range and improving the accessibility of
offerings. This duality however created something of a strategic tension as both of these choices were
perceived as moving either to the left or to the right on the value chain with no tangible sense of
‘moving up’ or ‘creating additional value’. Also some participants already claimed that their
organisations were already operating in development, production and service but did not see this as
creating value in a way that was needed to generate further business success. The general view was of
increased range and scope but with no clear sense of generating a higher value proposition. This
suggests that the perception of industry is that repositioning the business within or expanding the
business across the value chain does not always lead to increased value.
There seemed to be little common language that indicated a universal approach to value creation across
industries indicating that generally tools used to develop operations strategy, such as benchmarking, are
of little use. Each company and industry when approaching this dilemma seemed to have differing sets
of contingent factors such as competition, product technology maturity and operational capability to
consider.
Operationalising the new business model
Assuming the organisation is able to establish a strategic direction, the process of change in mode of
operation to meet the new model seems to be inhibited by 3 factors. Firstly, the research revealed a
7. 7
common lack of strategic change management skills with companies that may already be poor in
operationalising strategy for their existing business finding the enactment of a more complex strategy
to be quite simply beyond them. The participants suggested that the key change management skill that
was missing was leadership. Secondly without a clear strategic change process operational change was
restricted at a more grass roots level. Cultural factors such as the historical inertia associated with a
strong tradition of manufacturing created resistance to anything that was not directly related to the
manufacturing process. This loyalty to the core business of manufacturing was also reflected in
employee attitude with little value placed upon the softer skills necessary to create a service-based or
innovation-based business. The mechanics of change management were also lacking within activities
such as re-engineering the organisation to create new processes and organisational structures. Thirdly,
in many cases the skills and knowledge required to maintain the new mode of operation were missing.
Skills in process engineering and assembly were strong however these need to be complemented by
skills in innovation and customer relations. Emphasis needs to change from managing information to
creating and trading in knowledge. Flexible operation needs to replace rigid structures.
In summary problems exist initially in creating the new strategic vision, then subsequently in
enabling the process of change and finally perpetuating the new mode of operation. It is also worth
noting that companies indicated a lack of a clear environmental support structure to help them through
the process of strategic redefinition with both government and academia being criticised. Support from
academia is considered difficult to access and sometimes expensive and there was a view that
universities seem to be more interested in competing with each other rather than providing a unified
service to industry. This situation is made worse as government funding to academia does not reward
universities for industry collaboration. In addition government mechanisms for support to industry in
general are unclear. This therefore leaves many companies with nowhere to turn for help.
These findings can be summarised into two key themes, one for industry and one for academia. For
industry a new operational view needs to be created where the shackles of tradition are removed and
the organisation is able to focus on value-adding activity. To create this new view the organisation must
understand, for its context, all facets of the value proposition. This has 3 elements: firstly,
understanding the meaning of the term value and how it is interpreted throughout the supply chain for
their direct customers, their customers’ customers and for the ultimate end-user; secondly, defining the
scope of their organisational activities and how these contribute to the value proposition; thirdly,
structuring their organisations to best achieve the value potential for each set of activities. This would
involve reviewing activities and processes in light of the new understanding of the value proposition.
For academia a research agenda must be generated which analyses the many current models that
claim to define value and restructures these into a useful model or methodology that companies can
apply, regardless of industry sector and mode of operations, that will aid them in identifying the value
proposition that best suits their context.
DISCUSSION
Based upon the findings from the literature review, scoping study and focus groups a number of key
themes that require further research emerged.
(1) What is high value from an operations management perspective?
In all elements of the research there was much discussion around the lack of clarity in defining the
high-value operational end-state. The literature review highlighted basic inconsistencies in the
terminology, this deficiency was emphasised by the stakeholder analysis where industry indicated that
policy makers and academia were preaching the gospel of higher value while they themselves were not
clear on the meaning of this. This was further evidenced as it seems that those businesses that have
changed their mode of operation had done this on something of an ad-hoc basis. The focus groups also
8. 8
indicated that industry found it difficult to define their strategic goal as they were unclear about what
their customer values. This lack of clarity in end-state resulted in confusion in relation to the mode of
operation that the organisation should adopt. A key question raised by a number of participants in
relation to operational strategy was “What will my new business look like in years to come?” This
question was closely followed by the related question “what activities and processes should I be
investing in to achieve this new mode of operation?”.
There seemed to be general agreement that low cost repetitive activity was not adding value in this
geographical context as the low cost economies were far better able to compete in this arena. There
were however exceptions to this rule in relation to products and services that enjoyed a local advantage
because of brand, for example Whisky, geographical location of natural resource, for example oil and
gas, or perishability for example fresh food products.
There appeared to be two schools of thought in relation to high value activity. The first is to focus on
the intellectual aspects of the conversion process such as research, development and design where our
education system and our engineering tradition still bestows a competitive advantage. An example of
this is the mechanical handling company that used its intellectual capital to offer a more customised
design service. The second is to focus on a customer solution driven model by expansion of the service
aspects of the business such as better customer after-sales service and better emphasis on an integrated
solution rather than discrete products. An example of this was the contract electronics manufacturer
that increased the service level by managing the supply chain for their customer. Research is now
needed that will clarify the different types of high value operational activity that companies can engage
in and how these link to competitive advantage.
(2) Design and management of new processes
It is evident from the case studies that any successes achieved were due to the creativity and hard
work of individuals rather that the robustness of the company processes. The stakeholder analysis also
showed that practitioners did not ‘know’ how to design and manage new high value processes.
There has been much work done on robustness of production processes such as lean manufacture
and six sigma and these tools and techniques are well documented and understood. However our
research indicates that equivalent tools for creation of robust design and service processes are less well
disseminated within the more traditional manufacturing sectors. This is interpreted as an awareness
issue as there is work ongoing in the areas of the design of design process and design of service
processes however this work has not become main stream by finding its way into university
curriculum’s or textbooks.
In addition the case studies indicated that certain management processes needed to change in a high-
value setting. The clothing manufacturer found that more time was now spent on market analysis and
strategic decision-making. In the case of the mechanical handling company it was found that traditional
performance measurement systems were no longer appropriate and they had to design more dynamic
measurement systems.
Research is needed into the design and management of knowledge intensive processes.
(3) Management of the transition to high value operation
All phases of the research highlighted the need to develop a better understanding on how to make the
transition to a high value operation. This understanding can be made up of a number of elements
including defining the destination and the focus of strategic change. Even when the high value strategy
has been generated and is clear, transition can be difficult due to the lack of change management skills
to facilitate this transition. Research is needed to better understand the transition path that companies
need to achieve high value operations.
9. 9
CONCLUSIONS
This paper set out to explore the issues surrounding high value operations; identify the key challenges
faced by organisations in pursuit of this; and outline how the operations management research
community can aid organisations in engaging in high value activities.
In relation to the first objective this paper has highlighted the confusion around the meaning of high
value. It is immediately clear there is a definitional problem in relation to this term with a number of
meanings competing to be recognised ranging from an engineering view, where value means achieving
maximum functionality at least cost, to the financial view where value is understood as profit. This
already poorly defined term called value is then applied to a number of contexts including value to the
customer, value within the supply chain and combined with other terms to form phrases such as value
proposition or value chain so compounding the definitional complexity. Finally to confuse things
further phrases such as ‘moving into higher value business’ and ‘value adding activity’ are created with
no underpinning definition of what the higher value business can be.
From this work it is proposed that the first step in clearing this confusion should be to separate the
concept of value into 2 discrete aspects; firstly the customers perception of value or, put another way,
what makes the customer engage (and be satisfied with) another organisation as a supplier; and
secondly, from an organisations internal perspective, what are the activities that can be carried out that
initiate and sustain that engagement.
Much of what has been written about high value has come from disciplines like economics,
marketing and finance. However we believe that these high value activities exist within the remit of
operations and therefore the operations management research community have a significant role to play
in identifying this concept of value.
In relation to the second objective this papers identifies the key challenges faced by organisations.
These can be summarised as: firstly, understanding the needs of the customer in terms of the value they
are looking to gain from supplier activity; secondly, identifying key competencies within the
organisation that result in value for the customer; thirdly, envisioning the desired operational end-state
that will deliver the value that the customer wants; and finally carrying out the transition process to
achieve that end-state. In addition this research identifies a further challenge that is accessing support
from either government or academia to help in the entire process of change.
In relation to the third objective there are three key research themes that emerge for this study.
Firstly, in relation to the term value and its presence at each point in the supply chain, it is clear that
tools are required to help companies analyse the supply chain within the industry that they are part.
Tools that will help them understand the needs of the customer, both tangible and intangible, so
identifying the value-adding activity that they can provide. Secondly, the methods available for
designing value-adding processes such as research and development and service delivery are immature
in comparison with the methods that are available for designing more repetitive manufacturing
processes. Work needs to be done to produce robust techniques to ensure efficient design of the value
adding processes that are required. Thirdly, once implemented these value-adding processes need to be
managed effectively. The challenges required here differ from those faced in managing repetitive
processes in a number of ways: 1) the value adding elements are based on more complex activities that
cannot be totally captured within a procedure i.e. conception cannot be totally separated from
execution; 2) these activities are more likely to be staffed by knowledge workers working in a more
empowered and autonomous way so requiring a more flexible operational control system; 3) the supply
chain is likely to be more flexible and dynamic where boundaries between organisational
10. 10
responsibilities may be less well defined. Techniques to help managers to meet these 3 challenges will
be required.
By identifying the inconsistencies in the current debates, both in academia and industry, surrounding
the concept of high value activity this paper has taken us some way towards developing a research
agenda to assist operations management to move forward and meet the current challenges facing
industry. This study has used the three methods of literature review, case studies and focus groups, to
engage with these issues. This paper recognises that more research is required to further unpack these
issues. It is proposed here that further research should be conducted that goes deeper into specific
industry sectors using case study methods to investigate further examples of both successes and
failures. While this paper suggests that there are common issues and challenges that exist across sectors
there may also be sector specific factors that affect the operation of companies. This additional research
will allow the research community to generate a more detailed research agenda.
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