This document discusses a study on how operational excellence has facilitated McDonald's success in the fast food industry. Key findings from interviews with McDonald's top management include:
1. McDonald's implements strategies for continuous improvement like improving menus, products, customer service and delivery.
2. Other operational excellence strategies used include employee development, customer satisfaction, continuous learning, innovation, and efficient delivery systems.
3. McDonald's demonstrates aspects of operational excellence like results-focus, improvement, empowerment, customer value, and technological innovation.
4. McDonald's has recruited expertise to a large extent to help leverage operational excellence as part of its strategy.
92SIMILARIT Y INDEX91INT ERNET SOURCES.docxsleeperharwell
92%
SIMILARIT Y INDEX
91%
INT ERNET SOURCES
4%
PUBLICAT IONS
92%
ST UDENT PAPERS
1 87%
2 4%
Exclude quo tes Of f
Exclude biblio graphy Of f
Exclude matches Of f
forumpost_12686_1397754_109973_2258107.txt
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to Campbellsville University
St udent Paper
link.springer.com
Int ernet Source
forumpost_12686_1397754_109973_2258107.txt
PAGE 1
S/V T his subject and verb may no t agree. Pro o f read the sentence to make sure the subject agrees
with the verb.
PAGE 2
Sp. T his wo rd is misspelled. Use a dictio nary o r spellchecker when yo u pro o f read yo ur wo rk.
Sp. T his wo rd is misspelled. Use a dictio nary o r spellchecker when yo u pro o f read yo ur wo rk.
PAGE 3
Sp. T his wo rd is misspelled. Use a dictio nary o r spellchecker when yo u pro o f read yo ur wo rk.
forumpost_12686_1397754_109973_2258107.txtby Ravinder Kommerelliforumpost_12686_1397754_109973_2258107.txtORIGINALITY REPORTPRIMARY SOURCESforumpost_12686_1397754_109973_2258107.txt
Running head: OPERATIONS EXCELLENCE
1
OPERATIONS EXCELLENCE
8
Practicum – Week 6 Journal Entry
Student 1
Student 2
Student 3
Student 4
Professor
Date
The impact of Operation Excellence on the Performance of McDonald’s in the Fast Food Industry
1.0 Introduction
Businesses operate in the competitive environment and thus operational excellence facilitates the execution of a business strategy in a reliable and consistent manner. The operational excellence strategy derives the competitiveness of the business from enforcing practices that aim at achieving better results. A company enforces the most effective strategy that has minimal operational risks, low operation costs, and enhanced revenue relative to its rivals (Oakman, 2014). Mainly, operations excellence is a management philosophy embedded on continuous improvement modes, such as lean thinking, Scientific Management, and Six Sigma. Importantly, the focus of operational excellence is on long-term improvement and change in organizational culture in order to realize sustainability. The fast food industry, like any other market, is very competitive. In effect, players in the industry strive to enforce operation excellence as a way of gaining leverage and remaining ahead of competitors. One of the firms operating within this industry is McDonald's. McDonald's was established on 15 April 1955, Des Plaines, Illinois, and since then, the company has continued to dominate the industry and its global presence is a good indication of how the company has remained successful amidst the competition. In effect, the objective of the research is to review the manner in which operational excellence has facilitated McDonalds’s success within the global fast food industry.
1.1 Background
As postulated by Oakman (2014), organizations that pursue operational excellence strive to manage their business and operations using a systemic approach as well as investing in developing the right organ.
This speech discusses the importance of business excellence and strategy implementation in organizations. It notes that the current business environment is vague, uncertain, complex and ambiguous, requiring companies to have strong strategies and business excellence frameworks. The speech outlines several key factors for organizational success, including visionary leadership, customer focus, robust strategies, and good governance. It emphasizes that effective strategy implementation relies on adopting business excellence models across the entire organization. Business excellence frameworks can help companies assess performance, identify gaps, and drive continuous improvement. The speech encourages aligning employee attitudes, efforts, and objectives with organizational goals in order to achieve excellence.
Creating the Performance Driven Organisation - Paul LimPaul Lim
The document discusses the importance of performance management for organizations. It outlines a methodology called VisionBridge for developing performance management programs. The methodology has three phases - identify, design, and execute. The identify phase uncovers business assumptions and maps operations. The design phase identifies key performance drivers, objectives, and indicators. The execute phase implements the performance system. The document argues that properly identifying and prioritizing the right performance metrics is critical for success. VisionBridge uses a technology architecture to integrate performance data across systems and support decision making.
Manchester Management Training is one of the top most names in providing success driven MBA Programs that helps in brightening their career with their well trained faculty.
This document discusses various quality excellence models and awards. It describes the EFQM model which focuses on enablers and results. It also discusses the Deming Award which recognizes organizations that have achieved improvements through TQM. Other awards mentioned include the MBNQA, RBNQA, and RGNQA. The document also provides information on ISO 14001 for environmental management systems and OHSAS 18001 for occupational health and safety management systems.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
This white paper discusses operational excellence and how it can be leveraged as a new source of profitability and competitive advantage. It defines operational excellence as achieving efficiency through continuous improvement of business processes. The paper argues that operational excellence must be aligned with strategy to be most effective, and that integrating people, processes, and technology enables this alignment and drives optimal performance. Research findings show that companies achieving such alignment through a strategy management system outperform their peers.
The document presents a framework called IMPaKT (Improving Management Performance through Knowledge Transformation) that links knowledge management strategies to business performance evaluation. The framework is a three-stage process: 1) Developing a business improvement strategy by defining goals and performance measures; 2) Assessing implications for the organizational knowledge base and developing aligned KM initiatives; 3) Evaluating the impact of KM strategies on business performance measures. The framework was developed through research including a literature review and workshops with industry collaborators to validate the approach. It provides templates to guide organizations in strategically implementing KM and evaluating its impact on goals.
This document discusses strategic management and the strategic management process. It defines strategic management as what managers do to develop an organization's strategies and explains the six-step strategic management process of identifying strategies, analyzing internal and external environments, formulating strategies, implementing strategies, and evaluating results. It also discusses different types of corporate and competitive strategies.
92SIMILARIT Y INDEX91INT ERNET SOURCES.docxsleeperharwell
92%
SIMILARIT Y INDEX
91%
INT ERNET SOURCES
4%
PUBLICAT IONS
92%
ST UDENT PAPERS
1 87%
2 4%
Exclude quo tes Of f
Exclude biblio graphy Of f
Exclude matches Of f
forumpost_12686_1397754_109973_2258107.txt
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to Campbellsville University
St udent Paper
link.springer.com
Int ernet Source
forumpost_12686_1397754_109973_2258107.txt
PAGE 1
S/V T his subject and verb may no t agree. Pro o f read the sentence to make sure the subject agrees
with the verb.
PAGE 2
Sp. T his wo rd is misspelled. Use a dictio nary o r spellchecker when yo u pro o f read yo ur wo rk.
Sp. T his wo rd is misspelled. Use a dictio nary o r spellchecker when yo u pro o f read yo ur wo rk.
PAGE 3
Sp. T his wo rd is misspelled. Use a dictio nary o r spellchecker when yo u pro o f read yo ur wo rk.
forumpost_12686_1397754_109973_2258107.txtby Ravinder Kommerelliforumpost_12686_1397754_109973_2258107.txtORIGINALITY REPORTPRIMARY SOURCESforumpost_12686_1397754_109973_2258107.txt
Running head: OPERATIONS EXCELLENCE
1
OPERATIONS EXCELLENCE
8
Practicum – Week 6 Journal Entry
Student 1
Student 2
Student 3
Student 4
Professor
Date
The impact of Operation Excellence on the Performance of McDonald’s in the Fast Food Industry
1.0 Introduction
Businesses operate in the competitive environment and thus operational excellence facilitates the execution of a business strategy in a reliable and consistent manner. The operational excellence strategy derives the competitiveness of the business from enforcing practices that aim at achieving better results. A company enforces the most effective strategy that has minimal operational risks, low operation costs, and enhanced revenue relative to its rivals (Oakman, 2014). Mainly, operations excellence is a management philosophy embedded on continuous improvement modes, such as lean thinking, Scientific Management, and Six Sigma. Importantly, the focus of operational excellence is on long-term improvement and change in organizational culture in order to realize sustainability. The fast food industry, like any other market, is very competitive. In effect, players in the industry strive to enforce operation excellence as a way of gaining leverage and remaining ahead of competitors. One of the firms operating within this industry is McDonald's. McDonald's was established on 15 April 1955, Des Plaines, Illinois, and since then, the company has continued to dominate the industry and its global presence is a good indication of how the company has remained successful amidst the competition. In effect, the objective of the research is to review the manner in which operational excellence has facilitated McDonalds’s success within the global fast food industry.
1.1 Background
As postulated by Oakman (2014), organizations that pursue operational excellence strive to manage their business and operations using a systemic approach as well as investing in developing the right organ.
This speech discusses the importance of business excellence and strategy implementation in organizations. It notes that the current business environment is vague, uncertain, complex and ambiguous, requiring companies to have strong strategies and business excellence frameworks. The speech outlines several key factors for organizational success, including visionary leadership, customer focus, robust strategies, and good governance. It emphasizes that effective strategy implementation relies on adopting business excellence models across the entire organization. Business excellence frameworks can help companies assess performance, identify gaps, and drive continuous improvement. The speech encourages aligning employee attitudes, efforts, and objectives with organizational goals in order to achieve excellence.
Creating the Performance Driven Organisation - Paul LimPaul Lim
The document discusses the importance of performance management for organizations. It outlines a methodology called VisionBridge for developing performance management programs. The methodology has three phases - identify, design, and execute. The identify phase uncovers business assumptions and maps operations. The design phase identifies key performance drivers, objectives, and indicators. The execute phase implements the performance system. The document argues that properly identifying and prioritizing the right performance metrics is critical for success. VisionBridge uses a technology architecture to integrate performance data across systems and support decision making.
Manchester Management Training is one of the top most names in providing success driven MBA Programs that helps in brightening their career with their well trained faculty.
This document discusses various quality excellence models and awards. It describes the EFQM model which focuses on enablers and results. It also discusses the Deming Award which recognizes organizations that have achieved improvements through TQM. Other awards mentioned include the MBNQA, RBNQA, and RGNQA. The document also provides information on ISO 14001 for environmental management systems and OHSAS 18001 for occupational health and safety management systems.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
This white paper discusses operational excellence and how it can be leveraged as a new source of profitability and competitive advantage. It defines operational excellence as achieving efficiency through continuous improvement of business processes. The paper argues that operational excellence must be aligned with strategy to be most effective, and that integrating people, processes, and technology enables this alignment and drives optimal performance. Research findings show that companies achieving such alignment through a strategy management system outperform their peers.
The document presents a framework called IMPaKT (Improving Management Performance through Knowledge Transformation) that links knowledge management strategies to business performance evaluation. The framework is a three-stage process: 1) Developing a business improvement strategy by defining goals and performance measures; 2) Assessing implications for the organizational knowledge base and developing aligned KM initiatives; 3) Evaluating the impact of KM strategies on business performance measures. The framework was developed through research including a literature review and workshops with industry collaborators to validate the approach. It provides templates to guide organizations in strategically implementing KM and evaluating its impact on goals.
This document discusses strategic management and the strategic management process. It defines strategic management as what managers do to develop an organization's strategies and explains the six-step strategic management process of identifying strategies, analyzing internal and external environments, formulating strategies, implementing strategies, and evaluating results. It also discusses different types of corporate and competitive strategies.
For most of its fifty-four years of existence, McDonald’s has been.docxrhetttrevannion
For most of its fifty-four years of existence, McDonald’s has been quite successful growing its business while utilizing a decentralized approach to managing its global workforce. As the size, complexity, and global character of the business have continued to grow (to more than thirty-thousand restaurants in 118 countries serving fifty-five million customers per day), however, it became increasingly apparent that sustained success requires the development of more consistent and disciplined approaches to talent management and development. In response to this recognized need, McDonald’s has taken a number of steps, starting in 2001, that have enhanced its capabilities for developing local leadership talent and ensuring management continuity throughout its global system. This chapter will provide an overview of how McDonald’s system for developing its management talent throughout the world has evolved over the past eight years and will focus on describing the design, roll-out, initial impacts, and continued refinement of five major initiatives that have been introduced to enhance this system since 2001.
A number of factors led the organization to the conclusion that enhancements in its talent management and development system were needed. First, after many years of outstanding business results and growth, business performance began to falter. For the fourth quarter of 2002, in fact, the company declared the first loss in its history. In contrast to the significant problems surfacing in the company’s business results, however, the ratings of managers in McDonald’s performance management system were incredibly high and suggested that everyone was doing an outstanding job. More specifically, more than 90 percent of the managers were rated either “outstanding” or “excellent,” and over 75 percent were assessed as having the potential to advance to take on greater responsibilities. Senior management recognized that “something was wrong with this picture.” It was clear that the bias toward inflated ratings of both performance and potential did not align with the overall performance of the business. Furthermore, senior management noted that, despite the very high ratings of employees’ potential throughout the system, when key leadership positions actually needed to be filled, the company was frequently having difficulty finding individuals everyone could agree were truly ready for these roles.
These factors led senior management of the company to begin to take significant actions to upgrade the company’s talent management systems and processes on a global basis. (Note: While the initiatives to enhance talent development that are described in this paper were well under way at the time, the urgency for them was painfully validated when in April of 2004, McDonald’s CEO Jim Cantalupo died suddenly and unexpectedly. Fortunately, due to the heightened attention that was being given to talent management at this time, his successor, Charlie Bell, was quickly an.
The document provides an overview of several global business excellence models and frameworks, including the Australian Business Excellence Framework, Malcolm Baldrige Framework, EFQM Excellence Model, Tata Business Excellence Model, and Mexican Business Excellence Model. It describes the key elements and criteria of each model. The conclusion argues that an ideal comprehensive business excellence model should be general enough to cover all business activities, processes, and functions, while also being user-friendly, dynamic, and able to evolve over time.
The document provides an overview of quality standards and frameworks that can help Pakistani organizations improve, such as the Deming Prize, EFQM Excellence Model, and Malcolm Baldridge National Quality Award. It then describes elements that could form the framework for a proposed Pakistan Quality Award, including leadership, engagement of people, relationship management, process management, monitoring and analysis, people results, customer results, corporate social responsibility, and outcomes. The frameworks emphasize the importance of leadership, strategy, people engagement, relationships, processes, measurement and analysis, and results. Implementing such a quality award framework could help Pakistani organizations achieve their goals and improve competitiveness.
The document discusses a Total Quality Management (TQM) model for sustainability. The model identifies three key dimensions for integrating sustainability into corporate strategy: 1) identifying strategic sustainability issues, 2) engaging suppliers and customers to manage issues across the supply chain, and 3) promoting sustainability across all corporate departments. An eight-step process is then outlined for implementing the TQM for Sustainability model, including defining priorities, developing indicators, and continuous improvement. The model was piloted with a real estate development firm in Brazil.
This document discusses the importance of implementing Total Quality Management (TQM) principles and business excellence strategies when implementing an Enterprise Resource Planning (ERP) system. The key points are:
1) ERP implementation is a socio-technical endeavor that requires modifying business processes, but many ERP implementations fail due to organizational and cultural issues. TQM/business excellence principles can help address these issues.
2) TQM emphasizes factors like top management commitment, teamwork, training, and employee empowerment that are important for successful ERP implementation.
3) For ERP implementation to be successful, TQM must be integrated into the corporate strategy and form a "quality loop" that ensures continuous improvement.
This document provides an overview of Total Quality Management (TQM) and some of its key concepts. It discusses that TQM is a management philosophy focused on continuously improving processes and exceeding customer expectations. The document outlines some of the basic concepts of TQM including top management commitment, customer satisfaction, employee involvement, continuous process improvement, and performance measures. It also discusses tools used in TQM like quality improvement teams, benchmarking, and statistical process control.
No organisation is the best at everything it does. And being second in most activities can add up to coming first overall. All managers recognise that it is up to them to improve continuously the operations that they are responsible for. But that aspiration is blunted because they don’t know how much better their performance could be.
Benchmarking is the structured comparison of an organisation’s products, services, processes or activities with those of an external organisation that is believed to have better performance. The goal is to pinpoint the factors that contribute to that superiority, and to adopt them.
Organisations usually compare themselves with the leaders in their own industrial sectors. But comparison can also be made with processes that, although in other sectors, have similar characteristics – such as shared service centres. An airline compared the processes in the ‘turnaround time’ for planes with those used in pit stops for racing cars. Benchmarking with non-competitors
can increase the quality and quantity of the information available.
The document discusses how knowledge management (KM) can be mapped to the European Foundation for Quality Management (EFQM) Excellence Model. It provides an overview of the EFQM Model, which is based on nine criteria that assess an organization's progress toward excellence. Five criteria are "Enablers" of how an organization operates, and four are "Results" of what the organization achieves. The document then examines how each Enabler criterion is related to KM implications, such as how leaders can use knowledge to set business direction and change it based on customer and market insights. KM helps achieve business objectives in a smart way by developing a knowledge-sharing mindset throughout the organization.
The document outlines 24 key concepts and terminologies used in total quality management (TQM). Some of the main points discussed include focusing on customer satisfaction, engaging employees in decision making, integrating systems across departments, emphasizing continual improvement, utilizing data, and establishing quality management systems. TQM aims to foster collaboration, efficiency, and excellence through strategic and systematic approaches.
1A balanced Scorecard and Global StrategyA balanced score ca.docxdrennanmicah
1
A balanced Scorecard and Global Strategy
A balanced score card is a set of performance which results and targets four major performance perspectives: The learning and growth perspective; the business process perspective; the customer perspective; and the financial perspective. Financial performance measures indicate whether the firm’s strategy, implementation, and execution are contributing to bottom-line improvement. In any business organization, financial goals have to do with profitability, shareholders value, and growth opportunities in terms of sales and revenues (Kaplan & Norton, 1992). Given today’s business environment, financial managers should pay more attention on long-term financial measures. They should focus on shareholder value analysis, which forecasts future cash flows and discounts them back to a rough estimate of current value, in order to have a forward looking approach towards financial analysis (Niven, 2002). A well designed financial control system can enhance rather than inhibit a firm’s total quality management program.
Innovation and learning perspective tries to answer the question, can we continue to improve and create value? The ability of the company to innovate, improve, and learn is tied directly to its value(Kaplan & Norton, 1992). It is only through the ability to launch new products, create more value for customers, and improve operating efficiencies on a continuous basis that a company can penetrate new markets and increase revenues as well as profit margin in both short and long run, grow and thereby increase shareholders value. Customer perspective, how customers see or views the organization is the center of focus under this perspective. In all business entities, customers must be given an upper hand priority because without them business will not take place hence the organization will not survive (Niven, 2002). Currently, most companies have a corporate mission with customers as the center of focus. The balanced scorecard demands that managers should translate their general mission statement on customer service into specific measures which reflect the factors that really matter to the customers. It should meet all the four concerns of customers which include time, quality, cost, and performance and service. The final perspective, internal business perspective, defines what exactly should be done internally to meet the customers’ expectations. Excellent customer performance drives from processes, decisions, and actions taking place throughout a company(Kaplan & Norton, 1992). Managers therefore need to focus on the critical internal operations which enable them to satisfy customer needs.
Basing on this analysis, continual improvement, and introduction of new products and diversification of our product portfolio are other strategies that would be a good fit for the company profile (Vijay & Anil, 2008).The targets for success keep on changing. Intense global competition requires that organizations mak.
This document summarizes a research report on delivering the promise of management practices. It finds that adopting new management practices is closely linked to productivity improvements, but UK managers have been slower and less successful than counterparts in other countries. The report challenges common assumptions about best practices, finding they are complex and context-specific. It provides recommendations for managers and policymakers on overcoming inertia to change, adapting practices to the local context, and creating supportive environments for implementing new practices to maximize benefits.
This document discusses strategic management and planning processes. It begins by outlining the strategic management process, which involves external and internal analysis, developing a vision and mission, setting objectives, strategic options and choice, executing the plan, and performance management with feedback loops. It then discusses developing a strategic vision versus a mission statement. A strategic vision outlines where a company wants to go in the future, while a mission statement defines current operations. The document provides examples of company visions and discusses communicating the strategic vision. It also covers setting objectives, characteristics of objectives, and examples of financial and strategic objectives. Finally, it discusses internal and external analysis as part of the strategic analysis and choice process.
The study of scope and implementation of lean aspectsprj_publication
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins by noting that pharmaceutical companies face challenges like rising costs and need to deliver quality products quickly within a competitive environment. While other industries have benefited from approaches like Lean and Six Sigma, the pharmaceutical industry has been slow to adopt lean manufacturing.
The study aims to outline the scope for applying lean management principles in the pharmaceutical industry in order to improve quality and efficiency. It conducted surveys at 6 pharmaceutical companies in Hyderabad, India to understand their quality systems and potential for lean implementation. The surveys found awareness of lean was highest through websites and management guides, while business processes showed the lowest awareness. This indicates pharmaceutical firms should look for more opportunities to apply
The study of scope and implementation of lean aspectsprjpublications
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins with an introduction to lean strategies and their historical use in eliminating waste and improving efficiency. While lean has been successfully adopted in other industries, the pharmaceutical industry has been slow to implement it. The study aims to identify lean management principles that can be applied in the pharmaceutical manufacturing environment to improve quality and productivity while reducing costs. It also discusses conducting surveys of pharmaceutical companies to understand their current quality systems and openness to lean implementation. The goal is to determine how lean principles can enhance processes to achieve very high productivity, short lead times, and exceptional product quality.
The strategic management process is a five-component approach used by businesses to develop strategies that allow them to respond quickly to challenges. The five components are: 1) developing a vision and mission, 2) setting performance objectives, 3) creating strategies to achieve objectives, 4) implementing strategies, and 5) evaluating performance. This dynamic process helps organizations find new ways to conduct business efficiently.
The document provides an overview of strategic management. It defines strategic management as managing an organization's resources to achieve goals and objectives. The process involves setting objectives, analyzing the competitive environment and internal organization, evaluating strategies, and implementing strategies across the organization. An example is given of a technical college using strategic management to increase enrollment and graduation rates over three years to boost revenue. The four processes of strategic management are also outlined.
ESN White Paper: In a tough economy quality matters more than everESN
It is one thing to seek and obtain ISO certification … it is another to maintain the protocols and uphold the practices to deliver consistent quality over time and in changing business and economic conditions. ESN would argue that a tough economy calls for even greater effort to produce quality products. And if managed well, it can also present an opportunity to boost competitive advantage.
Based on your course reading assignments and your pending research p.docxcherishwinsland
Based on your course reading assignments and your pending research problem, what type of study do you believe you are conducting, and please explain why?
Extra materials:
Descriptive
research
is a study designed to depict the participants in an accurate way. More simply put, descriptive analysis is all about describing people who take part in the survey.
There are three ways a researcher can go about doing a descriptive research project, and they are:
Observational, defined as a method of viewing and recording the participants
Case study, defined as an in-depth study of an individual or group of individuals
Survey, defined as a brief interview or discussion with an individual about a specific topic
Mixed
methods
research
(Extracted from the article below) is the use of quantitative and qualitative methods in a single study or series of studies. It is a new methodology that is increasingly used by health researchers, especially within health services research. There is a growing literature on the theory, design, and critical appraisal of mixed methods research. However, few papers summarize this methodological approach for health practitioners who wish to conduct or critically engage with mixed methods studies.
Article: Using Mixed Methods in Health Research
Meta-Analysis
Meta
-
analysis
is a statistical technique for combining data from multiple studies on a particular topic. A Meta-analysis is an analytical tool for estimating the mean and variance of underlying population effects from a collection of empirical studies addressing ostensibly the same research question. Meta‐analysis has become an increasingly popular and valuable tool in psychological research, and significant review articles typically employ these methods.
Article: Meta-Analysis in Medical Research
Epidemiology
According to the Centers for Disease Control,
Epidemiology
is the method used to find the causes of health outcomes and diseases in populations. In epidemiology, the patient is the community and individuals are viewed collectively. By definition, epidemiology is the study (scientific, systematic, and data-driven) of the distribution (frequency, pattern) and determinants (causes, risk factors) of health-related states and events (not just diseases) in specified populations (neighborhood, school, city, state, country, global).
Article: Epidemiology is a Science of High Importance
Longitudinal Studies
Longitudinal Study, an epidemiologic study that follows a population forward over time, evaluating the effects of one or more variables on a process. If individuals are followed, it is termed a longitudinal cohort study. If classes—e.g., age classes—are studied, it is a longitudinal cross-sectional study. Longitudinal studies are the converse (opposite) of horizontal (parallel) studies.
Article Longitudinal Studies
.
Based on yesterday Assignment (Green Machine)1. Provide a Com.docxcherishwinsland
The document provides instructions for an assignment to analyze competitors in the green machine industry. Students are asked to assess the overall industry strategy, describe each major competitor's current marketing positioning and strategy, and identify the main sources of competitive advantage for each key rival firm.
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For most of its fifty-four years of existence, McDonald’s has been.docxrhetttrevannion
For most of its fifty-four years of existence, McDonald’s has been quite successful growing its business while utilizing a decentralized approach to managing its global workforce. As the size, complexity, and global character of the business have continued to grow (to more than thirty-thousand restaurants in 118 countries serving fifty-five million customers per day), however, it became increasingly apparent that sustained success requires the development of more consistent and disciplined approaches to talent management and development. In response to this recognized need, McDonald’s has taken a number of steps, starting in 2001, that have enhanced its capabilities for developing local leadership talent and ensuring management continuity throughout its global system. This chapter will provide an overview of how McDonald’s system for developing its management talent throughout the world has evolved over the past eight years and will focus on describing the design, roll-out, initial impacts, and continued refinement of five major initiatives that have been introduced to enhance this system since 2001.
A number of factors led the organization to the conclusion that enhancements in its talent management and development system were needed. First, after many years of outstanding business results and growth, business performance began to falter. For the fourth quarter of 2002, in fact, the company declared the first loss in its history. In contrast to the significant problems surfacing in the company’s business results, however, the ratings of managers in McDonald’s performance management system were incredibly high and suggested that everyone was doing an outstanding job. More specifically, more than 90 percent of the managers were rated either “outstanding” or “excellent,” and over 75 percent were assessed as having the potential to advance to take on greater responsibilities. Senior management recognized that “something was wrong with this picture.” It was clear that the bias toward inflated ratings of both performance and potential did not align with the overall performance of the business. Furthermore, senior management noted that, despite the very high ratings of employees’ potential throughout the system, when key leadership positions actually needed to be filled, the company was frequently having difficulty finding individuals everyone could agree were truly ready for these roles.
These factors led senior management of the company to begin to take significant actions to upgrade the company’s talent management systems and processes on a global basis. (Note: While the initiatives to enhance talent development that are described in this paper were well under way at the time, the urgency for them was painfully validated when in April of 2004, McDonald’s CEO Jim Cantalupo died suddenly and unexpectedly. Fortunately, due to the heightened attention that was being given to talent management at this time, his successor, Charlie Bell, was quickly an.
The document provides an overview of several global business excellence models and frameworks, including the Australian Business Excellence Framework, Malcolm Baldrige Framework, EFQM Excellence Model, Tata Business Excellence Model, and Mexican Business Excellence Model. It describes the key elements and criteria of each model. The conclusion argues that an ideal comprehensive business excellence model should be general enough to cover all business activities, processes, and functions, while also being user-friendly, dynamic, and able to evolve over time.
The document provides an overview of quality standards and frameworks that can help Pakistani organizations improve, such as the Deming Prize, EFQM Excellence Model, and Malcolm Baldridge National Quality Award. It then describes elements that could form the framework for a proposed Pakistan Quality Award, including leadership, engagement of people, relationship management, process management, monitoring and analysis, people results, customer results, corporate social responsibility, and outcomes. The frameworks emphasize the importance of leadership, strategy, people engagement, relationships, processes, measurement and analysis, and results. Implementing such a quality award framework could help Pakistani organizations achieve their goals and improve competitiveness.
The document discusses a Total Quality Management (TQM) model for sustainability. The model identifies three key dimensions for integrating sustainability into corporate strategy: 1) identifying strategic sustainability issues, 2) engaging suppliers and customers to manage issues across the supply chain, and 3) promoting sustainability across all corporate departments. An eight-step process is then outlined for implementing the TQM for Sustainability model, including defining priorities, developing indicators, and continuous improvement. The model was piloted with a real estate development firm in Brazil.
This document discusses the importance of implementing Total Quality Management (TQM) principles and business excellence strategies when implementing an Enterprise Resource Planning (ERP) system. The key points are:
1) ERP implementation is a socio-technical endeavor that requires modifying business processes, but many ERP implementations fail due to organizational and cultural issues. TQM/business excellence principles can help address these issues.
2) TQM emphasizes factors like top management commitment, teamwork, training, and employee empowerment that are important for successful ERP implementation.
3) For ERP implementation to be successful, TQM must be integrated into the corporate strategy and form a "quality loop" that ensures continuous improvement.
This document provides an overview of Total Quality Management (TQM) and some of its key concepts. It discusses that TQM is a management philosophy focused on continuously improving processes and exceeding customer expectations. The document outlines some of the basic concepts of TQM including top management commitment, customer satisfaction, employee involvement, continuous process improvement, and performance measures. It also discusses tools used in TQM like quality improvement teams, benchmarking, and statistical process control.
No organisation is the best at everything it does. And being second in most activities can add up to coming first overall. All managers recognise that it is up to them to improve continuously the operations that they are responsible for. But that aspiration is blunted because they don’t know how much better their performance could be.
Benchmarking is the structured comparison of an organisation’s products, services, processes or activities with those of an external organisation that is believed to have better performance. The goal is to pinpoint the factors that contribute to that superiority, and to adopt them.
Organisations usually compare themselves with the leaders in their own industrial sectors. But comparison can also be made with processes that, although in other sectors, have similar characteristics – such as shared service centres. An airline compared the processes in the ‘turnaround time’ for planes with those used in pit stops for racing cars. Benchmarking with non-competitors
can increase the quality and quantity of the information available.
The document discusses how knowledge management (KM) can be mapped to the European Foundation for Quality Management (EFQM) Excellence Model. It provides an overview of the EFQM Model, which is based on nine criteria that assess an organization's progress toward excellence. Five criteria are "Enablers" of how an organization operates, and four are "Results" of what the organization achieves. The document then examines how each Enabler criterion is related to KM implications, such as how leaders can use knowledge to set business direction and change it based on customer and market insights. KM helps achieve business objectives in a smart way by developing a knowledge-sharing mindset throughout the organization.
The document outlines 24 key concepts and terminologies used in total quality management (TQM). Some of the main points discussed include focusing on customer satisfaction, engaging employees in decision making, integrating systems across departments, emphasizing continual improvement, utilizing data, and establishing quality management systems. TQM aims to foster collaboration, efficiency, and excellence through strategic and systematic approaches.
1A balanced Scorecard and Global StrategyA balanced score ca.docxdrennanmicah
1
A balanced Scorecard and Global Strategy
A balanced score card is a set of performance which results and targets four major performance perspectives: The learning and growth perspective; the business process perspective; the customer perspective; and the financial perspective. Financial performance measures indicate whether the firm’s strategy, implementation, and execution are contributing to bottom-line improvement. In any business organization, financial goals have to do with profitability, shareholders value, and growth opportunities in terms of sales and revenues (Kaplan & Norton, 1992). Given today’s business environment, financial managers should pay more attention on long-term financial measures. They should focus on shareholder value analysis, which forecasts future cash flows and discounts them back to a rough estimate of current value, in order to have a forward looking approach towards financial analysis (Niven, 2002). A well designed financial control system can enhance rather than inhibit a firm’s total quality management program.
Innovation and learning perspective tries to answer the question, can we continue to improve and create value? The ability of the company to innovate, improve, and learn is tied directly to its value(Kaplan & Norton, 1992). It is only through the ability to launch new products, create more value for customers, and improve operating efficiencies on a continuous basis that a company can penetrate new markets and increase revenues as well as profit margin in both short and long run, grow and thereby increase shareholders value. Customer perspective, how customers see or views the organization is the center of focus under this perspective. In all business entities, customers must be given an upper hand priority because without them business will not take place hence the organization will not survive (Niven, 2002). Currently, most companies have a corporate mission with customers as the center of focus. The balanced scorecard demands that managers should translate their general mission statement on customer service into specific measures which reflect the factors that really matter to the customers. It should meet all the four concerns of customers which include time, quality, cost, and performance and service. The final perspective, internal business perspective, defines what exactly should be done internally to meet the customers’ expectations. Excellent customer performance drives from processes, decisions, and actions taking place throughout a company(Kaplan & Norton, 1992). Managers therefore need to focus on the critical internal operations which enable them to satisfy customer needs.
Basing on this analysis, continual improvement, and introduction of new products and diversification of our product portfolio are other strategies that would be a good fit for the company profile (Vijay & Anil, 2008).The targets for success keep on changing. Intense global competition requires that organizations mak.
This document summarizes a research report on delivering the promise of management practices. It finds that adopting new management practices is closely linked to productivity improvements, but UK managers have been slower and less successful than counterparts in other countries. The report challenges common assumptions about best practices, finding they are complex and context-specific. It provides recommendations for managers and policymakers on overcoming inertia to change, adapting practices to the local context, and creating supportive environments for implementing new practices to maximize benefits.
This document discusses strategic management and planning processes. It begins by outlining the strategic management process, which involves external and internal analysis, developing a vision and mission, setting objectives, strategic options and choice, executing the plan, and performance management with feedback loops. It then discusses developing a strategic vision versus a mission statement. A strategic vision outlines where a company wants to go in the future, while a mission statement defines current operations. The document provides examples of company visions and discusses communicating the strategic vision. It also covers setting objectives, characteristics of objectives, and examples of financial and strategic objectives. Finally, it discusses internal and external analysis as part of the strategic analysis and choice process.
The study of scope and implementation of lean aspectsprj_publication
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins by noting that pharmaceutical companies face challenges like rising costs and need to deliver quality products quickly within a competitive environment. While other industries have benefited from approaches like Lean and Six Sigma, the pharmaceutical industry has been slow to adopt lean manufacturing.
The study aims to outline the scope for applying lean management principles in the pharmaceutical industry in order to improve quality and efficiency. It conducted surveys at 6 pharmaceutical companies in Hyderabad, India to understand their quality systems and potential for lean implementation. The surveys found awareness of lean was highest through websites and management guides, while business processes showed the lowest awareness. This indicates pharmaceutical firms should look for more opportunities to apply
The study of scope and implementation of lean aspectsprjpublications
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins with an introduction to lean strategies and their historical use in eliminating waste and improving efficiency. While lean has been successfully adopted in other industries, the pharmaceutical industry has been slow to implement it. The study aims to identify lean management principles that can be applied in the pharmaceutical manufacturing environment to improve quality and productivity while reducing costs. It also discusses conducting surveys of pharmaceutical companies to understand their current quality systems and openness to lean implementation. The goal is to determine how lean principles can enhance processes to achieve very high productivity, short lead times, and exceptional product quality.
The strategic management process is a five-component approach used by businesses to develop strategies that allow them to respond quickly to challenges. The five components are: 1) developing a vision and mission, 2) setting performance objectives, 3) creating strategies to achieve objectives, 4) implementing strategies, and 5) evaluating performance. This dynamic process helps organizations find new ways to conduct business efficiently.
The document provides an overview of strategic management. It defines strategic management as managing an organization's resources to achieve goals and objectives. The process involves setting objectives, analyzing the competitive environment and internal organization, evaluating strategies, and implementing strategies across the organization. An example is given of a technical college using strategic management to increase enrollment and graduation rates over three years to boost revenue. The four processes of strategic management are also outlined.
ESN White Paper: In a tough economy quality matters more than everESN
It is one thing to seek and obtain ISO certification … it is another to maintain the protocols and uphold the practices to deliver consistent quality over time and in changing business and economic conditions. ESN would argue that a tough economy calls for even greater effort to produce quality products. And if managed well, it can also present an opportunity to boost competitive advantage.
Similar to Based on reading Ch 1 and 2 from the above book, Reflection-in-Ac.docx (20)
Based on your course reading assignments and your pending research p.docxcherishwinsland
Based on your course reading assignments and your pending research problem, what type of study do you believe you are conducting, and please explain why?
Extra materials:
Descriptive
research
is a study designed to depict the participants in an accurate way. More simply put, descriptive analysis is all about describing people who take part in the survey.
There are three ways a researcher can go about doing a descriptive research project, and they are:
Observational, defined as a method of viewing and recording the participants
Case study, defined as an in-depth study of an individual or group of individuals
Survey, defined as a brief interview or discussion with an individual about a specific topic
Mixed
methods
research
(Extracted from the article below) is the use of quantitative and qualitative methods in a single study or series of studies. It is a new methodology that is increasingly used by health researchers, especially within health services research. There is a growing literature on the theory, design, and critical appraisal of mixed methods research. However, few papers summarize this methodological approach for health practitioners who wish to conduct or critically engage with mixed methods studies.
Article: Using Mixed Methods in Health Research
Meta-Analysis
Meta
-
analysis
is a statistical technique for combining data from multiple studies on a particular topic. A Meta-analysis is an analytical tool for estimating the mean and variance of underlying population effects from a collection of empirical studies addressing ostensibly the same research question. Meta‐analysis has become an increasingly popular and valuable tool in psychological research, and significant review articles typically employ these methods.
Article: Meta-Analysis in Medical Research
Epidemiology
According to the Centers for Disease Control,
Epidemiology
is the method used to find the causes of health outcomes and diseases in populations. In epidemiology, the patient is the community and individuals are viewed collectively. By definition, epidemiology is the study (scientific, systematic, and data-driven) of the distribution (frequency, pattern) and determinants (causes, risk factors) of health-related states and events (not just diseases) in specified populations (neighborhood, school, city, state, country, global).
Article: Epidemiology is a Science of High Importance
Longitudinal Studies
Longitudinal Study, an epidemiologic study that follows a population forward over time, evaluating the effects of one or more variables on a process. If individuals are followed, it is termed a longitudinal cohort study. If classes—e.g., age classes—are studied, it is a longitudinal cross-sectional study. Longitudinal studies are the converse (opposite) of horizontal (parallel) studies.
Article Longitudinal Studies
.
Based on yesterday Assignment (Green Machine)1. Provide a Com.docxcherishwinsland
The document provides instructions for an assignment to analyze competitors in the green machine industry. Students are asked to assess the overall industry strategy, describe each major competitor's current marketing positioning and strategy, and identify the main sources of competitive advantage for each key rival firm.
Based on what youve learned from the material on incidental teachin.docxcherishwinsland
Based on what you've learned from the material on incidental teaching, in a two page (minimum) double spaced paper, describe in detail how you would implement an incidentaI teaching model in a preschool classroom with 10 children. Include: methods of target behavior identification, methods of reinforcement, and expected outcomes as a result of IT implementation.
.
Based on what you have learned related to cybercrime and technol.docxcherishwinsland
Based on what you have learned related to cybercrime and technology, write 2 pages outlining your opinion of what might happen in the future with the emergence of artificial intelligence and/or autonomous vehicles (any kind) and other emerging technologies.
What kind of crimes do you think might be possible?
How might our legal system have to change in order to keep up?
Do we need stricter laws or better technology? or both?
.
Based on what you have learned in this class, write a letter to a fu.docxcherishwinsland
Based on what you have learned in this class, write a letter to a future employer that explains how religion, language, philosophy, material culture, non-material culture, and/or interaction with the environment have shaped the origins and evolution of world civilizations. Please provide at least two concrete examples.
pick on and write about it. 3 pages
.
Based on what you have learned about using unified communication.docxcherishwinsland
Based on what you have learned about using unified communication platforms in a collaborative environment,
create
a 5-slide presentation to a department head or the CEO of a company to convince the audience that this would benefit their business.
Remember to use this format:
Introduction
State the business problem
The current set up
What is Unified Communication Platforms
State how Unified Communication Platforms will help the business
Cite at least two apps that are part of Unified Communication Platforms that is recommended by you
Cost of moving to Unified Communication Platform
Conclusion
Click
the Assignment Files tab to submit your assignment.
.
Based on what you have learned about using cloud-based office pr.docxcherishwinsland
Based on what you have learned about using cloud-based office productivity software,
create
a 5-slide presentation to the department head or CEO to convince him or her that using a cloud-based office productivity suite would benefit the company.
Include
the following in your presentation:
The stated business problem
The current set up
The benefits of moving to the cloud:
The benefits of collaboration
The difference moving to the cloud will be over current practice
Cost of moving to the cloud
Be sure that you also
include
an Introduction and Conclusion slide, along with graphics, Speaker Notes, and a properly formatted APA Reference slide.
Click
the Assignment Files tab to submit your assignment.
.
Based on week 13 reading assignment wh,describe an IT or simil.docxcherishwinsland
Based on week 13 reading assignment wh,
describe an IT or similar business project you have done or are currently doing. In your discussion, provide information on the following:
1. What is that project? Provide complete description.
2. What was the scope, deliverable, and results of the project?
3. What constraints did you experience and how did you handle them?
4. If you had to do the same project again, what changes will you recommend?
Week 13 reading assignment attached
.
Based on the video, how do we make ourselves vulnerable or not so vu.docxcherishwinsland
Based on the video, how do we make ourselves vulnerable or not so vulnerable with decision-making. Sometimes do we try to make the uncertain, certain, by making a decision without the facts and taking into consideration everyone's perspective of the decision at hand? Do we pretend that the other perspective doesn't even exist when we are making decisions?
https://www.ted.com/talks/brene_brown_the_power_of_vulnerability/up-next
.
Based on the video (specifically Section 1 Understanding the Comm.docxcherishwinsland
Based on the video (specifically Section 1:
Understanding the Communications Plan
) think of a presentation or proposal you have given or observed, or may be giving in the future, and complete a Stakeholder Register (
Stakeholder Register example
). Requirements include a brief synopsis of the presentation or proposal (1 page maximum) and a completed register. You may use whatever format for the register (word document, spreadsheet, etc.) that is convenient
.
Based on the texts by Kafka and Eliot, (writing on one or the other .docxcherishwinsland
Based on the texts by Kafka and Eliot, (writing on one or the other or both), discuss how the writers seem critical of modern culture, as they portray modern man as a self-conscious functionary who fears an acute loss of spirituality and identity, as well as the ability to achieve authenticity and happiness, overcome by the dehumanizing forces of industrialization and capitalism in post-WWI Europe.
- at least 700 words.
- MLA style
.
Based on the texts by Kafka and Eliot, (writing on one or the ot.docxcherishwinsland
Based on the texts by Kafka and Eliot, (writing on one or the other or both), discuss how the writers seem critical of modern culture, as they portray modern man as a self-conscious functionary who fears an acute loss of spirituality and identity, as well as the ability to achieve authenticity and happiness, overcome by the dehumanizing forces of industrialization and capitalism in post-WWI Europe.
.
Based on the techniques discussed for hiding data on a computer, w.docxcherishwinsland
Based on the techniques discussed for hiding data on a computer, which method would you use for the following:
Hiding information from a young family member who uses the same computer
Hiding information from a colleague who is a network administrator
Hiding information from an intelligence agency, such as the CIA
data hiding techniques
: -
1.hide in the properties
2.rename/change extension
3.steganography
4.hash
5.encryption
6.bit shifting
.
Based on the readings, there are specific components that encompass .docxcherishwinsland
Based on the readings, there are specific components that encompass SW-PBIS. Please describe any additional components that you think should also be included in the SW-PBIS plan. State why you think this(these) component(s) should be included.
An initial posting of roughly 150 words is due by January 12th.
.
Based on the readings titled ‘Lost Trust’, ‘Chinese Port Cities’ a.docxcherishwinsland
Based on the readings titled ‘Lost Trust’, ‘Chinese Port Cities’ and ‘Emerging Urban Form of Accra’, identify and describe emerging URBAN spatial patterns in the United States, Shanghai (China) and Accra (Ghana) under globalization.
Instructions. This is a 3-2-paragraph essay and should fit onto one page, 1.5 spacing and 1-inch margins (About 400 words).
Your second paragraph should identify and describe the emerging spatial patterns for the core (USA). This paragraph should be about 100 words.
Your second third paragraph should identify and describe the spatial patterns for the semi-periphery (China). This paragraph should be about 100 words.
Your fourth paragraph should make spatial patterns for the periphery (Ghana). This paragraph should be about 100 words.
Your first paragraph should be a very, very brief introduction (no more than 2 sentences or about 50 words) and the fifth should be a very brief conclusion (no more than two sentences or about 50 words). These make up the 2 in the 3-2- paragraph essay.
By putting these five paragraphs together, you would have written an essay about emerging geographies of urbanization under globalization in the core, semi-periphery and periphery focusing on spatial patterns ONLY.
Rubic_Print_FormatCourse CodeClass CodeAssignment TitleTotal PointsHCA-807HCA-807-O500Contrast of Health Care Structures200.0CriteriaPercentageUnsatisfactory (0.00%)Less Than Satisfactory (73.00%)Satisfactory (82.00%)Good (91.00%)Excellent (100.00%)CommentsPoints EarnedContent70.0%Contrast of Public and Private Structures20.0%A contrast of public and private structures is either missing or not evident to the reader.A contrast of public and private structures is present, but incomplete or inaccurate.A contrast of public and private structures is presented, but is cursory and lacking in depth. The research used for support is outdated.A contrast of public and private structures is thoroughly presented and includes a discussion of all necessary elements. The contrast is moderately well supported though some sources of support are outdated.A contrast of public and private structures is thoroughly presented with rich detail and includes a discussion of all necessary elements. The contrast is well supported with current and/or seminal research.Analysis of Current Viability and Future Sustainability of Each Structure20.0%An analysis of current viability and future sustainability of each structure is either missing or not evident to the reader.An analysis of current viability and future sustainability of each structure is present, but incomplete or inaccurate.An analysis of current viability and future sustainability of each structure is present, but cursory. The research used for support is outdated.An analysis of current viability and future sustainability of each structure is present and thorough. The analysis is moderately well supported though some sources of support are outdated.An analysis of current viability and .
Based on the readings this week, answer the two following questions .docxcherishwinsland
Based on the readings this week, answer the two following questions in 150 words per question:
1. In this weeks' readings the Puerto Rican and Jamaican voice (specifically DJ Kool Herc losing his accent) were omitted from hip hop/rap culture while the Chicano voice was avidly expressed. In your opinion, what factors contributed to this binary of resistance and conformity? In other words, why do you think Chicanos held on to their language and slang, where other ethnic groups did not?
2. In hip hop/rap culture, how important is a name in the quest for identity formation? Use examples from the texts.
.
Based on the readings for the week, discuss your opinion on the need.docxcherishwinsland
Based on the readings for the week, discuss your opinion on the need for variance analysis in either a service provider setting (retail or restaurant), or manufacturing setting.
VanZante, N. (2007, April). Helping students see the "big picture" of variance analysis. Management Accounting Quarterly, 8(3), 39-40, 42-47. Retrieved March 17, 2010, from ProQuest Database.
.
Based on the reading assignment, your experience, and personal r.docxcherishwinsland
Based on the reading assignment, your experience, and personal research, please answer the following questions:
Thoroughly explain what is recovering, data, and validation as it relates to cell phone forensics?
What is evidence contamination as it relates to digital forensics?
List and describe at least two forms of contamination and how they can be avoided
What is the Faraday method?
List and explain three of the strategies associated with Faraday Methods
.
Based on the reading assignment (and in your own words), why are MNE.docxcherishwinsland
Based on the reading assignment (and in your own words), why are MNEs better able to exploit global opportunities (versus purely domestic competitors)?
Your response should be at least
200 words
in length. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
[removed] [removed] [removed] [removed]
Moffett, M. H., Stonehill, A. I., & Eiteman, D. K. (2012).
Fundamentals of multinational finance
. (IV ed., pp. 14-14). New York: Pearson.
In-text citation
(Moffett, Stonehill & Eiteman, 2012)
No Wiki, no dictionary.com, please cite all work.
.
Based on the primary documents from chapter 23 of AmericanYawp, plea.docxcherishwinsland
Based on the primary documents from chapter 23 of AmericanYawp, please answer the following questions in a thoughtful, well-written essay of approximately 750 words:
1: What is Herbert Hoover’s fear about the New Deal? What does he mean when he warns that a new deal “would destroy the very foundations of our American system”?2: What was Huey Long’s plan? Would Hoover have approved of it? Why or why not?3: What was FDR’s plan, as outlined in his re-nomination speech? Would Long and Hoover have approved or disapproved of this plan? Why or why not?
Papers should be double-spaced with normal fonts and margins and include an introduction and conclusion
.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Based on reading Ch 1 and 2 from the above book, Reflection-in-Ac.docx
1. Based on reading Ch: 1 and 2 from the above book, Reflection-
in-Action Entry should be 400 words in length. Discuss and
reflect on the topic in terms of:
1. How the content and assignments met the course
objective(s)? [Course: Managing System Change And Improving
Patient Outcomes]
2. Provide examples of actual or potential applications of the
course week’s course concepts.
3. Successes or challenges that you had for the week in terms of
the course content
Running head: OPERATIONS EXCELLENCE
1
OPERATIONS EXCELLENCE
8
Practicum – Week 6 Journal Entry
Student 1
Student 2
Student 3
Student 4
Professor
Date
The impact of Operation Excellence on the Performance of
McDonald’s in the Fast Food Industry
1.0 Introduction
2. Businesses operate in the competitive environment and thus
operational excellence facilitates the execution of a business
strategy in a reliable and consistent manner. The operational
excellence strategy derives the competitiveness of the business
from enforcing practices that aim at achieving better results. A
company enforces the most effective strategy that has minimal
operational risks, low operation costs, and enhanced revenue
relative to its rivals (Oakman, 2014). Mainly, operations
excellence is a management philosophy embedded on
continuous improvement modes, such as lean thinking,
Scientific Management, and Six Sigma. Importantly, the focus
of operational excellence is on long-term improvement and
change in organizational culture in order to realize
sustainability. The fast food industry, like any other market, is
very competitive. In effect, players in the industry strive to
enforce operation excellence as a way of gaining leverage and
remaining ahead of competitors. One of the firms operating
within this industry is McDonald's. McDonald's was established
on 15 April 1955, Des Plaines, Illinois, and since then, the
company has continued to dominate the industry and its global
presence is a good indication of how the company has remained
successful amidst the competition. In effect, the objective of the
research is to review the manner in which operational
excellence has facilitated McDonalds’s success within the
global fast food industry.
1.1 Background
As postulated by Oakman (2014), organizations that pursue
operational excellence strive to manage their business and
operations using a systemic approach as well as investing in
developing the right organizational culture that promotes the
consistent and reliable execution of the business strategy.
Within organizations, operational excellence is manifested
through integrated performance across all departments; that is,
the increase in revenues, reduced operational costs, and lesser
business risk. In this regard, the focus of operational excellence
3. is to meet the expectations of clients which are attained through
continuous improvement of organizational processes and
adjusting the organizational culture to reflect the new strategy.
Numerous research studies have been conducted to analyze the
role of operational excellence in enhancing the performance of
an organization. Largely, these studies have focused on how the
enhancement in organizational efficiency has been implemented
with the goal of remaining competitive. In this regard, only
limited research has been conducted to investigate how
multinational companies use operation excellence such as
McDonald's to implement and sustain efficiency in the
performance of the organization in order to realize success.
With the expansion of the knowledge and venture of companies
in the global markets, businesses are confronted with the
challenge of implementing an effective strategy to ensure
success. Business owners and operations managers are feeling
the increased pressure to effectively manage the complexity of
the business by putting into place system controls that will help
them to proactively manage the complexity through enforcement
of control systems to function in the competitive environment
and adapt to the prevailing market trends. At the present,
operational excellence is among the key business concerns for
executives, more so for global companies in their quest for
profitability and business consistency. An evaluation of the
global markets shows that operational excellence has proved
critical for companies that derive products and services to
clients (Belekoukias, Garza-Reyes, and Kumar, 2014).
The applicable theory in the study of operational experience is
the Goldratt’s Theory of Constraints as postulated by Costas et
al. (2015). In order to investigate the impact of operations
efficiency on organizational success, the model offers a
framework that can be applied in outlining the most integral
factors that limit attainment organizational goals in an effort to
address the constraints limiting the firm's performance. In this
regard, the theory offers powerful tools regarding the approach
4. that companies can implement to realize operational excellence.
McDonald's fast food chain has been selected for the current
analysis as an organization implementing operational excellence
strategies across its global network of fast food outlets. As the
company expands to new regions across the world, the
operational strategy will be aimed at making the firm more
competitive.
According to Oakland (2014), operation excellence is described
as an outstanding practice that the organization implements to
achieve outstanding results. The practice of operational
excellence has been built around a number of concepts that
collectively are geared to achieving organizational success.
These concepts include results orientation: focus on customer
service delivery, leadership, and consistency of purpose,
effective management of processes and facts, people
engagement and development and continuous learning. Other
factors that are embodied in operation excellence include
innovation and improvement, facilitating continuous learning
developing partnerships and being public responsible.
Organizations embrace operations excellence as an approach for
achieving organizational strategic objectives and clients’
expectation. Organizations thus implement the concept of
operational excellence by integrating leadership and teamwork,
as well as problem-solving as measures of constant
improvement throughout the organization as well as addressing
the welfare of employees and meeting the demands of clients.
The idea behind operational excellence is to maximize the
existing processes within the firm in order to give the company
leverage over other players in the industry.
1.2 Statement of the Problem
In the wake of increased competition on the global scale and
global downturn in the economy, many businesses have been
compelled to review their strategy in order to boost their
5. efficiency to survive. Measures such as cost-cutting and
efficiency strategies are some of the approaches that firms are
implementing to counter the inherent challenges. Operational
excellence offers a viable choice for domestic and global
companies to gain a competitive edge and survive in the
industry. Nonetheless, not many firms have successfully
implemented the practice, mostly because of the lack of skilled
personnel to facilitate the process. Even though McDonald's has
implemented operational efficiency in its strategy, there is a
need for the company to explore the successful integration of
the practice into the overall business strategy on the global
scale as a way of attaining a competitive edge. Most studies that
have been facilitated with regard to operational efficiency have
mainly focused on the Six Sigma approach and the inclusion of
total quality management in organizational processes. The
knowledge gap that the current study seeks to address is on how
operational excellence can be integrated with McDonald’s
overall business model to attain success.
1.3 Main Research Objectives
The Objectives That the Research Seeks to Achieve are as
Follows
i. To establish the operational excellence strategies that are
implemented at McDonald’s
ii. To examine the impact of operational excellence strategy in
Macdonald’s performance and competitiveness.
iii. To establish and suggest operational strategies that
McDonald’s can implement to realize organizational efficiency
iv. To suggest ways of integrating operational efficiency into
McDonald’s overall strategy as a way of enabling the business
to survive the competitive business setting.
6. 1.4 Justification
The study is critical in helping regulators and policymakers to
come up with effective business strategies that incorporate
operational excellence as the most effective approach to
realizing competitiveness and organizational excellence in the
fast food industry. International companies venturing into the
global business environment are confronted with challenges in
operating the business in an environment with intense rivalry.
As such, operational excellence is considered as one among the
most effective strategies that the business will be implementing
across its global outlets to realize success.
1.5 Limitations
There are various limitations to this study. First McDonalds is a
multinational fast-food chain with many outlets across the
globe. In this regard, the business dynamics across the regions
of operations vary significantly. Therefore, it will be
challenging selecting a representative sample that will truly
reflect the operational efficiency factor from a general outlook.
Notably, this challenge can be overcome by choosing a case
study, whereby the focus of the research will be within a single
region such as the United States only. This approach is ideal
especially when McDonalds's outlets in one region will be
selected to feature the representative sample. The second
limitation is the time and financial resource constraint that
researcher will face in conducting the research. This challenge
can be overcome by scheduling the research activities within the
given time period to ensure that the research is conducted
within the projected time to avert delays or changes in the
project scope, as well as additional costs.
2.0 Research Methodology
The methodology section covers the approach that was applied
7. in the research. Mainly it incorporates a blueprint that
facilitated the collection, measurement, and analysis of the data.
Aspects covered include the research design, the target
population, the research sample, and methods applied in the
analysis.
2.1 The Research Design
The study conducted relied on case study design. In regard, a
survey was conducted by selecting a representative sample so
that the outcome could be generalized to the overall population.
The research is both quantitative and qualitative research,
whereby data was collected from the selected participants using
interview schedules then generalized to the entire population of
study. The case design approach adopted in the research
attempted to define the subject by establishing a profile to
denote a group of problems. Mainly, this was achieved through
the collection of data and tabulation of the frequencies to show
a correlation between the research samples (Flick, 2014). The
approach was considered ideal for the research as it facilitated a
reflection of the right state of affairs regarding the
implementation of operational excellence at McDonald’s
without deviating from the aim of the research.
2.2 Data Collection
The study made use of interview schedules to facilitate the
collection of primary data. The questions in the schedules were
open-ended. Data were collected from among top ten employees
at McDonald's. The key goal of featuring the company's top
management on the research is because they are responsible for
strategy formulation at the camp and implementation of
strategies that influence organizational performance. The
interview guide as the tool for data collection was adopted
because of its applicability both to the research problem and
sample selected for the research.
2.3 Sample
8. The population for the research featured top management at
McDonald's and the representative sample was selected from
among the top management of the outlets featured in the study.
The overall participants who undertook the research are ten
managers who are in charge of strategy formulation and
implementation at McDonald's. Stratified random sampling was
used to select a representative sample of the research. The
interview guides were administered by booking an appointment
with the managers in their most convenient time. The approach
allowed the managers to be interviewed at their most convenient
time as their busy schedule limited their availability for the
study and the approach was critical in enhancing the response
rate.
2.4 Data Analysis
The collected data was qualitative and therefore content
analysis was applied to facilitate the analysis. The analysis was
achieved through the development of a thematic framework of
evaluation that was based on the key issue, themes, and aspects
arising from the research. The information gained from the
analysis was then interpreted and presented in a narrative
format (Flick, 2014).
3.0 Results and Findings
3.1 Introduction
The section presents the analysis and findings of the research to
demonstrate the impact of operational excellence on the
performance of McDonald’s within the fast food industry. The
study targeted the top ten management staff at the selected
outlets of the company and all of them contributed to the
survey. As a result, a 100% response rate was achieved. The
high response rate was attributed to prior preparation and
informing the respondents beforehand in order for them to avail
9. themselves for the research. As affirmed by Flick (2014), a high
response rate enhances the validity and reliability of the
research and the generalizability of the collected data to the
entire population featured in the research.
3.2 Respondents’ Demographics
To capture the background of the respondents featured in the
research, data regarding them was presented to show the
participants’’ profile in terms of age, level of education, work
experience and their perception of the company's
implementation of operational excellence strategies and how
this has influence organizational success. The analysis was
critical in enhancing the reliability of the data and providing an
overall outlook of the featured respondents.
3.2.1 Gender
In terms of gender representation, the findings are as shown.
The findings of the research show that majority of the
respondent were male respondents (67%), whereas women were
33%. Such is an indication that most top management positions
at McDonald's are male-dominated
3.2.2 Gender
The respondents were also analyzed in terms of their age and
the results are as depicted
The analysis indicates that majority of the top management who
were interviewed are aged 45 years and above a factor
associated with their long-term of service and experience, which
10. has influenced their promotion at the company.
3.2.3 Level of education
Another demographic aspect that was applied in analyzing the
respondents was their level of education and the findings are as
shown.
As indicated in the pie chart, the majority of the top managers
at McDonald’s have a master’s degree where the second highest
category is composed of Ph.D. holders. As such, the top
management at the company has a high level of education, a
factor attributed to the requirements of the job.
3.2.4 Wok Experience
The respondents were also ranked in terms of their work
experience; that is, based on the duration that they have served
at the company. The results are as shown,
The results indicate that the majority of top management at
McDonald's have work experience of over four years, and this
explains their rise through various career ranks which have been
linked to their experience on the job.
3.3 Identification of areas of operational Experience
The study sought to establish the strategies of operational
experience that McDonald's has implemented. The findings as
deduced from the top management interviews are as outlined
3.3.1 Implementation of strategies for continuous improvement
The study has sought to establish the extent to which the
11. company had implemented strategies to ensure continuous
improvement of the company’s processes. As documented from
the responses of the top management at McDonald's, the fast-
food chain has implemented a number of continuous
improvement strategies with the goal of attaining a competitive
edge over other industry players. These strategies include
continuous improvement of menus available, product
innovation, outstanding customer delivery, and continuous
improvement of service delivery to clients.
3.3.2 Operation excellence strategies implemented at
McDonald's
The study sought out to establish the operational excellence
strategies that the fast food chain implements to attain
organizational efficiency. Based on the feedback from the
respondents, the company applies various operational strategies.
These include employee development and engagement, emphasis
on customer satisfaction, continuous learning, and innovation
and implementing diverse efficiency delivery systems to ensure
organizational success, In addition, visionary leadership and
innovation in information systems are ways that the company
has implemented to realize organizational efficiency. Again,
respondents cited the company's participation in corporate
social responsibility initiatives and ensuring the integration of
the company's long-term goals into its strategy as ways of
forging synergy that has facilitated the company's success.
3.3.3 Features Characterizing operational efficiency
implementation
The study has sought to establish the aspects that denoted
operational excellence strategies implemented at the
McDonald’s. Based on the findings, the interviewed top
management members pointed out different features denoting
that operational excellence was being implemented at
McDonald's as part of its strategy. In this regard, the identified
features included results-driven operations, constant
12. improvement in products and service, empowerment of staff,
delivering customer value through customized menus and
effective service delivery, focus on financial excellence, and
integration of technological innovations into the company’s
operations as a way of attaining efficiency. Through
coordinated decision-making and optimizing service delivery,
McDonald's has remained competitive in the market and this has
been attributed to the adoption of operation excellence
strategies in order to realize a competitive edge over rivals.
3.3.4 The Extent to Which McDonald’s has recruited expertise
to facilitate operational excellence implementation
The respondents were interviewed with regard to which they
considered the company to have implemented sustainable
operational experience as part of the organizational strategy.
Based on the responses, finding indicated that the fast-food
chain had to a large extent recruited the relevant professionals
to assist the firm in leveraging on operational excellence as part
of its organizational strategy. Mainly, this was attributed to the
recruitment of highly trained and experienced staff with a
positive attitude to help make a positive contribution to the
company towards the realization of its strategic goals. The
ability of a company to compete effectively in the marketplace
is largely based on its ability to integrate operational excellence
as part of its collective strategy. The approach is particularly
important in the achievement of competitiveness in the
marketplace and building a sustainable business that will thrive
irrespective of the intense market competition it will encounter.
3.4 Discussion and Findings
The study has established that McDonald's has implemented a
wide range of operational excellence approaches that have
enabled the firm to remain competitive in the market in order to
enhance service delivery and product innovation. This indicates
that the management at McDonald's has been keen on
13. implementing operational excellence standards to enable the
firm to remain competitive. These findings are in line with
those of Carvalho et al. (2017) who established that
implementing operational excellence in the form of Six Sigma
facilitates an enterprise to conduct continuous improvement of
all its operational areas to achieve both financial and
nonfinancial performance. Operational excellence has been
noted to play a strategic role in effective decision making,
facilitating sound investment decisions, and ensuring that the
company remains profitable with low employee turnover.
McDonald's high market share and competitiveness in the
industry has been attributed to its operational excellence
strategies that have enabled the firm to conduct continuous
improvement of its operations and products to not only meet the
demands of the clients but also build a solid business network
that is renowned for its quality products and efficient service.
Again, the findings of the research show that McDonald’s has
been implementing a number of operational standards such
employee development and inclusion, emphasis on continuous
improvements, efficiency in delivery, visionary leadership and
building of partnerships as part of its strategy as defined in its
strategic goals. The strategies have been effective in achieving
customer engagement and ensuring all stakeholders are aware of
the company's strategic goal in order to make a positive
contribution to the company and success as well. Largely, the
findings regarding the operational stands implemented by
McDonald's based on the research coincide with the findings of
Belekoukias, Garza-Reyes, and Kumar (2014), who noted the
importance of lean operations in maximizing company profits
and providing customers the right value so that they remain
loyal to the business. Through the implementation of these
strategies, McDonald’s will continue to remain competitive and
control a large market share in the fast food industry.
4.0 Conclusion and Recommendations
The study has established that McDonalds’s has to a great
14. extent put into place operational excellence strategies that have
enabled the company to attain a competitive edge in the fast
food industry through effective customer service delivery and
continuous enhancement of its operations. Mainly, this implies
that the company has been keen on implementing operational
excellence standards with the goal of enhancing the company's
operations. The operational strategies that McDonald's has been
implementing have been centered on employees’ development
and engagement, continuous learning and innovation, focus on
customer satisfaction and putting into pace efficient service
delivery systems.
Recommendations have been put forward for McDonald to
replicate the operational excellence standards across its fast-
food network across the globe as a way of realizing competitive
advantage. In the wake of new market entrants joining the fast
food industry and existing companies implementing operational
excellence standards, McDonald’s can only thrive amidst the
competitive environment if they integrate operational
excellence into their overall strategy. In effect, the company
needs to formulate effective policies that ensure that are in line
with operational excellence in all their processes to promote its
brand across the globe.
References
Belekoukias, I., Garza-Reyes, J. A., & Kumar, V. (2014). The
impact of lean methods and tools on the operational
performance of manufacturing organizations. International
Journal of Production Research, 52(18), 5346-5366.
Carvalho, A. M., Sampaio, P., Rebentisch, E., Carvalho, J. Á.,
& Saraiva, P. (2017). Operational excellence, organizational
culture and agility: the missing link?. Total Quality
Management & Business Excellence, 1-20.
Costas, J., Ponte, B., de la Fuente, D., Pino, R., & Puche, J.
15. (2015). Applying Goldratt’s Theory of Constraints to reduce the
Bullwhip Effect through agent-based modeling. Expert Systems
with Applications, 42(4), 2049-2060.
Flick, U. (2014). An introduction to qualitative research. Sage.
Oakland, J. S. (2014). Total quality management and
operational excellence: text with cases. Routledge.
Running head: OPERATIONS EXCELLENCE
1
OPERATIONS EXCELLENCE
8
Practicum – Week 6 Journal Entry
Student 1
Student 2
Student 3
Student 4
Professor
Date
The impact of Operation Excellence on the Performance of
McDonald’s in the Fast Food Industry
1.0 Introduction
Businesses operate in the competitive environment and thus
operational excellence facilitates the execution of a business
strategy in a reliable and consistent manner. The operational
excellence strategy derives the competitiveness of the business
from enforcing practices that aim at achieving better results. A
16. company enforces the most effective strategy that has minimal
operational risks, low operation costs, and enhanced revenue
relative to its rivals (Oakman, 2014). Mainly, operations
excellence is a management philosophy embedded on
continuous improvement modes, such as lean thinking,
Scientific Management, and Six Sigma. Importantly, the focus
of operational excellence is on long-term improvement and
change in organizational culture in order to realize
sustainability. The fast food industry, like any other market, is
very competitive. In effect, players in the industry strive to
enforce operation excellence as a way of gaining leverage and
remaining ahead of competitors. One of the firms operating
within this industry is McDonald's. McDonald's was established
on 15 April 1955, Des Plaines, Illinois, and since then, the
company has continued to dominate the industry and its global
presence is a good indication of how the company has remained
successful amidst the competition. In effect, the objective of the
research is to review the manner in which operational
excellence has facilitated McDonalds’s success within the
global fast food industry.
1.1 Background
As postulated by Oakman (2014), organizations that pursue
operational excellence strive to manage their business and
operations using a systemic approach as well as investing in
developing the right organizational culture that promotes the
consistent and reliable execution of the business strategy.
Within organizations, operational excellence is manifested
through integrated performance across all departments; that is,
the increase in revenues, reduced operational costs, and lesser
business risk. In this regard, the focus of operational excellence
is to meet the expectations of clients which are attained through
continuous improvement of organizational processes and
adjusting the organizational culture to reflect the new strategy.
Numerous research studies have been conducted to analyze the
role of operational excellence in enhancing the performance of
17. an organization. Largely, these studies have focused on how the
enhancement in organizational efficiency has been implemented
with the goal of remaining competitive. In this regard, only
limited research has been conducted to investigate how
multinational companies use operation excellence such as
McDonald's to implement and sustain efficiency in the
performance of the organization in order to realize success.
With the expansion of the knowledge and venture of companies
in the global markets, businesses are confronted with the
challenge of implementing an effective strategy to ensure
success. Business owners and operations managers are feeling
the increased pressure to effectively manage the complexity of
the business by putting into place system controls that will help
them to proactively manage the complexity through enforcement
of control systems to function in the competitive environment
and adapt to the prevailing market trends. At the present,
operational excellence is among the key business concerns for
executives, more so for global companies in their quest for
profitability and business consistency. An evaluation of the
global markets shows that operational excellence has proved
critical for companies that derive products and services to
clients (Belekoukias, Garza-Reyes, and Kumar, 2014).
The applicable theory in the study of operational experience is
the Goldratt’s Theory of Constraints as postulated by Costas et
al. (2015). In order to investigate the impact of operations
efficiency on organizational success, the model offers a
framework that can be applied in outlining the most integral
factors that limit attainment organizational goals in an effort to
address the constraints limiting the firm's performance. In this
regard, the theory offers powerful tools regarding the approach
that companies can implement to realize operational excellence.
McDonald's fast food chain has been selected for the current
analysis as an organization implementing operational excellence
strategies across its global network of fast food outlets. As the
company expands to new regions across the world, the
18. operational strategy will be aimed at making the firm more
competitive.
According to Oakland (2014), operation excellence is described
as an outstanding practice that the organization implements to
achieve outstanding results. The practice of operational
excellence has been built around a number of concepts that
collectively are geared to achieving organizational success.
These concepts include results orientation: focus on customer
service delivery, leadership, and consistency of purpose,
effective management of processes and facts, people
engagement and development and continuous learning. Other
factors that are embodied in operation excellence include
innovation and improvement, facilitating continuous learning
developing partnerships and being public responsible.
Organizations embrace operations excellence as an approach for
achieving organizational strategic objectives and clients’
expectation. Organizations thus implement the concept of
operational excellence by integrating leadership and teamwork,
as well as problem-solving as measures of constant
improvement throughout the organization as well as addressing
the welfare of employees and meeting the demands of clients.
The idea behind operational excellence is to maximize the
existing processes within the firm in order to give the company
leverage over other players in the industry.
1.2 Statement of the Problem
In the wake of increased competition on the global scale and
global downturn in the economy, many businesses have been
compelled to review their strategy in order to boost their
efficiency to survive. Measures such as cost-cutting and
efficiency strategies are some of the approaches that firms are
implementing to counter the inherent challenges. Operational
excellence offers a viable choice for domestic and global
companies to gain a competitive edge and survive in the
19. industry. Nonetheless, not many firms have successfully
implemented the practice, mostly because of the lack of skilled
personnel to facilitate the process. Even though McDonald's has
implemented operational efficiency in its strategy, there is a
need for the company to explore the successful integration of
the practice into the overall business strategy on the global
scale as a way of attaining a competitive edge. Most studies that
have been facilitated with regard to operational efficiency have
mainly focused on the Six Sigma approach and the inclusion of
total quality management in organizational processes. The
knowledge gap that the current study seeks to address is on how
operational excellence can be integrated with McDonald’s
overall business model to attain success.
1.3 Main Research Objectives
The Objectives That the Research Seeks to Achieve are as
Follows
i. To establish the operational excellence strategies that are
implemented at McDonald’s
ii. To examine the impact of operational excellence strategy in
Macdonald’s performance and competitiveness.
iii. To establish and suggest operational strategies that
McDonald’s can implement to realize organizational efficiency
iv. To suggest ways of integrating operational efficiency into
McDonald’s overall strategy as a way of enabling the business
to survive the competitive business setting.
1.4 Justification
The study is critical in helping regulators and policymakers to
come up with effective business strategies that incorporate
operational excellence as the most effective approach to
20. realizing competitiveness and organizational excellence in the
fast food industry. International companies venturing into the
global business environment are confronted with challenges in
operating the business in an environment with intense rivalry.
As such, operational excellence is considered as one among the
most effective strategies that the business will be implementing
across its global outlets to realize success.
1.5 Limitations
There are various limitations to this study. First McDonalds is a
multinational fast-food chain with many outlets across the
globe. In this regard, the business dynamics across the regions
of operations vary significantly. Therefore, it will be
challenging selecting a representative sample that will truly
reflect the operational efficiency factor from a general outlook.
Notably, this challenge can be overcome by choosing a case
study, whereby the focus of the research will be within a single
region such as the United States only. This approach is ideal
especially when McDonalds's outlets in one region will be
selected to feature the representative sample. The second
limitation is the time and financial resource constraint that
researcher will face in conducting the research. This challenge
can be overcome by scheduling the research activities within the
given time period to ensure that the research is conducted
within the projected time to avert delays or changes in the
project scope, as well as additional costs.
2.0 Research Methodology
The methodology section covers the approach that was applied
in the research. Mainly it incorporates a blueprint that
facilitated the collection, measurement, and analysis of the data.
Aspects covered include the research design, the target
population, the research sample, and methods applied in the
analysis.
21. 2.1 The Research Design
The study conducted relied on case study design. In regard, a
survey was conducted by selecting a representative sample so
that the outcome could be generalized to the overall population.
The research is both quantitative and qualitative research,
whereby data was collected from the selected participants using
interview schedules then generalized to the entire population of
study. The case design approach adopted in the research
attempted to define the subject by establishing a profile to
denote a group of problems. Mainly, this was achieved through
the collection of data and tabulation of the frequencies to show
a correlation between the research samples (Flick, 2014). The
approach was considered ideal for the research as it facilitated a
reflection of the right state of affairs regarding the
implementation of operational excellence at McDonald’s
without deviating from the aim of the research.
2.2 Data Collection
The study made use of interview schedules to facilitate the
collection of primary data. The questions in the schedules were
open-ended. Data were collected from among top ten employees
at McDonald's. The key goal of featuring the company's top
management on the research is because they are responsible for
strategy formulation at the camp and implementation of
strategies that influence organizational performance. The
interview guide as the tool for data collection was adopted
because of its applicability both to the research problem and
sample selected for the research.
2.3 Sample
The population for the research featured top management at
McDonald's and the representative sample was selected from
among the top management of the outlets featured in the study.
The overall participants who undertook the research are ten
22. managers who are in charge of strategy formulation and
implementation at McDonald's. Stratified random sampling was
used to select a representative sample of the research. The
interview guides were administered by booking an appointment
with the managers in their most convenient time. The approach
allowed the managers to be interviewed at their most convenient
time as their busy schedule limited their availability for the
study and the approach was critical in enhancing the response
rate.
2.4 Data Analysis
The collected data was qualitative and therefore content
analysis was applied to facilitate the analysis. The analysis was
achieved through the development of a thematic framework of
evaluation that was based on the key issue, themes, and aspects
arising from the research. The information gained from the
analysis was then interpreted and presented in a narrative
format (Flick, 2014).
3.0 Results and Findings
3.1 Introduction
The section presents the analysis and findings of the research to
demonstrate the impact of operational excellence on the
performance of McDonald’s within the fast food industry. The
study targeted the top ten management staff at the selected
outlets of the company and all of them contributed to the
survey. As a result, a 100% response rate was achieved. The
high response rate was attributed to prior preparation and
informing the respondents beforehand in order for them to avail
themselves for the research. As affirmed by Flick (2014), a high
response rate enhances the validity and reliability of the
research and the generalizability of the collected data to the
entire population featured in the research.
23. 3.2 Respondents’ Demographics
To capture the background of the respondents featured in the
research, data regarding them was presented to show the
participants’’ profile in terms of age, level of education, work
experience and their perception of the company's
implementation of operational excellence strategies and how
this has influence organizational success. The analysis was
critical in enhancing the reliability of the data and providing an
overall outlook of the featured respondents.
3.2.1 Gender
In terms of gender representation, the findings are as shown.
The findings of the research show that majority of the
respondent were male respondents (67%), whereas women were
33%. Such is an indication that most top management positions
at McDonald's are male-dominated
3.2.2 Gender
The respondents were also analyzed in terms of their age and
the results are as depicted
The analysis indicates that majority of the top management who
were interviewed are aged 45 years and above a factor
associated with their long-term of service and experience, which
has influenced their promotion at the company.
3.2.3 Level of education
24. Another demographic aspect that was applied in analyzing the
respondents was their level of education and the findings are as
shown.
As indicated in the pie chart, the majority of the top managers
at McDonald’s have a master’s degree where the second highest
category is composed of Ph.D. holders. As such, the top
management at the company has a high level of education, a
factor attributed to the requirements of the job.
3.2.4 Wok Experience
The respondents were also ranked in terms of their work
experience; that is, based on the duration that they have served
at the company. The results are as shown,
The results indicate that the majority of top management at
McDonald's have work experience of over four years, and this
explains their rise through various career ranks which have been
linked to their experience on the job.
3.3 Identification of areas of operational Experience
The study sought to establish the strategies of operational
experience that McDonald's has implemented. The findings as
deduced from the top management interviews are as outlined
3.3.1 Implementation of strategies for continuous improvement
The study has sought to establish the extent to which the
company had implemented strategies to ensure continuous
improvement of the company’s processes. As documented from
the responses of the top management at McDonald's, the fast-
food chain has implemented a number of continuous
improvement strategies with the goal of attaining a competitive
25. edge over other industry players. These strategies include
continuous improvement of menus available, product
innovation, outstanding customer delivery, and continuous
improvement of service delivery to clients.
3.3.2 Operation excellence strategies implemented at
McDonald's
The study sought out to establish the operational excellence
strategies that the fast food chain implements to attain
organizational efficiency. Based on the feedback from the
respondents, the company applies various operational strategies.
These include employee development and engagement, emphasis
on customer satisfaction, continuous learning, and innovation
and implementing diverse efficiency delivery systems to ensure
organizational success, In addition, visionary leadership and
innovation in information systems are ways that the company
has implemented to realize organizational efficiency. Again,
respondents cited the company's participation in corporate
social responsibility initiatives and ensuring the integration of
the company's long-term goals into its strategy as ways of
forging synergy that has facilitated the company's success.
3.3.3 Features Characterizing operational efficiency
implementation
The study has sought to establish the aspects that denoted
operational excellence strategies implemented at the
McDonald’s. Based on the findings, the interviewed top
management members pointed out different features denoting
that operational excellence was being implemented at
McDonald's as part of its strategy. In this regard, the identified
features included results-driven operations, constant
improvement in products and service, empowerment of staff,
delivering customer value through customized menus and
effective service delivery, focus on financial excellence, and
integration of technological innovations into the company’s
operations as a way of attaining efficiency. Through
26. coordinated decision-making and optimizing service delivery,
McDonald's has remained competitive in the market and this has
been attributed to the adoption of operation excellence
strategies in order to realize a competitive edge over rivals.
3.3.4 The Extent to Which McDonald’s has recruited expertise
to facilitate operational excellence implementation
The respondents were interviewed with regard to which they
considered the company to have implemented sustainable
operational experience as part of the organizational strategy.
Based on the responses, finding indicated that the fast-food
chain had to a large extent recruited the relevant professionals
to assist the firm in leveraging on operational excellence as part
of its organizational strategy. Mainly, this was attributed to the
recruitment of highly trained and experienced staff with a
positive attitude to help make a positive contribution to the
company towards the realization of its strategic goals. The
ability of a company to compete effectively in the marketplace
is largely based on its ability to integrate operational excellence
as part of its collective strategy. The approach is particularly
important in the achievement of competitiveness in the
marketplace and building a sustainable business that will thrive
irrespective of the intense market competition it will encounter.
3.4 Discussion and Findings
The study has established that McDonald's has implemented a
wide range of operational excellence approaches that have
enabled the firm to remain competitive in the market in order to
enhance service delivery and product innovation. This indicates
that the management at McDonald's has been keen on
implementing operational excellence standards to enable the
firm to remain competitive. These findings are in line with
those of Carvalho et al. (2017) who established that
implementing operational excellence in the form of Six Sigma
facilitates an enterprise to conduct continuous improvement of
27. all its operational areas to achieve both financial and
nonfinancial performance. Operational excellence has been
noted to play a strategic role in effective decision making,
facilitating sound investment decisions, and ensuring that the
company remains profitable with low employee turnover.
McDonald's high market share and competitiveness in the
industry has been attributed to its operational excellence
strategies that have enabled the firm to conduct continuous
improvement of its operations and products to not only meet the
demands of the clients but also build a solid business network
that is renowned for its quality products and efficient service.
Again, the findings of the research show that McDonald’s has
been implementing a number of operational standards such
employee development and inclusion, emphasis on continuous
improvements, efficiency in delivery, visionary leadership and
building of partnerships as part of its strategy as defined in its
strategic goals. The strategies have been effective in achieving
customer engagement and ensuring all stakeholders are aware of
the company's strategic goal in order to make a positive
contribution to the company and success as well. Largely, the
findings regarding the operational stands implemented by
McDonald's based on the research coincide with the findings of
Belekoukias, Garza-Reyes, and Kumar (2014), who noted the
importance of lean operations in maximizing company profits
and providing customers the right value so that they remain
loyal to the business. Through the implementation of these
strategies, McDonald’s will continue to remain competitive and
control a large market share in the fast food industry.
4.0 Conclusion and Recommendations
The study has established that McDonalds’s has to a great
extent put into place operational excellence strategies that have
enabled the company to attain a competitive edge in the fast
food industry through effective customer service delivery and
continuous enhancement of its operations. Mainly, this implies
that the company has been keen on implementing operational
28. excellence standards with the goal of enhancing the company's
operations. The operational strategies that McDonald's has been
implementing have been centered on employees’ development
and engagement, continuous learning and innovation, focus on
customer satisfaction and putting into pace efficient service
delivery systems.
Recommendations have been put forward for McDonald to
replicate the operational excellence standards across its fast-
food network across the globe as a way of realizing competitive
advantage. In the wake of new market entrants joining the fast
food industry and existing companies implementing operational
excellence standards, McDonald’s can only thrive amidst the
competitive environment if they integrate operational
excellence into their overall strategy. In effect, the company
needs to formulate effective policies that ensure that are in line
with operational excellence in all their processes to promote its
brand across the globe.
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