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Vascular System Joint Strategy-Operations Model System Strategy Dishes combined operations is based on the construction of two interdependent loop - Strategic and Operational. These loops form a 'system of connected vessels. Link between the two loops is the Balanced Scorecard (Balance Scorecard), through which the exchange takes place objectives and results. Loop strategy sets the direction of the company's operations. Indicates the operation aims and measures, determines the budget breakdown for the strategic and operational. A very important element of this loop is the analysis of cause and effect, the results of which form the basis for decisions about the direction and corrective action. The design and functioning of the loop used tools promoted by the strategic guru Norton and Kaplan. The loop operational projects are created to achieve the strategic and operational objectives, manages the implementation plan provides the strategic loop results and the data you need from the market. Optimizes processes. Results of operations and market data are analyzed in the loop strategic and results of this analysis translate into adaptations in the company's strategy. These changes, in turn, are implemented in a loop operations. It is a continuous process, not based on the calendar as the planning process in many corporations. The loop operating the simplified methodology for optimizing business processes Six Sigma. Loop strategy is dominated by conceptual and analytical activities, while the loop is made operational implementation of strategic initiatives and actions are taken to optimize processes. Construction and flawless operation of the described model, through interaction strategy and operations allows the company the flexibility, responsiveness, and most importantly pre-emptive action. Early intervention, especially in times of crisis, are often a company's success in a highly competitive market.
An organization’s operations strategy comprises the totality of the actions and decisions taken within the operations function. An organization’s operations can be a source of competitive advantage if they are managed strategically in pursuit of a clear goal for operations.
The content of operation strategy consists of the key decision areas concerned with the structure (i.e. the physical attributes of facilities, capacity, process technology and supply network) and infrastructure (i.e. planning and control, quality, organization, human resources, new product development and performance measurement) of operations.
Thank you for the invitation
This can be done through good coordination between the functions of the company's management functions Wu
Through planning, organizing and directing and control all departments of the company in order to reach
The goal or more as a strategic goal is to complete the process
I share the same answers presented by the other gentlemen.
However, IKEA closely controls all supply and development activities from IKEA’s home town of
Älmhult in Sweden. But success brings its own problems and some customers became increasingly frustrated with overcrowding and long waiting times. In response IKEA in the UK launched a £150 m programme to ‘design out’ the bottlenecks. The changes included: ● Clearly marked in-store short cuts allowing customers who just want to visit one area, to avoid having to go through all the preceding areas. ● Express checkout tills for customers with a bag only rather than a trolley. ● Extra ‘help staff’ at key points to help customers. ● Redesign of the car parks, making them easier to
navigate. ● Dropping the ban on taking trolleys out to the car parks for loading (originally implemented to stop vehicles being damaged). ● A new warehouse system to stop popular product
lines running out during the day. ● More children’s play areas.
IKEA spokeswoman Nicki Craddock said: ‘We know people love our products but hate our shopping
experience. We are being told that by customers every day, so we can’t afford not to make changes.
We realized a lot of people took offence at being herded like sheep on the long route around stores.‘
Operational Strategy is the total portion of decision which shape the longterm capabilites of any type of operations and their contribution to over all strategy thru the reconciliation of market requirements with operational resources. Hence, satsifying market requirements (measured by competitive factors) by seting appropriate performance objectives for operation and taking decsion on the deployment of operation resources which effect the performance objectives for operation. The following will yield how important other functional area, if integers with operational objectives:
Positive attitude, Value of money, Meeting and exceeding quality standards, Consistent Supply, Superior team works and Positive relationship with supplier and customers are bench mark of success and profitability.
Government determines demand considering capacities. Fixed landing cost and variable stock position hit revenue stream whereas dissatisfied and vulnerable workforce impact production cycle. Entire business cycle however depends upon consistent supply of raw materials. Capacity utilization can be streamlined by purchasing raw materials thru indirect sources besides government supply additional revenue on account of processing charges.
Reliable plant and machinery plays vital role in optimizing revenue whereas competence of staffs stimulate production. Well maintained equipment shall be a major factor for optimized production and reduced cost of service resulting in positive cost benefit ratio. Dedicated workforce will enable capacity utilization improving process and delivery.
To consolidate leading role and maintain sustainable revenues, optimal availability of plant and machinery should be focused. Outsourcing if discontinued will indeed reduce longer outage and high maintenance cost compared to in house capability at much less cost.
Above areas, if address proactively shall result in greater efficacy, reduced operational cost, enhanced reliability, higher revenue streams and delighted customers
Divyesh, you have already explained it nicely along with few others.
Operations strategy covers two areas.....
1)Strategic role of operations
2)Performance objectives of operations
In turn, the performance objectives (and especially the relative importance of each one) influence the overall operations strategy of the business therefor operations strategy be put together
by following :
Agree with the answer given by Sayyid Jamolkhon al-Orifkhoja ,Head of the Marketing Communications Department مدير قسم الاتصالات التسويقية
Vision without a strategic plan is daydreaming. Strategic plan without the operational plan of action is scary nightmare "Japanese proverb" Strategic planning is like a ticket to travel towards the desired destination .. Where are we now Where do we want to go? .. Method of Travel .. opportunities and constraints.. Departure time .. Arrival time .. highlights of the road .. And Operational plan resembles a trip path with along with all details of travel requirements .. Detailed Travel Map.. breakpoints.. participants in the trip .. short-term and interim achievements .. Accessories trip.. Trip leader .. Move on according to the plan, and walk on the right path .. Financial Details.. Emergency plan .. safety procedures
KEEP THE PLAN IN YOUR MIND===== PUT IT ON TABLE ,,,, HAVE EXTENSIVE MEETINGS WITH ALL THE STAKE HOLDERS BEFORE GOING INTO OPERATIONAL PHASE ,,,,,, DESIGN STARTEGY BY THE CONSULTATION OF EVERY ONE WHO IS GOING TO IMPLEMENT THAT............... DO NOT MAKE ANY STRATEGY WITH OUT THE CONSENT OF REAL PEOPLE............. GOOD DAY SMARTEE
