Computerized systems are required in businesses to deal with several components of operations management. One area in which computer technology often proves useful is in the production of labor management reports (Kazahaya, 2005)
There has been a remarkable evolution in computer technology that has continually aimed at providing solutions for businesses while becoming more user-friendly. For instance, software programs have evolved so that features are becoming more standardized parallel to the gravitation of mainstream computing towards the Microsoft Windows operating system (Klemens & Reband, 2004)
It is optimal that businesses create user-friendly labor cost management reports, and this can be effectively achieved through the use of specially tailored computer programs that factor in all the critical data that is necessary. Computer technology has also proven very useful in the area of storage virtualization (Lewis, 2005)
Devices used for this type of monitoring are continually becoming increasingly affordable, which furthermore increases usage of the systems, which in turn improve efficiency and effectiveness of the business. Another area of business that has increasingly been using computer technologies is for training, as well as the management of training and tracking regulatory compliance (Martin, Quigley, and Rogers, 2005)
There is no question that the role of computer technology has become integral to the management of operations within businesses. Computer modeling has been used in some industries as a tool in the development and execution of major projects (Vantuono, 2004)
These systems include just-in-time ordering, point-of-use delivery, and internal kitting to align with its production processes. Through the adoption of these lean manufacturing principles, Boeing is currently requesting its suppliers to build and deliver components using just-in-time techniques (Arkell, 2005)
The scheduling processes combine different scheduling measures, decision support, and competent conflict resolution. Project Management: Project management at Boeing has involved the adoption of enterprise project management strategy and the creation of enterprise project management office, which is mandated with the task of strengthening project management capabilities (Braaflat, 2013)
This step is followed by establishing goals and creating options that will help in the accomplishment of goals. For instance, since the main goal of Boeing is to enhance its status as the largest civil aircraft maker, the management established objectives that were relevant to its mission of being the dominant aircraft manufacturer (Moon, 2010)
Former chairman, Sir Colin Marshall, stated: "In an industry like ours, where there are no production lines, people are our most important asset and everything depends on how they work as part of a team. This means, to get the best results, managers have to care about how they (the employees) live and function, not just about how they work and produce" (Boyd, 2003, p
This could be achieved through the offering of more incentives, such as flexible working schedules, more training opportunities, promotion opportunities, employee empowerment and so on. Impact on the environment In this context of a growing threat of global warming, airline operators are perceived as great pollutants; which in fact they are (Solon, 2004)
Dell Operations Management Dell (NASDAQ: Dell) a global technology leader in the areas of enterprise, mid-market and small & medium business (SMB) systems and solutions. The company is best-known for its PC and laptop businesses, which are the catalyst of their highly differentiated build-to-order supply chain, production, selling and services strategies (Gunasekaran, Ngai, 2005)
3B, making it one of the largest technology manufacturers and service providers globally today (Dell Investor Relations, 2013). Analysis of the Dell Build-To-Order Operations Process The Dell build-to-order process is predicated on real-time inventory and demand management with suppliers, extensive reliance on advanced Vendor Managed Inventory (VMI) processes (Kapuscinski, Zhang, Carbonneau, et
Like many complex operations process that today are delivering world-class performance, the Dell build-to-order process took over a decade to perfect (Gunasekaran, Ngai, 2005). One of the most valuable lessons learned according to research completed of Dell's operations management teams is the greater the level of integration across departments, systems and processes the higher the Return on Investment (ROI), greater demand planning precision, all leading to increased order accuracy (Laura, Johnson, 2003)
Apartment dwellers, young people, and people living alone can all find products suited to their size and space requirements at IKEA." Cost savings earned by IKEA were passed through to customers in lower prices (estimated cost savings are 20-50%, compared with the competition)" (Owens 2012)
32). Just 2 years later, Lenovo began retailing computers in the United States (Silk & Malish 2006) and established headquarters in New York, with major operations continuing in Raleigh, North Carolina as well as Beijing (Dowling 2005), with a number of components being outsourced to other developed nations (Krugman 2008)
As a forerunner in the Chinese it sector, Lonovo revamped its image and in 2003, changed its brand name from New Technology Development Company (Yusuf & Nabeshima 2006; Bhattacharya 2008) and subsequently Legend Group to its current incarnation. The company, though, did not remain in mainland China but rather established branches in Hong Kong and used these to make investments in China as a way of avoiding the bureaucratic entanglements that characterize the Chinese government (Huang 2006)
32). Just 2 years later, Lenovo began retailing computers in the United States (Silk & Malish 2006) and established headquarters in New York, with major operations continuing in Raleigh, North Carolina as well as Beijing (Dowling 2005), with a number of components being outsourced to other developed nations (Krugman 2008)
288). Some components of stage theory could also be said to be applicable to Lenovo's supply network as well, with the company's strategic approach to business growth being reflective of Lenovo's situation (Lin & Lin, 2008)
For instance, by 2003, seven of Lenovo's Hong Kong subsidiaries were among China's 500 largest foreign operations (Huang, 2007). In May 2007, though, Lenovo also acquired a biochemical enterprise, SPG, for about $120 million, together with a commitment to provide the company with additional financial resources of about RMB5 billion (Liu 2007)
For instance, by 2003, seven of Lenovo's Hong Kong subsidiaries were among China's 500 largest foreign operations (Huang, 2007). In May 2007, though, Lenovo also acquired a biochemical enterprise, SPG, for about $120 million, together with a commitment to provide the company with additional financial resources of about RMB5 billion (Liu 2007)