Operations Performance Objectives Analysis
QUESTION 1
Using the specific operations performance objectives explain why do you thing TMC is a world-class company?
A company should be concerned to satisfy its customers’ requirements for fast and dependable services at reasonable price, as well as helping its own suppliers to improve services they offer. There are five basic performance objectives and they apply to all types of operation: • Quality • Speed • Dependability • Flexibility • Cost (Slack, N. et al, 2001).
These operations performance objectives are analysed here in accordance to TMC.
1) Doing things right by providing error free goods and services, which will satisfy the customers, is known as ‘quality’. According to the case study, Toyota’s vehicles consistently rank near the top in third-party customer-satisfaction surveys. Being voted by many market research and surveys as the car of the year for several years it shows that, Toyota has a successful record worldwide. Because of the good quality Toyota’s success kept going, where in 1995, Toyota was the best car in the Middle East. Also, TMC has produce a good quality cars that are quit and do not emit unpleasant fumes, such as more than 40 emission-control systems and dozens of technologies that have improved passenger-car safety (Ahmed, A., 2003, Coursework).
2) An other performance objective is speed, which means by doing things fast, to minimise the time between the order and the availability of the product or service that gives the customer e speed advantage. The TMC’s techniques are focussed operations that reduce complexity by using simple and small machines, which are robust and flexible. By rearranging layout and flow to enhance simplicity improves speed of production. On the coursework, statistics show that in the late 1980s, the output per worker was as much as two or three times higher than US or European plants.
3) Third performance objective is
Using the specific operations performance objectives explain why do you thing TMC is a world-class company?
A company should be concerned to satisfy its customers’ requirements for fast and dependable services at reasonable price, as well as helping its own suppliers to improve services they offer. There are five basic performance objectives and they apply to all types of operation: • Quality • Speed • Dependability • Flexibility • Cost (Slack, N. et al, 2001).
These operations performance objectives are analysed here in accordance to TMC.
1) Doing things right by providing error free goods and services, which will satisfy the customers, is known as ‘quality’. According to the case study, Toyota’s vehicles consistently rank near the top in third-party customer-satisfaction surveys. Being voted by many market research and surveys as the car of the year for several years it shows that, Toyota has a successful record worldwide. Because of the good quality Toyota’s success kept going, where in 1995, Toyota was the best car in the Middle East. Also, TMC has produce a good quality cars that are quit and do not emit unpleasant fumes, such as more than 40 emission-control systems and dozens of technologies that have improved passenger-car safety (Ahmed, A., 2003, Coursework).
2) An other performance objective is speed, which means by doing things fast, to minimise the time between the order and the availability of the product or service that gives the customer e speed advantage. The TMC’s techniques are focussed operations that reduce complexity by using simple and small machines, which are robust and flexible. By rearranging layout and flow to enhance simplicity improves speed of production. On the coursework, statistics show that in the late 1980s, the output per worker was as much as two or three times higher than US or European plants.
3) Third performance objective is
References: • Peters, T. (1998). Thriving on Chaos • MacDuffie, J.E., (1998) • Huczynski, A., Buchanan, D., (2001). Organizational Behaviour • Parker, M., Slaughter, J., (1988) • Womack, J.P., et al (1990). The Machine that Change the World: The Triumph of Lean Production • Hill, S., (1991) • Bradley, K., Hill, S., (1983) After Japan: the quality circle transplant and productivity efficiency, British Journal of Industrial Relations, vol.21, pp.291-311 • Bradley, K • Clark, H., et al ‘Organisation and Identities’, 1994 • Slack, N., et al, (2001) • Hill, T., (1993). Manufacturing Strategy’ • Lindberg, P., et al, (1998) • Durand, J. P., et al, (1999). Teamwork in the Automobile Industry: Radical Change or Passing Fashion