A Balanced Approach When one area of the organization makes a change, it does have a ripple effect throughout the company. The company could increase the speed of delivery, but quality may suffer. The company may elect to move to robotics, but it may be cost prohibitive. The company may choose to redesign the shop floor to maximize material flow, but negatively impacted the communications issues within the department. Operations management focuses on the process improvements necessary to simultaneously maximize the profitability, customer service, quality, and efficiency of the enterprise. How does one manage and measure such a broad range of goals?.
The first step is to identify the objectives. Many companies set out to develop a plan by starting with a Mission Statement. They establish a mission statement that clearly defines who the company is, how they wish to be viewed, and what it wants to accomplish. Unfortunately, the goals set forth in the mission statement are sometimes not tied into operational objectives. Most often, the mission statement contains a broad vision for the company and it encompasses a variety of functional areas. .
Let us examine the mission statement for PPG Auto Glass (www.ppgautoglass.com/about/mission/htm, retrieved 8/14/02). .
Vision Statement:.
To be recognized as the leading provider of automotive replacement glass solutions and services.
Mission Statement:.
PPG Auto Glass is dedicated to an environment that provides:.
1. Total customer satisfaction by providing superior automotive replacement glass solutions and services.
2. Employees the opportunity to develop and excel within a collaborative environment.
3. Shareholder returns that meet or exceed profitability and growth expectations. .
The statement first describes how it wishes to be viewed in the marketplace. Then it goes on to outline three key areas in which it wishes to gauge success; Customer Service, Employee Development/Teamwork, and Growing Profitable Concern.
Evaluate the process by which IBM reached the 360 decisions. ... The problem of IBM was what is the next new product line? IBM was trying to define a strategy for the new era. ... IBM would need to spend $60million in hardware development. ... Vertical Integration in IBM IBM has become vertically integrated due to the change in the company's character. ...
., Chairman and CEO of IBM, had driven IBM to follow an overall strategic focus to maintain a superior standing in the computer industry. The future of IBM was expected to be determined by its effectiveness in competing in the rapidly growing and highly competitive computer services industry, specifically in the professional computer services segment. In light of IGS's declining financials and its overall importance to the future success of the IBM Corporation, Gerstner was asking his IGS executive management team to consider changing the way IGS was doing business. ...
In 1980, IBM started a secret project called "acorn" and thirteen months later IBM released the IBM PC and this let people know the PC was something that was going to be big. When the IBM PC hit the market, it was released as a whole system and IBM had secretly given PC prototypes to software developers so when it was released, there was many programs and accessories available for the new machine. IBM developed monitors, printers, and expansion cards, making the IBM PC an open system for expansion. The IBM PC used an Inel 8088 microprocessor that had 16K of RAM, which was expandable to 256K...
IBM was created as IBM by T. ... Fortunately for IBM, this opinion did not prevail. ... With respect to his influence on IBM's R&D deployment, the story circulating around IBM was the following. ... IBM Research, and IBM, from 1960 to the mid-1980s. ... Was all this work good, and worthwhile for IBM? ...
Microsoft got its biggest break in 1980, when IBM chose Microsoft to write the operating system for the IBM PC personal computer. ... When the deal was made, Microsoft didn't yet have an operating system to sell to IBM. ... During the meeting with IBM, Bill Gates was very crafty and convinced IBM to let Microsoft license MS-DOS to other computer manufacturers. That is why there are many clones of the IBM PC today. ... In 1991 Microsoft and IBM went separate ways. ...
IBM is a successful business. ... But who are IBM's customers? ... Here, as IBM describes, "New Technologies, New Problems, Answers from IBM". ... I bet there is not one employee working for IBM that doesn't own a IBM laptop. ... IBM is never satisfied. ...
• IBM SNA ARCHITECTURE SNA was developed in the 1970s with an overall structure that parallels the OSI reference model. ... In this environment, resources are explicitly predefined, thereby eliminating the requirement for broadcast traffic and minimizing header overhead • IBM Peer-Based Networking Changes in networking and communications requirements caused IBM to evolve (and generally overhaul) many of the basic design characteristics of SNA. ... Internetworking among SNA peers hinges on several IBM-developed networking components. Advanced Peer-to-Peer Networking (APPN) repres...
Introduction The IBM POWER4 is a newer microprocessor that was designed for hi-end servers and supercomputers, which are 32-way symmetric multiprocessor systems (SMP systems). ... It leverages IBM technology using an 0.18- µm-lithography copper and silicon-on-insulator (SOI) technology. ... With the POWER4, IBM opted to also embrace the speed-demon approach. ... Three years later in 1996, IBM announced the first machines to be based on the P2SC processor (Power2 Super Chip). ... The processor on the first IBM Power4 equipped servers, the IBM pSeries 690 Model 681 servers, operates at...
Throughout this, Gerstner also brought IBM to the market as One IBM to signify that this is not the same company as before. ... Ensuring that the current customers IBM held continued to do business with them was one of the major keys to IBM's turnaround. ... To continue in making IBM as successful as it once was, Gerstner hired Jerry York and placed him in charge of getting IBM's costs under control. ... IBM has now gone through a roller coaster of ups and downs. ... For the future IBM has plans of focusing on the development of contact centers (IBM). ...
Companies like Microsoft, IBM, AOL, Starbucks, AT&T, Wal-Mart, Walgreen, and J.P. ... That strategy worked pretty well for me, I made a profit with Microsoft, IBM, AOL, Starbucks, Wal-Mart, And JP Morgan Chase. I made the biggest profit with IBM - $35,000 and Microsoft - $11,370, while I made only minimal profit with the others. ... I was surprised with how well IBM did, I was not expecting to get that much back from IBM or Microsoft. ... One thing I would have changed if I could, would be too buy more shares of Microsoft and IBM and in the tech industry overall....
