The Labor Relations Process 9th Edition William H Holley, Kenneth M Jennings, Roger S Wolters - Solutions

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Are appropriate technologies, such as CAD, digital twinning and knowledge management, being used in the innovation process?
Has the possibility of involving customers formally in the innovation process been explored?
Have all options for outsourcing parts of the innovation process been explored?
Is sufficient capacity devoted to the innovation process?
Are the resources for developing innovation adequate?
Are potential offerings thoroughly evaluated and tested during the innovation process?
Has the concept of mass customisation been linked to the innovation process?
During preliminary design, have all possibilities for design standardisation, commonality and modularisation of design elements been explored?
Are potential offerings screened in a systematic manner in terms of their feasibility, acceptability and vulnerability?
Are ideas and concepts for new offerings captured from all appropriate internal and external sources?
Are the stages in the innovation process clearly defined?
Are innovation objectives specified to give a clear priority between quality, speed, dependability, flexibility, cost and sustainability?
Is the innovation process itself designed with the same attention to detail as any other process?
Is innovation really treated as a process?
Is the importance of innovation as a contributor to achieving strategic impact fully understood?
Visit the website of any large cement and aggregate company. How does it present its CSR strategy? What do you think are the difficulties of forming a CSR strategy in this type of company?
Xexon7 is a specialist artificial intelligence (AI) development firm that develops algorithms for various online services. As part of its client services it has a small (ten-person) helpdesk call centre to answer client queries. Clients can contact them from anywhere in the world at any time of the
DSD designs, makes and supplies medical equipment to hospitals and clinics. Its success was based on its research and development culture. Although around 50 per cent of manufacturing was done in-house, its products were relatively highly priced, but customers were willing to pay for its technical
The Managing Partner of The Brandfair Partnership (TBP) describes her business: ‘It is about four years now since we specialised in the small-to-medium firms’ market. Before that we also used to provide brand consultancy services for anyone who walked in the door. So now we have built up our
The environmental services department of a city has two recycling services – newspaper collection (NC) and general recycling (GR). The NC service is a door-to-door collection service that, at a fixed time every week, collects old newspapers that householders have placed in reusable plastic bags
An IKEA executive was reported as saying that in some parts of the world ‘. . . we have reached the point of“peak stuff”’. It was interpreted by some as a warning that consumer appetite for home furnishings had reached a crucial turning point. What are the implications of this for IKEA?
How does the strategy of increasing its online presence impact on these trade-offs?
What trade-offs are customers who go to these big stores making?
In the traditional IKEA ‘big box’ stores, what is the relative importance of the operational performance objectives (quality, speed, dependability, flexibility, cost), compared to a conventional high-street furniture store?
What combination of repositioning, in order to change the nature of trade-offs and overcoming the trade-offs themselves, is going to be used to improve overall operations performance?
Have the key trade-offs for the operation been identified?
Where would you put the operation in terms of Figure 2.11, which describes the ‘line of fit’ between market requirements and operations capabilities?
Are the logical links established between what the market requires (in terms of performance objectives)and what capabilities an operation possesses (in terms of the major strategic decision areas)?
Are these operations and/or resources scarce, imperfectly mobile, imperfectly imitable or imperfectly substitutable?
What capabilities does the operation currently possess?
Is the idea of operations-based capabilities fully understood?
Are the main strategic decisions that shape operations resources fully identified?
Is there a recognised process for bottom-up communication on strategic issues?
Do different parts of the operation (probably producing different products or services) have their own relative priority of performance objectives that reflect their possibly different competitive positions?
Are performance objectives understood in terms of whether they are order-winners or qualifiers?
Are the operation’s performance objectives fully articulated?
Does the organisation’s business model fit with its operating model?
Does operations strategy demonstrate both correspondence and coherence with business strategy?
Is there a recognised process for translating business strategy ‘top-down’ into operations strategy?
What position on the Hayes and Wheelwright Four-Stage Model are your operations?
Does operations strategy take significant stakeholders into account?
Does it include a vision for the role and contribution of the operations function?
Does the operation have a fully articulated operations strategy?
How should the operation ensure continuity if a failure occurs?
How should the operation maintain its resources so as to prevent failure?
Should improvement be continuous, or radical, or both?
Who should be involved in the improvement process?
How should the operation ensure that its performance is reflected in its improvement priorities?
How should the operation’s performance be measured and reported?
What system should the operation use to coordinate its activities?
How much inventory should the operation have and where should it be located?
How should the operation monitor and develop its relationship with its suppliers?
How should the operation adjust its activity levels in response to demand fluctuations?
How should the operation forecast and monitor the demand for its offerings?
What role should the people who staff the operation play in its management?
How should the operation be developing its people?
What broad types of technology should the operation be using?
What activities and capacity should be allocated to each site?
Where should operations sites be located?
How many geographically separate sites should the operation have?
Should the operation expand by acquiring its suppliers or its customers? If so, which ones should it acquire?
Should the operation outsource some of its activities, or take more activities in-house?
How should the operation decide which products or services to develop and how to manage the development process?
Find a copy of a financial newspaper (e.g. Financial Times, Wall 5treet ,ournal, Economist)and identify one company that is described in the paper that day. What do you think would be the main operations issues for that company?
Focus plastics (see the previous question) moved into what it called ‘design house partnerships’ – design collaboration between their internal designers and Italian design houses, creative product designers who rarely manufacture or distribute their own products, relying on outsourcing to
Focus plastics originally made precision plastic components for the Aerospace sector, together with some basic (cheap) ‘homeware’ items such as buckets and dustpans. However, competition became intense in this market, so they decided to specialise in homewares; not just the basic products it
Described as having ‘revolutionised the concept of sandwich making and eating’, Pret A Manger opened their first shop in the mid-1980s, in London. Now they have over 130 shops in the UK, New York, Hong Kong and Tokyo. They say that their secret is to focus continually on quality, in all their
Quentin Cakes make about 20,000 cakes per year in two sizes, both based on the same recipe. Sales peak at Christmas time when demand is about 50 per cent higher than in the more quiet summer period. Their customers (the stores that stock their products) order their cakes in advance through a simple
What should KTS be doing to prepare for possible longer-term changes in the industry?
How would you evaluate the potential of offering a ‘total’service like the one the KTS customer had been offered?
What aspects of performance are important for KTS to win more servicing business?
How would you position each of KTS’s services on the‘four V’ dimensions of volume, variety, variation and visibility?
Are all operations managers aware of the various qualitative and quantitative models that can help them in their decision-making?
Do all operations managers understand the full range of decisions that they should be involved in?
Are the volume, variety, variation and visibility characteristics of processes reflected in the way they are managed?
Are the differences (in terms of volume, variety, variation and visibility) between processes understood?
Has the concept of end-to-end business processes been examined and considered?
Do they use the ideas and principles of operations management to improve the performance of their processes?
Are individual processes aware of the internal customer and supplier concept?
Are the individual processes that comprise the operations function defined and understood?
Does the operation understand its position in, and contribution to, the overall supply network?
What contribution is operations making towards reducing costs, increasing revenues, reducing the risks of failure, making better use of capital employed and developing the capability for future innovation?
Does the operation assess its impact on the environment and society as well as its financial performance?
Are changes that may occur in the balance between products and services produced by the operation understood?
Is the balance between products and services produced by the operations function well understood?
Does everyone understand the inputs, activities and outputs of the processes of which they are part?
Do the non-operations functions within the business realise that they manage processes?
Do operations managers realise that they are operations managers even if they are called by some other title?
Is the operations function of the business clearly defined?
2. Review the index of wage rates of 1980, 1990, 1998, 2002, and 2005 and determine whether the strategy and decision in 2008 would be the same as in the previous years. You are the owner of a small North Carolina factory that makes T-shirts for international distribution. You have observed that
1. Evaluate the exchange rates and wage rates shown in Exhibit 14.1 and decide where you should dock your ship for local production. You are the owner of a small North Carolina factory that makes T-shirts for international distribution. You have observed that your sales have declined by about ten
4. Multinational Labor Organizations. Search for the history and mission statements for the following organizations:International Federation of Airline Pilots Association(IFALPA)International Metalworkers Federation (IMF)International Federation of Chemical, Energy, Mine and General Workers (ICEM)
3. Guidelines for Multinational Corporations. The guidelines for Multinational Enterprises established by the Organization for Economic Cooperation and Development and presented on the OECD Web site are recommendations addressed by governments to multinational enterprises. The guidelines provide
2. Foreign Labor Trends. Search the Foreign Labor Statistics home page of the Bureau of Labor Statistics to find the following information:Hourly compensation costs in U.S. dollars for production workers in manufacturing in 2005 for the United States, France, Canada, Mexico, and Ireland.How did the
1. The International Labour Organization. The International Labour Organization (ILO) has established labor standards for 150 countries represented by the organization. Locate the Web site for the ILO and comment on how these standards are created and how they are used. What is the Declaration of
9. Assess the strategy of Wal-Mart in China where the company has recognized unions in all 62 stores, to its strategy in the United States, which is to combat any type of union representation.
8. Give your assessment of the requirements for Cuba to develop a free, independent trade union. Is it essential for a free society?
7. Assess the transformation of the Australian labor relations system.
6. Which features of Canada’s labor relations system would you transfer to the United States?
5. Although multinational corporations seem to be growing in size and influence, what must occur before transnational collective bargaining can be effectively carried out?

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The Labor Relations Process 9th Edition William H Holley, Kenneth M Jennings, Roger S Wolters - Solutions

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