Operations and Technology Management (MBA 721)

Group Assignment (Be in a group of 5 students)

Weight (40%)
Due Date: December 5, 2020

1. Choose a company that creates a product or offers a service that you are familiar. Using
the company website and additional research, list the inputs that the company uses to
produce outputs. Define the outputs created. After creating this list, discuss the additional
functional units within the organization that are important to the final product. How
important do you believe the quality of operations management is to the final output?

Answer: -
Ethio telecom product and service of Broad band internet
The product will only take place if the following three questions can be answered:
When is the appropriate time to introduce the product? When facing the danger of
cannibalizing the sales of the company’s other products, if the product can be
improved further, or if the economy is down, the launch should be delayed.

Where is the appropriate market to launch the product? It

can be in a single location, in several regions, or it might
be more appropriate for a national or international
market. This decision will be strongly influenced by the
company’s resources in terms of capital, managerial
confidence and operational capacities.

Smaller companies usually launch in attractive cities or

regions, while larger companies enter a national market
all at once. Global roll outs are generally only undertaken
by multinational conglomerates, since they have the
necessary size and make use of international distribution
systems. Other multinationals use the “lead-country”
strategy by introducing the new product in one
country/region at a time.
 To whom will the product be targeted primarily? These
primary consumer groups should consist of innovators,
early adopters, heavy users and/or opinion leaders. This
will ensure adoption by other buyers in the
marketplace during the product growth period.

The company has to decide on an action plan for

introducing the product by thinking about the questions
above and making informed decisions. It has to develop a
viable marketing mix and create a respective marketing
budget.

.As ethio telecom product and service on fixed broad band internet
The following issues should be underlined:
Networking situation 9connection with others to create values for
customer,
Process (managing and supervising product quality)
Product system (complementary product service
Channel (offering style or system )
Product must be customer engagement

. A smooth operations management process has many benefits

for an organization, including:

Product/service quality

How do you ensure that your product/service is of the best

quality? Having a checklist that meets the objectives and goals
of the company as well as meeting the customer’s needs.

The operations manager will have a set list of processes and a

checklist to determine that everything is in order during the pre-
production process. This includes making sure that everyone is
aware of what the product/service needs and informing every
one of the product/service objectives.

Once the final product has been created, the operations

manager will assess to ensure it meets the organisation goals
and that the customer’s needs are met. Thereafter, the
operations manager will review the pre-production process to
ensure efficiency for the next creation.

Customer satisfaction

A customer review can make or break a business. If a negative

word spreads, it could be a challenge to retain clients. This is
why it’s important to ensure that your customers’ needs are at
the forefront of your product or service.

The operations manager will conduct a quality management

process; a methodology uses to create a product/service that
will meet the customers’ needs. If the organization is a service
provider, the customer is the lifeblood. The operations manager
will have processes in place to make sure that the service
quality is the best. A returning customer means more for the
bottom line.

The elements used to help gain a satisfactory customer

includes:

Quality management: To ensure the organisation maintains a

consistent and good service.
Employee capacity: Making sure the right people are in the
right roles, which helps produce a good product/service.
Planning: To make sure that there is no lapse in production and that
goods/services are on time.
Enough inventory: To keep up with customer demand.

With these four elements in mind, the operations manager can meet the
customers’ needs.

Revenue Increase
An organization will have a good reputation thanks to great
product/service quality and customer satisfaction. This leads to
increased revenue from a new customer base. The revenue growth could
help with the launch of new and innovative products/services or an
increase in resources and technology.

Competitive advantage

An effective operations management plan also means a business could

be ahead of its competition. If internal and external factors are managed
well within an organisation, it could mean a good standing within the
market.

Compliance

There are certain rules and regulations an organisation needs to adhere

to. The operations manager will have certain controls in place to avoid
fines and to make sure the organisation is running within a lawful
manner.

Motivated employees

Overall, the operations manager ensures that employees know the roles
within a company. This is important because often, employees feel left
out and demotivated if they feel they’re not contributing in a meaningful
way. An operations manager helps define these roles to ensure that
production is maximized and efficient.
2. Write down three services that you have ‘consumed’ in the last week and/or recently.
Try and make these as varied as possible. Examples could include public transport, a bank,
any shop or supermarket, attendance at an education course, a cinema, a restaurant, etc.
For each of these services, ask yourself the following questions and produce document.
A. Did the service meet your expectations? If so what did the management of the
service have done well in order to satisfy your expectations? If not, where did
they fail? Why might they have failed?
B. If you were in charge of managing the delivery of these services, what would
you do to improve the service?
C. If they wanted to, how could the service be delivered at a lower cost so that the
service could reduce its prices?
D. How do you think that the service copes when something goes wrong (such as a
piece of technology breaking down, electric light goes off)?
E. Which other organizations might supply the service with products and services?
(In other words, they are your ‘supplier’, but who are their suppliers?)
F. How do you think the service copes with fluctuation of demand over the day,
week, month or year?
 Operations and Technology Management (MBA 721)
Group Assignment (Be in a group of 5 students)
Weight (40%)
Due Date: December 5, 2020

Great Land College

Home of Greatness
Center: _Nekemte Department: MBA
Student’s Name: _Group work
Amenu Merga Bayisa ID ___GL-00368/2012
Wube Alemirew ID
Ibsa Daba ID
Tesfaye Gemechu ID
Answer:

 We Have selected ethio telecom Nekemte shop -2 service & product.

1. Giving service and product on home internet wifi (ADSL-WIFI ),DATA, Voice
Products/services that are produced and manufactured to specifications that are
appropriate to the price (money to be given in exchange by the customer) of the
product/service is an operational or manufacturing view of quality. Here, the
customer receives the value that he or she expects since operations has built quality
standards into the product. An operations view of quality is a common view of the
concept of quality.
A. Did the service meet your expectations? If so what did the management of the service
have done well in order to satisfy your expectations? If not, where did they fail? Why
might they have failed?
Answer. No meet, Because DSL Quality is not an absolute to be determined by
operations or manufacturing. Variables that affect quality are: (a) customer
expectations (obtained from marketing and sales, as well as word of mouth and
previous experience), (b) actual product/service received (how a service is performed
by operational people and actual tangibles received. The following models explain
these basic concepts. DSL-124 wife modem haven’t quality and easily damaged and
have no quality to use.
There for the factory must informed and check the quality is meet the minimum
requirement and the campany also must check it either it meet customer need and
must have guaranty for 6 monthes even if it damaged on customer hands.

B. If you were in charge of managing the delivery of these services, what would you do to
improve the service?
Answer :- Here the focus is on the process of delivering the service. This involves
two basic components: (a) Technical quality – the means of service delivery and (b)
Functional quality – the how of service delivery. searching on What is important is
what is perceived as quality by the customer and not what designers or operations
people feel is good or bad quality.
Consulting and works with clients to develop business and IT strategies that focus on
achieving business outcomes.
nderstand the business and provide the best level of service required to achieve
business success."
1. Identify Business and Commodity Services Required By Business Units.
O'Conner spent the first 90 days with business leaders. O'Connor told his team,"My
objective is to meet with leaders of the Marketing, Sales, Finance, and other key
business units to understand the business, the competitive marketplace, and the
specific services each business unit needs to achieve their objectives."
2. Identify Key Stakeholders and Priority for Each Business Service
O'Connor scheduled a second round of individual meetings with each vice president
and their staffs. He told each executive that his objective for the meeting "is to
validate the list of business services, the key stakeholders, and level of service
required."
3. Develop Enterprise List of Business Services
O'Connor and his team developed a consolidated list of all the business services
required for each business unit. He debriefed the IT Directors about why this activity
was important. He told them, "we included the priority of the services as well as our
understanding of the value of the business service provided." He then reviewed the
completed template with the vice-presidents and made modifications as required.
4. Socialize Across Enterprise
O'Connor scheduled a meeting with the executive team to present the results of his
interviews. He shared with me the four objectives for the meeting:
1. Communicate that I understand the business services required to support the major
processes of the company.
2. Share the level of service required by the business to meet their goals.
3. Gain consensus from the executive team as to the priorities the IT organization
should focus on.
4. Reinforce to the executive team that the goal of IT is to be an integral part of the
business team and focus on supporting the business needs of the organization.
5. Develop / Execute Work Plan
O'Connor gathered his service delivery A- team that included IT and business unit
personnel to review the data collected during the previous few months and develop a
realistic work plan. He told the team, "I want to make sure we co-develop the plan so
we get buy-in from the executive team and business unit leaders."
6. Measure Service Delivery
 O'Connor and his IT/Business team developed a set of SLA's (Service Level
Agreements) to measure the performance of each service at the root level. His
philosophy is simple. He told me, "I want to get at the root problem for every service
disruption. If you solve the root problem, the disruptions will not reoccur."
7. Continuously Improve
Every successful executive knows that implementing a continuous improvement
program is a smart thing to do. This is an excellent method for improving
performance. O'Connor explains why this is important. "I developed a 360-degree
process to evaluate regularly the level of service. This provided all the key
stakeholders, IT service owners, business owners, and business users the opportunity
to be part of a service delivery improvement program succeeded at improving service
delivery and gaining the trust of his business peers.

C. If they wanted to, how could the service be delivered at a lower cost so that the service
could reduce its prices?

Answer - You must also take note of where your product or service stands
when compared with your competition.

shows you how to build a pricing strategy and how to work out your costs and
pricing to make sure your business is profitable. It also looks at different
pricing tactics and changing your prices.

 The difference between cost and value

 Covering fixed and variable costs
 Cost-plus versus value-based pricing
 How to build a pricing strategy
 Different pricing tactics
 Raising or lowering prices

The good news is that thinking hospitality managers have service quality
models that can guide them in planning and implementing service quality
systems. And, these systems are almost guaranteed to deliver “competitive
advantage.” Also low price is adjusted.
 D. How do you think that the service copes when something goes wrong (such as a piece of
technology breaking down, electric light goes off)?

Answer –

First reactions may be to scream, throw the device against the wall, or cry. Instead,
you may be able to solve the problem by yourself.

Really.

By following these steps, you could solve some of the most common tech problems
on your own.

Search the web

Learn about your tech problem on a search website, such as Google. See what others
have experienced. Find expert articles about solving the problem.

If your issue is with recent tech, such as a software update, be sure to look for the
most recent articles. Tech tips from years ago may not work now.

Check connection speed

Maybe you find that streaming, downloading and updating is moving slowly. First, be
sure to check your Internet connection speed. You may think something is wrong with
your device when, really, your network is just slow.

Updates

Check for updates to make sure you have the most recent version of apps and
software. You might be experiencing a problem from a bug that has been fixed in an
update. But if you have not yet updated to the latest version you may miss the
solution.

Restart

When your computer, phone or tablet is having issues, simply turn it off. Sometimes,
software or app updates need your device turned off and restarted to work properly.

E. Which other organizations might supply the service with products and services? (In other
words, they are your ‘supplier’, but who are their suppliers?)
Answer:-
The key advantage of strong, healthy supplier relationships is that you can gain better
value for your business. The better you know your suppliers, and the better they know you,
the more likely you are to benefit from dedicated service, preferential pricing and special
terms. Through this, your supply chain becomes more efficient, cost effective and
productive.
Laying the Foundations for Strong Supplier Relationships
Building strong relationships with suppliers means thinking about procurement in terms
other than the mechanics of purchase agreements and contracts. The focus on how you
interact with the supplier is also distinct from the logistical focus of supply chain
management.
Things are rarely as simple as signing a contract and sitting back as a process plays itself
out automatically. Supplier management is about people management, and the added value
that human aspects of business can bring to operations. Keeping this side of things running
smoothly will help ensure the two sides work quickly to resolve issues, continually look for
ways to improve operations and help each other to reap benefits from the relationship.
Good people management, and so the basis of strong relationships, requires a certain
mindset. Here are the foundations for building better relationships with suppliers:
Communication
Effective, open two-way communication is at the heart of any strong business relationship.
If you don’t talk to your suppliers, you can’t learn enough about them to build mutually
beneficial arrangements.
Respect
A mutual appreciation and willingness to consider the needs and opinions of the other
party clears the ground for suppliers and buyers to work in ways which maximise the
interests of both.
Openness
An essential part of effective relationship building is being open and honest with one
another. Sharing information and being transparent about intentions and goals again
increases the likelihood of reaching agreements which benefit everyone.
Fairness
Business relationships break down when one party or the other feels they are not getting a
fair part of the bargain. Ensuring all benefits are split straight down the line is crucial to
making a “You scratch my back” approach work for all involved.
Trust
All of the above help build trust. Trust is the cement which will hold a strong relationship
together, affording suppliers and buyers the confidence in one another to seek innovative
ways to working and problem solve together.
Flexibility
To make a relationship a success, you need to be prepared to change the ways you work to
accommodate the other party. Very rarely will two organisations strike the perfect accord
straight away. Strong relationships take time and a willingness on the part of both parties
to listen, to adapt and to embrace innovation as a means of improving.
F.How do you think the service copes with fluctuation of demand over the day, week, month
or year?
Answer :-

Customer demand in global supply networks is highly uncertain due to unexpected global and
local economic conditions and, in addition, affected by seasonal demand fluctuations for final
products. Therefore, in maritime transportation the design of short-sea shipping services for
containerized goods has to prove its economic efficiency under varying conditions of
transportation demand. Since liner shipping involves significant capital investments and huge
daily operating costs, the appropriate design of the service network is crucial for the profitability
of the container feeder lines. Usually, quantitative models for shipping network design are based
on deterministic forecasts, which are prone to errors caused by uncertainty factors and structural
changes in the development of demand. This paper puts special emphasis on the impact of
seasonal demand fluctuations on the structure of the related H&S networks, the capacity of the
fleet operating within the network, the deployment of ship types as well as on the associated
routes of the ships. A simulation and artificial neural network based forecasting framework is
developed to support the design of service networks of short-sea shipping lines. The proposed
methodology has been tested for a feeder liner shipping service in the East Mediterranean and
Black Sea region. Numerical results show that seasonal demand fluctuations have vital impact on
the network design of container feeder lines

several ways service managers can alter demand and influence capacity.

The literature on capacity management focuses on goods and manufacturing, and

many writers assume that services are merely goods with a few odd characteristics.
Unfortunately, these researchers never fully explore the implications of these strange
traits:

1. Services are direct; they cannot be inventoried. The perishability of services leaves
the manager without an important buffer that is available to manufacturing managers.

2. There is a high degree of producer-consumer interaction in the production of

service, which is a mixed blessing; on the one hand, consumers are a source of
productive capacity, but on the other, the consumer’s role creates uncertainty for
managers about the process’s time, the product’s quality, and the facility’s
accommodation of the consumer’s needs.
3. Because a service cannot be transported, the consumer must be brought to the
service delivery system or the system to the consumer.

4. Because of the intangible nature of a service’s output, establishing and measuring

capacity levels for a service operation are often highly subjective and qualitative
tasks.

Consider the following service managers’ actions, which resulted in fiasco:

Increasing the wrong kind of capacity—In studying the battle statistics in the war for
market share among airlines, competitors observed that an air carrier in a minority
position on a particular route would often get a smaller proportion of the total
passengers flown on the route than the share of seats flown.1 Conversely, the
dominant airline would carry a disproportionately larger share of the total passengers
flown. The conclusion was obvious: Fly the seats, and you get the passengers.

In an effort to fly more seats, the airlines lined up to purchase jumbo jets. However,
when competitors began flying smaller planes more frequently on the same routes and
reaping a good number of passengers, it became painfully apparent to many airlines
that frequency (and, to some extent, timing) of departures is the key to market share.
Consequently, the airlines “mothballed” many of the jumbos or sold them if they
could.

on contribute next to nothing, or nothing, convinced the operator to create an

imbalance in favor of revenue-producing activities. However, the number of guests
adjusted itself to the level of occupancy that the central services could support, not to
Undercutting one’s own service—A new entrant in the overnight air freight
transportation industry discovered that attempts to capture market share by adding to
the existing number of planes and branch offices increased costs faster than revenues.
Still looking for market share, the company then offered lower rates for second- and
third-day deliveries. Because it had excess capacity, however, the company always
delivered packages on the next day. As consumers discovered this fact, the mix of
business shifted dramatically to the lower-priced services. So although there was an
increase in volume, the resulting lower margins pushed the break-even volume even
higher.