Coca-Cola: Managing Business Operations
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Main operations of CocaCola in terms of inputs, transformation processes
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PART TWO – Transformation Processes and Evaluation of the Operations
Describe the main operations of the organisation in terms of inputs, transformation processes, and outputs.
Production unit produces products; activities related to production generate profit for the organisation for example, production of soft drinks. The difference between production expenses and cost of finished products is the profit of wealth that has been generated (Rao, 2011). Contribution from employees in the production of products enhances the value of this procedure and assist in wealth creation. Production involves input that is transformed into output (Miller & Thornton, 2006). Moreover, transformation adds value to output like material and labour so that finished products fulfil clients needs. The output can be goods or services. Therefore, the organisation has put in place a structure of making sure that production process and products are stable in terms of quality.
Describe the main operations of CocaCola in terms of inputs, transformation processes, and outputs.
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Analyse the organisation in terms of the four V’s of operations management – volume, variety, variation, and visibility
Volume dimension:
This dimension has various effects on the Coca Cola in terms of low or high level. During low level, the volume of Coca Cola is characterized by low recurrence of operations while in high level operations are characterized with increased repeatability in regular procedures, specialization, systemization and low unit production and huge investment (Coca cola, 2015).
Variety dimension:
This aspect is represented with low or high scale. During high scale the organisation is flexible in its operations, complex, ensure that clients’ needs are fulfilled and high production expenses while in the low scale there is standardization of operations which largely affects production such increasing unit costs (Coca cola, 2015).
Variation in Demand dimension:
Variation also affects Coca Cola such that when the variation is high demand is high, anticipate what clients may want,flexible; and when the variation is low theorganisation is stable, high use of available resources and low unit expenses (Coca cola, 2015).
Main operations of CocaCola in terms of inputs, transformation processes
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Visibility dimension
Visibility presents clients with opportunity of tracking their orders in various phases. Therefore, when Coca Cola’s visibility is low a lot of time wasted in production as well as consumption, customer feedback is not required, labor intensive and centralization of operations (Coca cola, 2015). On the other hand, during high visibility clients have short waiting period to get their orders, clients needs are met based on their views, clients feedback is required and organisation provides a variety of products.
Evaluate what each of the five operations performance objectives means to the organisation and which factors are most valued by its customers (again this might be different for different products/services).
Five performance objectives include; quality, flexibility, cost, speed and dependability. The company generate, promote and disseminate its products and services (Monga, 2013). About 1.6 billion of the company’s products are consumed every day. The company has a structure of bottlers that entail a state of the art and pervasive fabrication and delivery system. Coca cola integrates with innumerable business associates to present satisfaction as well as value to clients through a global structure of grander brands and services, hence enhancing brand equity on a worldwide basis (Einstein & LeMere-Labonte, 2009). Coca cola deals with individuals and firms that have a strong resolve to upholding the firm’s values and culture in realizing business objectives.
Performance delivery and outcomes review
Main operations of CocaCola in terms of inputs, transformation processes
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Goals and objectives of the model
The goals and objectives of the 360 degree feedback model are to improved performance of the organization as follows:
· Proficient communication of firm’s aims and values
· Enhanced sense of cohesiveness as well as devotion
· Enhanced consciousness of management performance/work linked traits/co-workers anticipations of the management
· Enhanced self-image accuracy and enhanced attitude towards work
· Enhanced informal communiqué and response
· Enhanced performance and expertise
· Enhanced overview of activities undertaken by each member of a group
Describe the layout and the flow of customers, materials, or information, as appropriate.
The organisation has executed Total Quality Management (TQM) and Just-In-Time (JIT) techniques to increase the flow of materials, customers and information. Additionally, these techniques enhance quality of products, efficiency and delivery (Riverbark, 2009). To reduce interruption to production due to schedules and manufacturing issues associated with safety of materials, Coca Cola considered the importance of strategic collaboration of supplier and customer connections via the use of JIT and TQM. This strategic collaboration enables Coca Cola in selecting suppliers with ability of meeting customers’ needs through improved delivery, quality and design of products.
In addition, the organisation has implemented Business process engineering (BPR) in reducing wastes while increasing performance. For instance, the firm uses SAP software to help in enhancing procedures, implementation and storing deliveries. Coca Cola’s Supply chain management (SCM) manages progression of products, information, raw materials to customers.
Discuss what you think are the main objectives of the process design, and whether or not these objectives are being achieved.
Main operations of CocaCola in terms of inputs, transformation processes
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The main objectives of the process design are to ensure the quality of products manufactured, sturdiness, and conformance to client centered role. Remarkably, selective appraisals based on clientele-centered metrics are optimized to choose among the various options presented, a reprisal tool in terms of failure modes of analysis (FMEA) and fault tree analysis (FTA) (Frame, 2011).
How control and feedback mechanisms might be used within the process.
Control and feedback mechanism are used after formal appraisal that involves listening, verbal communication, negotiation, problem solving among others. For instance, the organisation’s positive feedback include reflecting on high degree of punctuality and discipline and regularly entails reporting to work stations on time (Mujtaba, 2007). This demonstrates excellent example of punctuality to other works. Additionally, good work ethics and workers attendance. The organisation is particular when it comes to attendance of workers to various training sessions and duties that increases productivity (Stafford, 2012).
Bibliography
Frame, J. Davidson 2011. Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People, 3rd edition, Jossey-Bass.
Coca cola 2015. Coca-Cola Company. Accessed on 8th of April, 2015 at http://www.coca-colacompany.com
Einstein, W. O., & LeMere-Labonte, J. 2009. Performance appraisal: dilemma or desire? Sam Advanced Management Journal, 54 (2):26-30. Online research
Monga, M. L. 2013. Management of Performance Appraisal. Bombay: Himalaya Publishing House.
Oberg, W. 2012. Make performance appraisal relevant. Harvard Business Review, January-February 1972: 61-67.
Patten, T. H., Jr. 2012. A Manager’s Guide to Performance Appraisal. London: Free Press.
Rao, T. V. 2011. Performance Appraisal Theory and Practice. New Delhi: Vikas Publishing House.
Miller, C.E. & Thornton, C.L. 2006. How accurate are your performance appraisals? Public Personnel Management, 35, (2), 153-155.
Mujtaba, B. G. 2008. Coaching and Performance Management: Developing and Inspiring Leaders ILEAD Academy Publications; Davie, Florida, USA. *Online research
Mujtaba, B. G., 2007. Mentoring diverse professionals (2nd edition). ILEAD Academy, Davie, Florida.
Riverbark, L. 2009. Performance: Creating The Performance-Driven Organization. HR Magazine, 51, (12). Online research
Stafford, Leon 2012. “Coca-Cola to spend $30 billion to grow globally”. The Atlanta Journal-Constitution. Retrieved April, 07, 2014.
Mark Pendergrast 2010. For God,Country and Coca-Cola. Basic Books. p. 25.
Main operations of CocaCola in terms of inputs, transformation processes
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