Essays on Management of Cadbury Products Case Study

Download full paperFile format: .doc, available for editing

The paper 'Management of Cadbury Products" is a good example of a management case study. Operations management mainly concerns itself with the activities, decisions made and the responsibilities attached to each and every individual in the managing of the production process and also in the delivery of goods and services (Weeks, 2005). This case study mainly deals with the study of operations management in four cases. Holloware (case 42) This is a product manufacturing company. This mainly is an example of a company which deals with the transformation of materials to finished goods and products.

Its transforming resources are the manufacturing facilities and the staff which are used in this transformation process. Therefore its transformation process can be represented as below. Transformed Resources. Environment. Materials Goods Its operation performance measures include Quality-The quality should mainly be determined by the use of products and services. In terms of products, the company puts so much emphasis on the quality of the prestige products (Benner, & Tushman, 2002). The prestige products they produce should be able to meet the customer’ s needs. Their quality is assessed in terms of the returns from the customers and also inspecting the products before they are distributed to the consumers. Flexibility- The Company manufactures only one type of product and they do not have a wide variety of services.

Therefore they cannot be able to change. Dependability-The delivery is not dependable because there is a high customer’ s contact, production and consumption are simultaneous and therefore the quality is difficult to judge. This is not supposed to be so especially to a factory producing pure or tangible goods. The products should have low customer contact and the production should precede consumption.

The quality should also be evident. Cost- The cost mainly depends on the percentage of the Turnover and also the percentage of the profit (Bielski, 2001, Bielski, 2004). This shows that the cost is usually facilitated depending on the turnover and also depending on the profit realized. This is not really a good way of determining the cost because, in order for the company to perform well, the cost of doing things should be totally cheap and should not depend entirely on other external factors. Speed- The speed the company used to reach the final consumer is very long.

This is mainly indicated by simultaneity and customer contact.

Bibliography

Benner, M. J., & Tushman, M. (2002). Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries. Administrative Science Quarterly, 47(4), 676+. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=5001995941

Bielski, L. (2001). Middleware Begets New Business Process. ABA Banking Journal, 93(9), 66. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=5000883731

Bielski, L. (2004). The Case for Business Process Outsourcing: Yes, You Can Renovate Process and Cut Costs. but Make No Assumptions and Get Specific. ABA Banking Journal, 96(5), 43+. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=5008140779

Bielski, L. (2006). Link and Go with BPM: Business Process Management Systems Grow Up, Get Relevant, and Promise "Auto Efficiencies". ABA Banking Journal, 98(7), 43+. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=5016834230

Cataldo, A. (2006). Essentials of Business Process Outsourcing. Issues in Accounting Education, 21(3), 325+. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=5017234885

Chrystal, K. A., & Lipsey, R. G. (1997). Economics for Business and Management. Oxford: Oxford University Press. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=74383748

Elliott, D., Swartz, E., & Herbane, B. (2002). Business Continuity Management: A Crisis Management Approach. London: Routledge. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=108431436

Golann, B. (2006). Achieving Growth and Responsiveness: Process Management and Market Orientation in Small Firms. Journal of Small Business Management, 44(3), 369+. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=5016028709

Morris, S. (1998). The Handbook of Management Fads: Survival in Business-- without Taking Yourself Too Seriously. London: Thorogood. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=110178021

Statt, D. A. (2004). The Routledge Dictionary of Business Management. New York: Routledge. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=107965834

Theil, M., & Ferguson, W. L. (2003). Risk Management as a Process: An International Perspective. Review of Business, 24(3), 30+. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=5006142365

Thierauf, R. J. (1999). Knowledge Management Systems for Business /. Westport, CT: Quorum Books. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=102054312

Warner, M. (Ed.). (2001). Comparative Management: Critical Perspectives on Business and Management (Vol. 3). London: Routledge. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=109427660

Weeks, D. F. (2005). Enterprise-Wide Performance and Business Process Management: Learn What the Florida Department of Revenue, a Large Organization in the Fourth Most Populous State, Has Been Doing to Generate Business Results That Exceed Private-Sector Performance Expectations. The Public Manager, 34(4), 3. Retrieved November 4, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=5014149042

Download full paperFile format: .doc, available for editing
Contact Us