The paper "Micro and Macro Processes in Cadbury World" Is a great example of a Management Case Study. Cadbury World is a visitor attraction in the Cadbury Chocolate Company. Its main aim is the experience and in a way promotes its products alongside information orientation (Johnson et al 2001, pg 117). 1.1 Micro and Macro processes in Cadbury World Cadbury World consists of a procedural process with the main aim being the experience. The operations can be divided into micro and macro processes. Micro processes are those processes that do not actually submit to the main objective but create a lead or complement other processes in the attainment of the main objective.
Micro processes are those that are set to attain or submit to the main objective entirely (Slack 1999, pg 76). The micro-processes are the shop, the coffee and ice-cream parlor, the restaurant, and the alternative exhibition while the micro-processes are the entrance, the Marie Cadbury room, the packaging, and the demonstration area. The micro-processes do not attain the main aim while the macro processes offer the experience (Smith & Fingar 2003, pg 215).
The Cadbury World is fitted with pictures, written materials on the walls, guides, and real experience in a part of the factory which represents the input. The procedural tour represents the transformation while the experience obtained represents the output port of the Cadbury world (Johnson et al 2001, pg 87). The shop offers various products including labeled T-shirts. This can be termed as the shop's input while the transformation is the sale service. Customer satisfaction is the output and relatively compliments the main purpose of the experience (Slack 1999, pg 99). The restaurant offers quite different products for chocolate.
This forms no part of the object main objective but compliments it as most visitors visit the restaurant (Russell & Taylor 2007, pg 314). The parlor offers coffee, tea, and ice-cream as the input. The parlor’ s contribution to the main object is quite significant but minimal as compared to macro processes. This is because it significantly offers ice-cream experience as its output (Thompson 2007, pg 226). The alternative exhibition offers some quality experience in the archive sector but does not offer the main experience of the Cadbury world.
However, it is a compliment of the main objective in terms of the output as it is fitted with archival machinery and equipment (Slack et al 1998, pg 78). 2.1 The Flow Chart Start (Johnson et al 2001, pg 81) (Slack 1999, pg 93) Marks the end of the area Finish (Thompson 2007, pg 212) 2.2 the process design review The Cadbury World is designed in a procedural manner. This directly suggests that the intended experience is a step by step manner from the introduction to the climax (Slack et al 1998, pg 82).
From the beginning, the number of visitors is regulated and they are continuously divided into groups. This directly suggests that capacity is a point of concern in the process (Johnson & Clark 2008, 304). On the other hand, the Cadbury world process is fitted with archival pictures and written materials but in addition, visitors are accompanied by guides, therefore, suggesting that the experience is complex and requires a guide through. However, guides can be seen to read from some written pads suggesting that the staffs are unskilled (Smith & Fingar 2003, pg 255).
Johnson, R & Clark, G. 2008. Service Operations Management: Improving service delivery. New York. Prentice Hall.
Johnson, R, Chambers, S, Harland, C, & Slack, N. 2001. Cases in Operations Management. New York. Prentice Hall.
Russell, R & Taylor, B. 2007. Operations Management: Creating Value Along the Supply Chain. New Jersey. Wiley.
Slack, N, 1999. Blackwell: Encyclopedic Dictionary of Operations Management. Massachusetts. Blackwell publishers.
Slack, N. Chambers, S. Harland, C. Harrison, A. & Johnston, R. 1998, Operations Management. Essex. Pearson Education Limited.
Smith, H & Fingar, P. 2003. Business Process Management (BPM): The Third Wave. Tampa. Meghan Kiffer Pr.
Thompson, R.2007. Manufacturing Processes for Design Professionals. New York. Thames & Hudson.