Essays on TESCO Layout and Flow Case Study

Download full paperFile format: .doc, available for editing

The paper "TESCO Layout and Flow" is a great example of a business case study.   The layout and flow of operation describe the physical location of its transformation of the available resources. In simple terms, the layout is deciding where to utilize the resources including the facilities, machines, equipment and employees or staff members in the execution of a project or operation. The layout is one of the most distinct features or element of an operation. It is the element that almost everyone would first identify on an ongoing operation at first instance because it the form and appearance of an operation.

It also determines the means in which the transformed resources including the materials, information and the clients flow in the intended operation (Slack et al 674). Tesco PLC is a firm based in Britain which deals with grocery and general merchandise on an international scale in the form of a retail chain. The firm is the biggest in Britain retail market at least in the grocery sector in consideration to both local market share as well as global sales with profits exceeding £ 2 billion. Tesco climbed to fourth place as the largest retailer in 2008.

Although the firm initially dealt with food and drink, it has since expanded and invested in other fields such as clothing, electronics, telecoms, dental processes, retailing and general trading in DVDs, Internet services, software, financial operations, home services, health care services car services and several other areas related to the above mentioned (Walker 6). Operations management plays an important role in ensuring that the core performance objectives of TESCO are realized. In all of its operations, whether to improve on its current operations or to venture into other areas, the manner in which the firm utilizes and allocates its resources in various programs will have a great impact in the success of the activities.

This will determine whether the firm succeeds in delivering quality customer services towards the enhancement of its profitability levels. As a result, there have been several innovative development projects at the firm in the operation management all geared towards appropriate allocation of resources for maximum profitability. The projects are aimed at enhancing the utilization of TESCO resources for the purpose of transforming the organization’ s performance (Slack et al 674). In the operations management of TESCO, the following layouts are exhibited: Functional layouts Functional layouts also are known as process layouts are basically found in job shops or organizations that produce tailored, low volume commodities that may need diverse processing requirements and series of operations.

Functional layouts are facility configurations in which projects with a similar function are categorized together. Their function is to process products or offer services that involve diverse processing requirements. For instance, in the Tesco superstores and supermarkets, the groceries sold require a series of processing requirements in order to fit the customer requirements (Stevenson 340). Product Layout Product layouts are exhibited by flow shops.

Flow shops manufacture large volume, highly standardized goods that need highly standardized, recurring processes. In a product layout, resources are organized sequentially depending on the steering of the commodities. In theory, this chronological layout allows the whole process to be analyzed in a straight line, which sometimes may be totally devoted to the creation of only one merchandise or product version.

Tesco, for instance, requires an appropriate product layout to ensure that it meets all the customer requirements in the express stores. The flow of the line can then be partitioned in such a way that labor and equipment are appropriately used throughout the process. Product layout competence is often improved through the application of line balancing. Line balancing is the allocation of tasks to workstations in a manner that workstations have roughly equal time needs (Stevenson 340).

Works cited

Lewis, Michael & Slack Nigel. Operations Management: Critical Perspectives on Business and Management. London: Routledge, 2003

Business as usual for Sir Terry after 10 years in charge". Birmingham Post (Midland Independent Newspapers): p. 24.

Slack Nigel, Chambers Stuart & Johnston Robert. Operations management. London: Prentice Hall, 2007.

Stevenson, William J. Operations Management. 8th ed., Boston: McGraw-Hill/Irwin, 2005

"Technology helps Tesco beat crunch". Retrieved on 8th June 2010 from .

Walker, Gaelle (2006-11-11). "Online failing todeliver". The Grocer (William Reed Publications): p. 6.

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