OPERATIONS

Imagin" rel="nofollow">ine that you are the vice president of operations at a production or service organization. You have noticed that your organization's current operations strategy is not supportin" rel="nofollow">ing the challenges that the organization is presently facin" rel="nofollow">ing. In order to main" rel="nofollow">intain" rel="nofollow">in a competitive edge, you must address these challenges with your Chief Executive Officer immediately. Select an existin" rel="nofollow">ing production organization. Analyze the organization's current vision, mission, busin" rel="nofollow">iness strategy, operation strategy, supply chain" rel="nofollow">in, total quality management, just-in" rel="nofollow">in-time philosophy, forecastin" rel="nofollow">ing method, statistical technique, facility location, work design, project life cycle, and project management. Write a three to five (3-5) page paper in" rel="nofollow">in which you: 1. Evaluate key elements of the selected production or service organization's operational efficiency with its operational strategy. Determin" rel="nofollow">ine three (3) tasks that do not align with the operational strategy. Determin" rel="nofollow">ine the weaknesses that are evident in" rel="nofollow">in each task. 2. Formulate a new operations strategy for the selected organization based on the four (4) competitive priorities (i.e., cost, quality, time, and flexibility). 3. Analyze both the structure of the competitive priorities and in" rel="nofollow">infrastructure of the production process. Develop three (3) new enablers that are aligned with the long-term plan of the selected organization. Evaluate three (3) pros and three (3) cons of the new enablers.