Quality assessment indicators are essential for the application of a standardized performance evaluation model
Throughout today’s internationally dynamic environment, companies are forced to improve their standard of consumer satisfaction and at the same time under strain to reduce operational expenses and time to deliver goods and services. In addressing these demands, companies have implemented performance assessment programs to assess existing success and establish targets for optimizing potential results. As stated in Neely, (2002), management effectiveness in enhancing efficiency is dependent on a structured performance assessment framework that provides managers with clear short-term (day-to-day) and long-term performance goals. The value of incorporating output assessment mechanisms into decision-making inside the organizational and supply chain literature as many scholars have been discussed (see, for example, Heizer et al., 2014; Bozarth, 2013). Formal quantitative models for performance measurement) (are required for efficient measuring performance. Quality assessment indicators are essential for the application of a standardized performance evaluation model). The rising value of measuring performance in sustainable and green supply chains is the latest theme in measuring performance literature.
Operational management is the administrative role responsible for organizing, managing, and coordinating the tools required for the manufacture of products and services. It is the management role that deals with the critical capability of the enterprise. Neely (2002) describes the management of operations as the role of an entity dealing with preparation, preparing, and control of the capital for the manufacture of products or rendering of facilities. It includes the administration of structures or procedures that generate products or provide resources.
The report examines the case analysis of the Siemens group. It aims to describe the different categories of strategies found in the enterprise and the position that operations play in the execution of these strategies. The interaction between the key roles outlining future contradictions, existing procedures, and perceived strengths and shortcomings is often regarded. Concerns such as servitization and growth plans are viewed concerning businesses pressing for advancement following their intention to become a provider. A study of the effect it would have on the sales and support divisions of the companies is also regarded. Finally, guidelines to ensure that activities are implemented under the current growth strategy are addressed to management.
There is evidence within the company of the amalgamation of strategies. With the diversification of the portfolio of businesses, the organizational approach of the company needed to represent the growing market climate scenario. It defines the various types of strategies inside Siemens, and it is first essential to recognize what the policy is.
The strategy can be described in terms of a general pattern of decisions and behavior that put the company in its context and intended to achieve its long-term objectives. The plan has also been defined as the long-term path that the company plans to take. It orders to implement a cohesive approach, three stages of planning must be considered: organizational level, level of market, and operating stage. The design of these approaches can decide how the specific operational methods can communicate with one another (Womack et al . 2015). While corporate-level strategy deals with the general intent and reaches of an enterprise such as where to place the company, what kind of company to participate in; business-level strategy is more concerned with the numerous ways the business will succeed successfully among other players in the category. The functional plan is looking at ways in which individual functions can add to the success purpose of the company.
The Operations Plan involves policy choices and acts that carry forth the functions, goals, and tasks of the operations. It reflects mostly on how the various sections of the enterprise will execute on established goals through the management of capital, processes, and people. Operational strategies, the primary task is to implement the plan, but with continued market development, operations are required to help and push the organization’s strategy. It will see a contribution to the significant advantage of the company. It is adequately represented in Hayes and Wheelwright’s four-stage company participation model.
Slack, et al. (2020), described four specific management approach perspectives; bottom-up, top-down, customer demand viewpoint, and resource-based viewpoint. He observed, however, that all four aspects are essential for a thorough understanding of the organizational strategy. It is, therefore, necessary to analyze the mechanism through which market requirements are matched with regulatory requirements, thus ensuring that the organization will achieve what they are required to do, and this integration will last.
The application of two of the established viewpoints is demonstrated in Siemens operations; the business demands and the operating capital perspective.
The business condition view reflects on what the market place of activities needs (Petrisor et al. 2020). This relies not only on the market but also discusses where the company plans to operate as well as the essence of competition, recommended that, to attract orders in the markets, the Company Management Plan and the Communication Approach need to be in harmony. Siemens Company has been a successful company in both engineering and technology services and an active company in the United Kingdom for about 170 years. Siemens Company has a good history of manufacturing and producing good and quality products. The company currently has a capacity of employing 6000 people in manufacturing and engineering disciplines. The company realized the importance of trains’ reliability and how they attract their clients.
Siemens Company has to be a collaboration with The Rail industry. The rail industry measures train arrivals and departures from their destination on time and on the train’s reliability. Train reliability involve,
- Miles between Technical Incidents. (MTIN). The delay of the trains is looked at the time that can affect the development of the company. It is measured in 3 minutes or more than 3 minutes.
- Moving Annual Average. (MAA) it is the last 13 railway periods in which I period 1 is equal to 4 weeks of MTIN results which then shows the rolling yearly performance of the fleet of trains.
The training reliability helps in investment and future strategies. Currently, Siemens works closely with the train owners and operators to ensure a long period of the train and give their best in class maintenance of employment for Siemens Service Engineers in the future.
The desire for affordable, high-quality products the operator has to maintain enough trains reliability. The approach leads to the company plan, which saw a change in the direction of its output services to everyday consumer goods. To satisfy consumer demand, Siemens companies needed to update services to accommodate the increasing amount of products. Accordingly, the case study shows that Siemens was able to improve its growth plan by allowing operations to follow the efficiency requirements expected by the industry.
Siemens Company has it on defects on the pure dependent of the train’s reliability. The operator cannot depend on one factor to invest and for the growth of the company. The trains are determined by the willing participants, so this may fail the company. The MTIN results have defects if repeated for some time. Trains that are based on the MTIN may give a poor performance on the operator. Some technical incidents bring problems that cause the company not to develop. When MAA analysis results are given the performance will be determined. The analysis done will give the impact of the performance.
The Siemens have technological skills, gained not only from years of practice but also by investing in machinery. The corporation Siemens has purchased the new precision machines with the most excellent usable molds. The professional expertise of the workers often gives the business a competitive benefit. Another field of service that offers a strategic edge to its architecture experience is for the company. The business Siemens hires internationally regarded designers with the know-how of transforming complex engineering concepts into production goods for sale. This equipped the company with an influence in negotiating with design houses. The organization is merely using the tools, competencies, and skills of its activities to gain a competitive advantage.
The marketing role, which also involves the selling team, is mainly responsible for explaining what product/services the company, have to sell to customers to create client demands for services. Brand production role Obligation is to produce fresh and updated goods and services to stimulate potential consumer appetite for services. And ultimately, the company role is responsible for satisfying consumer demands for assistance through the development and distribution of goods and services.
The marketing role of the Siemens Company has been able to successfully sell/communicate the importance of its goods to the consumer, as shown by the tremendous growth of the company. They have also been able to boost sales of Siemens goods by creativity, full advertisements both on T.V. and in detailed magazines. The target market for the company was effectively built out by the representation of its products and by the upwardly growing person. Brand distinction, strategic collaboration, and comprehensive analysis, paired with a brand team with a wealth of expertise and flexibility operating for an established company; technically astute production has culminated in the popularity of the Siemens products. The role has also been able to promote itself and to offer importance to design houses in Europe. Via its business efforts, Siemens is moving from being merely a product supplier to a service provider.
Given the strides achieved by Siemens, there always seems to be a discontinuity between the advertising and operating functions. With the performance of Siemens goods and the relentless push for the creativity of the enterprise, it would appear that the marketing role does not understand the limits of the ability of the business. Siemens has an issue with the handling of finished products, and this has had a bearing on the quality of product demand by the manufacturing providers. Another concern has been the lack of adequate preparation and efficient scheduling by the marketing department. The seasonal design of Siemens goods allows the marketing role to carry out detailed forecasting to try and predict demand. At present, short feature modeling is costing the enterprise. Supply providers have to contend consistently with problems of consumption, productivity, and increasing scarp prices, as a consequence of ad hoc demands for urgent supply to satisfy the unexpected requirement. It reduces duplication and maintains effective coordination, marketing and procedures would need to bet properly networked and coordinated to ensure that over-the-counter business goals are achieved.
Siemens Company, like other industrial companies, has started to understand the intrinsic importance of implementing servitization as a method. Servitization has been defined as a system of changing manufacturers to succeed via product-service programs rather than goods alone. The reason behind this change from a strict commodity to a commodity-service or a solely business based service can be seen from three viewpoints. The goals were described as firstly, economic. Analysis has shown that goods can produce considerable income with a longer life cycle; services are better often provide better profits than services and products. Thus have a more reliable source of revenue because they are immune to the economic conditions that cause expenditure and asset purchases. Second, there is leverage on consumers’ companies to provide additional resources.
From the findings it is clear that we could see that the weight that had more importance was the energy sector which had 35% of the revenues, it was followed by industry part which had 26% and later was healthcare part with 22%, and the least sector was infrastructure and cities with 17%. The company is known for its globe’s largest provider of environmental innovations. Almost 40% of its revenue is from green solutions and products. Siemens is among the most significant public owned organizations, with nearly 740,000 shareholders (Bozarth et al., 2013).
As per the findings it clear Siemens had a minimum standard deviation and was not very volatile, it means that the share’s price did not fluctuate hence less risky. Commonly, if the volatility is high, then the security is more precarious. Siemens was also experiencing difficulty in meeting its obligations using the assets only that were converted to cash quickly. It was also evident that the working capital of Siemens was always positive. Hence it is observed that in the present times the image present by Siemens does not give risks for their sales and also the company’s survival as it did in the previous years. Siemens has also sort to reduce price risks in its product and project businesses, like contracting long-term suppliers, price escalations, financial and physical hedging clauses with clients.
From the SCP model, it suggests that some forces affect a company and its strategies. The troops include bargaining power of customers and suppliers, rivalry in the industry, and the threat of new entrants of products. As it clear that Siemens Company is affected by the forces too,
Recommendations
Siemens Company can use some graphical view in visualizing the relationship between the causing defects. They also can orchestrate defect studies with excellence actions. The company needs first to identify the root cause as to why they are just getting losses. The company can use the five whys method to obtain the root causes. This is a method of asking questions to obtain the origin and the effect relation to receive a specific issue. By so doing the company will get the leading cause of the problem. In this method, they will need to represent the reserved instances of defects and also better the usability to relate the required whys in the row. Finally, they delete the whys objects that are within the 5 whys method. The users can use the 5 ways to get the root cause analysis to search the primary cause in a guided manner. The problem-solving application guides the consumer through a series of triggers when the stair view is accessible and modified. The consumer has an outline of the whole chain all the time, but can still focus on the next issue.
Having created the first draft of the 5 whys chain in a simple, brainstorming method, the consumer can now expand on could query, fill with additional details, and file documents and error code allocations. The consumer can attach quality behavior to analyze. They verify the relevant defect / why the entity is an instance of a self-contained fault in the method to get the best out of the study and preserve the reproducibility of information.
To satisfy demand and ensure that consumer requirements are fulfilled in terms of product quality, Siemens would have to expand its manufacturing lines and improve its storage power. Storage facilities would need to be situated near to the position of their clients. Localized services would mean that the lead times for the rehabilitation of stores are required. Siemens Company would still need to plan in ICT. Establishing an ERP (enterprise resource planning) program can also link the stores database to the Siemens Business database. This way, they will easily monitor inventory rates and be able to react proactively. Besides, Schniederjans, M.J. and Gyu (2003) suggested that a reasonable idea will be to set up a separate support team with an emphasis on moving ahead and enhancing success goals.
Consolidation of the service delivered is typically followed by a clear commitment to increase the performance, consistency and delivery period of the services rendered and the introduction of new resources to supplement the services offered. The restructuring of resources is also followed by the implementation of a management framework to determine the quality and efficiency of the provision of services. This control program helps administrators to understand the scale of the business sector and to compensate for the importance of resources to the activities of companies. Internally, these improvements provide the consistency of the numbers required to achieve a strong sense of course and to track the progress or lack of the reforms (Schniederjans, M.J. and Gyu 2003). Externally, quality enhancement should create Siemens as a respectable service provider among its users.
Over the years, Siemens Company has seen steady and continuous growth, although its focus has been on a single type of product. With the recent operation of the company, there are serious issues about rapid expansion and development of services. Wickham, L. and Wilcock, (2013 ) described a variety of problems affecting emerging companies related to exponential expansion, including back-orders, bottlenecks, and decreased profitability amid improved revenue. Some of these issues have been demonstrated in the Siemens Company. The exponential development of the company has culminated in capacity-related problems. There are a few in every twelve risks of a commodity not being available, constant production chaos due to production surpassing availability and the success of the commodity and general adoption typically contributes to stock outs. The production role seems to be strained to the limits, with support facilities similarly struggling. It seems that the institution is presently unprepared for transformation.
In accordance with growth goals of the businesses, it has become crucial to resolve the organizational problems that could obstruct the growth strategies of the organizations. Use the product / service lifespan to evaluate the companies presently running, it is apparent that the change from becoming a solely product-based distribution business to a product-service-based enterprise is still in its infancy state. It is marked by confusion because the desires of consumers are not fully known. Operational managers would also be expected to build versatility in order to deal with any transition and to be prepared to provide a product / service value that will ensure consistency is sustained (Slack et al. 2013). Many problems to be addressed by management include the question of resources management.
For order to satisfy customer demand and its development plans, Siemens would need additional facilities and more inventories. The plastic industry is obviously one of volume; thus, the Siemens group will insure that it retains its reputation as a reputable supplier. This must therefore be successfully operationalized by the communications campaign. The organization is still troubled with weak forecasting and preparation. Hence there is need to increase the expertise of sales members. This would allow them to collect correct data that can then be incorporated into organizations preparing to help reduce scheduling of relevant problems, stock outs and disturbances. Also needed is an orientation between the techniques of the basic functions. Regular management sessions, where concerns related to increasing role are discussed, can help to create a deeper understanding of the various roles.
In the last few months, Coronavirus disease (COVID-19) has spread globally, influencing almost all nations, communities and healthcare systems. It disrupts the different aspects of our private, economic, or political life. It is also an attack into our moral sphere. It was a stunning experience for many of us to discover ourselves adjusting our daily activities to take safety measures to protect ourselves, our friends and families, and our neighbors. In the wake of this global epidemic, we are focusing in real time about how processes are experiencing massive transformations how states, corporations, colleges, towns and neighborhoods respond and create major improvements to current forms of functioning. This topic of program reform and, more precisely, how education programs are scaled and distributed, is a subject that we at the CUE (Center for Universal Education) have been investigating in our Real-Time Scale Labs throughout the past year. Such scale-up labs
the CUE-led intervention study programs conducted in collaboration with local organizations in five nations are an attempt to understand how good curriculum strategies are implemented through populations and throughout continents. The goal of the labs is to learn from, record and help the cycle of extending and enhancing the influence of education programs and initiatives to establish clear, realistic advice on main factors that lead to a significant transformational shift in education.
Previous to a spread of COVID-19, we discussed with our partners how challenging it is to reform the system: processes prefer the status quo and sometimes necessitate a catastrophe to transform. As World struggles to react to the ongoing epidemic, it is obvious that some of the same core concepts which we have learned in the Real-Time Scale Laboratories might still be important in reacting to this epidemic. The current pandemic as also contributed to various impacts to the health of the human beings, economy of the country, social and political life. It has the following impacts
- The pandemic has cause a lot of problems on human being life. The infected person by covid -19 usually experiences a lot of problems in terms of difficulty in breathing, a lot of pain in the whole body, uncomfortable running nose, headache, and become vulnerable to infection by other diseases and also death.
- The economy of the country has also being paralyzed by pandemic. Many government business operations stalled due to the covid-19.Most tourist industries stops to operate and transport systems have ceased both rails, air and roads. The major companies stopped working since government avoid the infection to continue among the people. This lead to low income to the country.
- The social and political life as also being affected. No social and political activities are going on currently. The sporty systems stops, no gathering of any kind, campaigns and any other meeting of the people does not occur.