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SUBMMISSION DATE 15th September 2010

1.1) Indentify and explain the role and importance of effective operation
1.2) Analyze the strategic objectives of the organization……………..
1.3) Evaluate the success of operations objectives in meeting organizational
2.1) Define resources, tools and systems required to support business
2.2) Define and implement quality audit system/practice to manage and
monitor quality standards specified by organization and process
2.3) Embed a quality culture to ensure continuous monitoring and
development of the process………………………………………..
3.1) Monitor system and work activities and indentify problems and
Opportunities for improvement………………………………….
3.2) Recommend improvements which aligns goals and objectives of
organization and reduction the variations between customer and
3.3) Evaluate the wider implications of proposed changes within the
3.4) Plan, implement and evaluate changes within organization


• Evaluate the strategic objectives of operation management within the
• Design and monitor appropriate systems to ensure quality of product
and services
• Improve organizational performance

This assignment belongs to Diploma in Management Studies in Williams
College for the study of Quality and System Management

Data would be collected through Primary and Secondary sources.

Interviews, Personal Observation and Questionnaire

Information from Newspapers, Journals, Books, Annual Reports and

Operation management is the core function of the organization. Operation management
is helpful in increase product value and efficient transformation. All the organizations
have some goals and objectives and the Operation Management is short term plans to
fulfill these objectives. Operation Management Plans helpful to achieve strategic
objectives by tactical plans. These tactical plans are for day to day issues and are very
frequent e.g. for the production operation management is amount of output produced in
specified time and machinery and HR requirements.

“Operation management is concerned with the creating, operating and controlling a
transformation system which takes inputs of a variety of resources and produces outputs
of goods and services which are needed by customers.”
Operation Management: an active learning approach by John Bicheno, Brian
Elliot Page 9
Cited at June 15, 2010

Company Background
McDonald’s is the largest restaurant chain in the world. It started in 1940, when two
brothers Dick and Mac McDonald’s opened first restaurant in San Bernardino,
California. Initially, they owned a hotdog stand, but after establishing the restaurant
they served around 25 items, which were mostly barbequed. It becomes popular and
profitable. In 1948 they closed it and opened a restaurant to sell only hamburgers,
milkshake and French fries. Gradually it become famous and they started franchising
their restaurant in the year 1953.
History of McDonald’s
Cited at 27th July 2010

Now McDonald’s is the world’s largest food chain. It has about 30,000 restaurants in
the 121 countries and it serves 52 million customers. Its 70% restaurants are under
franchise and its head office in United States. The company’s mission statement is “be
our customers’ favorite place and way to eat”. Its mission statement slightly changed in
the UK. It is “be the UK’s best fast service restaurant experience”.
McDonalds; company background, products, competitors and positioning
Cited at 27th July 2010
Role and importance of operations management in McDonalds
McDonald's is another example of a JIT system wherein McDonald's doesn't begin to
cook its orders until a customer has placed a specific order. Due to sophisticated burger
making technology, McDonald’s is able to make food fast enough to wait until it is been
Improved Quality
McDonald’s provide customers good quality food. It is just because of JIT technique.
They wait until consumer placed order of burger and then they cook and give to the
consumer. They give consumer fresh food because of this they provide consumer good
quality food.

This higher quality customer service is subject to McDonald's ability to actually

produce faster. Without this ability, McDonald's ordering costs would be sky-high
because the costs associated with ordering would be the loss of customers tired of
ordering fast food that really isn't fast.
Second, JIT allows McDonald's to adapt to demand a little bit better. Seemingly, lower
inventory levels would cause McDonald's bigger problems in a higher demand because
they wouldn't have their safety stock. However, because they can produce burgers in a
record time, they don't have to worry about their pre-made burger inventories running
out in the middle of an exceptionally busy shift.

Lower Costs
The holding costs for burger parts (beef, cheese, buns, whatever other garbage they put
on their burgers) are fairly high because of their spoilage costs. Frozen ground beef
that's good today might not be so good in a few months. Once cooked, the same ground
beef's spoilage rate shoots through the roof. Instead of having a shelf life of months or
weeks, the burger needs to be sold within 15 minutes or so. The holding costs go from
roughly 20% per week to 100% per hour.
In other words, under McDonald's old system, they produced at a level that gave them
high inventories so that food would be available fast, which is the main benefit of fast
food. Unfortunately, food that was unsold after a short period of time was scrapped.
Food that was sold was forced to be sold at a higher price in order to absorb the scrap
costs of unsold food. Ultimately this meant higher costs for McDonald's.
Economic Order Quantity Savings
A large benefit of JIT is that it reduces the total cost of ordering and holding inventory.
Let's quickly recap three firms that have achieved this and how they did so.
Dell and McDonald's
High holding costs are the nature of the computer and fast food industries. JIT system
allowed them to exploit the savings that were realized by holding less inventory.
High holding costs and low ordering costs are the factors that drive JIT. Generally, it's
the ability to lower ordering costs that make it a feasible solution. McDonald's and Dell
were both slaves to the high holding costs. It was just the nature of their industry. The
solution for them was that while they couldn't lower holding costs, they could lower
ordering costs. Wal-Mart didn't even have particularly high holding costs, but they
realized it would be profitable to lower ordering costs which led to high holding costs as
a ratio of holding costs to ordering costs.
What McDonald's, Wal-Mart, and Dell have in common is very high holding costs in
comparison to their ordering costs. Ultimately, this, coupled with the ability to lower
safety stock, is when JIT is effective. EOQ determines how much you should order and
there are two factors that drive economic order quantities down: low ordering costs and

high holding costs. Depending on the product and the industry, one or both of these
qualities may exist in your operations. If they do, JIT may be right for you. Without
the ability to make ordering costs low as a percentage of holding costs then there is no
need for JIT. In fact, the increased frequency in ordering will result in cost increases.
Safety Stock Reductions
The other aspect of JIT is the drastic reduction in safety stock. My previous article on
safety stock discussed the two reasons safety stock exists: variability in demand and
variability in lead times from suppliers (in McDonald's case, the supplier is the internal
production process).
It is because of this variability that safety stock exists in the first place. What JIT does
is tries to reduce the lead times and variation in lead times in order to help reduce safety
stock. Let's revisit the safety stock formula to figure out why this is:

Safety Stock: {Z*SQRT(Avg. Lead Time*Standard Deviation of Demand^2 + Avg.

Demand*Standard Deviation of Lead Time^2}
The first term is Lead Time*Standard Deviation of Demand^2. This is the inventory
needed to account for fluctuations in demand during the lead time. If lead time is
shorter, which JIT tries to accomplish, then this part of the safety stock is smaller, this
lowering safety stock inventory.
Wal-Mart and Dell accomplished this by using better software and communication with
their suppliers. McDonald's accomplished this by creating a system that allowed a
faster burger production (remember, McDonald's lead times are internal).
The second term is Avg. Demand*Standard Deviation of Lead Time^2. This is the
inventory needed to fill demand because of lead time variance. If lead time has no
variance or is reduced then this term can be eliminated or at least reduced. Again, this
is what JIT try to accomplish.
Wal-Mart accomplishes this by demanding it, Dell by working with suppliers, and
McDonald's by standardizing production.

In order to accomplish the tasks of shortening lead times and reducing their variances, a
considerable amount of work needs to be done with suppliers/internal operations. For
some firms this is worth the trouble, for others, it is not.
Conclusively, there are two major parts to JIT inventory operations: lowering the ratio
between ordering costs and holding costs and shortening lead times. What results is a
firm with such high holding costs that ordering very small batches very frequently is the
most profitable solution. This eliminates average inventory above the safety stock
level. Then, if lead times and lead time variability can be decreased, safety stock can be
decreased. The result is inventory coming in as it needs to come in. In other words, it
comes in just-in-time.
McDonalds, a guide to the benefits of JIT
Cited at 27th July 2010

Strategic Objectives of McDonald’s

Customer satisfaction
McDonald’s collects the information about customer satisfaction. Then they can take
positive action regarding to the customer satisfaction and operational performance. The
McDonald’s manager collects the information by talking their customers and tries to
give best service. It is the best method to solve the customer problems and improve the
level of satisfaction of customers. This encourages McDonald’s employees and
managers to be responsive and communicative with customers. McDonald’s maintain
balance between the customer satisfaction and operations in restaurant. McDonald’s
constantly talk to their customers and aware of the problems and complaints.
Supply chain performance

McDonalds can be to develop framework for measuring supply chain performance

linking to satisfaction modes of customers that can be in terms of McDonald’s decision
process and operational performance pattern which requires real time performance
measures during operation and communication within McDonald’s operation areas,

performance measurement practice in the case of McDonalds implies to customer
satisfaction from within there indicates performance operation levels and McDonalds
financial measures from the effective management stature. Strategies are vital for all
business, irregardless of the goods or forces that they offer. Through strategic
supervision and operations, companies are able to incorporate innovative and successful
means of running McDonalds businesses. In the fast food industry, certain business
strategies are also being developed and applied so as to achieve similar effects. The case
study will provide focus on McDonalds and how the company has evolved to be
successful in the British market (McDonald, 2008).
Thinking made easy strategic management-McDonalds
cited at 28th July 2010
success of operation management in McDonald’s

In today’s society, corporations and enterprises are expanding their businesses in the
markets. Globalization is necessary for success and survival in the worldwide market;
however, global competition is not easy. By the end of the twentieth century, the list of
Fortune 500 companies was no longer only United States corporations due to an increase
international companies joining the list. As a leading food service retailer, McDonald’s joins
those corporations with restaurants in 119 countries. Important strategic decisions are a
factor to their success with consideration for both internal and external factors. When
considering the foreign market, companies need to consider there are risks. There must be
local marketing to appeal to the local consumers and also to build relationships and trust.

Therefore, the strategic planning for marketing has to be effective. McDonald’s caters its

menu in other countries to the cultures of the regions. For example, in India, the non-

vegetarian menu includes chicken and fish items only. Beef is not on the menu in India

because are considered sacred. Global marketing decisions are no different than those


domestically but the decisions are unique to each country. Furthermore, operating on a


scale allows a company’s employees to experience working in different cultural

environments. This is a good marketing strategy for recruiting employees. McDonald’s has

global core curriculum for its restaurant management.

McDonald’s commitment to diversity is established on the foundational belief that diversity


not just a moral and ethical issue, but also a business issue. Due to the global expanse of

McDonald’s business, diversity has become an integral part of the internal company


McDonald’s has over 30,000 restaurants around the world, which means franchise

owner/operators, employees, and customers represent just about every culture, religion or

ethnicity on earth. In addition, McDonald’s promotes the use of local suppliers and based


their policies of diversity, expects and retains suppliers that have a similar diversity culture.

Knowing and understanding the local customs and traditions of the communities where

McDonald’s has established businesses, integrating people from these communities into


company, and adapting locally to the tastes and cuisines of the community, has made

McDonald’s the leader in their industry.

In the United States alone, McDonald’s has won numerous awards and received national

recognition for diversity. According to McDonald’s website,, awards

include; PUSH-Excel Corporate Partner Award, Corporate Achievement and Image Award,
Nullities Corporate Award, Corporate Vision Award, and the Circle of Inclusion Award.
These awards and recognitions are not the result of a surface attempt to appease the
They are the result of McDonald’s embracing and integrating diversity into their
ethos as an asset and an ally.

McDonald’s realizes that having diversity as an asset greatly enhances the profitability of


company. Diversity is a direct reflection of a company’s interpersonal relationships. These

relationships, if positive, result in a rewarding venture. Conversely, if the relationships are

negative, the company’s morale declines and if not addressed, leads to the deterioration of


company. This deterioration directly impacts the company’s income and the community’s

acceptance of the business. However, McDonald’s leadership encourages diversity through

their policies and programs. McDonald’s proven success with leveraging the advantages of

diversity can be attributed to their core value of ethics.

McDonald’s success is built on the foundation of personal and professional integrity. From
the beginning, McDonald’s has based its reputation on trust and dependability, and their
commitment to the community made them a household name. Founder Ray Kroc, believed
giving something back to the community in order to make the world a better place.

Throughout the 1970’s, McDonald’s became involved with a lot of charity work. In 1974
established a charity called Ronald McDonald House. The purpose of this program was to
provide temporary housing for the families of seriously ill children receiving treatment at
nearby hospitals. Since the 70s, more than 10 million families around the world benefited
from the comfort provided by Ronald McDonald Houses.
In addition to their community involvement, McDonald's has a long-standing commitment to
environmental protection. Restaurants around the world have innovative programs for
recycling, resource conservation, and waste reduction. The environmental achievements of
this corporation have been recognized by organizations such as the Audubon Society,
Conservation International, Keep America Beautiful, the National Recycling
Coalition, and
the U.S. Environmental Protection Agency.

McDonald's is also an equal opportunity employer. As an equal opportunity employer

McDonald’s ensures that employees and job applicants are selected, trained, and


without discrimination to race, gender, sexual orientation, age or disability. The company

promotes their employees based on their relevant skill, talents, and performance. In

support of

this McDonald's promotes and sustains a working environment, which is free from unlawful

discrimination, harassment and bullying. Employees are regarded as members of a team

where everyone's opinion is valued and respected. The Human Resources department

monitors the effectiveness of the discrimination policies at regular intervals and takes
corrective action as necessary to ensure that they being complied with. Employees who
that they have been treated unfairly are encouraged to use the remedies outlined in the
Company's handbooks. McDonald’s ethical standards, as well as their strategies for
globalization and diversity are instrumental to the overall success of the company.

cited at 28th July 2010

Resources, Tools and Systems for McDonald’s

McDonalds as a key retail company which focuses on the efficiency of
their production process for the success of their company they have a
widely efficient production scheme, from the transportation of their
raw material (uncooked food) to the efficiency of distributing their
products on site.

McDonalds production process works roughly like this:

* Collection of raw materials from certified suppliers, McDonalds

only accepts products, which are GM free and ensure that all their
eggs are free range

* Processing the raw materials, at factories around the UK McDonalds

process their raw materials into edible products ready to be sent
to McDonalds branches around the UK, also they partially cook some
of the products

* Processed products are packed in bulk ready to be transported

* Transportation of products to UK branches

* Further processing of products on site of McDonalds branches

(cooking the products e.g. quarter Pounder burgers)

* Distribution of the final product to customers

During the production process McDonalds also tries to ensure they have
the best quality materials as possible to ensure that they get the
best end product possible, also they monitor they're waste products
carefully during production to make sure nothing goes to waste and
that they comply with health and safety regulations, these controlling
factors at the end lead to McDonalds products being the best they can
possibly be.

Here are some of the guidelines they've set out for their suppliers
and production factories to comply as best they can;


Protect the health and welfare of employees and contribute to the

development of communities in which they operate

Seek ways to increase economic profitability by increasing resource

use efficiency and harnessing the benefits of ecological services

Maximize water use efficiency and eliminate the release of waste into


Minimize the release of harmful by-products into the air

Maximize energy use efficiency and use ecologically sustainable

renewable sources when feasible

Minimize waste production, maximize recycling and ensure proper

handling and disposal of solid waste

Maintain soil health by controlling erosion and improving structure

and fertility

Preserve natural habitats for native species and protection of


Minimize the use of chemical pest management inputs that impact human,
animal and environmental health

Animal Welfare
Ensure that animals' needs for food, water and space-as well as other
physiological, behavioural and hygiene needs-are met consistently

Also during production McDonalds tries to use as many recyclable

products possible, here are some facts and figures of that scheme
which McDonalds is trying to implement;


Sales Packaging Item

Recycled Content in %

Carry Out Bags


Medium Fry Boxes


Large Fry Cartons


Apple Pie Boxes


4 Piece Chicken McNuggets Boxes


6 Piece Chicken McNuggets Boxes


9 Piece Chicken McNuggets Boxes


20 Piece Chicken McNuggets Boxes




Also all McDonald's suppliers have to use a minimum recycled content

of 50% in their corrugated containers. In 1994, the recycled content
of paper and board in McDonald's transportation packaging averaged
77%. The recycled content of all McDonald's paper and board packaging
in the UK in 1994 was 59%. All McDonald's office stationery is made
from recycled paper and all company off ices recycle waste paper. All
picnic benches, drive-thru tarmac bollards, and a majority of fencing
panels purchased by McDonald's for new restaurants, are made from
recycled polystyrene. REUSE a scheme has been extended to 425
restaurants, returning used corrugated cardboard Mac Fries boxes to
central distribution for sale to industry for second time use
The functions of production
cited at 7th August 2010