P1 and furniture designed in parts of Sweden but


To understand the
importance of operations management IKEA is taken as an example.

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!

order now

IKEA is a Swedish company. It
sells ready to assemble furniture, appliances and home accessories. Its net
income is 3.202 Euros. It is one of the biggest firms in the world. It gets the
products and furniture designed in parts of Sweden but its  manufacturing is done probably in the
developing countries in order to keep the costs down. It  has suppliers from almost 50 countries. The
biggest of the entire supplier for the IKEA is China

The case of IKEA is perfect
to explain why Operations Management is important to all types of business, at
the production or manufacturing section the company aims to reduce the
wastages, increase productivity and time and resources management in order to
make sure that the production cost is low and at the stores the company aims to
make sure that they warehouse is utilised properly, customers are explained the
details and finally the product is delivered without issues so that the
shifting cost is low. Also the stores have to take care of marketing and sales
which involves their own process.Hence this indicates that there will always be
set of operations irrespective of what field a business is in and at the end of
the day successful businesses are those which manage their operations
effectively and efficiently.

Objectives of Operations

The operations management
has two primary objectives that needs to achieve and in many ways it can be
said that both these objectives are interrelated. The objectives are resource
utilization and customers service.

The customer service is the
main objective any company because at the end of the day irrespective of all
the strategy, marketing and operations management if the customer is not happy
with the product or the service then the purpose of the entire enterprise is
fallen. So the operations management makes sure that all the customers’ needs
and demands are met and do that the company also has to make sure that it makes
use of the resources effectively.

Secondly if  the resources are not used carefully then
there are chances that the production cost will increase and hence the overall
profit margin will reduce and the enterprise objective has failed. So both the
objectives must be met in a complementary way so that the company benefits out
of it.

The objectives of the IKEA
are to make sure that the quality is managed at all times and also making sure
that the operations are done effectively to save the resources so that the
company can benefit out of it.

All operations managers
manage processes:So from this it can be understood that the strategic decision
of the company are all considered as the process and because the strategic
decisions are all made by the managers it can be said that all operations
managers manage processes.

ng processes require new
roles, tasks, skills and expertise, often organized around teams. There are a
number of things to consider. Training and development of new skills for
individuals and of the team will bring with it a change in the culture of your


A quality management system
(QMS) is a formal system that documents processes, procedures for achieving
quality policies. It helps compile and direct an organization’s activities to
meet customer and regulatory requirements and improve its effectiveness and
efficiency on a continuous basis.   

The documents only serve to
describe the system.

Quality management systems
serve many purposes, including:

Betterment of processes

Reduction of waste

Cutting up cost

implementing and
identifying training opportunities

involving staff



Implementing a quality
management system affects every aspect of an organization’s internal and
external performance.

Two overarching benefits to
the design and implementation of ocumented quality management systems include:

1) Meeting the
organization’s requirements, which ensures compliance with regulations and
provision of products and services in the most cost- and resource-efficient
manner, creating room for expansion, growth, and profit


2)Meeting the customer’s
requirements, which helps to instill confidence in the organization, in turn
leading to more customers, more sales, and more repeat business



The organization’s quality
policy and quality objectives

Quality manual

Procedures, processes, and

Improvement opportunities


Data management

Internal processes

Customer satisfied fully

Each element of a quality
management system serves a purpose toward the overall goals of meeting the
customers’ and organization’s requirements


Establishing a quality
management system helps organizations run in an effective manner. Before
establishing a quality management system, the organization must identify and
manage various connected, multi-functional processes to ensure customer
satisfaction is always the target achieved.

 The basic steps to implementing a quality
management system are as follows:

Design a
quality management system

The design and build
portions serve to develop the structure of a QMS, its processes, and plans for
implementation. Senior management must oversee this portion to ensure the needs
of the organization and the needs of its customers


Deployment is best served
in a granular fashion via breaking each process down into subprocesses, and
educating staff on documentation, education, training tools, and metrics.

and measure

Control and measurement are
two areas of establishing a QMS that are largely accomplished through routine,
systematics auditing.

Review and

Review and improvement deal
with how the results of an audit are handled. The goals are to determine the
effectiveness and efficiency of each process toward its objectives, to
communicate these findings to the employees, and to develop new best practices
and processes based on the data collected during the audit.


The development of a
strategic quality plan is the key to determining the right quality initiatives,
ideas and steps for your organization. First step is to create a team of
quality professionals holding statuary degree who are responsible for ensuring
the delivery of quality products and services to the organization’s customers.
Some members of this strategic quality planning team might not be involved in
the regular responsibility of managing quality. Rather, they are impacted by
quality and therefore have an important ones in the successful outcome of the
strategic quality plan. If there is only one person designated with the
responsibility for quality within the organization, they will need to create a
team of individuals who have some responsibility for the management of quality
within their own jobs.

Every quality management initiative can, and must be linked with important
business process performance indicators in order to have any long lasting impact
on productivity. However, Strategic Plans are rarely translated into the
quality strategies needed to ensure overall performance improvement gains.

The first task of the
Strategic Quality Planning team is to examine the Strategic Plan and to identify
and become familiar with all of the identified corporate strategies. They must
ensure the quality strategies they develop align with and support the
realization of these corporate strategies.

The Strategic Quality Planning team will spend time comparing all of the
various quality initiatives that their organization has used in the past as
well as continuing to use in the present

Organizational and customer
requirements are the factors that will drive Strategic Quality Plans. The
quality strategies must address the organizational needs. They must also
address the customer needs. The Strategic Quality Planning process ensures
these two are aligned.

Customer satisfaction
results can be used to identify problems and opportunities, measure the
performance of managers, executives and employees and reveal relative
competitive performance. These can be obtained through customer surveys,
interviews, etc. The results will help drive the right Quality Strategies which
will in turn help drive new product and service development, manufacturing
quality, product and service delivery and competitive positioning.

It is essential to involve employees in the development of the quality
strategies. Employee’s input will:
Provide insight into problems being faced extensively, challenges not being
undertaken, concerns of the employees, and opportunities which may not have
been known but known to the employees.

We often miss the opportunity to go outside our organization to learn what
others are doing so that we can indulge these lessons learned into the
development of our quality strategies. Benchmarking is highly beneficial and
helps provide the Strategic Quality Planning team with ideas on how to improve
their internal quality processes, products, processes, structures, etc.




As per my research i
observed a leadership pattern that sabotages change. It occurs when senior
leaders at strategic levels, who have been thinking, inventing, and debating
about a particular change for a while, finally introduce plans for a new
initiative. Forgetting that others in the organization hav not been involved
and are not as familiar with all of the reasons for the change, leaders are
surprised by the amount of resistance the new change generates.

When change is first announced,
people will have information doubts. Often, leaders will want to explain why
the organization is moving in a certain direction and why the change is a good
idea. This is a  huge mistake. People
don’t want to be told the change is nice till they are able to understand its
imporatnce. Instead, leaders should share information as plainly and as
completely as possible. In the absence of clear, factual communication, people
tend to create their own information about the change, and rumors become facts.

Leaders should be prepares
to answer: What is the change? Why is it needed? What’s wrong with the way
things are now? How much and how fast does the organization need to change?

Steps that should be
followed :

Plan your action

If leaders address the
first two concerns communicabily , people will be ready to hear information on
the details involved in implementing the change. At this stage they will be
interested to hear how the thinking behind the change has been tested. They
will also want to know where to go for technical assistance and solutions to
problems that might arise.

Sell the change

After implementation
questions are answered, people tend to raise iresult concerns. For example: Is
the effort worth it? Is the change making a difference? Are we making progress?
Are things getting better?

People with impact concerns
are interested in the change’s relevance and payoff. The focus is on
evaluation. Be prepared to share early wins and proof that the change is making
a positive difference. If the change does not positively impact results–or
people don’t know how to measure success–it will be more difficult to keep the
change initiative moving forward.

Get personal

Once information concerns
are satisfied, people will want to know how the change will affect their

People with personal
concerns want to know how the change will play out for them. They wonder if
they have the skills and resources to implement the change.

Coordinate smartly

With some evidence that the
change is moving the organization in the right direction, momentum starts to
build. Leaders can look forward to questions and ideas focused on coordination
and cooperation with others. A solid nucleus of people in the company will want
to get everyone on board because they are convinced the change is making a

Refine for success

Once a change effort is
well on its way toward complete adoption, leaders can expect to hear others
begin asking about how the change can be refined. For example: How can we
improve on our original idea? How do we make the change even better?

Refinement questions are a
good sign and show that the people in the organization are focused on
continuous improvement. During the course of any organizational change, a
number of learnings usually occur. Take advantage of new opportunities for
organizational improvement that often come to the surface at this stage.

Give your next change initiative its
best chance

Take time with your next
change initiative. Do it right and you can drastically increase your chances of
success. But rush through the early stages and, like so many others, you might
find yourself derailed as many of these concerns surface later in the project,
killing momentum when it is needed most.


Great Value from Monitoring
and Evaluation

for Monitoring and Evaluation

The strategic plan document
should specify who is responsible for the overall implementation of the plan,
and also who is response

ble for achieving each goal
and objective.

The document should also
specify who is responsible to monitor the implementation of the plan and made
decisions based on the results. For example, the board might expect the chief
executive to regularly report to the full board about the status of
implementation, including progress toward each of the overall strategic goals.
In turn, the chief executive might expect regular status reports from middle
managers regarding the status toward their achieving the goals and objectives
assigned to them.

 Questions While Monitoring and Evaluating Status
of Implementation of the Plan

1. Are goals and objectives
being achieved or not? If they are, then acknowledge, reward and communicate
the progress. If not, then consider the following questions.

2. Will the goals be
achieved according to the timelines specified in the plan? If not, then why?

3. Should the deadlines for
completion be changed (be careful about making these changes — know why
efforts are behind schedule before times are changed)?

4. Do personnel have
adequate resources (money, equipment, facilities, training, etc.) to achieve
the goals?

5. Are the goals and
objectives still realistic?

6. Should priorities be
changed to put more focus on achieving the goals?

7. Should the goals be
changed (be careful about making these changes — know why efforts are not
achieving the goals before changing the goals)?

8. What can be learned from
our monitoring and evaluation in order to improve future planning activities
and also to improve future monitoring and evaluation efforts?

of Monitoring and Evaluation

The frequency of reviews
depends on the nature of the organization and the environment in which it’s
operating. Organizations experiencing rapid change from inside and/or outside
the organization may want to monitor implementation of the plan at least on a
monthly basis.

Boards of directors should
see status of implementation at least on a quarterly basis.

Chief executives should see
status at least on a monthly basis.

Results of Monitoring and Evaluation

Always write down the
status reports. In the reports, describe:
1. Answers to the above key questions while monitoring implementation.

2. Trends regarding the
progress (or lack thereof) toward goals, including which goals and objectives

3. Recommendations about
the status

4. Any actions needed by

from Plan

It’s OK do deviate from the
plan. The plan is only a guideline, not a strict roadmap which must be

Usually the organization
ends up changing its direction somewhat as it proceeds through the coming years.
Changes in the plan usually result from changes in the organization’s external
environment and/or client needs result in different organizational goals,
changes in the availability of resources to carry out the original plan, etc.

The most important aspect
of deviating from the plan is knowing why you’re deviating from the plan, i.e.,
having a solid understanding of what’s going on and why.

the Plan

Be sure some mechanism is
identified for changing the plan, if necessary.


 Clear goals,
measurement and feedback are involved and linking individual people with the
directions of the organisation. Change processes are about goal achievement and
may be people-focused, including training and working alongside individuals and
teams to get them involved. Measurement and feedback about goal achievement and
encouraging participation are the roles of leaders in these change approaches


Complexity Theory and
Social Worlds or constructive conflict models were previously presented. In the
evolutionary approach, multiple approaches and letting directions arise
gradually over time or working through conflicting ideas and creating new
directions are the change processes involved. The leader’s role becomes one of
working with others and interpreting the emerging change and taking a strategic
view of all the different agendas underway.

A key difference from the
previously-outlined strategic approach is that the change is recognised as
happening within a wider two-way context, with those other influences and
knowledge having an impact