OPERATIONS MANAGEMENT

Group Activity Part III

Submitted to:
Dr. Ilknur-Mj Tekin
University of the People

Project Group Members:

 Elizabeth Flores
 Sayed Fawad Hashymi
 Doctor Santosh Bashyal
 Kidist Fuje
 Maryam Malik
  What supply chain strategies (logistics management, digitization, use of artificial
intelligence, block chain, leveling of fluctuations, bullwhip effect, outsourcing,
global operations, chain integration, etc.) do you consider relevant for the product
or service chosen?

The supply chain refers to the network that ensures the connection of all parties, such

as producers, suppliers, distributors, marketers, wholesalers, and retailers, which are required

to reach the products to the end users. In contrast, supply chain strategies help firms move

their end products to the final consumer. For our chosen product, Samsung phones, we

consider several strategies in the supply chain. Logistics management strategy combines

different channels and sources to meet consumers' wants on time. This strategy is crucial to

ensure the effective flow of Samsung phones from South Korea, where production occurs, to

other parts of the world (Kumar & Veedu, 2016). Digitization should be considered for

Samsung products since digitization technologies are rapidly growing (Hwang & Choung,

2014). It is essential for it will allow new approaches and thinking for the future of the

product. Besides, it helps attain user royalty and enables a competitive advantage for the

project.

Global operations should be implemented to ensure the global distribution of

Samsung phones, thus increasing the market through exploring untapped markets for the

Samsung product. We consider blockchain an immutable and shared ledger for facilitating

the process of making records transactions and tracking products in a business network. Since

the supply chain operation relies on information, blockchain will ensure faster delivery of

accurate information transparently (Yoo & Kim, 2015). Blockchain also enables the safety of

our Samsung product, for it only allows authorized members to access information. Its

network is of great help, for it will track production, orders, payments, and accounts to ensure

an efficient supply chain. The use of artificial intelligence in our supply chain is also
essential. It will allow automation of business operations and insight into data analysis in the

supply chain of Samsung phones.

 What lean operations considerations (waste minimization, people involvement,

continuous improvement, push vs. pull systems, set up reduction and total
productive maintenance) do you consider relevant for the product or
service chosen?

At the beginning of the twenty-first century, the tools of Six Sigma were combined

with lean manufacturing techniques to yield a hybrid methodology known as Lean Six Sigma.

A number of management books, such as Lean Six Sigma (2002) and Lean Six Sigma

Demystified (2006), touted the compatibility of the Lean and Six Sigma methodologies and

recommended the use of this management tool. The popularity of both Six Sigma

and Lean Six Sigma remains unabated and appears to continue to be gaining strength among

managers and management gurus. As of 2011, a number of large firms in the United States

employ Six Sigma in some form or another. These include Bank of America, Boeing,

DuPont, Ford, and the Samsung Group. Six Sigma is also used by all the U.S. Armed Forces.

Today, Six Sigma is branded as a management methodology that utilizes measures as a

foundational tool for business process reengineering.

A key principle of Six Sigma is measurement. Unfortunately, that also means that if

people measure the wrong things, they get the wrong results. For example, measuring

throughput may speed up production, but at the cost of quality. Measuring quality may

increase quality but decrease customer service. Therefore, one of the toughest challenges in

Six Sigma measurement is to identify the measurement system that will trigger the correct

collection of responses.

A second key principle of measures in the Six Sigma environment is that all the measures

should be openly visible. Openly displaying all measures on charts and graphs is a primary

motivator toward the correct response.

A third principle is that the change curve applies. When change happens, performance will

initially go down before it recovers and goes back up. This drop in performance is often

disconcerting, but a little patience will soon see its recovery.

Samsung’s Supply Chain Management Business Team drew up the main methodology that

was used to develop the supply chain management six sigma at the company.

The eventual six sigma model that was adopted at Samsung was an integration of the various

approaches that had been made at different companies. The companies that had successfully

adopted and integrated six sigma included General Electric (GE), Honeywell, and DuPont.

GE’s most critical approach in adopting and implementing six sigma was based on tailoring

the motivating methodologies in as far as specific needs together with characteristics of the

business units were concerned. Samsung’s Business Team focused its research on GE’s

business, which in turn has taken six sigma’s process innovation generic methodology. GE

has tailored the methodologies in such a way that they reflect specific needs in as far as

product development activities and system plan and implementation are concerned. GE

medical system’s definition, measurement, analysis, design, and verification (DMADV), in

particular, attempted to take into consideration the process redesign and process management

within its six sigma model.

 What agile operations factors (visibility, flexibility, speed, predictability, and

scalability) do you consider relevant for the product or service chosen?

Agile operations, or AgileOps, is defined as digital business operating model that

incorporate on Agile methodologies and DevOps techniques helping organizations adapt to

change quickly and efficiently. AgileOps is an bride connecting operations and developers

work closely with business leaders, data analysts and organization. Every organization now

pushing them into digital transformation strategies including digital components to all
products and services e.g. for mobile applications, universal device support ,internet of

things(Iot).

According to Gartner(2008), “By 2017, 75% of IT organizations will have a bimodal

capability, half will make a mess”. He designed Bimodel It concept as Mode 1 is traditional,

emphasizing scalability, efficiency, safety and accuracy whereas Mode 2 is nonsequential,

emphasizing agility and speed.

In our product Samsung mobile it has very much influence in the role of agile operations for

digital business . Samsung software is the primary way customers experience most brands.

Khalaf(2015)states increasingly decentralized and complex IT infrastructures, been

monitoring customer experience a more challenging task than traditional business model. It

was found that Overall mobile app usage grew by 76% in 2014, with the largest outgrowth.

Factors

1)Identifying issues within a complex IT infrastructure

2) Unifying siloed monitoring into a single source of truth

3) Breaking the technical debt cycle

We are moving from traditional IT to Agile operations

Challenges of Measuring the Complete Customer Experience

1) Monitoring “blind spots” exist transactions moving between various service

components

2) Implementing Agile methods , push operations teams members to provide analytics

and insight during pre-production stages which proactively influence code and design

for next release

3) Can go into unproductive turf guarding and finger pointing that push out mean time to

repair
 Only 8 % of companies know the scope of shadow IT within their organization(2).

Only 14 %of top 100 retail sites rendered feature content in fewer than 3 seconds(3).

The network, database, infrastructure and software people can boast about individual

performance metrics to 99.9 percent uptime or low latency, but fails to evaluate bad

experience with your service.

Understanding customer experience is guiding tools for competing in today’s

market, leading IT operations teams for new discipline of Agile Operations. It works

by follows points

1) Unifying monitoring of applications and the infrastructures

2) Bringing disparate data and analytics together

3) Supporting an agile and continuous feedback loop

SPEED and QUALITY at SCALE can be used as critical for business success for

IT operations become more Agile.

Some guidance for agile operation

• User experience analytics across web, mobile and wearables.

. • Web errors and mobile crash analytics.

. • Performance analytics. Gain end–to–end performance details from mobile and web all the

way to back-end systems, including mainframe and cloud

• Data studio. Use flexible and dynamic dashboards to easily view and combine user

experience and performance data with out-of-the-box, role-based templates

 References

Hwang, H. R., & Choung, J. Y. (2014). The co-evolution of technology and institutions in the

catch-up process: The case of the semiconductor industry in Korea and Taiwan. The

Journal of Development Studies, 50(9), 1240-1260.

Kumar, A., & Veedu, V. P. (2016). U.S. Patent No. 9,290,671. Washington, DC: U.S. Patent

and Trademark Office.

Yoo, Y., & Kim, K. (2015). How Samsung became a design powerhouse. Harvard Business

Review, 93(9), 73-78.

(2012). "Statistical Process Control and Six Sigma." Encyclopedia of Management, edited by

Sonya D. Hill, 7th ed., Gale eBooks.

link.gale.com/apps/doc/CX4016600280/GVRL?u=lirn17237&sid=bookmark-

GVRL&xid=9ecc66f9.

Khalaf, Simon, “Shopping, Productivity and Messaging Give Mobile Another Stunning

Growth Year,” Flurry from Yahoo!, January, 2015

Cloud Security Alliance, “Cloud Adoption Practices & Priorities Survey Report,” January,

2015

Radware, “State of the Union: Page Speed & Web Performance,” spring, 2015