Summary DMO OPS 2 - MCDONALD'S CASE COMPANY OVERVIEW
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Course
DMO
Institution
Hogere Hotelschool Den Haag
Book
Operations Management
Are you trying to cram the never-ending theories and concepts of DMO operations management? With this overview you will surely pass the OPS2 exam! In just 30 pages, everything regarding DIRECT - DESIGN - DELIVER & DEVELOP is applied to McDonald's. Using a clear layout throughout the document preven...
Samenvatting voor Business Operations and Processes (BOP) UvA
Samenvatting Operations Management
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DMO OPS 2
Case Company Overview
By: Femke Veenstra
, TABLE OF CONTENTS
description of McDonald's..................................................................1
Vision:............................................................................................1
Mission statement:...........................................................................1
Values:...........................................................................................1
Growth Strategy:.............................................................................1
Business Model................................................................................2
Order winners and order qualifiers......................................................3
Hayes & Wheelwright Model...............................................................4
McDonald’s – DIRECT..................................................................5
Transformation processes..................................................................5
High volume....................................................................................6
Medium to high variety......................................................................6
Low variation in demand....................................................................6
High visibility to customers................................................................6
PERFORMANCE OBJECTIVES:........................................................7
All performance objectives are connected. If quality is improved, the
cost is also reduced, thus time is also improved, which in turn leads to
more flexibility............................................................................7
Quality: being RIGHT........................................................................7
reduces costs, increases dependability................................................7
Cost: being PRODUCTIVE..................................................................7
always important..............................................................................7
Speed: being FAST...........................................................................7
reduces inventory and risks...............................................................7
Dependability: being ON TIME............................................................7
saves time and money + gives stability...............................................7
Flexibility: being able to CHANGE........................................................7
speeds up response, saves time, maintains dependability......................7
TRIPLE BOTTOM LINE..................................................................8
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