Operations Management Designing New Business Processes

Question: Discuss about the Operations Management for Designing New Business Processes. Answer: Introduction: Caftan Closet keeps capacity management in the manufacturing part. They deliver high quality dresses by using some of the talented artisans and using latest technologies. As the capacity cushion of Caftan Closet is high, hence they are able to deliver the products faster. Onced the capacity cushion of the company will be large, they will be able to produce more (Holweg Helo, 2014). The customer are able to trusts the company that they will deliver within the given time and quality goods. The services part is mainly depended on the locations of the store. The Caftan Closet delivers the products to the doorstep of the customers. The customers would not have to take long trips. The senior management of Caftan Closet has chosen multiple locations. The senior management decide on the distribution system Processing is separated from the warehouse for better processing of goods They keep a large amount of stock ready in the warehouse so that the delivery time could be reduced. In this way, Caftan Closet will be able to gain competitive advantage over other companies in the market. As far as the product design is concerned, the choices of the customers are kept in mind before designing them. The operation of Caftan Closet is flexible. The customers are told about the new products either through Watsapp or through mail. The customers might state ordering for the products once they will come to know about the design. Hence, the process design should be kept ready to meet the demand of the customers. The process design is closely related to the supply chain of the company. Thus, Caftan Closet chose the combined layout for process design. When there is a new product launched in the market, they chose the line layout a well as the functional layout to meet the demands of the customers. Caftan Closet carries out the production process in a limited floor area with the line layout helps. Hence, they do not have to build a large warehouse. On the other hand, the functional layout helps the organization to supply the products within a limited period and be flexible in their work. Caftan Closet has been able to make its presence felt in the United States Emirates (UAE). However, they should be able to export their products in the international locations. The Business process re-engineering (BPR) will enhance the operations of the company and will help in spreading the business in the international locations (Emerie Kassahun Molla, 2013). Caftan Closet should apply the eight-stage process while implementing the Business process re-engineering (BPR): They need to identify the market where they could export the caftans To lead the organization in the international locations, they need to appoint a leader who will be able They need to recognize a new process that will help in redesigning the products so that it will suit the taste and liking of the customers. They need to identify the technological process so that they can apply new designing methods The steps that would be taken by the company should be able to solve the technological and social problems if any. To meet the demands of the international customers, They need to transform the business process so that they are able They should keep on improving the process to meet the international standards to fill up the loopholes when they will be going to an international location. References Bamford, D., Forrester, P. (2010).Essential guide to operations management: concepts and case notes. John Wiley Sons. Emerie Kassahun, A., Molla, A. (2013). BPR complementary competence: definition, model and measurement.Business Process Management Journal,19(3), 575-596. Hasani, A., Zegordi, S. H., Nikbakhsh, E. (2012). Robust closed-loop supply chain network design for perishable goods in agile manufacturing under uncertainty.International Journal of Production Research,50(16), 4649-4669. Holweg, M., Helo, P. (2014). Defining value chain architectures: Linking strategic value creation to operational supply chain design.International Journal of Production Economics,147, 230-238.