Given the very dynamic nature of the luxury
Operation Management 2
Q1. Where are they located? What kind of customers they intend to serve?
Q2.Do they serve you while you are standing or do they first seat you? How big is their seating capacity?
Q3. How do they take orders?
Q4. What is the process of communicating your orders to the others working in the outlet so that you can be served?
Q5. Are the items prepared after taking your order or are they already prepared?
Q6. Do they allow any customization in your order or is it one standard order?
Q7. Do they take large orders for, say, parties?
Q8. What parts of their processes are visible to you?
Q9. How do they handle any quality issues which might prop up?
Q10. Are employees doing skilled work? What kind of job allocation is visible to you?
Q11. What is the extent of automation? What work is being done manually? What is automated?
Q12. After completing your meals, what is the process of clearing the table? What could be to motivation behind designing such a process?
Q13. Do the same kind of operational comparisons for different grocery stores, movie theaters. Car service centers, banks, etc., and see if their operational design gels with the kind of customers they want to serve.
Using the project planning data from the FPDS, develop a plan that shows what car projects will be happening during the first week of January each year. Assume that the launch date for new models is the first week of August (week 33) each year. Also, assume that the division operates only 50 weeks each year (the division is idle during Christmas and New Year’s each year).
Q14. How are these data useful to the Thunderbird team?
Q15. What additional data would be useful to the team? How would these data be used?
Q16. Given the very dynamic nature of the luxury automobile market, and the complex engineering and design issues associated with building new cars, what would you consider the most important features of a product development system for the Thunderbird product planning group?
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