Vice President of Operations Harley-Davidson

timer Asked: Oct 28th, 2018
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1. Write a six to eight (6-8) page paper in which you: APA (see attached files)

2. Create a presentation in a common PowerPoint with a minimum of twenty (20) slides and corresponding speaker notes in which you:

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This section is DONE as part 1, Please see parts 2 & 3 below. Details of Part 1 of 3: (completed 10/21) to assist with overall intent of overall project. Vice President of Operations Harley-Davidson ( SEE ATTACHED FILE) Scenario: Imagine that you are the vice president of operations at a production or service organization. You have noticed that your organization’s current operations strategy is not supporting the challenges that the organization is presently facing. In order to maintain a competitive edge, you must address these challenges with your Chief Executive Officer immediately. As you collect the information for Assignment 1 and Assignment 2, remember that in Assignment 3 you must prepare a presentation for your Chief Executive Officer. Write a three to five (3-5) page paper in which you: APA 1. Evaluate key elements of the selected production or service organization’s operational efficiency with its operational strategy. Determine three (3) tasks that do not align with the operational strategy. Determine the weaknesses that are evident in each task. 2. Formulate a new operations strategy for the selected organization based on the four (4) competitive priorities (i.e., cost, quality, time, and flexibility). 3. Analyze both the structure of the competitive priorities and infrastructure of the production process. Develop three (3) new enablers that are aligned with the long-term plan of the selected organization. Evaluate three (3) pros and three (3) cons of the new enablers. 4. Use at least three (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources. Details of Part 2 & 3 (need Oct 5th) Assignment 2: Vice President of Operations, Part 2 Refer to the scenario from Assignment 1 Write a six to eight (6-8) page paper in which you: APA 1. Evaluate two to four (2-4) weaknesses that are evident in the selected organization’s product life cycle. Generate a new product design and product selection, and then determine three (3) strategies that the organization needs in order to strengthen the operation. Provide support for the rationale. 2. Determine the key components of supply chain management for the company you have selected. Determine three (3) major issues that could affect the structuring, sourcing, purchasing, and the supply chain of your organization. Provide a solution to each issue. 3. Develop a total quality management tool that identifies and analyzes any future issues. Provide a rationale for developing the selected tool. 4. Analyze three (3) advantages in employing the just-in-time philosophy in your organization. Evaluate three to five (3-5) means in which the philosophy could potentially impact quality assurance. Provide specific examples to support your response. 5. Determine a qualitative and quantitative forecasting method for your operation. Next, create a table in which you identify the characteristics of the operation that relate to each method. Evaluate the strengths and weaknesses of each method. 6. Use at least three (5) quality academic resources in this assignment. The specific course learning outcomes associated with this assignment are: • • • • • • Determine the key components of supply chain management including structuring, sourcing, purchasing, and managing the supply chain. Examine how the total quality management process is a strategy for a competitive advantage in the marketplace. Identify the key elements of just-in-time manufacturing and its impact on quality assurances. Develop a forecasting method appropriate to a production or service operation. Use technology and information resources to research issues in operations management. Write clearly and concisely about operations management using proper writing mechanics. Details of Part 3 of 3 (need Oct 5th) Assignment 3: Vice President of Operations, Part 3 Using the same scenario from Assignment 1, present the following findings to your Chief Executive Officer. Create a presentation in a common PowerPoint with a minimum of twenty (20) slides and corresponding speaker notes in which you: 1. Determine which statistical technique you will employ to measure the quality characteristics of your organization. Provide examples to support the rationale. 2. Analyze the current facility location, and then use the three-step procedure to determine a new location. 3. Analyze the key concepts related to capacity planning and facility location for the new location. 4. Examine the current work system design and determine your organization’s selected feasibility in the job design (i.e., technical, economic, behavioral). Assess key elements of the rationale in the work design competitive advantage. 5. Using the method analysis described in the textbook, defend the new change implementation process and the rationale for the change of method. 6. Develop a diagram showing network planning techniques, in which you use the program evaluation and review technique (PERT) and the critical path method (CPM). 7. Use at least three (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources. Your assignment must follow these formatting requirements: • • • Be typed, double spaced, using Times New Roman font (size 12), with oneinch margins on all sides; citations and references must follow APA or schoolspecific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. Include corresponding speaker notes for each slide included in the presentation. The specific course learning outcomes associated with this assignment are: • • • • • Apply descriptive statistics to measure quality characteristics. Analyze the key concepts related to capacity planning and facility location. Examine the key elements of work system design, the project life cycle, and project management. Use technology and information resources to research issues in operations management. Write clearly and concisely about operations management using proper writing mechanics. Running head: OPERATIONAL EFFICIENCY AND STRATEGY Operational Efficiency and Strategy: Can Harley-Davidson Add New Chapters to a Good Story? Stephanie Park Dr. Phyllis Parise Operations Management BUS515 1 OPERATIONAL EFFICIENCY AND STRATEGY 2 Operational Efficiency and Strategy: Can Harley-Davidson Add New Chapters to a Good Story? William Harley started writing the Harley-Davidson (H-D) business story in 1900 with a drawing, a blueprint of an engine imagined fitted into a bicycle. In 1903, with the addition of another creator, Arthur Davidson the story moved from the page to the public, in the revelation of a motorized bicycle born inside a small wooden shed. These early writers painted the words, “Harley Davidson Motor Company” on the door of the cabin ("Harley-Davidson Timeline | Harley-Davidson USA," n.d.). Less than four years later, this story unfolds into a corporation, with doubled employees and factory space. As time fast-forwards from 1903 to 2018, millions of Harley Davidson motorized bicycles (motorcycles) have been sold in the United States and Europe including to many famous names, such as Elvis Presley, James Dean, Peter Fonda, Steve McQueen, Evel Knievel, the Terminator, Tom Cruise and Brad Pitt, to name a few ("Stars on Harleys," 2007). Harley-Davidson must now decide whether to follow the poignant sentiment expressed in its 2014 advertising campaign and ensure that as new chapters unfold in the H-D story, no one other than H-D leaders does the writing ("Harley Davidson | What's Your Story?" 2016). Alignment of Operational Efficiency with Strategy The Harley-Davidson operational strategy includes a drive to join people profoundly, single-mindedly and genuinely. This foundation is a global purpose, stretching across the United States and throughout the world. H-D holds that its credo of self-determination and individualism rises above borders and all personal identifiers such as age and gender. H-D wants, not just to be the holder of an iconic name and influential history, but to build the desire and need in each person throughout the world to find out what the brand means and brings to OPERATIONAL EFFICIENCY AND STRATEGY 3 each. H-D believes the experience of riding its motorcycles carries a vital link to new levels of personal freedom, and, once understood, supports the brand success worldwide. The current 10year operational objectives include cumulative domestic new consumer growth by two million, increased worldwide commercial sales to 50% of the yearly total, the introduction of over 100 new models, decreasing the corporate ecological effect, and bringing a higher return to investors ("Our Strategy | Harley-Davidson USA," 2018). Misaligned Task 1 The goal of increasing domestic consumer base calls for a deeper dive into the primary reasons sales are falling in the U.S. As H-D writes this new chapter, it faces the needs of potential customers outside of its central base. This base includes younger buyers with different requests, income, and interests. These buyers, some in the millennial generation, may have benefits that seem to conflict with the traditional Harley-Davidson definition of freedom and self-expression (Franck, 2018). Misaligned Task 2 Introducing 100 new models, although impressive and ambitious, seems to point to the pitfall of redesign and continuation of established practices. The direction of the global market points to the preference for efficiency, reliability and smaller modes of transportation. H-D again is staring at a blank page on which to start new chapters, rather than a repeat of past formulas of success. Many global markets like India and Asia are calling for smaller motorcycle models of 500 cubic centimeters (cc) and below, a definite departure from H-D tradition of big and loud machines (Winter, 2018). The H-D success story rides on larger cc engine models allowing fuel to burn faster thus increasing acceleration, speed capacity, and the accompanying noise factor for which many owners require and celebrate to the extent that in 1980 the OPERATIONAL EFFICIENCY AND STRATEGY 4 Environmental Protection Agency passed an 83-decibel limit for motorcycles produced from 1983 forwards (Gibbs, 2012). Compared to most cars operating between 35-45 decibels when idle and 65-74 decibels when driven over 85 miles per hours, the H-D motorcycle rolls off the factory line at 80 decibels when idling ("Auto Decibel Database," 2018). Misaligned Task 3 Decreasing the H-D environmental impact is a relevant and timely business operational focus. Highlighting this strategy, as the development of its electric motorcycles declines and plans for upgrading its current offerings expand, does not bode well for the corporate culture’s willingness to recreate its commercial image and brand. Electric models may well yield higher returns by leveraging Harley's durable brand designation and intensifying the acceptance of ecologically respected means of transportation ("Harley-Davidson, Inc. SWOT Analysis: Strayer University Online Library," 2018). Perhaps the H-D brand with a history of large, heavyweighted bikes is more than a little resistant to opening its stance to include its opposite. Operational Strategy and Competitive Priorities Harley-Davidson is poised to compete in cost to the extent it embraces its stated strategy of meeting consumers where they are. In the global market, the demand remains for smaller motorcycles. H-D can satisfy the desire to grant the benefit of unique self-expression to consumers sharing crowded streets and over-populated urban areas, by bringing its unique designs to smaller models. H-D can grow as a producer of quality products, again, with the willingness to create from a new mindset for new customers with diverse values, desires, and income strata (Suddath, 2018). OPERATIONAL EFFICIENCY AND STRATEGY 5 Time is to H-D’s advantage in the global market. Smaller, more efficient models require less time in production, allowing faster sales turnaround and greater visibility in the market. H-D thus continues to market the uniqueness and status of the H-D iconic brand, while applying it to enhanced efficiency, global adaptations for consumer and country’ needs, assisting in planetaryhealth awareness, and introducing universal inclusion of all citizens in the H-D bar and shield community. Opening factories to yield smaller models allows for greater product flexibility in adaptation and customization based on the changing needs of consumers. Volume flexibility is enhanced in moving to new methods of manufacturing and enabling a variety of bikes to be produced in each plant (Reid, R. Dan, & Sanders, 2015, p. 37). Long-Term Planning Aligning operational practices with strategic, operational goals necessitates the expansion of the H-D global internet and web presence, its business-to-business electronic commerce (B2B E-commerce), and electronic networks/storefronts for overseas business and consumers use. Some of the benefits of greater electronic integration encompass reducing inventory outlay as charges are openly available for suppliers and turn-around becomes faster. Merchandise excellence has seen purchasers, and suppliers enter into more collaborative and cooperative alliances, particularly in the creation and design phases of the supply chain process. Lower purchasing and managerial expenses are enjoyed, as are cost savings to connect with and maximize relationships with vital international wholesalers, materials providers, and retailers (Reid, R. Dan, & Sanders, 2015, p. 114). Harley-Davidson is aware of the timeliness of increasing the production of its offerings designed for buyers in the European Union (EU) to its international plants, specifically those OPERATIONAL EFFICIENCY AND STRATEGY 6 operating in Brazil, India, and Thailand. The new tariffs, more than 30 percent, executed on H-D motorcycles made domestically necessitate a dynamic corporate change to remain viable and competitive, much less increase global sales to 50 percent of total sales. Being the most recognized motorcycle name in the world do not carry the weight of the operational strategy, long-term corporate plan, or fulfill the H-D desire to bring the experience and joy of riding to all, regardless of personal identifiers (Barrett, 2018). Initial challenges include integration of global business partnerships based on updating the business model, using foreign support, suppliers, inventors, and investors, added costs to open supplementary manufacturing facilities, amalgamation of domestic and global data systems to allow open network communication for support of purchasing, supplying, manufacturing, analyzing, and measuring business functioning and performance on all fronts. All the above represent initial cost outlay. These costs decrease as the use of and reliance on international business, labor, and financial avenues integrate into all H-D business practices and organizational identity. Conclusion The Harley-Davidson Motor Company began with a blueprint, an image on paper of a complete, yet logical transformation of an existing popular and much-needed device, the bicycle. This detailed and straightforward focus on transforming a product only to make it better, more functional, and if successful, benefit the citizens of the nation in numerous ways, can perhaps serve as the title page of the next chapter in the Harley-Davidson history book. H-D leaders have the very same assignment, only this time to transform the existing product to benefit the world in numerous ways. As this challenge is accepted and the company directs all resources in this manner, Harley-Davidson continues to hold the pen and write every page if its story. OPERATIONAL EFFICIENCY AND STRATEGY 7 References Barrett, R. (2018, June 26). Harley rumbles in Europe, but its 'made in America' message doesn't always resonate. Retrieved from Franck, T. (2018, June 20). Millennials don’t like motorcycles, and that’s killing Harley’s sales. Retrieved from Harley Davidson | What's Your Story? (2016, March 11). Retrieved from Harley-Davidson Timeline | Harley-Davidson USA. (n.d.). Retrieved from Harley-Davidson, Inc. SWOT Analysis: Strayer University Online Library. (2018, June 21). Retrieved from AN=132423114. Our Strategy | Harley-Davidson USA. (2018, July 30). Retrieved from Reid, R. Dan, & Sanders, N. (2015). Supply Chain Management. In Operations Management(5th ed., pp. 112-115). Hobokenq, NJ: John Wiley & Sons Inc. Stars on Harleys. (2007). Retrieved from OPERATIONAL EFFICIENCY AND STRATEGY Suddath, C. (2018, August 23). Harley-Davidson Needs a New Generation of Riders. Retrieved from Writer, S. (2018, August 2). Kawasaki to step up motorcycle production in India. Retrieved from 8 ...
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