Operations Management
MBA 7061 Assignment (Individual work)
Table of Contents
Section 01...................................................................................................................................1
1. Key Strategic Options of Operational Management of Burger King.................................1
2. Excellent Customer Service for Operational Cost Reduction............................................3
3. Critical Evaluation of the New Product Development Strategy of Burger King...............4
4. The Necessity of Capacity Planning on Burger King........................................................5
Section 02...................................................................................................................................7
1.a. Comparison of Operational Management Activities between Industrial Sectors............7
1.a.1. Overview...................................................................................................................7
1.a.2. Manufacturing Sector................................................................................................7
1.a.3. Service Sector...........................................................................................................7
1.a.4. Retail Sector..............................................................................................................8
1.b. Duties and Responsibilities of Operations Managers......................................................9
2.a. Assessment of the Content and Objective of the Product Designing Process of Mc
Donald Company..................................................................................................................11
2.b. Key Elements of the Operations Strategy.....................................................................12
2.b.1. Overview.................................................................................................................12
2.b.2. Designing of the Production System......................................................................12
2.b.3. Facility Planning.....................................................................................................12
2.b.3. Product and Service Designing and Development.................................................12
2.b.4. Determining the Applicable Production Technology.............................................13
2.b.5. Allocating Resources over Operational Functions.................................................13
2.b.6. Layout Designing and Location Planning..............................................................13
3. Critical Assessment of Operational Management Tasks..................................................14
d. Customer Relationship Management, Benefits and Challenges...................................14
e. Execution of Cost Efficient and On Time Operations..................................................15
f. Solid Customer Service Management...........................................................................16
ii
References................................................................................................................................17
iii
Section 01
1. Key Strategic Options of Operational Management of Burger King
It is an obvious fact that addressing consumer needs is really challenging whilst operating
under a volatile business environment that is significantly exposed to drastic competition.
Thereby, achieving operational excellency is a must for an organization to reach the next
level productive and success. Operational strategy, which is just one part of the corporate
strategy, is the systematic approach of accomplishing the corporate mission and objectives in
the long-term of business conduct. It is the comprehensive mechanism of integrating
organizational procedures with rapidly altering consumer demands. Further, it can be
considered as a descriptive framework and an effective decision making tool that integrates
value chain activities, core competencies, strategic information with internal and external
performance metrics (Burian & Francis, 2013).
Being a strategic competitor, Burger King (BK) has initiated an outstanding operational
strategy within itself in terms of keeping up the dynamic markets and enabling it to reach out
the desired competitive position in the quick service restaurant industry. Below explanation
would be based on the key highlights behind its operational competitiveness.
Following a job production approach, BK customize their products according to consumer
requirements. Its continuous innovations approach has delighted customers over the years of
operational history, and has enabled it of becoming highly effective. For instance, BK was
the first initiator of drive-through services. This validates that BK adopts a product
differentiation strategy under which the company strives at launching relatively unique
products to the market. Thereby, BK records intensive growth on continuous basis.
As the process and capacity management tactics are considered, it is apparent that the
organization intends to take every single measure to optimize capacity utilization and process
improvement. BK consistently monitor the customer demand and their service potentiality in
terms of adjusting the production facilities accordingly. Moving drink stations from behind
the counter is a measure to hand over the time consuming task of filling the cups to customers
in terms of uplifting service efficiency. BK cuts down its operational costs by deploying the
minimum number of employees within their restaurants.
1|Page
Designing the restaurants and kitchens in a compact manner has enabled it to save space and
influence worker productivity. The high global customer reach is a result of its exceptional
location strategy. BK initially analyse the market in deep based on the demographic factors
and thereby decide the spots that would gain high customer attraction. Moreover, BK tries to
maintain its localized and international inventory management cost at the least possible level
by executing effective practices on sales monitoring, quick identification of stock outs and
efficient moving of products over various restaurants.
2|Page
2. Excellent Customer Service for Operational Cost Reduction
The ultimate strategic intent of BK is creating customer satisfaction above all. The company
constantly strive to launch innovative products along with the provision of exceptional level
of customer service. As BK operates in the fast food industry, which is consisted of number
of substitute product manufacturers, providing the most superior customer service to retain
customers for life time value creation is considered to be one of the core components of the
strategic options of the organization. BK ensures that its operational strategy consistently
improving the customer service quality, whilst creating a competitive edge over severe
industrial competition.
BK creates a unique customer experience on each of its guests. Instead of manufacturing in
batch quantities, BK adopts standard, make-to-order approach. The personalized, innovative
product offerings attract more customers towards regular BK visits, thereby increasing the
total production volume and lowering the operational costs as a result of economies of scale.
On the other way round, production as per orders received would reduce the necessity of
compiling stocks at warehouses and making production forecasts. It is conclusive that BK is
highly getting benefited out from mass customization strategy (Berro, n.d.).
BK has strategically transferred some of its functions towards customers to get self served.
For instance, the drink filling process, which is a time consuming operation, has been moved
to customers. That initiative has allowed customers to get rid of long wait times until their
orders are served. Further, the requirement of employees per restaurant could get minimized
day by day. It is stated that as the customers tend to fill their cups with more ice, rather than
beverages, the material cost has drastically dropped with the key managerial decision.
Likewise, BK facilitate their consumers with the best quality, most unique service rendering,
while cutting down its manufacturing costs.
BK well plans the capacity of production requirement. The company forecasts the number of
customer visits and combine its knowledge gained through information to deliver service
excellency. The location planning is based on demographic factors to make customers
fascinated with the restaurant availability. Also, layout planning is in accordance to the policy
of designing the restaurant in a small space in the most compatible manner, which allows
convenient customer, employee and inventory movements. That would save time and costs
whilst improving operational efficiency.
3|Page
3. Critical Evaluation of the New Product Development Strategy of Burger King
New product development is the comprehensive process of forming and introducing a newly
developed product to the marketplace. It is the process of exploiting the market in terms of
identifying novel opportunities for the newly developed product line. Consistent new product
developments would enable BK to better approach their consumer demands, get the customer
population increased and get its market share developed on regular basis (Kuka, 2018).
Among the key intensive growth strategies of BK, product development holds a less level of
significance and minimally implemented. Specifically, it launches new products to the
marketplace at a slow rate. The preliminary launched products are included in the restaurant
menu for years and thereby the customers are not gaining any sort of fresh feeling even by
looking at the menu. As a consequence of standing far behind the competitors with regard to
broad innovations, BK currently experience a lag of its corporate growth. Hence,
management attention is essential on enforcing the NPD strategy (Gregory, 2017).
BK can carry out new product developments in terms of inventions, innovations and
modifications. Under inventions, BK can launch products that are entirely new to the
marketplace and no other player has launched that sort of product beforehand. Innovations
would aid BK to release products that are already existing in the marketplace, yet under their
own brand name and under their own production methodology. Upgrading the size,
ingredients, packaging and other product features to bring up a new customer experience is
known to be product modifications (Kuka, 2018). All of the three approaches are important
for the productive management of current and potential product lines of BK whilst gaining
improved financial returns.
BK should invest more on research and development activities to have deep insights on
modified customer needs, requested product designing and improvements. The company can
outsource the NPD idea generation on expertized parties. Further, the company can work
partnering with another industrial player to have joint innovations. Ongoing appraisal of
consumer demanding patterns are pretty much important as that would strength the launching
of most acceptable and heart touching products to the market. In addition to the above, brand
extension is another useful strategy that comes under NPD, that influences BK to launch
complementary products that go inline with the existing product range and to apply the
current brand on a completely new product category (NIBusinessInfo.Co.UK, n.d.).
4|Page
4. The Necessity of Capacity Planning on Burger King
The long-term strategic decision and the complete procedure of determining the resource and
competency requirements, and the rate of production for the fulfillment of consumer demand
is known to be capacity planning. The process enables an organisation to distinguish the ideal
level of operations that fit on with the necessity of responding to current market conditions,
and produce accordingly. Determining the upper ceiling of the productivity competency of
prevailing operational facilities would lead a certain organization towards reaping the best
possible outcomes (Mamun & Ahsan, 2005).
BK has executed a superior capacity management plan through which it strives to achieve
operational productivity. The company frequently monitors the market demand and sales
worldwide and get their production facilities modified accordingly. Whilst obtaining details
on customer demanding patterns and service essentialities on the existing restaurant network,
BK plans the capacity requirement of their proposed locations. As it experiences a
significantly variable demand, the production facilities have been designed in a flexible
manner. Based on the customer visits, BK alters the number of staff that it uses to serve
orders ranging from one to five. The company showcases a clear segregation of duties among
its staff members. Special orders are being served through a second window to avoid
unnecessary customer waits. Such initiatives have enabled BK to have low cost operations
while handling 40% more sales (Meyer, 2017).
Capacity decisions are mostly fundamental among design decisions to be taken up by the
management. Those decisions are directly impacting the potential capability of the
organization to meet its future market demand. The ultimate rate of output would depend on
how effectively the organization handles its capacity. Meeting the demand conditions with
the ideal use of resources, skills and competencies would lead the organisation towards
reduced operational costs as the production completely gets matched with the external market
demand (Mamun & Ahsan, 2005).
Capacity decisions have to be taken up wisely as they require long-term commitment of
resources and competencies. Once the decisions were taken up, they are irreversible in nature
and making modifications would incur considerable costs. Parallel to the high industrial
competition, to keep existing customers and to attain new ones, the capacity decisions must
fit with the accurate demand limits. If capacity decisions would fail, the entire sales and
5|Page
production system would break down and the firm would suffer at fulfilling customer
demands, followingly loosing customers (Mamun & Ahsan, 2005).
6|Page
Section 02
1.a. Comparison of Operational Management Activities between Industrial
Sectors
1.a.1. Overview
In most simple terms, operations management is the integration of the entire flow of internal
business activities for converting a production concept into a realistic good or service with
the consumption of organizational scare pool of resources. Managing the transformation
procedure involves the efficient planning and controlling of all in-house operational tasks
(Collins & Collins, 2008).
1.a.2. Manufacturing Sector
The operational management practices differ according to the sector that a certain company
has institutionalized its business conduct. As the manufacturing sector is considered, the basic
business function is the transformation of raw material into finished goods. Focusing on the
competitive nature of the business environment, manufacturing entities must excel at
acquiring operational efficacy. The primary focus must be the quality and the operational
strategy should eliminate all sort of non-value adding activities to cut down unnecessary
costs. Following are the key operational management tasks that are specific for
manufacturing entities (Collins & Collins, 2008).
The initial determination of the production flow, inventory management, layout planning and
capacity management come under production planning. It should be decided the accurate
quantity to be produced, most applicable production method for yielding cost advantages and
how the production facilities should get designed to meet current market demand. Once the
process designing function is completed, next the management should continuously monitor
the process and when in need adjustments should be make up for improvements. Quality
controlling involves with the assurance that the goods being manufactured are up to the
required quality to satisfy consumers (Collins & Collins, 2008).
1.a.3. Service Sector
Unlikely to manufacturing entities, the product of service organizations launch an intangible
product, coupled with mass scale of customization. Further, regular contacts with customers
have to be maintained hence implementation of a superior customer service is a key
essentiality. Similar to manufacturing sector, service industry too desires operational
efficiency. Such firms do operational planning on forecasting the service demand, and to
7|Page
identify the requested services of consumers. On time personal attention is a must on
customers. This task would seem as more complicated as the demand may exceed the
predicted level, hence proper work scheduling is important to ensure that employees are
readily available for serving customers with their fluctuating demands (Collins & Collins,
2008).
Customer focus is the most vital element of the service industry compared to product focus of
manufacturing businesses. Hence it is mandatory to design the service flow with a clear
customer centric approach that effectively process orders. Upgraded process responsiveness
is the method of maintaining the quality of operations (Mclaughlin, 2010).
1.a.4. Retail Sector
Retail sector is another key operational segment that engages with complex operations. In
terms of ensuring that the business flow drives smoothly, the management should have
productive operational policies designed and sufficient resources to have them executed.
There exist a set of key operational management functionalities that are specific to the retail
operations. Facility management is a primary element, yet in contrast to manufacturing
enterprises, store layout, designing and store premise maintenance are the important issues.
Inventory management practices should be placed for the purpose of recognizing running out
stocks at store shelves. Merchandize management is another unique functionality associated
with the retail operations. Planning the supply chain to identify the right supplier, with the
right price and deliver on time is mandatory for operational success if not the organisations
would loose customers due to failures of addressing their demands on time (Kosh, n.d. ).
Customer handling is important for retail businesses as similar to service providers.
Approaching and supporting customers and the establishment of productive transaction flows
are retaining customers in the long run of industrial operations. Employees must be
influenced with the established operational strategy to delight customers with a follow up of
sales (Kosh, n.d. ).
8|Page
1.b. Duties and Responsibilities of Operations Managers
Operations management is a key functional area as it is associated with the core business
functionalities of a certain organization. Irrespective of the industrial sector, each and every
company should have a well established systematic approach for delivering the perfect value
on consumers. Operational manager is the key responsible party that is in charge of
operational excellency of the organisation. His duties are ranging in a wide spectrum,
including process planning, operational budget preparation, logistics and inventory
management, workforce monitoring, and work order scheduling and direction (Wolniak,
2019).
The job requirements are varying in accordance with the type and nature of business
procedures. Though, every operational manager must plan, direct and control the production
flow is profitable and at their highest level of efficiency. Operational managers should
coordinate and segregate its resource base strategically throughout the management process
to generate high yields. The decisions made by themselves should resolve the complexities
that would incur throughout the organisation and controlling of the input conversion process
(Wolniak, 2019).
As the position sounds to be a complicated one due to the responsibilities that the operations
manager takes on to oversee operational procedures of each functional level, he or she must
have a set of specific skills to be successful. They must possess the ability to break down the
entire process into tiny parts and get them into an organized plan. An analytical mindset is
needed to assess the information flows and predict the potential market fluctuations and
essential operational improvements. The operational manager should have proper
intuitiveness to evaluate whether the plans that were put in place are feasible and suitable to
cherish under a competitive industrial landscape. Further, the operations manager must be an
effective communicator and a people manager as the workforce is the backbone behind
operational productiveness and innovativeness. The ability to cope up with stress and
handling arising difficulties and production issues with immediate effect is expected from
production managers (Wolniak, 2019).
Operations manager should appropriately lead his or her subordinates towards target
achievements. Optimizing the capacity utilization whilst expanding the facilities is needed for
meeting the increasing demand on products and services. It is another key responsibility of
9|Page
the operational manager to regularly review and daily walk through the operational schedules
and assure that all the departments are in the accurate path of achieving the established
targets. The overall effort should be towards the establishment of an organizational culture
that is enforced with continuous improvements. For that purpose, operational managers must
maintain uninterrupted, solid relationships with other departments to get confirmed that
resource allocation and quality expectation requirements are effectively met (Wolniak, 2019).
10 | P a g e
2.a. Assessment of the Content and Objective of the Product Designing Process of
Mc Donald Company
Forming a product should be in a suitable way of meeting the expectations of the targeted
group. It is the operational framework of identifying untapped customer segments that desire
a to consume a certain type of a product and designing an appropriate plan to develop a
product or a service that would offer the clients their requirements. It is a complex procedure
that includes rationally arranged, interconnected steps and must ensure that the output is a
high in quality, usability, appearance and functionality. The below explanation is based on
the product designing process of Mc Donald, which is a giant firm operates in the
international fast food industry (NZIFST, n.d.).
Specifically with reference to food processing industry, customers expect high quality
outputs. Accordingly, product designing is applicable in every part of the strategic decision
making process of Mc Donald. The company screens the demanding requirements and
deploys food scientists as ‘fast food designers’ in terms of designing quality, nutritious and
innovative food items. At the preliminary stage of the product designing, Mc Donald hires
experts to have extensive research both in terms of quantitative and qualitative approaches,
on gaining market savvy on demographical criteria on trendy production necessities and as
accordingly, the manufacturing flows are getting designed. However, prior to operationalize a
product concept, the senior management evaluates the idea to determine whether the
prevailing resources are sufficient to further develop the production idea (brainmass, n.d.).
For instance, Mc Donald became the first breakfast menu launcher with the introduction of its
English muffin, and continued with the expansion of its quick breakfast options. With the
accurate combination of ingredients to generate distinct flavours and tastes, Mc Donalds
pertains its product designing with strategic decision making and securing its competitive
market position (brainmass, n.d.).
Mc Donald has designed its kitchen areas to perform test marketing activities. On site quality
inspections ensure product quality consistency. Product developments are undertaken as a
combined effect of communications done between departments. Moreover, gaining insights
from other departments enable Mc Donalds to design its operational strategy in a manner that
optimize the resource utilization (IvyPanda, 2020).
11 | P a g e
2.b. Key Elements of the Operations Strategy
2.b.1. Overview
Operations strategy is one of the primary sources of competitive advantage and a route to
achieve ultimate corporate vision and success. It is the mechanism through which the market
requirements are getting transformed into operational decisions. Contributing towards the
accomplishment of the aggregate business strategy, operations strategy recognizes cost
effective procedures to plan, assess and coordinate organizational process flow in
consideration with optimizing the profitability records (Slack & Lewis, 2017).
2.b.2. Designing of the Production System
Basically, there are some specific key components of every operations strategy. Designing of
the production system is the first thing to do with meeting up prevailing market demand. It
denotes the transformation of inputs into marketable products and services via the
specification of clear workflows, quality controlling and supply chain management.
Production systems are majorly of two types as product focused and process focused. Mass
scale production operations are generally in accordance to a standardized product oriented
system whereas job productions are undertaken through customized process focused
methodology (Malczen, 2022).
2.b.3. Facility Planning
Facility planning influences an organization to determine the optimal size and number of
facilities to be operated. For functional efficiency, establishment of realistic production
targets, quality assurance and proper inventory control is mandatory on each production
facility. Effective facility designing enables the organization to serve customers with high
quality products at the lowest cost, guaranteeing flexibility and fast responses (Malczen,
2022).
2.b.3. Product and Service Designing and Development
The next element, product and service designing and development is the entire process map
starts off with concept generation and ends up with certifying the final design and initiating
the production operations. This can be considered as the most crucial element of the
operations strategy which is comprised of predicting industrial fads, allotting resources on
new product developments and modifying the process flows to get matched with updating
market requirements (Malczen, 2022).
12 | P a g e
2.b.4. Determining the Applicable Production Technology
It should get decided what would be the best fit production technology on manufacturing
operations. The decision can be taken through a techno-economic analysis. Selection of the
most applicable technology considering the alternative technological solutions is a
challenging task and the responsibility lies with the operational management. Increased
dependency on sophisticated technologies at present day context forces organizations to get
their operations improved through automated forecasting tools and production line
automations (Malczen, 2022).
2.b.5. Allocating Resources over Operational Functions
Deciding the resource availability and allocating the limited resources across the production
is indicating the efficiency of production planning. Economical productions with the
minimum discharge of wastage and operationalizing the best quality is a demanding function
of the operations strategy (Malczen, 2022).
2.b.6. Layout Designing and Location Planning
In addition to the above, layout designing and location planning are key strategic decision
making areas. Those decisions are critical concerns for maintaining competitiveness and
flexibility of the expansion of potential business procedures. Capacity planning involves with
the determination of raw material availability and market accessibility in a long range
(Malczen, 2022).
13 | P a g e
3. Critical Assessment of Operational Management Tasks
The following explanations would be based on Ceylon Cold Stores (CCS), which is a reputed
food and beverage manufacturer in Sri Lanka.
d. Customer Relationship Management, Benefits and Challenges
Creation of a customer centric business model and a positive organizational culture is for the
purpose of wining the hearts of the customers in a better way in comparison to the rival
organizations is getting addressed through strategic CRM. It is expected that in terms of
enhancing the overall customer value, the complete set of operations must get designed in a
customer appealing manner. Collecting customer information and applying them across
functional processes for creating the excellent level of customer experience is the ultimate
objective of having a customer relationship management system (Buttle & Maklan, 2015).
CCS believes that improved customer relationships are arising through better service
deliverance. Additionally, the firm believes that execution of sustainable business procedures
would ensure sound customer relationships in the long term. The promising customer
patronization of CCS is the foundation for firm relationships. Launching quality products that
fit with value for money concept, constant evolvement of the product range in accordance
with the changing customer needs, offering products at reasonable prices and assured
accessibility and availability of products and facilities are the main elements of CRM strategy
of CCS (Ceylon Cold Stores, 2021_22).
Though obtaining quality information, technological integration and implementation and
operationalization of the CRM policy is a complicated and a challenging task, as the process
mutually benefiting long term associations with profit making customers, CCS should take
necessary steps to further develop its CRM system.
14 | P a g e
e. Execution of Cost Efficient and On Time Operations
The operational excellency of CCS is associated with cost optimization and heightened
efficiency rates. For instance, the sustainable manufacturing procedures aids the company to
reach out its commercial and ecological objectives. The sound quality management systems,
periodic revisions of quality objectives, consistent training of the workforce on effective
work engagements are some of the core strategic considerations that reduces the overall
production cost whilst eradicating non-value adding tasks, deteriorating error incurrence and
swift resolution of problematic areas (Ceylon Cold Stores, 2021_22).
Further, significant capital outlays being made on R&D activities enables the firm to be
innovative with production and process designing activities so as the novel initiatives would
assure low cost, productive operations. The centralized material purchasing policy ensure
effective store operations and speedy production and distribution movements. Contemplating
the seriousness of getting some raw materials supplied on time, CCS has pre categorized
action plans to avoid production interruptions due to supply shortages. Over one-lakh of
contact points and the wide spread distribution partnership network guarantees timely
operations in terms of serving customers on time whilst avoiding customer losses due to
hardships associated to product and facility accessibility and availability (Ceylon Cold Stores,
2021_22).
15 | P a g e
f. Solid Customer Service Management
Customer service management refers to how a business conducts its customer service
activities. It is necessary to continually work to increase client loyalty to the business. Faster
replies to customer concerns, the provision of reliable solutions, the availability of easy
channels for customers to readily contact the business, and cordial staff interactions are all
characteristics of high-quality customer service (Tarvainen, 2021).
Consumer engagement is one of strategic goals of CCS. The company communicates with
customers through customer satisfaction surveys, ongoing conversations on social media and
digital platforms, and interactions with distributor and retailer networks. In response to the
problems, the business actively modifies its website and delivery strategies while also
actively listening to customer complaints. Despite the travel restrictions, the products were
made available to consumers, particularly during the pandemic era of the nation. In the places
where there was a sparse presence, the distribution gap was filled (Ceylon Cold Stores,
2021_22).
To constantly improve the value it offers consumers, the business strives for excellence in
customer service. Additionally, they view delivering world-class customer service in the
retail sector as one of the most important material factors. (Ceylon Cold Stores, 2021_22).
16 | P a g e
References
Berro, P. F., n.d.. Five Ways to Reduce Operations Costs with Mass Customization. [Online]
Available at: https://acceleanation.com/blog/5-ways-to-reduce-operations-costs-with-mass-
customization/
[Accessed 03 February 2023].
brainmass, n.d.. Product Design Applied in Decision-Making at McDonald's. [Online]
Available at: https://brainmass.com/business/kaizen/product-design-applied-in-decision-
making-at-mcdonald-s-162799
[Accessed 04 February 2023].
Burian, P. E. & Francis, R., 2013. Operations Strategy: A Broader View Of Threading The
Vision To The Customer. International Business & Economics Research Journal , 12(12),
pp. 1513-1520.
Buttle, F. A. & Maklan, S., 2015. Customer Relationship Management: Concepts and
Technologies. 3rd ed. Abingdon: Routledge.
Ceylon Cold Stores, 2021_22. Annual Report 2021_22, Colombo: Ceylon Cold Stores.
Collins, K. & Collins, K. M., 2008. Operations Management for Service Providers . In:
Exploring Business. MINNESOTA: UNIVERSITY OF MINNESOTA, pp. 489-497.
Collins, K. & Collins, K. M., 2008. Operations Management in Manufacturing. In: Exploring
Business. Minnesota: University of Minnesota, pp. 465-476.
Gregory, L., 2017. Burger King’s Generic & Intensive Growth Strategies. [Online]
Available at: https://panmore.com/burger-king-generic-intensive-growth-strategies
[Accessed 03 February 2023].
IvyPanda, 2020. McDonald’s Corporation Product Design. [Online]
Available at: https://ivypanda.com/essays/design-of-goods-and-services-2/
[Accessed 04 February 2023].
Kosh, G., n.d. . RETAIL OPERATIONS, New Delhi: Indira Gandhi National Open University.
Kuka, M. G. K., 2018. Product Development and Management Strategies. In: Product
Lifecycle Management - Terminology and Applications. s.l.:IntechOpen, pp. 11-33.
17 | P a g e
Malczen, N., 2022. Operations Strategy: Definition, Elements, and Advantages. [Online]
Available at: https://www.engagebay.com/blog/operations-strategy/
[Accessed 04 February 2023].
Mamun, M. Z. H. & Ahsan, A., 2005. Production Operations Management- Capacity
Planning, s.l.: Bangladesh Open University .
Mclaughlin, S., 2010. Service Operations and Management. In: Introduction to Service
Engineering. Edinburgh: Harriot-Watt University, pp. 295 - 315.
Meyer, P., 2017. Burger King’s Operations Management, 10 Decisions, Productivity.
[Online]
Available at: https://panmore.com/burger-king-operations-management-10-decisions-
productivity
[Accessed 04 February 2023].
NIBusinessInfo.Co.UK, n.d.. Product development strategy. [Online]
Available at: https://www.nibusinessinfo.co.uk/content/product-development-strategy
[Accessed 03 February 2023].
NZIFST, n.d.. Product Design and Process Development. [Online]
Available at:
https://nzifst.org.nz/resources/creatingnewfoods/documents/CreatingNewFoodsCh5.pdf
[Accessed 04 February 2023].
Slack, N. & Lewis, M., 2017. Operations Strategy. 5th ed. Harlow: Pearson Education
Limited.
Tarvainen, K., 2021. What is customer service management: Definition, examples, benefits.
[Online]
Available at: https://www.the-future-of-commerce.com/2021/10/06/what-is-customer-
service-management-definition-examples-benefits/
[Accessed 4 February 2023].
Wolniak, R., 2019. Operation manager and its role in the enterprise. Production Engineering
Archives, Volume 24, pp. 1-4.
18 | P a g e
