Operations Management Strategies of Minit Lube and Boeing Global Strategy

Operations Management 1
OPERATIONS MANAGEMENT
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Operations Management 2
Minit Lube
Minit-lube is a business that has grown to develop a very peculiar business model that
ensures it attracts new customers and retain existing ones. The mission is to ensure that they
provide quality, consistent, cost-effective and fast automobile services such as oil change,
interior cleaning and lubrication to individual clients, ensuring customer satisfaction and at the
same time having a competitive advantage in the market over its competitors (Render & Heizer,
2004, p. 2).
The company has developed various operation strategies that have ensured that it is gaining
more advantage than its competitors. These include;
1) Product strategy
The business emphasizes in more focused strategies in providing services such as
lubrication of automobiles as opposed to its competitors (Render & Heizer, 2008, p. 53).
These services include the changing of oil, cleaning the interior of vehicles and
lubrication of vehicle body parts. They differ from their competitors in providing fast
services achieved by designed mechanisms that allow service for three cars
simultaneously.
The process is time conscious and operational to suit the customer needs. The work is
handled by a set of three employees at each work-station. This has ensured consistency in
the growth of more detailed and effective operations (Lussier, 2008, p. 76).
2) Quality
The business provides quality services. All the employees are well groomed and have
undergone training in the Minit lube school. The limited diversity of tasks allows for
replication of work, use of accessible manuals and proper training of the human resources

Operations Management 3
which in turn increases customer satisfaction and maintenance of quality services
(Dranove & Marciano, 2005, p. 113).
3) Process
The processes in the company ensure that the employees are well motivated and focused
on the execution of their duties. As compared to its traditional competitors, the company
does not provide a wide range of services (Kates, 2012, p. 212). This helps to ensure
attention to detail is observed. Secondly, the effective deployment of the employees
ensures services are carried out fast. This also allows MinIt lube to have an extra edge in
efficiency as compared to its competitors.
4) Geographical location
Minit Lube operates in their personal property, and as a result, their building is kept
clean. For instance, the walls are painted white, and the surrounding environment is well
sheared (Bharadwaj, 2018, p. 2). It is also evident that the working location is
strategically positioned near places of residence. The traditional competitors do not pay
much attention to the working environment. This is advantageous to Minot lube because
such a perfect environment will attract customers.
5) Design
The work bays are uniquely designed in that all jobs are carried out fast. They are
structured in a way that all the tasks are done with minimal movement (Bharadwaj, 2018,
p. 5). This is to mean that all services related to lubrication are done in one place. This
helps to make work easier.
6) Work Force

Operations Management 4
The human resources department has a strategy where the employees hired are few and
with limited skills. The employees are then taken through training under supervision to
ensure effective performance of duties (Dranove & Marciano, 2005, p. 151). Proper job
specification also increases efficiency. This is achieved because the employees can offer
quality service since they have the proper skills required.
7) Supply chain
The company is able to acquire economies of scale by purchasing their goods in large
quantities and also seek to develop good relationships with their supplies (Lussier, 2008,
p. 86). This ensures that the get quality and affordable goods even in short notices. This
also allows their supplies to refer them to other clients.
8) Inventory
The company keeps a low investment of inventory resulting in a high turnover. This
ensures that the company does not acquire any holding costs that may affect the quality
of their stocks.
9) Planning of services
The strategy ensures that all tasks are carried in the shortest time possible. It also allows
the employees to meet the schedules given by the clients.
10) Maintenance
Since the company works with a narrow product-based strategy, there is relatively limited
maintenance needed (Lussier, 2008, p. 114). Three work-stations also ensure that there is
continuous provision of services even if one station fails.
In conclusion, the company differs from its competitors in ensuring that quality, fast and
convenient services are offered to its clients.