Case Study Presentation: Strategic Operational Management DAM762

This presentation provides an analysis of strategic operational management concepts through case studies, focusing on Zappos' implementation of a holocracy culture and Virgin Mason Hospital's application of lean manufacturing principles. The presentation addresses four key questions related to holocracy at Zappos, generic and functional level business strategies, strategic application of lean manufacturing, and overall equipment effectiveness. The analysis highlights the successes and challenges of holocracy at Zappos, including its impact on entrepreneurship, innovation, and employee turnover. It also examines Zappos' customer-centric business strategies. Furthermore, the presentation explores the application of lean manufacturing at Virgin Mason Hospital, focusing on improving patient consultation times. Finally, the presentation also covers calculation of Cycle Trader and the importance of overall equipment effectiveness as a lean best practice business metric. It concludes that the company adopted a generic business level strategy thus being continuously involved in surprising, amusing and engaging its customers to its service operational scope.

STRATEGIC OPERATIONAL
MANAGEMENT
Analysis of Case Study

Overview of The Whole Presentation
 The presentation aims to address four questions.
 The holocracy culture is focused on Zappos, an online retailer for clothing and footwear products
 The aspect of strategic management related to lean manufacturing at Virgin Mason Hospital is delved into.

Q1a. HOLOCRACY CULTURE BY ZAPPOS
 To develop and nurture entrepreneurship skills and capabilities within its
employees.
 To instil a sense of innovation and increased productivity among the employees
and application scope of their knowledge and skills (Warrick, 2017).

Q1b. SUCCES OBSERVED WITH
HOLOCRACY CULTURE
 It acted as a catalyst in relation to successful accomplishment of organisational
tasks and responsibilities.
 The “Supercloud” project failed to submit within the deadline (Yugendhar & Ali,
2017).
 An employee turnover rate of nearly 14%.

Q2a. GENERIC LEVEL BUSINESS
STRATEGY
 To deliver immense quality service satisfaction to its customers.
 To continuously involved in surprising, amusing and engaging its customers to
its service operational scope (Acar & Zehir,2010).
 To offer special privileges to repeat customers.

Q2b. FUNCTIONAL LEVEL BUSINESS
STRATEGY
 It ensures human resource personnel are fully dedicated to deliver immense
customer satisfaction.
 Employees work hand in hand to deliver the products within the shortest possible
time along with special privileges to repeat customers (Bharadwaj et al., 2013).

Q3a. STRATEGIC APPLCATION OF LEAN
MANUFACTURING
 To identify the areas within the operational scope that are problem prone and
needs to be dealt with lean principles (Chen et al., 2011).
 To develop suitable benchmarks relating to that of its counterpart to enjoy
immense success.

Q3b. LEAN MANUFACTURING IN VIRGIN
MASON HOSPITAL
 Total time required for patients to consult with the doctor reduced significantly.
 Overcoming of intermediaries involved with taking up appointments of patients
on behalf of customers.

Q4a. Cycle Trader
 The solution has been calculated by following an explicit step-by-step instruction
 The cycle trader has been calculated by making use of unique data set

Q4b. Overall Equipment Effectiveness
 The overall equipment effectiveness is regarded as a lean best practice business metric
 It has helped to deal with the performance as well as quality