Operations Management


Operations management has never been as complicated as in today’s global context with plants scattered across the world, technological innovations popping at a frantic pace and an environmental regulation tightening in almost all countries:
  • Globalization is an opportunity for cost reductions and knowledge acquisition but those advantages can only be achieved if the company:
    • Coordinates effectively with remote plants and other supply chain players
    • Saves the costs of replicating what should not be replicated because highly embedded in cultural specificities
    • Manages to make internal competition between the different units constructive. 
  • The overlaps between the responsibilities of an operations manager and an environment manager are increasing. Decision making is being more and more collaborative between those two managers: on the one hand any operation-related decision needs to abide by the environmental rules (process technologies need to be safe and environmentally friendly, recycling can be an option to consider instead of buying, wastes need to be minimized along the supply chain… ) on the other hand, environmental decisions need not impede the smooth running of the operations by setting overly ambitious standards for example or by planning environmental training and audits in times when operation execution is the priority.
  • In a comparable way than the close relationship between the environmental area and the operations area, technology is also an important part to make the entire system successful. While the environmental aspects are managed more as an additional constraint rather than a source of value, technology is a driver of cost reductions and additional efficiency. It is a production factor. Yet, when technology is involved, many dilemmas arise: 
    • How to ensure novelty based differentiation and at the same time enough commonality to facilitate the learning at the operator level?
    • How to assess the cost of a technology in terms of capital and over time?
    • Should a high-performance technology be discarded or adopted in case its integration with the complete system is not seamless?

Our services:

We support our clients in the reinforcement of their capabilities in the following areas:
  • Quality assurance
  • Production systems
  • Project management
  • Inventory and supply chain management
  • Logistics 

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