18 Jun EXAMINE THE REASONS WHY INPUT SHOULD BE GATHERED FROM THE SHOP OWNERS.
Read the “Midas” case study in Chapter 2 of your text and respond to the guided response below in a three- to four-page paper in accordance with APA guidelines as outlined in the Ashford Writing Center. In this paper you must:
Discuss the anticipated impacts (both positive and negative) upon operating efficiencies, and recommend solutions to minimize the negative impacts.
Discuss whether or not operating practices should be changed to accommodate the tune-ups. Be sure to explain your reasoning.
Examine the reasons why input should be gathered from the shop owners.
Discuss the type of input that should be gathered.
Describe the processes and steps needed to launch this new program.
Your paper should be in paragraph form (avoid the use of bullet points) and supported with the concepts outlined in your text and additional scholarly sources.
Submit your three- to four-page paper (not including the title and reference pages). Your paper must be formatted according to APA style and must cite at least three scholarly sources in addition to the textbook.
Real World Scenarios: Midasand Genoa Ford, Same Servicebut Not Competitors
A typical Midas shop and the servicecenter at a dealership such as GenoaFord provide the same service, butare they really competitors? Each hasadopted different strategies andtailored their operations to fit thosestrategies.
Midas is in the automotive repairbusiness. Its strategy is to provide anarrow range of services at low cost.National advertising is used todevelop wide geographical coverage.The company is not a full servicerepair shop, but concentrates onmuffler repair, brakes, and shockabsorbers. It is successful because itquickly delivers quality services at lowcost. How are operations important toMidas?
Limited service requires a limited inventory that allows convenientstorage close to where materials are needed to perform operations.
Multiple shops and limited service permit careful engineering of thenecessary hand tools and work procedures. These special tools andwork procedures make shop employees more efficient. Midas canapply the same tools and methods to a large number of shops,ensuring that initial engineering costs are easily covered.
Because employees have few variations in service, they learn how toperform these jobs more quickly.
Workers’ skill levels and knowledge requirements focus on a limitedarea of service so they quickly become experts in a particular area.
As part of a Ford dealership, Genoa Ford’s Service Center provides a fullline of automotive repairs. In contrast to Midas, this service operationcompetes without advertising or national appeal. It also has a differentoperating strategy. In order to maintain the dealership, Genoa Ford mustbe able to satisfy a wide variety of customer needs. It offers transmissionwork, body work, engine repairs, and other tasks in addition to workingon brakes, shocks, and mufflers as Midas does. Genoa Ford designs itsoperations to match its objectives.
The facility is adaptable to changing needs. For example, on one day,a single repair stall may be used to wash a new car, repair a doorlock, fix an air conditioning leak, or tune an engine.
Genoa Ford has more tools than a specialist like Midas does becauseGenoa Ford offers a greater variety of jobs.
There is some job specialization among workers. All employees willnot be able to do everything, but employees still need a wide range ofskills because Genoa Ford does not have enough of one particularjob to allow personnel to specialize. Cross-training is necessary.
The workers’ skill levels and pay rates are higher than workers atMidas.
A significant inventory of many different parts is maintained. Theseparts are physically separated from the repair stalls and controlled byspecialists in parts.
As a result of its strategy, Genoa Ford has higher costs and chargeshigher prices than Midas does for comparable work. When
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