Harley Davidson's Operations Management Decisions
www.gbs-ge.ch
Switzerland | Saudi Arabia
MBA 603
Production &
Operations for
Masters
Friday Group Project
Harley Davidson's Operation Management
Questions:
1.
What are the 10 strategic decisions in
Operations Management? Briefly explain each.
(5-points)
2. Discuss how Harley Davidson addresses each of
these 10 strategic decisions? (15-points)
www.gbs-ge.ch
2
10 strategic decisions in Operations Management
1.
Design of Goods and Services:
Defines what is required of operations and
Product design determines quality, sustainability and human resources
2.
Quality Management:
Determine the customer
’
s
quality expectations.
Establish policies and procedures to identify and achieve that quality
3.
Process and Capacity Design:
How is a good or service produced. Commits
management to specific technology, quality, resources, and investment.
4.
Location Strategy:
Nearness to customers, suppliers, and talent. Considering
costs, infrastructure, logistics, and government.
5.
Layout Design and Strategy:
Integrate capacity needs, personnel levels,
technology, and inventory. Determine the efficient flow of materials, people,
and information.
www.gbs-ge.ch
3
6. Job Design and Human Resources:
Recruit, motivate, and retain personnel
with the required talent and skills. Integral and expensive part of the total
system design.
7. Supply Chain Management:
Integrate supply chain into the firm
’s strategy.
Determine what is to be purchased, from whom, and under what conditions.
8. Inventory Management:
Inventory ordering and holding decisions.
Optimize considering customer satisfaction, supplier capability, and
production schedules.
9. Scheduling:
Determine and implement intermediate- and short-
term schedules. Utilize personnel and facilities while meeting
customer demands.
10. Maintenance:
Consider facility capacity, production demands, and
personnel. Maintain a reliable and stable process.
www.gsb-ge.ch
4
How Harley Davidson addresses each of these 10
strategic decisions
www.gbs-ge.ch
5
1.
Design of Goods and Services:
For instance, motorcycle designs are
regularly tested to determine satisfaction of customers’ expectations
and regulatory requirements.
This brand image emphasizes Harley-
Davidson motorcycles’ quality and high-end chopper design.
2.
Quality Management:
Harley-Davidson motorcycles are known for
their unique and handcrafted designs. The company aims to maximize
output quality that matches the Harley-Davidson brand image and
customers’ expectations. The company has strict requirements for
suppliers to ensure high quality motorcycles. The strategic decision
always involves high quality and new technologies.
3.
Process and Capacity Design:
Optimal production process is an
objective in this decision area. At Harley-Davidson, operations
managers automate processes for maximum efficiency in producing
motorcycles and related products.
How Harley Davidson addresses each of these 10
strategic decisions
www.gbs-ge.ch
6
4. Location Strategy:
the company’s production facilities address demand
and cost considerations in the global market. Most of Harley-Davidson’s
authorized dealers are located in town and city centers. Many of these
dealers are involved in deciding the location of the dealerships. Thus, Harley-
Davidson’s operations management addresses this strategic decision area
through partially decentralized decision-making for dealership locations.
5. Layout Design and Strategy:
a standardized set of layout design
requirements are implemented for authorized Harley-Davidson dealerships.
Harley-Davidson maintains a Supplier Diversity policy and ensures optimal
productivity and capacity of its supply chain based on the availability of a
wide variety of suppliers.
6. Job Design and Human Resources:
Harley-Davidson believes the key to
success is to balance stakeholders’ interests through the empowerment of all
employees to focus on value-added activities.
How Harley Davidson addresses each of these 10
strategic decisions
www.gbs-ge.ch
7
7. Supply Chain Management:
the locations of the company’s warehouses are based on the locations
of authorized dealers to optimize the transportation efficiency of Harley-Davidson motorcycles and
related products. For company-owned facilities like motorcycle production buildings, Harley-Davidson’s
operations management approach for this decision area involves traditional models adjusted to suit the
facility’s purpose.
8.
Inventory Management:
operations managers focus on inventory adequacy and timeliness.
Harley-Davidson uses automated inventory monitoring in company-owned facilities. The company also
has an online system for orders and requests involving authorized dealers.
9. Scheduling:
Harley-Davidson has streamlined schedules for its business activities. Harley-Davidson
addresses such concern through automated schedules for the supply chain and orders involving
authorized H-D motorcycle dealers. Traditional operations management approaches are also used for
scheduling employees’ activities at Harley-Davidson’s offices. Harley-Davidson’s motorcycle production
processes are standardized with redundancy measures.
10. Maintenance:
the company coordinates the activities of production facilities, which minimize
stock-outs by supporting each other during demand peaks. Harley-Davidson also has maintenance
teams for buildings and equipment.
In this study, delve into Harley Davidson's strategies in addressing the 10 key operational decisions, including design, quality management, and supply chain optimization. Explore how the company ensures quality, efficiency, and customer satisfaction in its production processes.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
You are allowed to download the files provided on this website for personal or commercial use, subject to the condition that they are used lawfully. All files are the property of their respective owners.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.
E N D
Presentation Transcript
MBA 603 Production & Operations for Masters Friday Group Project www.gbs-ge.ch Switzerland | Saudi Arabia
Harley Davidson's Operation Management Questions: 1. What are the 10 strategic decisions in Operations Management? Briefly explain each. (5-points) 2 2. Discuss how Harley Davidson addresses each of these 10 strategic decisions? (15-points) www.gbs-ge.ch
10 strategic decisions in Operations Management 1. Design of Goods and Services: Defines what is required of operations and Product design determines quality, sustainability and human resources 2. Quality Management: Determine the customer s quality expectations. Establish policies and procedures to identify and achieve that quality 3 3. Process and Capacity Design: How is a good or service produced. Commits management to specific technology, quality, resources, and investment. 4. Location Strategy: Nearness to customers, suppliers, and talent. Considering costs, infrastructure, logistics, and government. 5. Layout Design and Strategy: Integrate capacity needs, personnel levels, technology, and inventory. Determine the efficient flow of materials, people, and information. www.gbs-ge.ch
6. Job Design and Human Resources: Recruit, motivate, and retain personnel with the required talent and skills. Integral and expensive part of the total system design. 7. Supply Chain Management: Integrate supply chain into the firm s strategy. Determine what is to be purchased, from whom, and under what conditions. 8. Inventory Management: Inventory ordering and holding decisions. Optimize considering customer satisfaction, supplier capability, and production schedules. 9. Scheduling: Determine and implement intermediate- and short- term schedules. Utilize personnel and facilities while meeting customer demands. 10. Maintenance: Consider facility capacity, production demands, and personnel. Maintain a reliable and stable process. 4 www.gsb-ge.ch
How Harley Davidson addresses each of these 10 strategic decisions 1. Design of Goods and Services: For instance, motorcycle designs are regularly tested to determine satisfaction of customers expectations and regulatory requirements. This brand image emphasizes Harley- Davidson motorcycles quality and high-end chopper design. 5 2. Quality Management: Harley-Davidson motorcycles are known for their unique and handcrafted designs. The company aims to maximize output quality that matches the Harley-Davidson brand image and customers expectations. The company has strict requirements for suppliers to ensure high quality motorcycles. The strategic decision always involves high quality and new technologies. 3. Process and Capacity Design: Optimal production process is an objective in this decision area. At Harley-Davidson, operations managers automate processes for maximum efficiency in producing motorcycles and related products. www.gbs-ge.ch
How Harley Davidson addresses each of these 10 strategic decisions 4. Location Strategy: the company s production facilities address demand and cost considerations in the global market. Most of Harley-Davidson s authorized dealers are located in town and city centers. Many of these dealers are involved in deciding the location of the dealerships. Thus, Harley- Davidson s operations management addresses this strategic decision area through partially decentralized decision-making for dealership locations. 6 5. Layout Design and Strategy: a standardized set of layout design requirements are implemented for authorized Harley-Davidson dealerships. Harley-Davidson maintains a Supplier Diversity policy and ensures optimal productivity and capacity of its supply chain based on the availability of a wide variety of suppliers. 6. Job Design and Human Resources:Harley-Davidson believes the key to success is to balance stakeholders interests through the empowerment of all employees to focus on value-added activities. www.gbs-ge.ch
How Harley Davidson addresses each of these 10 strategic decisions 7. Supply Chain Management: the locations of the company s warehouses are based on the locations of authorized dealers to optimize the transportation efficiency of Harley-Davidson motorcycles and related products. For company-owned facilities like motorcycle production buildings, Harley-Davidson s operations management approach for this decision area involves traditional models adjusted to suit the facility s purpose. 8. Inventory Management: operations managers focus on inventory adequacy and timeliness. Harley-Davidson uses automated inventory monitoring in company-owned facilities. The company also has an online system for orders and requests involving authorized dealers. 7 9. Scheduling: Harley-Davidson has streamlined schedules for its business activities. Harley-Davidson addresses such concern through automated schedules for the supply chain and orders involving authorized H-D motorcycle dealers. Traditional operations management approaches are also used for scheduling employees activities at Harley-Davidson s offices. Harley-Davidson s motorcycle production processes are standardized with redundancy measures. 10. Maintenance: the company coordinates the activities of production facilities, which minimize stock-outs by supporting each other during demand peaks. Harley-Davidson also has maintenance teams for buildings and equipment. www.gbs-ge.ch
