Operations, Logistic and Supply Chain Management Essay

Operations, Logistic and Supply Chain Management - Essay ExampleWith the dodge of the electric sewing machine, the ability to mass produce garments gave businesses much more flexibility in design that ultimately complicated measuring productivity as it included many new variables both human capital-related and manufacturing modifications needed to serve intricate social markets. By 1900, productivity in industries had been improved by d percent with the ability to rely on electricity to power sewing machines (Schmeichen, 1984). Productivity was now being measured by much more complex statistical and process systems, taking into account not only units of labor and output, but change state variations, customer study in key target regions of the country, facilities management, caliber control systems, and recognition of be for unique production systems to meet new design demand. The ability to provide innovation in apparel and textiles altered the demand of customers throughout t he nation and internationally during a period where global trade was on the increase, demanding new measures of productivity to experience profit growth and efficiency on various garment and textiles production systems. Whereas in previous years using non-electric sewing machines, productivity was a measure of the human capability and capacity to find output, new systems allowing for elements of automation were added to productivity calculations that required more management intervention in assessing productivity and the development of training on automated and fast-output textile and apparel production systems. Essentially, the introduction of the electric sewing machine in 1889 completely altered the role of management in establishing quality standards, measuring productive outputs, assessing recruitment needs for more skilled labor to improve productivity, and establishing controls in multi-system production efforts. The Transformation in Restaurants One of the most common the mes in restaurants today is the cheek of Total Quality Management, since brand sentiment and service delivery related to customer satisfaction are critical to sustaining competitive advantage and building consumer loyalty. The renewing of customer preferences as it relates to pricing, quality menu outputs, and service delivery dictate how the business differentiates its brand from other competing restaurants (Thompson, 2008, p.148). Transformation in this industry, as driven by consumer influence, occurs continuously as the business attempts to establish a culture that is driven toward producing quality food and service outputs that fluctuates with changing diner lifestyles and needs in consumption. In the restaurant, there are inter-dependencies between the cooking staff, management and service staff that must have an operational system of best practice established to ensure total quality outputs. In such a highly competitive industry, the business must consider how to position i tself among competition with a heavy trust on marketing, promotion and customer satisfaction establishment. Such satisfaction requires that price is in-line with quality, that service is performed according to branding expectations and pricing, and that procurement of items meet with anticipated food costs and pricing structures established. Transformation occurs with new menu