The Transformational Process Model

The Transformational Process Model The Transformational Process Model A contrast of the transformational process model as it applies to the manufacturing (car manufacturing) and service (advertising) industries. Slack et al provide a model which assists in understanding the transformational process. Their model looks at the transformation of inputs into outputs of goods and services and the range of activities and operations that an organisation undertakes as part of this process. Slack et al’s transformational process model is robust enough to apply to both manufacturing and service industries and it is perhaps in contrasting these two areas that one is best able to understand the usefulness of their model. In simple terms, Slack et al’s the transformational process model deals with the process involved in transforming an input resource into an output good or service (Slack et al, 2001, p.9). A generic transformational process model can be set out as follows (Slack et al, 2001, p.10): The above generic input-transformation-output model applies to the operations of most organisations. However, as with any generic model, it fails to sufficiently differentiate between subtleties. As such, when considering differences between different types of operations (ie manufacturing and services) and then considering further differences within those different types (ie different types of manufacturing operations), it is necessary to expand on the generic input-transformation-output model set out above. In terms of the generic transformational process model set out above, it is important to note that inputs to the process will either be â€Å"transformed† or â€Å"transforming† resources. Slack et al define â€Å"transformed† resources as being â€Å"the resources that are treated, transformed or converted† (for example, materials, information and customers) and â€Å"transforming† resources as being â€Å"the resources that act upon the transformed resources† (for example facilities and staff) (Slack et al, 2001, pp.10-11). Slack et al note that in most cases, one of the transformed resources takes precedence over the other two. So for instance they note that while a bank devotes some of its time to processing materials and customers, its main focus is on processing information (Slack et al, 2001, p.11). However, it should be noted that in a modern, inter-dependant economy, it is unlikely that any organisation is able to operate without touching on each of the transformed resources and as such, the issue becomes one of the extent to which the other transformed resources are touched upon rather than whether or not an organisation’s operations touch on them at all. With respect to transforming resources, Slack et al refer to two types which form the â€Å"building blocks of all operations†. These are â€Å"facilities†, â€Å"the buildings, equipment, plant and process technology of the operation† and â€Å"staff†, â€Å"those who operate, maintain, plan and manage the operation† (Slack et al, 2001, p.11). Slack et al note that the transformation process is closely connected to the nature of the input resources which are being transformed. The three predominant types of operation processors are material processors, information processors and customer processors. Material processors predominantly transform the physical properties of the input resources, but may also change their location, their possession or store the materials. Information processors transform the informational properties of the input resources, the possession of the information, store the information or change the location of the information. Customer processing operations may change the physical properties of the input resource, store the resource, change the location, change their physiological state or their psychological state (Slack et al, 2001, pp.12-13). However, it is important to note that each macro organisational process also consists of numerous micro organisational processes (eg marketing and sales, set and props manufacture, engineering, production units and finance and costing) each of which contribute to what Slack et al (2001, p.19) refer to as the â€Å"end to end business process†. The flow of information, materials and/or customers throughout this end to end business process is often extremely complex. In terms of operations management, understanding that the transformational process model applies both at the macro level and at a micro level allows an organisation’s management to ensure that managers at all levels within the organisation understand that to a certain extent they are all involved in ensuring that their operation involves a transformational process and that it is only where the transformational processes of all these micro operations operate smoothly that the macro transformational process can be successful. It should also be noted that in many cases, organisations seek assistance from external organisations with respect to those micro processes. Thus for instance, an advertising agency provides a service which a large car manufacturing company may process internally. Or for instance Nike, which is thought of as a shoe manufacturer, is in fact a marketing processor specialising in shoes (the manufacturing of the shoes is, while done to Nike’s specifications, performed by external contractors with Nike concentrating on developing and maintaining their brand image). Slack et al (2001, pp. 18-19) refer to three core functions as transformation process operations. These are â€Å"product/services development function†, â€Å"operations function† and â€Å"marketing function†. The product/services development function involves â€Å"designers design software -> producing effective new products and services -> appropriate designs as promised and to budget†. The operations function involves â€Å"transformed/transforming resources -> producing service value for customers -> products and services†. The marketing function involves â€Å"sales people marketers market information -> producing sales and market plans -> orders marketing plans as promised and to budget†. As noted above, different types of operations (ie manufacturing and services) will involve different types of inputs, a different transformational process and result in different types of outputs. In order to compare how these differences are covered by Slack et als transformational process model, it is perhaps best to compare and contrast two specific examples. In this case, it is intended to compare and contrast differences between the transformational process of a car manufacturing operation (manufacturing) and an advertising agency (service). In terms of the basic input-transformation-output process, a car manufacturing and advertising agency’s operations can be described as follows: Operation Input resources Transformation process Outputs Car manufacturing Steel/plastic/other materials Car manufacturing equipment Machine operating staff Car manufacturing plant Design and procurement Fabrication Assembly Testing Distribution Cars Advertising agency Creative staff Admin staff Computer systems Information Customers Offices Client solicitation and pitching Creative production Delivery Account management Advertisements Increased sales One of the fundamental differences between the transformational process of a car manufacturing operation and an advertising agency is balance between facilities and staff resources. The car manufacturing operation will have much of its investment in physical facilities with the focus of operations managers in such an organisation being on ensuring that those facilities are operating smoothly. The transformational process for a car manufacturing plant is a technical/mechanical process which should run exactly the same every time. While there is creativity involved in the initial design stage of the vehicles and parts, the fabrication stage should involve no creativity and will essentially follow a set process which is repeated hundreds, if not thousands, of times each week with the purpose being to lower costs by automating the same repeated tasks. While staff in a car manufacturing operation remain important, their importance is secondary to the operation of the facilities themselves (ie should there be a problem with the operation of the facilities, the staff are not in a position to continue assembling the cars on their own – ie their effectiveness is directly linked to the effectiveness of the facilities themselves). Conversely, the importance of facilities to an advertising agency is entirely secondary to the importance of the staff that it employs. Preparing an advertising campaign is a largely creative process which varies from client to client and which does not therefore lend itself to automation. Due to the creative nature of an advertising agency’s work, should the facilities of an advertising agency for some reason become temporarily unavailable, it should be able to continue its operations using the same staff. Naturally, the importance of the less important transforming resource should not be underestimated and it is not the case that either of these two operations can continue without both transforming resources. Rather, it is that one of these transforming resources is more fundamentally important than the other. For instance, while an advertising agency’s staff should be able to continue with their transformational work even where the facilities they have been using are temporarily unavailable, it is highly likely that their transformational work will be less effective especially where the unavailability of facilities involves not only office space, but more importantly, informational resources such as computer systems, market research information, etc. Likewise, while a car manufacturing operation can replace staff that for instance, go on strike, the efficiency and effectiveness of newly employed staff will be lower than those who have experience working with the machinery and the organisation’s operational process. The point is that the balance for a car manufacturing and an advertising agency are different between facilities and staff and so too are therefore each organisation’s operations management concerns (Slack et al, 2001, p.12). With respect to the transformational process, a car manufacturing operation is predominantly a materials processor while an advertising agency is predominantly an information processor. A car manufacturing operation transforms the physical properties of the input resources involving the input of steel, plastic, and other materials the nature or which are then physically transformed into cars. An advertising agency on the other hand deals with information as its input resource (for instance, market research, demographic data, previous advertising campaign effectiveness, customer aims, etc) and transforms these into advertising campaigns the goal of which is to increase its customers’ sales. The operational outputs also differ substantially as between a car manufacturing operation and an advertising agency. Perhaps the most profound difference is that the outputs of a car manufacturing operation are an actual tangible product while for the advertising agency it is an intangible service. The difference between these two types of outputs affects such considerations such as storability, transportability, simultaneity, customer contact and quality (Slack et al, 2001, pp.13-14). Clearly a car has a degree of tangibility that an advertising campaign does not. This means that a car is able to be stored and transported. Likewise, the car manufacturing process involves production well before the customer ever sees it while with an advertising campaign, the psychological aspects occur simultaneously with its execution. As most customers will purchase a new car from a manufacturer’s own branded car yard, there is some contact between customer and manufacturer (more so than with other types of manufacturers such as for example household appliances where the manufactured good is sold via a third party retailer with no relationship with the manufacturer). The integrated supply chain for car manufacturers also affects the quality in that whereas with other manufactured products, the relationship between manufacturer and customer is more distant, the integrated supply chain for car manufacturers means that the customer is more likely to judge the quality of the operation from the quality of the product (although still not to the same extent that they would for a pure service such as a hair cut). Slack et al (2001, p.15-16) note that all operations fall somewhere within the spectrum between pure goods producers and pure service producers, with most operations producing a mixture of both products and services. They propose that each producer has a predominant type of output and that any peripheral output for that producer is referred to as a â€Å"facilitating† output. That is, for a goods producer, any services produced shall be â€Å"facilitating services† (eg technical advice) while for a services producer which produces peripheral goods (eg report and documents) these represent â€Å"facilitating goods†. This is perhaps a dated view of such operations which Slack et al acknowledge when noting that the distinction between services and products is becoming increasingly difficult to define. Perhaps a more accurate distinction is between the types of processors (ie materials, information and customer) rather than simply between goods and services. In reality, many service operations (especially information processors) do produce a tangible output which can be stored (for instance a travel agency will produce a booking which is reflected in a physical itinerary, a law firm will produce legal documents, a bank will produce bank statements, etc). It is generally customer processors (such as theme parks, theatres, public transport, airlines and hotels) which do not produce a tangible output which can be stored. In many ways, with the advent of the information revolution, the outputs of information operations have come to more closely resemble to outputs of traditional manufacturing operations more than traditional service operations. In general, a distinction needs to be made between services which produce a tangible output and those services which are consumed at the same time as they are produced. While both these operations fall within the overall heading of â€Å"services†, their natures are entirely different. The main difference between an information processor service and both material processors and customer processors are that an information processor’s output is not unique. That is, an information processor’s output is generally able to be copied at no additional cost. This can be contrasted to a material processor’s output such as a car or a customer processor’s output such as a haircut. Neither a car nor a haircut can be reproduced without additional inputs being used and the transformational process starting again at substantial cost. An informational output on the other hand, such as a legal document or a song can be reproduced an unlimited number of times at minim al cost and without the need for the original transformational process to be repeated (although large scale copying may require an additional transformational process eg producing CDs and DVDs). With respect to a car manufacturing operation and an advertising agency, both produce an output which is (arguably in the case of the advertising agency) tangible (ie cars and an advertising campaign respectively) although one is clearly much more tangible than the other. However, both the manufactured car and the advertising campaign loose relevance as time progresses and as such, the intention for both operations is to transfer the finalised output from the organisation responsible for processing the input onto the customer. The longer this transfer from processing operation to ultimate customer takes, the less relevant within the marketplace their outputs become (this statement will clearly not apply in certain cases for instance prestige cars which may increase in value the longer they are stored). The fundamental differences between a car manufacturing operation and an advertising agency have important implications on an organisation’s operations management. Both the advertising agency and car manufacturing consist of transforming resources facilities and staff. The difference is in the input of transformed resources as the car manufacturing is predominantly a material process and the advertising agency an information processor. The transformation process in operations is closely connected with the nature of its transformed input resources. Outputs from the transformation process are goods and services with the main difference being that an advertising agency provides a service while a car manufacturer produces a good. The difference in tangibility of the outputs also has an affect on storability, transportability, simultaneity, customer contact and quality. BIBLIOGRAPHY Slack, N., Chambers, S. Johnston, R. (2001), Operations Management, 3rd ed., Prentice Hall, Harlow, England

Robot in Medical Field

VEX ROBOTICS ESSAY I believe that robotics should be used in the medic field because they can be safer and be more helpful. They can save time and a person life. They are more accurate. I have a evidence to prove that robots are safety to use. 1. In 1997, surgery was performed in Cleveland using Zeus, a robotic surgical system. The operation successfully reconnected a woman’s fallopian tubes. 2. In May of 1997, the first robotically-assisted operation for a heart bypass case in Germany was successfully done using the da Vinci surgical system. 3.The first coronary artery bypass graft was performed using the ZEUS robotic surgical system in October, 1999, in Canada. 4. The first unmanned robotic surgery was performed in Italy, in May, 2006. 5. Also in 2011 a 50 year old mother of 4 child, Maureen Sampson was suffering from gastrointestinal disorder. This is very serious and it can be deadly. Her conditions worsed each day. As the day went by her condition worsed. But in july of 2 011 her doctor referred her to the robotic-assisted surgery program at Swedish Covenant Hospital in Chicago.Maureen didn’t hesitate after learning that she could recover in a matter of weeks versus months compared to a conventional surgery. Just a month after her surgery, Maureen was back at work, back to daily life with her family, and finally feeling at ease about her health. Maureen is just one of hundreds of patients who have benefited from the knowledge and skill of the robotic-assisted surgical team. But remember these are just some of the examples of succesful robotic surgery. Robotic-assisted procedures reduce the negative impacts of surgery, allowing for a speedier recovery and less pain, risk of infection, and scarring.Surgery robots on this day are actually cleverly made manipulators controlled by competent doctors. Nowadays, there are two fields where surgical robots are being developed and tested. One is telerobotics which enables a doctor to do a surgery at a di stance. The other field is minimally invasive surgery – surgery done without making large cuts. The da Vinci robot surgery system is one great example of robotics use for surgery purposes. The da Vinci System consists of a surgeon’s console that is typically in the same room as the patient and a patient-side cart with four interactive robotic arms controlled from the console.Three of the arms are for tools that hold objects, act as a scalpel, scissors, bovie, or unipolar or bipolar electrocautery instruments. The fourth arm is for an endoscopic camera with two lenses that gives the surgeon full stereoscopic vision from the console. For patients, the benefits of robotic assisted surgery may include: -Decreased post-operative pain -Decreased risk of infection -Decreased use of anesthesia -Decreased blood loss -Shorter hospital stay -Quicker and more complete recovery -Faster return to normal daily activities

Influence Of Gangs Essay - 1059 Words

Gang Culture has increasingly become a subculture for many teenage youths. Mainly minority teens, these social outcast are often have no real economic stability and no parental supervision or guidance. As a result, teenagers often rebel and seek comfort in gangs. These gangs provide what is lacking in their lives, a sense of belonging. Minorities are often stereotyped and criticized, especially minorities born into poverty. They are condemned simply because they are not of the same race or of the same class as the majority (often middle class whites). Before these minorities can even prove themselves equal, society already pushes them towards the subculture that has risen out of oppression and rebellion. Gang culture reinforces, and in†¦show more content†¦Instead they worry more about being accepted into the right crowds and owning lots of expensive items to show off. Most people fail to realize gang members are products of a bad environment that they are forced to live in. Immigrant families arrive with little money and have no choice but to live in bad neighborhoods. Society sees ghettos that are overfilled with immigrants and gangs so all low-class minority teens end up being stereotyped as being gangsters. The violence is not only on the streets but also at home. Often times, lower-class minority teens come from unstable homes. Immigrant parents no doubt already have a difficult time trying to make it in this prejudice society. With hard time the common cycle of poverty, drug and alcohol abuse, and sometime physical abuse arises. As a result teenager often rebel against their parents and find solace elsewhere. Because of the lack of love and guidance from parents, teens often stray from the family and wander blindly into the life of a gangbanger. Many of these ghetto troubled teens feel that they have nothin going for them so choosing this type of lifestyle is their way of getting through life and it is the only way they know to get through llife. 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Who Really Has All the Power The Executive, Legislative,...

Who really has all the power At the beginning of the creation of the constitution, our founding fathers objectives were to establish a federal government, and to outline an equal distribution of powers within our government.(Michelsen, 2010). It was implemented by creating three branches that had to coincide with each other to function. Each branch has its own powers, duties, and responsibilities that influence how the government works. Executive Branch, which pertains to executing the laws. The legislative, which creates the laws and the judicial which interprets the laws. The constitution states their powers and their checks on one another, and its obvious that the legislative has the most power over all the other branches.†¦show more content†¦Ã¢â‚¬Å"Congress has a portion of the war power because the members of Congress come from the several states and have close ties to all the people. The idea was that by splitting up the war power, the country would not go to war unless both constituencies – meaning the whole country – supported war.†(Understanding t he Constitution of the United States). Only way for a war to happen is if congress deems it reasonable, subordinating the executive branch. The legislative branch is also the â€Å"only part of the government that can make new laws or change existing laws.†(white house). A society is formed and controlled by rules and regulations, those who make these rules and regulations basically control society. The president does have the power to veto any law he doesn’t approve of, but if Congress is in accord with the Senate they can â€Å"override his veto with two thirds vote of each chamber.†(white house) ounce again subordinating the president . When the legislative branch has both houses in coalition with each other the executive branch really has no power over the legislative branch. 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That summer in Philadelphia, the men, drew out a document defining the distinct powers for the theRead MoreLegislative Branch Rules Everything Around Essay1729 Words   |  7 PagesThe Branches of Government It all goes back to the framers of the Constitution, who are the Founding Fathers. They wanted to form a government that did not allow one person or group to have too much control and authority. The Articles of Confederation was created and taught them that there was no need to have a centralized government. The Framers wrote the Constitution to provide Separation of Powers. It each has its own responsibilities of its own yet at the same time, they work together to makeRead MoreHow Democracy Is Influenced On Democracy1310 Words   |  6 Pagesdemocracy is. The formal definition of democracy is a form of government by the people, but what we need to further evaluate what this really means. 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H.H. Holmes. After The Industrial Revolution Fabricated

H.H. Holmes After the Industrial Revolution fabricated society for nineteenth century America, many families were moving to the cities for new opportunities. Immigrants found a niche in society and life was beginning to flourish and build the nation into what it’s citizens know it as today. However, while most of the country was settling down, a man by the name of Herman Webster Mudgett, otherwise known as HH Holmes, had a different approximation of why he should move to the city. HH Holmes was perhaps the most intelligent and deadly serial killer due to countless acts of successful insurance scams and murders. Gilmanton, New Hampshire welcomed a new citizen on May 16, 1861 by Levi Mudgett and Theodate Price who named their son Herman†¦show more content†¦Corpses were stolen from the University of Michigan, made unrecognizable, and insurance claims were placed. These actions resulted in a steady income for Mudgett, as well as an expulsion in one case. Upon graduation Mudgett opted to start a new life for himself in 1886 in the Windy City, which displayed new opportunities for the young scholar. Mudgett began working in a small pharmacy, Dr. E.S. Holton’s Drugstore, in Englewood, Illinois, under the name Dr. Henry Howard Holmes (H.H. Holmes Biography†). After working at the small store located at the corner of 63rd and Wallace streets for some time, the owner, Mr. Horton, began to become close with Holmes. Unfortunately, Mr. Horton was diagnosed with cancer. Horton had only his wife to care for the pharmacy while he was sick and knew that she would not be able to run it when he had passed, so Horton made the decision to sell the pharmacy to Holmes whom he dearly trusted. Shortly after the purchase of the pharmacy, Holmes met Myrta Belknap whom he married in January of 1887, causing her to become his second wife in which he fathered a child, Lucy Holmes, with. Holmes allowed the elderly couple to continue living in the apartment above the drugstore while Holmes rented a house nearby. However, shortly after Mr. Horton’s passing, Mrs. Horton went missi ng. Customers began questioning her whereabouts towards Holmes who replied only with the story that she had

400 Blows- French film Free Essays

The French film, The 400 Blows, directed by Francois Truffaut, is about a troubled young boy named Antoine Doinel, who attempts to find meaning in his life because he has not been given the acceptance and respect for who he really is, which would enable him to become his real self. Antoine gains a sense of mistrust of his mother when he sees her kissing another man, cheating on Antoine’s stepfather, which compromises their relationship. Antoine’s main motive in the film is to find true value in his life, but he loses his desire to strive for a career as a writer after his teacher humiliates him for plagiarizing Balzac, and he realizes that his mother’s offer to give him 1,000 francs if he gets a good grade on his paper is merely a bribe to keep him from telling his stepfather about her affair. We will write a custom essay sample on 400 Blows- French film or any similar topic only for you Order Now In the film, Antoine is shown as a troubled boy who is not being raised well by his mother. Since Antoine was born to an uncaring mother, he cannot be blamed for the choices he makes. Antoine’s mother doesn’t accept who Antoine is because she never wanted Antoine to exist in the first place, which is why she has no respect for Antoine from the start. When Antoine’s mother is introduced in the film, she treats Antoine as if he was nothing more than an inferior child and a mistake. Antoine’s mother doesn’t play her role as an accepting mother because she doesn’t give Antoine any guidance; therefore she prevents Antoine from becoming the person he wants to be. In the scene where Antoine and Rene skip school, Antoine sees his mother making out with another man; therefore he gets the impression that his mother is not true to the family. It triggers Antoine’s mistrust for his mother. Afterwards, his mother decides to be deceptive toward Antoine by bribing and act kind towards him in order to get him not to talk about her affair. Although his mother is nice to Antoine for the first time in the film, giving Antoine noble advice, Antoine isn’t surprised by the mother’s new behavior because he knows what his mother is trying to do, as we can see by the look of his eyes when she is talking to him. Antoine, feeling that he has to do well on the essay, decides to read a story by Balzac and for the first time he is motivated by what he’s reading about. For Antoine, it was a way for him to discover who he really is by reading one of Balzac’s works. Antoine is inspired by Balzac’s line, â€Å"Eureka, I‘ve found it,† so he decides to place a picture of Balzac in a cabinet and light a candle by the picture, suggesting his admiration for Balzac. In class, Antoine has an assigned essay to write about and he chooses to copy Balzac’s work, which he believed offered him a chance to succeed as a writer and possibly live a better life since he was concentrating on his school work for once like his mother expected him to, after the deal they made. Later, while Antoine was having dinner with his parents, they discovered that the cabinet where Antoine placed the candle under the picture of Balzac was on fire. The cabinet going on fire signified Antoine’s ability to be â€Å"blindsided† because his stepfather questioned why he would light the cabinet on fire. At class the teacher decides to embarrass Antoine for plagiarizing Balzac’s work, which tarnishes all of Antoine’s hard work, even his will to succeed. Furthermore, since Antoine couldn’t get a good grade on his essay like he agreed with his mother, his path to criminal behavior began. From there, Antoine knew that his parents would now want his future to be in the military because his life wasn’t going anywhere. All Antoine wanted was just to see the ocean, he tells Rene. The ocean is symbolic of life. Now that there was no turning back for Antoine, his increasing criminal behavior leads him to the Observation Center, where his path to success fades. Antoine accepting the bribe and the humiliation he received in class prevented him from becoming a better person and shaping his own character. Antoine loses what he wants to achieve because of his mother trying to bribe him and his teacher for degrading Antoine’s character. Although he did plagiarize Balzac’s work, he still made an attempt to focus on his schoolwork even though he didn’t do well on his essay. Antoine’s opportunity to self-actualize fails because of his mistreatment he receives from his mother and his teacher. If only his mother supported Antoine’s work, he would’ve had the confidence to stay strong and succeed. How to cite 400 Blows- French film, Papers

Workflow Analysis & Management for Boeing Company - MyAssignmenthelp

Question: Discuss about theWorkflow Analysis Management for Boeing Company. Answer: Introduction Boeing Global Mobility Systems (BGMS) is an existing division within the Integrated Defense Systems sector of the Boeing Company whose components include the Globemaster, Military aircraft, airborne lasers, and the Unmanned Combat Air Vehicles. Therefore the company operates independently but under the communication satellite system provided by the Integrated Defense System. The firm is divided into four core categories namely; the Derivative Airplane Programs, the 767 Tankers, C-17, the Advanced Mobility Systems, and the Derivative Airplane Programs. Vision and Strategy As an individual entity, the firm operates under the mission statement of providing solutions which shape the future of mobility for the government customers and the global military. Further, the company operates under the vision of Becoming the Worlds first choice for innovative mobility solutions thus setting the standard for excellence. In meeting the targets, the firm works with specific core values guiding its operations. The values include Teamwork, customer satisfaction, diverse and involved team, proper leadership, corporate citizenship, and acting towards shareholder value. Need for Process Improvement According to Goldratt and Cox (2016), every organization needs change, especially whenever faced with issues in its profitability and product development. The transformation followed the results experienced in the 1990s where the C-17 section of production became over budget and behind schedule which almost led to a cancellation. Consequently, the op level management had to device means towards altering the approach of management used in a business. Commitment to the change culminated into the implementation of a management framework relying on the Malcolm Baldrige National Quality Award criteria. The criteria focused on specific issues such as strategic planning, customer focus, human resource, information management, and the management and integration of processes (Scott 2016). The need for change came up in 2006 where the firm decided to focus on first growth and productivity programs such as global sourcing, internal services productivity, lean production and exemplary development process. All the initiatives operated under a specific leader as well as the executive sponsor. Process Framework The transformation process needed a total revamp on the culture with a focus on process improvement. The organization shifted and focused towards quality, schedule, and cost. In this case, it ensured the right quality for the products created by enacting control measures and setting a standard that was to adhere in production (Gioia, Patvardhan, Hamilton, and Corley 2013). Besides, it had a planned schedule of operation that enabled the timely production of commodities to meet the timeline set by the clients to avoid contract cancellation. Adhering to customer demands in times of commodity quality and timely production is an essential factor towards business progress (Kuipers, Higgs, Kickert, Tummers, Grandia, and Van der Voet, 2014.). At the same time, the cost of the commodity was adjusted to competitive levels to match those of competitors while focusing on superior quality and timely production to win the significant market share. In so doing, the team utilized the Baldrige Award Framework which provided the needed change in the organization. The system has become an influential part of the change in the organizations facing competition and production constraints (Scott 2016). The system codifies the principles of quality management thus providing companies with a framework for assessing the production standards towards customer satisfaction. The framework assists organizations achieve excellence and continually improve the same thus forming a culture. The concept focuses on seven criteria in its creation where it touches on areas of strategy, leadership, customers, workforce, operations, measurement, analysis, and knowledge management, and results (Polyvyanyy, Smirnov and Weske 2015). Leadership The leadership criteria focus on selecting a visionary leader who guides others towards adhering to the set standards and change of culture in the long-run. Proper leadership is key to development since a leader determines the production criteria and power of the workers. Thus, one has to be conversant with the same to achieve a total production. Besides, the system focuses on the selection of a superior workforce that is conversant, trainable and performs at optimum levels all times (Senge 2014). Thus, the workforce has to deliver results and value to the clients and the shareholders. Measurement, Analysis, and Knowledge Management On the other hand, the system focuses on measurement, analysis, and knowledge management. The concept is essential in the production industry where the skills and mastery levels of individuals remain observed towards quality production. In this sense, employees found to be less efficient under the system are allowed for opportunities that provide a revamp or upgrade to their education status through workshops, training, and on-job assistance programs. Eventually, the concept leads to success as individuals master their sections thus result in superior production standards. Technology Moreover, the operations have to be lean and efficient where the necessary resources are used adequately. The operation has to adhere to the current technology used in production where the operators have to remain conversant and able to create a difference between the previous output and the present standards. Strategy refers to the development of approaches to which success remains guarantee. In so doing, the criteria suggests enactment of policies that upgrade production. For instance, the introduction of technology in production assists the firm in faster and more efficient yet qualitative production of the aircraft components. At the same time, strategies exist in the selection of the right people for a given process, right scheduling, planning, and attainment of clients demands. Drew and Coulson?Thomas, (2013) suggest that having the right strategies result in progress where it creates a competitive advantage over the rest of the team. In the long run, the competitor scenario is dealt with adequately. Customers The system recognizes the position of customers in business who remain core to business processes. Customers have a large bargaining power as evidenced in the firms loss of contract where the client had a list of firms to select for the production. Therefore, it is fundamental to focus on the customer demands, preferences, and schedules in the production system. Adhering to the customer factor assists individuals and firms to win the trust and loyalty of clients thus leading to a higher production and adoption of a significant market share (Jeston and Nelis, 2014). Customers remain as crucial elements in the system whose demands, wishes and deliberations on a product development have to be followed carefully to achieve success. Results The eventual outcome of a process determines the extent to which a product attains the desires of clients. Results in the process focus on superior production, and one that meets the demands of customers on time. The products have to be customer focused and meeting the issues of clients. Such products delivering the desired standards indicate a positive result in the production process which has to adhere to the plans (Ahlemann, El Arbi, Kaiser and Heck 2013). In a case of a deviation from the plan, the firm considers a change of processes and continuous improvement to develop the best to clients. In return, the deliveries cause a tremendous increase in orders which affect the production process of a firm positively. Therefore, the process framework evaluates and improves a process through having the right approach, deploying the right operations, embracing gradual learning and improvement, and integration of a production to an organizations plan and needs. Leadership System According to Kaptein and Parvinen (2015), proper leadership system uses the right communication medium, organizes and aligns its production, implements their plan accordingly, recognizes the workers and rewards, and holds for their learning activities towards development. The firm practices an effective management leadership style in its change by embracing a lean production through the use of technology. Besides, it uses an effective communication from the top level management down to the workers which allow for a feedback system thus embracing change. On the other hand, the leadership allows for operator recognition and reward which boosts the morale of workers giving room to the desire for improvement through learning (Cameron, Quinn, DeGraff, and Thakor 2014). Enablers and Barriers to Process Change Change is a process that needs commitment and the dedication of the top management as well as the lower level workers. A set of barriers exists that might impede the growth of products or system change in organizations. Barriers to change include limited knowledge and skills, role expectations, organizational factors such as lack of equipment, and belief and attitudes among professionals and clients (Ladegard and Gjerde 2014). Necessary measures have to be taken into consideration o overcome such issues. Lack of a top-down communication leads to poor reception to change coupled with lack of information among individuals. People with limited skills and knowledge are most likely to reject change as they perceive a wrong motive towards their benefits. Instead of seeing success, such people perceive doom on their side such as job loss thus leading to declining or unwillingness to embrace change. On the other hand, an insufficient number of resources to embrace change serves as a barrier leading to the lack of or partial implementation of change elements. Lastly, lack of staff involvement in a change process becomes a forceful act which meets resistance thus creating a barrier to development. Enablers to Change The presence of resources in organizations guarantees development and embracement of change. People are more likely to respond positively to change in cases where there is open communication on the need for change and the goals to be achieved in the process. The presence of an open communication where issues are passed onto one another and discussed in time by the different stakeholders leads o a successful implementation of change. On the other hand, the existence of a clear organization mission and vision leads to change where all means are explored towards guaranteeing change to individuals and the organization (Haslam, van Knippenberg, Platow and Ellemers, 2014). Resources for change such as finance to buy technological equipment have to be present for a change. The presence of resources leads to an enhancement situation where necessary changes in culture and operation become easy to achieve. Moreover, having a cooperative management and leadership standards in organizations guarantees development of change where leaders convince their workers on the need and goals of a change process (Haslam, van Knippenberg, Platow, and Ellemers, 2014). Eventually, it becomes easy to integrate the same towards increased production. Staff involvement in a change process planning is essential towards a positive change process. In this respect, all member involvement leads to a successful implementation of issues surrounding change. Lastly, the presence of a culture of training and facilitation of the services paves the way for a great change process, where the needed knowledge is communicated to the employees with ease. Reference List Ahlemann, F., El Arbi, F., Kaiser, M.G. and Heck, A., 2013. A process framework for theoretically grounded prescriptive research in the project management field.International Journal of Project Management,31(1), pp.43-56. Cameron, K.S., Quinn, R.E., DeGraff, J. and Thakor, A.V., 2014.Competing values leadership. Edward Elgar Publishing. Drew, S. and Coulson?Thomas, C., 2013. Transformation through teamwork: the path to the new organization?.Team Performance Management: An International Journal. Gioia, D.A., Patvardhan, S.D., Hamilton, A.L. and Corley, K.G., 2013. Organizational identity formation and change.Academy of Management Annals,7(1), pp.123-193. Goldratt, E.M. and Cox, J., 2016.The goal: a process of ongoing improvement. Routledge. Haslam, S.A., van Knippenberg, D., Platow, M.J. and Ellemers, N. eds., 2014.Social identity at work: Developing theory for organizational practice. Psychology Press. Jeston, J. and Nelis, J., 2014.Business process management. Routledge. Kaptein, M. and Parvinen, P., 2015. Advancing e-commerce personalization: Process framework and case study.International Journal of Electronic Commerce,19(3), pp.7-33. Kuipers, B.S., Higgs, M., Kickert, W., Tummers, L., Grandia, J. and Van der Voet, J., 2014. The management of change in public organizations: A literature review.Public Administration,92(1), pp.1-20. Ladegard, G. and Gjerde, S., 2014. Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool.The Leadership Quarterly,25(4), pp.631-646. Polyvyanyy, A., Smirnov, S. and Weske, M., 2015. Business process model abstraction. InHandbook on Business Process Management 1(pp. 147-165). Springer Berlin Heidelberg. Scott, L., 2016. Baldrige Excellence Framework. Senge, P.M., 2014.The fifth discipline fieldbook: Strategies and tools for building a learning organization. Crown Business.