Operations Management

Operations Management

Company Background

This report focuses on the case investigations of the Levi Jeans employees and the California Auto Club reengineering clientele service. It examines at procedures administration as a source for profiting a comparable benefit and overwhelming promise difficulties skilled inside and administration or workplace.

Introduction

Some operations management researchers tackle real-life problems that are not well-defined, and where the focus is on discovery and problem solving, not explanation. In this paper, we suggest that the principles of design science can be used to formalize research on ill structured operations management problems, such as research addressing the impact of emergent technologies on the performance frontier. Building on the work of Herbert Simon, we propose that a design science approach can be used to complement the conventional approaches in operations management, which are based on the methodologies adopted from the natural sciences, principally, Carl Hempel's hypothetico-deductive reasoning. The goal of this paper is to explicate an epistemology and methodology for the logic of discovery and problem-solving in operations management research. The process is illustrated through an in-depth case of a multiyear research project new information technologies, where the performance frontier was affected through the development of applications that enabled the use of simpler integrating mechanisms and thus performance improvements in multiple dimensions. The case example illustrates why successful solution designs do not automatically translate to performance improvements but require step-wise development and introduction of the solutions in practice. If this is to be done under the rubric of scientific research, the proper methodology must be explicated.

The standard that empirical research in general and experimental manipulation in particular should seek to develop and subsequently test hypotheses is the dominant position in contemporary literature on methodology. This approach follows the legacy of logical empiricism, and has been adopted in the organization sciences as well as operations management (OM). Good ideas must, however, start somewhere. While theory-testing and explanation in general have been and remain indispensable, we will argue in this paper-building primarily on Simon (1973)-that discovery and problem-solving must be considered equally important to the advancement of Operations Management as a science. Our position is based on the observation that much of the important empirical work in science is indeed conducted under the rubric of discovery, not theory testing. We further contend that discovery is not simply a matter of "intuition" or "creativity" (Simon, 1973: 74), it can have a logic and it can be subjected to scientific inquiry.

The emergent dimension of design is trial and error based on testing, prototyping and empirical observations. Implementation and test is necessary to arrive at functional designs and eliminate false assumptions (Simon, 1996). Implementation and testing gives the feedback from practice a pivotal role in the design process. Implementation and testing is needed for design science to be a self-correcting and realist method. It serves also as a key to make this conception of design science consistent with an evolutionary epistemology.

 

Levi's Supply Chain Characteristics

In an insane world, if a assortment of friends ...