Amanda Smith

COLLAPSE

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Introduction

            The purpose of this discuss post is to deconstruct Hawkes, Bailey, and Riedl (2011), MESA International, and Cambashi (2010) and Wolcott (2016). A case study on AT&T Inc. operations will be reviewed.

Article Deconstruction

Service Operations as a Secret Weapon

Main Ideas:

            In Hawkes et al. (2011) the focal points were effectively managing service operations is crucial to controlling labor costs and improving customer satisfaction and addressing the six drivers of performance. The six principal drivers of service quality and cost were product and process design, service-level labor requirements, service network structure, service process management, workforce management, and measurement and compensation.

Evidence and analysis:

            In Hawkes et al. (2011) there was no real evidence presented. It was written from the point a view of Hawkes et al. and nothing factual. In Hawkes et al. (2011) there was a lot of information provided that could possibly be used to assist leaders in becoming more successful regarding operations. More information would be needed based on research and facts.

MESA Metrics That Matter Revisited: Public Summary Report of Correlating Plant Performance to Business Performance

Main Ideas:

            In MESA International and Cambashi (2010) the main ideas were plant performance does correlate to business performance, production and IT personnel can contribute greatly to the success of their business and a metrics initiative can become a business improvement initiative.

Evidence and Analysis:

            In MESA International and Cambashi (2010) research was completed on responses from 140 manufacturers and producers presenting a wide range of industries, manufacturing process modes and operating conditions. Six different figures were used to represent the research: Figure 1 – distribution of respondents by role, Figure 2 – distribution of respondents by annual revenue in respondent’s scope, Figure 3 – how rapidly operational KPI’s are showed to those managing the operations measured, Figure 4 – links between operations and business KPI’s are very effective, Figure 5 – respondents reporting 10% or more annual improvement in operations metrics and Figure 6 – use of selected information technologies. In MESA International and Cambashi (2010) the information used was credible. It came from various sources that were valid.

Don’t Be Tyrannized by Old Metrics

Main Ideas:

            The use of old metrics could play a significant part in the firm’s sustainability. In Wolcott (2016) four actions were the focus first, know your metrics and the behaviors they drive, secondly, track metrics at your peripheries, next, prioritize metrics that reflect value to customers, rather than simple volume or efficiency and finally experiment with emerging, alternative metrics – and iterate. Mismeasurement can lead to mismanagement Wolcott (2016).     

Evidence and Analysis:

            In Wolcott (2016) he recalled conversations with Carlos Tavares, chair of PSA Peugeot Citroen, former Walmart.com CEO Carter Cast and Joe Nigro, CEO of energy company Constellation. In those conversation they provided their point of view on what will remain important, perception is everything and what the focus should be. Most of the information was based on his opinion. The article was informative but mainly personal point of views of CEO’s and Chair of major firms. This will require more research to validate the points trying to be made on this topic.

Case Study: AT&T Inc.

            AT&T Inc (AT&T) provides telecommunications, digital media, and technology services. The company offers wireless communication services, broadband and internet services, video services, local exchange services, telecommunications equipment, managed networking, and wholesale services. The company generated revenue from two sources: service and equipment MarketLine (2020).

Key Activities:

            AT&T’s main activities provide wireless network communication service for local, long-distance, and international calls, providing messaging services, such as short message services (SMS) and multimedia messaging services (MMS), providing wireless internet services and other nonmessaging data, selling cell phones and other wireless devices and renting out wireless telecommunications equipment Moses (2020).

Key Partners:

            AT&T’s partners and suppliers electrical equipment wholesaling, computer and packaged software wholesaling and wired telecommunications carriers all from the US Moses (2020).           

Operational Metrics:

            AT&T operates on the premise that revenue growth increases the company’s ability to designate money for the future growth prospect MarketLine (2020).

Conclusion

            In conclusion both Hawkes et al. (2011) and Wolcott (2016) the information was based more on opinions of individuals with no real proof being provided. However, in MESA International and Cambashi (2010) research was completed and figures were used to show it was credible. AT&T ranked #9 in Fortune 500 and is one of the leading telecommunications companies in the U.S.

References:

Hawkes, H., Bailey, C., & Riedl, P. (2011). Service operations as a secret weapon. Strategy + Business. Retrieved from  https://www.strategy-business.com/article/00072

MarketLine Report (2020). Retrieved from  AT&T Inc: Business Source (capella.edu)

MESA International, & Cambashi. (2010). MESA metrics that matter revisited: Public summary report of correlating plant performance to business performance. Retrieved from  https://services.mesa.org/resourcelibrary/ShowResource/9da9ab66-a420-48ed-afdb-027fe1e105a3

Moses, J. (2020). Wireless telecommunications carriers in the u.s. Retrieved from  51721 Wireless Telecommunications Carriers in the US - MyIBISWorld (capella.edu)

Wolcott, R. C. (2016). Don't be tyrannized by old metrics. Harvard Business Review Digital Articles, 2-6. Retrieved from  https://hbr.org/2016/09/dont-be-tyrannized-by-old-metrics

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