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Canada Goose operation management
Introduction
Canada Goose Inc was formed in 1957 by Sam Tick. The company is located in Canada and it manufactures winter clothing. Sam Tick, who is the founder of the company, established the Metro Sportwears Ltd where he manufactured heavy-duty parkas. In 1980-1997, the company had developed and changed the ‘Metro Sportswear Ltd’ to ‘Snow Goose’. Later, it expanded its marketing activities to Europe where products and services were sold under the name ‘Canada Goose’. In terms of operation management, Canada Goose play various business practices to create efficiency and maximize profit. The following are practices under operation management.
Design of Goods and Services
In production of goods and services, the company focuses on efficiency and cost-effectiveness. The company has a unique position in the market by manufacturing products with high functionality. It has followed the steps of Nike and Apple by expanding internationally in different areas such as in Sweden and New York City[1]. The main goal in design of goods and services is to ensure that the organization is capable of manufacturing good and services with respect to the market preference.
Quality management
Canada goose ensures manufacture of quality products. The purpose of producing quality is to meet the customers’ needs in the competitive market and to fulfill their expectations. To achieve this, it implements total quality management (TGM) in the manufacturing process[2]. Under quality management, the company implements effective management to achieve efficiency of production. To achieve this, it implements strategies which will assist in accomplishing production goals set toward market dynamics. Under quality management, Canada Goose ensures that the company has training opportunities, it also lowers cost and it engages staffs[3].
Location Strategy
To optimize cost, the company has deployed a corporate strategy. The latter assist in reaching the target market. It has developed production facility locations. For example, the company designs products which will be highly demanded by customers from more temperate areas. The company’s products are targeted to international markets especially markers which are located in North America and Europe[4]. The company targets high price point and this is one of its market strategies. Location strategy helps the company to access many customers, supply chain and materials[5].
Layout Design and Strategy
Layout design is a key element valued most in this company. This plays a significant role in evaluating the human resources, technology among other factors required to run out the business activities. On the same note, the company uses shoppers’ behaviors which encompass consumer behavior and standards. For example, the company places jackets near the entrance and this gives customers the opportunity to admire the product and the need to find more selections[6]. The company has the best physical arrangement of facility. There is optimal arrangement of people, materials and activities.
Human resources and Job Design
Under this management, Canada Goose has continuous recruitment and this helps in maintaining operations management. It also has standardized job processes which are achieved through training programs. The company is interested with adequacy and maintenance and to achieve this, it ensures internal leadership development as well as evaluation of jobs. Since the company has variety of jobs, the company assigns different jobs. All workers have personal responsibility and obligation to produce positive results. There are various HR programs for personnel development.
Supply chain management
Canada Gooose has effective supply chain management which aligns with strategic goals of the company. With excellent supply chain, there is efficient production. Suppliers, distributors and retailers align with automation and optimization, thus achieving the goals[7]. The company focuses on cost-effectiveness in using owned production facilities.
Inventory management
Canada Goose focus on effectiveness and efficiency maximization. To minimize inventory costs, it employs monitoring in supply chain. The strategic decision is important in that by monitoring non-capitalized assets, it minimizes loss and maximizes profits[8]. The company has a good inventory control system which ensures effective purchasing, shipping, warehousing and more.
Scheduling
Scheduling in Canada Goose Inc. is mainly concerned with the supply chain and business operations. The company ensures effective coordination between the distribution and retail, and ensures proper alignment with business operations. It has standardized schedules and the condition of the market such as demand leads to supply chain adjustment[9]. Generally, scheduling in Canada Goose is flexible in order to produce excellent business process schedules.
Maintenance
Canada Goose focus on maintaining human resources. It ensures availability of training programs to maximize effectiveness and efficiency[10]. The company has career development strategies and workforce for maintain facility. The former ensures that employees work in a good condition and there is no employee turnover. The latter maintains the equipments and buildings[11]. The role played in these areas maximizes effectiveness and efficiency[12]. In order to meet the demand in international markets, the company maintains the business processes. It has implemented HR and IT which play role in maintenance.
Work cited
Wild, Ray. Essentials of Operations Management. London: Thomson Learning, 2003. Print.
Mahadevan, B. Operations Management: Theory and Practice. Upper Saddle River: Pearson, 2010. Print.
Arora, K C. Comprehensive Production and Operation Management. Bangalore: Laxmi Publications, 2004.
Print.
Chary, S N. Production and Operations Management. New Delhi: Tata McGraw-Hill, 2009. Print.
[1] Wild, Ray. Essentials of Operations Management. London: Thomson Learning, 2003. Print.pg 4
[2] Ibid pg 7
[3] 1bid 8
[4] Arora, K C. Comprehensive Production and Operation Management. Bangalore: Laxmi Publications, 2004. Print.pg 67
[5] Ibid pg 90
[6] Ibid pg94
[7] Mahadevan, B. Operations Management: Theory and Practice. Upper Saddle River: Pearson, 2010. Print.pg 8
[8] Arora, K C. Comprehensive Production and Operation Management. Bangalore: Laxmi Publications, 2004. Print.
78
[9] Ibid pg 67
[10] Ibid
[11] Chary, S N. Production and Operations Management. New Delhi: Tata McGraw-Hill, 2009. Print. Pg. 13
