Emirates Integrated Telecommunications Company

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Table of Contents

Introduction
The current operations strategy at the EIT Company
Elements of successful operations strategy: Case of the EIT Company
Recommendations
Conclusion
Reference List

Introduction

Founded in the year 2006, the Emirates Integrated Telecommunications Company (EIT) has been in the forefront of providing quality and variety of products and services such as mobile telephony, IPTV service, broadband connection, data hub, satellite services, and internet exchange facilities. The company has an integrated operations strategy.

Basically, operations strategy is the backbone of a stable company since it determines productivity in terms of flow of operations. Besides, the concept verifies risk proportions before informed decisions are made. This procedure is necessary in monitoring decision science, distribution of risk elements, and forecasting into future swings in the market.

Thus, the key conceptual framework of this analytical research treatise is an explicit and in-depth reflection on the operations management values that can be applied in the operations strategy of the Emirates Integrated Telecommunications Company. The paper also offers recommendations on how to sustain the operations management values within this organization.

The current operations strategy at the EIT Company

Reflectively, relaying information on the success of a production is dependent on labour and operating costs, which are often balanced for value maintenance. In the process of balancing the act, a quality operations management system should be capable of applying the scientific skills in an artistic manner through informed and perfectly framed use of soft skills to address technical aspects of production management.

In every business field, the question of factors facilitating success is often posed. In order to present a comprehensive answer to this question, it is of essence to measure success as a component of the existing operation system (Slack 2012).

Basically, a quality operations management system performs optimally via integration of appropriate scientific factors of production. To enrich artistic managerial talents, a balance in the factors of production comes in handy to not only magnify the margins of success but also to ensure a smooth transition of an idea or an event after another, as is the case at the Emirates Integrated Telecommunications Company.

Besides, to avoid an imminent failure, it is vital for the operations management system to focus on a defined edge in balancing the labour and operation costs. Therefore, the company has put in place stringent measures and strategies aimed and monitoring expansionary modules within feasible levels.

This includes techniques that are in use in the company to monitor sustainability by application of scientific management of balanced factors of production matrix (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig 2011).

Generally, production mix strategies proposed by the Emirates Integrated Telecommunications Company are to ensure long term operation. For implementation of the strategy, the management is to balance both the short term and long term consideration towards decision making.

Management that ensures long term obligations is fulfilled. They consider the role played by planning for resources in technology, continued innovations in the production of new products, and conducting researchers to ensure that the production process is efficient through maximization of output within the least possible costs (Slack 2012).

Elements of successful operations strategy: Case of the EIT Company

Efficiency of the soft skills

The key part of the success puzzle for operations management strategy operates with efficiency of the soft skills involving a timeless vision of organizational principles, defining value of the business, determining requirements, clarifying the vision, building teams, mitigating task, resolving issues, and providing direction. A quality operations strategy system must incorporate these principles in the operations (Harrison & John 2010).

Moreover, balancing act between having to perform optimally at minimal operation and overhead costs is a component of quality in system modelling. Thus, the success of an operations management system is dependent on soft artful skills, which are part and parcel of system management at the Emirates Integrated Telecommunications Company.

Efficiency in the value maintenance

Reflectively, relaying information on the success of a production is dependent on operations strategy for value maintenance. In the process of balancing the act, a quality operations management system should be capable of applying the scientific skills in an artistic manner through informed and perfectly framed use of soft skills to address technical aspects of production management (Slack 2012).

Generally, the quality operations management system at the Emirates Integrated Telecommunications Company is that which satisfies requirements within the budget and time schedule without disintegrating initial goal projections.

Balance between the short-term and long-term goals

Generally, corporate strategies proposed by the management of the Emirates Integrated Telecommunications Company are to ensure long-term and sustainable operations. For implementation of the strategy, the management balances both the short-term and long-term consideration towards decision making. Management that ensures long term obligations is fulfilled.

They consider the role played by planning for resources in technology, continued innovations in the production of new products, and conducting researchers in the market to identify market niches within the customers. It is apparent that the proper matching of soft skills such as team building, organizational effectiveness, leadership, decision making, problem-solving, creativity, flexibility, and team building are essential in measuring quality of an operations management design for the company (Slack 2012).

The success and failure of a business entity are dependent on the effectiveness and quality of the operations management since it determines planning, integration, implementation, and control.

In order to strike an optimal performance balance, the process of designing a quality operations management system at the Emirates Integrated Telecommunications Company commences with a clear overview of budgeting, objectivity, and scheduling (Escrig-Tena et al. 2011).

In addition, this part includes control procedures and assessments. In order to come up with a viable operations system, it is of essence to include quality control, communication with stakeholders, progress measurement, and flexibility in planning to accommodate any eventuality as is the case at the Emirates Integrated Telecommunications Company.

Recommendations

Adopting the Flexible Monitoring System (FMS)

Business efficiency is critical in the product management line since it is characterized by optimal utilization of allocated factors of production within the least possible cost. From the above refection, it is apparent that the company will gain in the long run if it adopts the Flexible Monitoring System (FMS).

Despite lower returns on investment below the projection, the overall effect of adopting this proposal will have benefits that will outweigh its limitations. For instance, when the FMS is fully adopted as proposed, the reduction in cost of factors of operations such as labour and reduced actual production costs will result in accumulated gains as a result of controlled costs that are recurring (Escrig-Tena et al. 2011).

When the recurring costs such as labour, production space, and cost of machinery are curtailed within a manageable level, the company will increase its returns on investments. Besides, the excess labour may be channelled to another line of production besides the extra production space.

Even though the return on investment is lower than projected, the project is viable since it will permanently reduce the recurring cost by a margin of more than 10% of the companys current production cost.

Moreover, the aspect of efficiency as a result of FMS will push the production frontier curve towards sustainability in the long run. Basically, the immediate adaptation of the proposed FMS will contribute towards sustainability in the aspect of cost, dependability, speed, quality, and flexibility (Slack 2012).

Specifically, the reduced production floor space will give room for expansion and products without having to expand the infrastructure of the company. More space means more products being produced within the same production bundles. Due to increased output, the market will eventually expand and the company will get more revenues (Jaisnkar & Mistra 2007).

Through improved orders throughput, the company is set to immediately and substantially gain from the reliability aspect as compared to its competitors. Since clients will be able to receive their orders within a shorter time, the company stands to gain from customer satisfaction and referrals.

Since the duration of delivery will decrease by almost a third of its present rate, the company is geared to reap maximum benefits from economies of scale due to increased capacity to produce and distribute within a short period of time (Harrison & John 2010).

At the UAE location, the quality system is certain. Thus, when the system is quality-oriented, the entire chain coordinating these segments would result in optimal operations. Although operations management systems experience constant metamorphosis as a result of short term, midterm, and long term goal planning, no company can operate efficiently without quality system functioning.

Thus, quality will quantify optimal functional within a competitive advantage parameter for the company. Besides, high standard operations management score acts as the engine that supports implementers of business strategy in order to comprehensively verify rationale for supporting current, predicted, and actual results for every step upon introduction of a functional system (Harrison & John 2010).

Adopting the Six-Sigma

The company should also adopt the six-sigma approach in quality control and assurance in the maintenance department. Six-Sigma is an experience of operations management that is used to develop business operations that ensure efficiency through optimal and timely production. Six-Sigma is adopted to attain significant effects of production efficiency through periodic review of the production matrix.

Actually, Six-Sigma is a sequence of business events which delivers positive outputs that develop business aim of reliability in the production chain. Six-Sigma ensures that production processes that are necessary are improved through proactive management of the factors of production such as labour, time, and optimal production capacity (Slack 2012, p. 39).

Six-Sigma is aimed to reduce wastage of production resources that can be experienced in long queues and ineffective task outputs. Quality control is commonly utilized to promote quality of business products. Six-Sigma usually integrates employees to provide the highest quality of products through self-assessment and proactive approach to skills tests.

Six-sigma is done to prepare, synchronize and manage the multifarious activities of company through efficiency module. This alternative can be compared to the three balls that are juggled by the circus performers.

By implementing the six-sigma alternative, the company can visualize the future risks and hurdles in the implementation of any production plan and can take suitable remedial measures for unforeseeable risks such as machine breakdowns (Slack 2012).

Modification of the performance measurement variables

In order to achieve quality operations management, the Emirates Integrated Telecommunications Companys existing forms of system monitoring should be periodically upgraded to introduce multiple operating system models such as ratio analysis in operation management that is compatible with tracking and analysis within and without the company across the three major segments.

These variables are achievable through value delivery, value addition, and creativity. Reflectively, these concepts are techniques and tools essential in the art of operations management. Despite having this efficient operations management system, the company has not fully established a mechanism of monitoring progress at micro level and depends on macro auditing in decision making and still has to deal with the risk of internal redundancy (Powell 2005).

The second strategy for performance measurement should be aligned to communication channel in the company. For implementation of the strategy, the management should balance both the short term and long term consideration towards decision making.

Management that ensures long term obligations are fulfilled and considers mostly the role played by resources invested in technology, continued innovations in the production of new products and conducting intensive researchers in the market to identify fresh market niches. This is possible because this model of operations management system allows for operations process competitiveness as it cut down unnecessary overhead costs from waste and under-utilisation (Slack 2012, p. 43).

Conclusion

The Emirates Integrated Telecommunications Company has a relatively stable operation management system. However, there is need to make adjustments in the efficiency pillar through adopting the Flexible Monitoring System, Six-Sigma, and performance variable to ensure sustainability in its business operations.

Reference List

Escrig-Tena, A., Bou-Llusar, C., Beltran, M., & Roca-Puig, V. 2011, Modeling the implications of quality management elements on strategic flexibility. Advances in Decision Sciences, vol. 1 no. 1, pp. 1-27.

Harrison, J. & John, C. 2010, Foundations in strategic management, South Western Cengage Learning, Ohio.

Jaisnkar, S. & Mistra, N. 2007, Quantitative techniques for management, Bharathiar University,India.

Powell, T. 2005, Total quality management as competitive advantage: a review and empirical study. Strategic Management Journal, vol. 16 no. 4, pp. 1537.

Slack, N. 2012, Operations and Process Management: Principles and Practice for Strategic Impact, Pearson Education Limited, Alabama.

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