留学生代写范例-制造业企业与服务性企业的比较。本文是一篇留学生作业代写参考，主要内容是作者将代表制造业（ALKEM LABORATORIES）和服务业（WALMART）就不同的运营和职能进行分析和讨论。下面就一起来看一下这篇留学生作业的全部内容。
I am going to analyze and discuses on behalf of manufacturing industry (ALKEM LABORATORIES) and service company (WALMART) on the basis of different operations and functions.
ALKEM LABORATORIES is INDIA based pharmaceuticals manufacturing company which formulate different types of medicines. it is rated the No 2nd company in the overall antibacterial segment, No.1st in cephalosporin formulation and No.3rd in over all Indian market. Alkem laboratories operates different operations like process design (arranging the stores layout to give smooth and effective flow of customers), product design (designing stylist products that can be flat packed efficiently), job design (making sure that all staff can contribute to the company’s success), supply design (locating stores of an appropriate size in the most effective place), etc during manufacturing process as well as other operations. Alkem has many customers in domestic markets (India) and international market (Kenya, Nigeria, south Africa, Sri Lanka, Vietnam, Mongolia, Malaysia, Myanmar, Cambodia, Yemen, America, Eurasia, etc.)
ALKEM LABORATORIES是一家总部位于印度的制药公司，生产不同类型的药品。该公司在整个抗菌领域排名第二，头孢菌素制剂排名第一，在整个印度市场排名第三。Alkem实验室经营不同的业务，如工艺设计（安排门店布局以使客户顺畅有效地流动）、产品设计（设计可高效扁平包装的造型师产品）、工作设计（确保所有员工都能为公司的成功做出贡献）、供应设计（在最有效的地方找到合适规模的门店）、，在制造过程以及其他操作期间。Alkem在国内市场（印度）和国际市场（肯尼亚、尼日利亚、南非、斯里兰卡、越南、蒙古、马来西亚、缅甸、柬埔寨、也门、美国、欧亚大陆等）拥有众多客户
TRANSFORMATION / MANUFACTURING PROCESSES 转型/制造过程
As per the consideration of TABLET MANUFACTURING process fig.1 shows the basic block diagram of tablet TRANSFORMATION PROCESS FLOW CHART.根据片剂制造工艺的考虑，图1显示了片剂转化工艺流程图的基本框图。
VISUAL INSPECTION & METAL DETECTION 目视检查和金属检测
SECONDARY PACKING MATERIAL 二次包装材料
SECONDARY PACKING 二次填料
TRANSFER TO FINISING GOODS STORE 转移到成品仓库
GRANULATION 1&2 造粒1和2
COMPRESSION 压缩
BLISTER OR STRIP PACKING 泡罩或条形包装
PRIMARY PACKING MATERIAL初级包装材料
COATING IF APPLICABLE 涂层（如适用）
RM RECEIPT & TRANSFER TO MFG AREA RM接收并转移到制造区
Fig. 1 transformation or manufacturing process flow diagram. 图1改造或制造工艺流程图
Granulation is a process by raw materials are mixing as per the required for tablet specification. Granulation take more time in tablet manufacturing process so we can say that this is internal part of bottleneck process. After granulation, compression perform to give specific required shape & desired size of tablets. After finish compression process tablets goes to coating area where reduce mask the unpleasant test and odour. Visual inspection machines are used for finding damaged core or coated tablets. The last but not least process is packaging and it divide into two ways i.e. primary packaging with blister and secondary packaging with strip. After completion all these process finishing tablets transfer to finishing goods store as per inventory management.
制粒是一种原料按照片剂规格的要求混合的过程。造粒在片剂生产过程中需要更多的时间，所以我们可以说这是瓶颈过程的内部部分。造粒后，进行压缩，以获得所需形状和所需尺寸的片剂。在完成压缩过程后，片剂进入包衣区域，以减少面罩的不适测试和气味。目视检查机用于发现受损的芯片或包衣片。最后但并非最不重要的过程是包装，它分为两种方式，即带泡罩的初级包装和带条的次级包装。完成所有这些过程后，根据库存管理，将成品药片转移到成品仓库。
WALMART 沃尔玛
Wal-Mart is largest retailer service company in the world, headquarter in USA. The first Wal-mart store was opened by Sam Walton in 19961 in Bentonville, Arkansas. Wal-mart adopt different process management during operation like capacity management (coping with fluctuation in demand) , inventory (avoiding running out of products from sale) management, supply chain management (arranging for delivery of products to stores) etc. Wal-mart has worldwide customers. Wal-mart lays lots of values on different emphasis, example associate opportunity, sustainability, responsible sourcing, make large communities.
沃尔玛是世界上最大的零售服务公司，总部位于美国。第一家沃尔玛商店于1996年由山姆·沃尔顿在阿肯色州本顿维尔开设。沃尔玛在运营过程中采用不同的流程管理，如产能管理（应对需求波动）、库存管理（避免销售中的产品耗尽）、供应链管理（安排向商店交付产品）等。沃尔玛拥有全球客户。沃尔玛将很多价值观放在不同的重点上，例如，关联机会、可持续性、负责任的采购、建立大型社区。
COMPARE BETWEEN ALKEM LABORATORIES AND WAL-MART ON THE BASIS OF COMPETITIVE PRIORITIES & CORPORATE STRATEGY 基于竞争优先级和企业战略的ALKEM实验室与WAL-MART的比较
Comparison on the basis of COMPETITIVE PRIORITIES基于竞争优势的比较
COMPETITIVE PRIORITIES 竞争性优先事项
Competitive priorities is a factors that can deliver cost, quality, time, flexibility, etc. that define satisfy by internal and external customer requirements. It also has ability to maintain existing as well as new customer demand.
竞争优先级是一个可以提供成本、质量、时间、灵活性等的因素，这些因素定义了内部和外部客户需求的满足程度。它还能够保持现有和新的客户需求。
The Similarity between ALKEM laboratories and Wal-mart on the basis of competitive priorities are;ALKEM实验室和沃尔玛在竞争优先级基础上的相似性如下
Low cost 低成本
Consistent quality 一致的质量
On time delivery & 按时交货
variety 多样化
ALKEM laboratories and WAL-MART has low cost, because ALKEM has its own industry to formulate many types of raw materials (granules). which is very near to product manufacturing unit and other reason that many customer in the market. Apart from this causes they have own biogas plant which produce half electricity of the total consumption. WAL-MART also has low cost priority because today market facing with too competition so they need to maintain customers and loyalty and it can only happen with provide low cost product without affecting quality. One reason for low cost is their world impact i.e. world no.1 supplier as supermarket services.
ALKEM实验室和WAL-MAT的成本很低，因为ALKEM有自己的行业来配制多种原料（颗粒）。这是非常接近产品制造单位和市场上许多客户的其他原因。除此之外，他们还拥有自己的沼气厂，其发电量占总用电量的一半。沃尔玛也具有低成本优先权，因为今天的市场面临着太多的竞争，因此他们需要保持客户和忠诚度，这只能在不影响质量的情况下提供低成本产品。成本低的一个原因是它们的世界影响力，即超市服务的世界第一供应商。
Consistence quality is all about expectations of the external customers specification on the consistent basis. ALKEM laboratories provide consistence quality because they have separate quality and control department to assure about quality. So that they always keep the defect free quality parameters due to update production process after every steps of manufacturing process. WAL-MART also carry consistent quality performance for that achieve customers loyalty. It provide defect less product in the selves they cannot compromise with customers faith. WAL-MAET always monitor consistently of defectively product and manufacturing date and its expiry date.
一致性质量是指在一致的基础上对外部客户规范的期望。ALKEM实验室提供一致的质量，因为他们有单独的质量和控制部门来确保质量。因此，他们始终保持无缺陷的质量参数，因为在制造过程的每个步骤之后都会更新生产过程。沃尔玛还提供始终如一的质量表现，以实现客户忠诚度。它提供了无缺陷的产品，他们无法与客户的信念妥协。WAL-MAT始终持续监控有缺陷的产品和制造日期及其有效期。
On time delivery is also an essential similarity of both company ALKEM and WAL-MART. In pharmaceutical company like ALKEM has on time delivery because it products has limited period of time, and protect market reputation so that it carry on time delivery to avoid product waste and customer unsatisfaction. Same condition is apply in WAL-MART because they also tend to fulfil all satisfaction of customers and their demand by product.
准时交货也是ALKEM公司和沃尔玛公司的本质相似之处。在像ALKEM这样的制药公司中，由于其产品的期限有限，所以必须按时交货，并保护市场声誉，以确保按时交货，避免产品浪费和客户不满意。同样的条件适用于沃尔玛，因为他们也倾向于通过产品满足客户的所有需求。
ALKEM laboratories provides different types of medicines (different types of tablets, injections, dry powder syrups, liquid syrups, etc ) as per the customer requirements and demand. ALKEM laboratories has cephalosporin formulation group and antibacterial segment group that is unique variety in Indian market. WAL-MART also provides large range of variety with different brands with different products as per all types of customers considerations regarding cost, variations etc.
ALKEM实验室根据客户要求和需求提供不同类型的药物（不同类型的片剂、注射剂、干粉糖浆、液体糖浆等）。ALKEM实验室拥有在印度市场上独一无二的头孢菌素制剂组和抗菌片段组。沃尔玛还根据所有类型的客户对成本、变化等的考虑，提供多种不同品牌的产品。
The dissimilarity between ALKEM laboratories and Wal-mart on the basis of competitive priorities are;ALKEM实验室和沃尔玛在竞争优先级方面的不同之处在于
Top quality 顶级品质
Customization 定制化
Volume flexibility 产销量可变性
ALKEM laboratories provide top quality because ALKEM formulate cephalosporin formulation product which has high customer interaction and involvement. Customer interaction all about unique product like cephalosporin and antibacterial medicine that are only provide by ALKEM laboratories in Indian market with desired quantity, durability, hardness, etc. ALKEM product has more demanding by customers so it’s also one of reason to make top quality product company.
ALKEM实验室提供最高质量的产品，因为ALKEM生产的头孢菌素制剂产品具有很高的客户互动性和参与度。客户互动都是关于独特的产品，如头孢菌素和抗菌药物，这些产品仅由ALKEM实验室在印度市场上提供，具有所需的数量、耐用性、硬度等。
ALKEM try to satisfy each and every customer with their desirable medicine (with effective and quick action without any sidefect ). Their competitive priority is a customisation. They formulate medicine depend upon the age like children (0 – 11 years), teenagers (12 – 17 years), adults (18 – 32 years) etc. because every does of medicine is defend by parameters quantity of quality depend on age. Medicine also characterise by design shape and test which also depend on age, for example children likes sweets medicine with small size of tablets, etc.
ALKEM尝试用他们所需的药物（有效且快速，无任何副作用）满足每一位客户。他们的竞争重点是定制。他们根据年龄制定药物，如儿童（0–11岁）、青少年（12–17岁）、成年人（18–32岁）等，因为每一剂药物都受到参数的保护，质量取决于年龄。药物也有设计形状和测试的特点，这也取决于年龄，例如，儿童喜欢小尺寸药片的甜食药物等。
ALKEM laboratories has large volume flexibility because they are able to expand product manufacturing capacity as per customer demand. The volume flexibility basically carry depend on demand and requirement.
ALKEM实验室具有很大的容量灵活性，因为他们能够根据客户需求扩大产品制造能力。容量灵活性主要取决于需求和需求。
Comparison on the basis of CORPORATE STRATEGY 基于企业战略的比较
Corporate strategy is a strategy which provides positions itself in its global, economic, political and social environment. In other words corporate strategy gives positioning of a corporation and the business. Corporate strategy consists with Environmental scanning, Developing core competencies ( workforce, facilities, market and financial, systems and technology ), developing core processes and global strategy.
企业战略是一种在全球、经济、政治和社会环境中为自己提供定位的战略。换句话说，企业战略给出了企业和业务的定位。公司战略包括环境扫描、开发核心竞争力（劳动力、设施、市场和金融、系统和技术）、开发核心流程和全球战略。
(reference:- lecture slides notes & OM book by Robert Johnston 5th edition; page no 92 )
CORPORATE STRATEGY 公司战略
Cost leadership 成本领先地位
ALKEM laboratories and WAL-MART both caries cost leadership. ALKEM lab use cost leadership to increase maximum share. As I discussed in above, ALKEM deliver low cost product with high quality product because they have own generate raw materials by fully automated system so they also minimize labour cost. WAL-MART has worldwide branches with no.1 position in their field so certainly market share also increase by cost leadership technique. WAL-MART has gained maximum share price in USA market by the using cot effective technique as compare with other competitors. It has variety of items with variety of price so it able to satisfy customers with effective less cost. (reference by OM book page 47)
ALKEM实验室和WAL-MAT都是龋齿成本领先者。ALKEM实验室利用成本领先优势提高最大份额。正如我在上文中所讨论的，ALKEM提供低成本的产品和高质量的产品，因为他们自己通过全自动化系统生产原材料，因此他们也将劳动力成本降至最低。沃尔玛在全球范围内设有分支机构，在其领域内处于第一位，因此，通过成本领先技术，市场份额肯定也会增加。与其他竞争对手相比，沃尔玛在美国市场上通过使用高效技术获得了最高股价。它的产品种类繁多，价格各异，因此能够以有效的低成本满足客户的需求。
Product leadership 产品领先地位
ALKEM laboratories is a product leadership company because they are providing effective unique quality of medicine in the market by considering each different types of customers need. So cost also differ from variation in but ALKEM never compromise its quality with cost. WAL-MART does not caries product leadership because it only concentrate on how to minimize cost of the product to stand up in the service market with customer satisfaction. (reference by OM book ‘8th’ page 47)
ALKEM实验室是一家产品领先的公司，因为他们通过考虑每种不同类型的客户需求，在市场上提供有效的独特质量的药物。因此，成本也不同于变化，但ALKEM从不以成本降低质量。沃尔玛不会损害产品的领先地位，因为它只关注如何将产品成本降至最低，以在服务市场中赢得客户的满意。
Customer intimacy 客户亲密度
ALKEM laboratories as well as WAL-MART both has customer intimacy because they both have technique to understand and maintain existing and new customers requirements. WAL-MART use measuring card so that they are able to know customer interest. ALKEM lab also use measuring chart for that measure customer interaction, this can measure yearly or half yearly. So by this technique both companies are able to find customer intimacy.
ALKEM实验室和沃尔玛都有客户关系，因为他们都有了解和维护现有和新客户需求的技术。沃尔玛使用测量卡，以便他们能够了解客户的兴趣。ALKEM实验室也使用测量图表来测量客户互动，这可以每年或每半年测量一次。因此，通过这种技术，两家公司都能找到客户的亲密关系。
PART B
Critically analyze 严格分析
Capacity planning 产能规划
Capacity planning which define excess level of output in operation, process, facility etc. of any organization. Information is very much acceptable to build a successful capacity plan or decisions for an organization.
产能规划，定义任何组织的运营、流程、设施等的超额产出水平。对于为组织制定成功的能力计划或决策，信息是非常可接受的。
Now, here I am going to critically describe timing and sizing expansions as wait-and-see strategy;
现在，在这里，我将批判性地将扩张的时机和规模描述为观望策略
Timing and sizing expansion consists with expansion strategy and wait-and-see strategy. The expansion strategy which involves large infrequent jumps in capacity that is predictable. Wait-and-see strategy which involves smaller prediction or short term prediction. This type of capacity planning is preferred by many of organization but not in all organization.
扩张的时机和规模包括扩张策略和观望策略。扩张战略涉及到可预测的容量的不频繁大幅增长。观望策略，包括较小的预测或短期预测。许多组织都喜欢这种类型的能力规划，但并非所有组织都喜欢。
wait-and-see strategy cannot be applicable in pharmaceutical (ALKEM laboratories) company, because during manufacturing medicine get expire date. so if company predict more or less during manufacturing and it cannot be sale after manufacturing than company get loss. Therefore pharmaceutical (ALKEM) company always aware about this condition and formulate product that are demanded by other parties.
观望策略不适用于制药（ALKEM实验室）公司，因为在生产过程中，药品会过期。所以，若公司在制造过程中或多或少地预测到，并且在制造后无法销售，那么公司就会蒙受损失。因此，制药（ALKEM）公司始终意识到这一情况，并制定其他方要求的产品。
(reference by notes & OM book ‘Krajewski’ 8th ed & ‘Nigel slack’ 5th ed, page no 320)
Inventory management 库存管理
Inventory is nothing but it is stock of an organization where goods or finished goods are stored . Generally types of inventory depend on different organization because it change time to time as per demand requirement, but in general there are five types of inventory. Name them buffer or safety inventory, cycle inventory, decoupling inventory, anticipation inventory, and pipeline inventory.
库存只是储存货物或成品的组织的库存。通常情况下，库存类型取决于不同的组织，因为它会根据需求随时变化，但通常有五种类型的库存。将它们命名为缓冲或安全库存、周期库存、去耦库存、预期库存和管道库存。
Managing inventory is big challenge for every organization because excess inventory gives less profits but less inventory gives more profits.
管理库存对每个组织来说都是一个巨大的挑战，因为库存过多会带来较少的利润，而库存过少会带来更多的利润。
Now, here I am going to critically describe cycle inventory and ABC control inventory;
现在，我将在这里批判性地描述周期库存和ABC控制库存
cycle inventory:周期库存
Cycle inventory is for a product that having consistent demand or supply in market. We can also say that cycle inventory is a time bond inventory which supply demand at a specified time while product available in market or not. Example weekly, monthly, etc. organization specially retailer’s like wal-mart to have safety stock, and avoid the use of cycle inventory to protect themselves from running out of stock of products in excess demand or any discontinuity in supply chain. That will affect the trust and reliability factor that they have with their customer`s.
周期库存是指在市场上具有一致需求或供应的产品。我们也可以说，周期库存是一种时间债券库存，它在特定的时间供应需求，而产品在市场上是否可用。例如，每周、每月等组织，特别是沃尔玛这样的零售商，要有安全库存，并避免使用循环库存，以防止产品库存过多或供应链中断。这将影响他们与客户之间的信任和可靠性因素。
ALKEM laboratories also avoid cycle inventory because its demand not at a consistent level at all time by supplier or customer. For example in one week customer demand for 10 thousand tablets strips but in next week or any other week customer demand for 2 thousand tablets strips. So variation in demand cannot fulfill by the use of cycle inventory.
ALKEM实验室也避免循环库存，因为供应商或客户的需求始终不一致。例如，在一周内，客户需要1万片药片，但在下周或任何其他周，客户需要2万片药片。因此，使用周期库存无法满足需求的变化。
(reference by notes & OM book ‘Krajewski’ 8th ed & ‘Nigel slack’ 5th ed, page no 396 )
Supply chain 供应链
Supply chain is a network that connect firms core process it may be internal or external, like raw materials delivery from warehouse to manufacturing unit, customer and supplier relationship, etc. It provide to achieve competitive priorities. Supply chain gives the information about bottleneck process and try to minimize this concept. It also providing lower operating cost and reduce inventory. The main aim of supply chain is to meet the end customer requirements and satisfaction. Supply chain may also define as, the tier of organizations their facilities, functions, activities that are involved in producing and delivering a product or service.
供应链是一个连接企业核心流程的网络，它可以是内部的，也可以是外部的，比如从仓库到制造单位的原材料交付、客户和供应商关系等。供应链提供有关瓶颈流程的信息，并尽量减少这一概念。它还降低了运营成本，减少了库存。供应链的主要目标是满足最终客户的要求和满意度。供应链还可以定义为生产和交付产品或服务所涉及的组织、设施、功能和活动的层级。
Now, here I am going to critically describe outsourcing;现在，我将在这里批判性地描述外包
Outsourcing is a way of process by which a organization takes the services of other company or firm and pays them for their services or materials. This can be only happen when two firms has same kinds of product manufacturing.
外包是一种组织接受其他公司或公司的服务并为其服务或材料支付费用的过程。只有当两家公司拥有相同种类的产品制造时，这种情况才会发生。
AKKEM laboratories Pharmaceutical cannot use or prefer outsourcing because it will affect the quality parameters and if the quality parameters are not matched by even very small size, the results might be very big disasters. Medicine should be more perfection because it related with our life so ALKEM pharmaceutical company never want to be compromise with customer life. For example ALKEM company has 1.000% perfection products and other one pharmaceutical company has 1.001% perfection products. So ALKEM company never want be compromise with 0.001% less perfection.
AKKEM实验室制药公司不能使用或倾向于外包，因为这会影响质量参数，如果质量参数与非常小的尺寸不匹配，结果可能是非常大的灾难。医学应该更加完美，因为它关系到我们的生活，所以ALKEM制药公司从不想与客户生活妥协。例如，ALKEM公司拥有1.000%的完美产品，另一家制药公司拥有1.001%的完美产品。因此，ALKEM公司从不希望与0.001%的完美度妥协。
(reference by notes & OM book ‘Krajewski’ 8th edition, page no 47)
Performance Measure 绩效衡量
Performance measurement is a activity that measure whole performance of process operation. This performance objective consists with quality, speed, dependability, flexibility and financial these all are measure by composite with customer satisfaction, overall service & operation level. Performance measure also concern with constraint management like inventory, throughput, operating expense and utilization of all process. By using some techniques we can find performance measurement such as
绩效衡量是衡量过程操作整体绩效的活动。该绩效目标由质量、速度、可靠性、灵活性和财务组成，这些都是通过综合客户满意度、总体服务和运营水平来衡量的。性能度量还涉及约束管理，如库存、吞吐量、运营费用和所有流程的利用率。通过使用一些技术，我们可以找到性能度量，例如
Performance matrix 性能矩阵
Six sigma technique 六西格玛技术
Balance score card (Kaplan and Norton) 平衡计分卡（卡普兰和诺顿）
Balance score card represent whole business strategic positions. It measure past financial conditions of an organizations. The balance scorecard measurement taken with the help of Kaplan and Norton. Balance scorecard provide important information about organization strategic so, that easy to measure performance of an organization. The only benefits of this process measurement is to give performance result in a single report.
平衡计分卡代表整个企业的战略地位。它衡量一个组织过去的财务状况。在卡普兰和诺顿的帮助下进行的平衡计分卡测量。平衡计分卡提供了有关组织战略的重要信息，从而便于衡量组织的绩效。此过程度量的唯一好处是在单个报告中给出性能结果。
fig 5. Measure used in the balanced scorecard
In financial performance, it performe past measurement of profits, shereholder interest, capital market structure, etc. this gives idea to make target plane for future market.
在财务业绩方面，它对利润、股东权益、资本市场结构等进行了过去的衡量，这为制定未来市场的目标提供了思路。
In internal process perfprmance, it measure efficiency of manufacturing production speed, employee perfomance, etc.
在内部流程绩效中，它衡量生产效率、生产速度、员工绩效等。
In Learning and growth performance, it measure and try to implement technological affect, innovative work, new product development, etc.
在学习和成长绩效方面，它衡量并尝试实施技术影响、创新工作、新产品开发等。
In customer performance, it tend to evaluate customer feedback, customer rate of satisfaction, etc.
在客户绩效方面，它倾向于评估客户反馈、客户满意度等。
Now, here I am going to critically describe about Balance score card;现在，我将在这里批判性地描述一下平衡计分卡；
The balance score card does not show any future aspects. It only gives the past financial aspects or can measure financial aspects along with the past financial performances. It does not indicate what problems will come or occurs in future and does not provide any solutions for those problem.
平衡计分卡没有显示任何未来方面。它只提供过去的财务方面，或者可以与过去的财务表现一起衡量财务方面。它没有指出将来会出现什么问题，也没有为这些问题提供任何解决方案。
Balance scorecard not acceptable by ALKEM laboratories firm’s because it gives past financial measurement which is not quite good to make future plane . By the use of balance score card organization or company are not able to evaluate adequate future value through investment in customers, suppliers, employees, process, technology and innovation. So this performance measurement are also not accepted by ALKEM laboratories.
ALKEM实验室公司不接受平衡计分卡，因为它提供了过去的财务衡量，而这对未来的飞机来说并不太好。通过使用平衡计分卡组织或公司无法通过对客户、供应商、员工、流程、技术和创新的投资来评估足够的未来价值。因此，ALKEM实验室也不接受这种性能测量。
(Reference:- notes & Operations management, by Robert Johnston page no 613)
Total quality management (TQM)全面质量管理
Total quality management is a key of success of any organization or industry. In other words Total Quality Management is a way by which any organization or industry can get more quality and assurance with the help of three main principle that are Customer satisfaction, Employee involvement, and continuous improvement.
全面质量管理是任何组织或行业成功的关键。换句话说，全面质量管理是一种方式，任何组织或行业都可以借助三个主要原则（客户满意度、员工参与和持续改进）获得更多的质量和保证。
Customer satisfaction is very much important because, it is a path to that any organization can achieve high level of loyalty and product demand. This satisfaction is achieved by specification of product, values, durability, support, and mental attraction.
客户满意度非常重要，因为这是任何组织都可以实现高水平忠诚度和产品需求的途径。这种满足是通过产品规格、价值、耐用性、支撑力和精神吸引力来实现的。
Employee involvement is a second success key for organization or industry. In this step every employee contribute his full potential work to develop cultural change i.e. time to time modification in production, technology, new innovation, etc in every sector and build a strong team to take effective decision. Quality at source “is main that describe inspect defected product and after solve and proceed it in process, where it created.”
员工参与是组织或行业成功的第二个关键。在这一步骤中，每位员工都将尽其最大的努力来发展文化变革，即在每个部门的生产、技术、新创新等方面进行适时修改，并建立一支强有力的团队来做出有效的决策。“源头质量”是描述检查缺陷产品、解决问题并在过程中进行处理的主要内容
Continuous improvement is an improvement that indicate performance increment which can be more and smaller. Continuous improvement is also known as ‘Kaizen’ which is Japanese words. Every organization’s aim is to build image in market by attractive product launch so modification is very much important with innovative machine & technology by this continuous improvement organization get accelerative benefits in less time.
持续改进是一种改进，表明性能增量可能越来越小。持续改进也被称为“Kaizen”，这是一个日语单词。每个组织的目标都是通过推出有吸引力的产品在市场上树立形象，因此，通过不断改进的组织，利用创新的机器和技术进行改造非常重要，从而在更短的时间内获得加速效益。
Now, here I am going to critically describe about Quality at source;现在，我将在这里批判性地描述质量的来源
TQM is applicable for more firm but not all firm. In the case of pharmaceutical company ‘quality at source’ which is part of TQM is not accepted by pharmacy company because Quality at source say that, at every step should need to provide required quality parameters without inspectors for rechecking the quality but when the matter of life & death as in considerable in ALKEM pharmaceutical firm this cannot be apply. So this part of Total quality management cannot apply in ALKEM laboratories, because it necessary to make sure at every step the exact quality maintained to avoid any disaster.
TQM适用于更多公司，但并非所有公司。在制药公司的情况下，作为TQM一部分的“源头质量”不被制药公司接受，因为源头质量表示，在每一步都需要提供所需的质量参数，而无需检查人员来重新检查质量，但当ALKEM制药公司的生死攸关时，这一点不适用。因此，全面质量管理的这一部分不适用于ALKEM实验室，因为必须确保每一步都保持准确的质量，以避免任何灾难。
(reference by notes & OM book ‘Krajewski’ 8th ed & ‘Nigel slack’ 5th ed, page no 563 )
PART C
Evaluating mix 混合评估物
I have chosen wait-and-see, cycle inventory, outsourcing, balance scorecard, and quality at source in ‘part B’ so behalf of these topic, Now here, I am going to evaluate its impact on ALKEM laboratories firm on the basis of Competitiveness, Innovation and Sustainability.
我在“B部分”中选择了观望、循环库存、外包、平衡计分卡和源头质量，因此代表这些主题，现在，我将在竞争力、创新和可持续性的基础上评估其对ALKEM实验室公司的影响。
Competitiveness 竞争力
It provide services and product that full fill the criteria of quality, services standards with acceptable profits.
它提供的服务和产品完全符合质量标准、服务标准和可接受的利润。
ALKEM pharmaceutical laboratories cannot prefer wait-and-see strategy because by expanding its production, it may result in over production and the product has limited self life and due to this the chances of expiring before consumption increase. So it loss the product and investment. In the cycle inventory concept, ALKEM can loss its competitiveness because in case of fluctuation in demand from market, they will not able to withstand and hence will causes customer unsatisfaction, delivery time failure and loss the customer loyalty. Outsourcing is another factor which should be avoided because it causes product quality variation but in case of ALKEM laboratories i.e. quality oriented firm, where quality is first goal. So they cannot compromise quality with cost. Balance scorecard also a part of competitiveness loss because it does not indicate future financial performance, customer target etc due to having past measurement ability. Similarly ALKEM laboratories cannot recommend quality at source technique because increasing the chance of quality decrease.
ALKEM制药实验室不能选择观望策略，因为通过扩大生产，可能会导致生产过剩，产品的自我寿命有限，因此，在消费增加之前过期的可能性增加。因此它失去了产品和投资。在周期库存概念中，ALKEM可能会失去竞争力，因为在市场需求波动的情况下，他们将无法承受，因此将导致客户不满意、交付时间失败和失去客户忠诚度。外包是另一个应避免的因素，因为它会导致产品质量变化，但对于ALKEM实验室，即质量为第一目标的质量导向型公司。因此，他们不能在质量和成本之间妥协。平衡计分卡也是竞争力损失的一部分，因为它没有显示未来的财务绩效、客户目标等，因为它具有过去的衡量能力。同样，ALKEM实验室不能推荐源头质量技术，因为增加了质量下降的机会。
Innovation 创新
It is idea that transfer economical cost and satisfy specific requirement.
转移经济成本并满足特定要求的思想。
Innovation is essential, it has to be used. Innovation has great impact on wait-and-see strategy because when higher production is required in short time than innovation and technology are the key points to be used together and improved to achieve the goals by increasing machine/ process efficiency. ALKEM laboratories should not used cycle inventory, but should innovate new process which are cost effective and productive for achieving customer satisfaction and market share. In term of outsourcing company cannot develop their ability in technology and innovation field with their product because in this term company develop their product with collaborate company. So ALKEM laboratories should not use outsourcing operation that might affect in quality as well as increase in cost and result will, loss customer faith. Balance scorecard gives the measurement of past financial performance, so that ALKEM laboratories should not use this technique that affect high financial, customer and process development target. New era and innovation technique use to achieve improvement and high performance and their set target. Quality at source should not use in ALKEM laboratories, here innovation play vital role that means company should inspect the protect after every process steps to find out any problems and can hence become able to innovate new process of resourcing and making sure they are not happening again.
创新至关重要，必须加以利用。创新对观望策略有很大的影响，因为当短期内需要比创新和技术更高的产量时，创新和技术是共同使用和改进的关键点，通过提高机器/工艺效率来实现目标。ALKEM实验室不应使用循环库存，而应创新成本效益高、生产效率高的新工艺，以实现客户满意度和市场份额。就外包而言，公司无法利用其产品开发其在技术和创新领域的能力，因为在这方面，公司与合作公司开发其产品。因此，ALKEM实验室不应使用可能影响质量、增加成本和结果的外包操作，从而丧失客户信心。平衡计分卡提供了过去财务绩效的衡量，因此ALKEM实验室不应使用这种影响高财务、客户和流程开发目标的技术。新时代和创新技术用于实现改进和高性能及其既定目标。ALKEM实验室不应使用源头质量，在这里，创新发挥着至关重要的作用，这意味着公司应在每一个过程步骤后检查保护，以找出任何问题，从而能够创新新的资源配置过程，确保不再发生此类问题。
Sustainability 可持续性
It is way of Ability to maintain an activity or process over the long term.
这是一种长期保持活动或过程的能力。
Sustainability is main key to identify product durability, strength, etc. it growth is depend on natural condition or resources. Now in sustainability condition ALKEM pharmaceutical laboratories should need to prefer wait-and-see strategy, because it gives predictable production, so it is a way of continuous improvement or growth that affect the economy growth during natural disaster or unwanted natural condition, but apart from environment condition wait-and-see strategy should not be applicable in ALKEM laboratories. In the cycle inventory concept, ALKEM can loss its sustainability because in case natural disaster they will not able to maintain their customer demand so that result will causes like customer unsatisfaction, delivery time failure and loss the customer loyalty. Outsourcing is another one which should need to be avoided by ALKEM laboratories because they have limited time period of product and also it causes product quality variation so that it loss durability and strength over a long time period. Balance scorecard also a part of sustainability loss because it does not indicate future financial growth, customer target etc that indicate how sustain in market environment so ALKEM should not be use this concept. Similarly ALKEM laboratories should not recommend quality at source technique because increasing the chance of quality decrease that are not suitable for durability condition.
可持续性是确定产品耐用性、强度等的主要关键，其增长取决于自然条件或资源。现在，在可持续性条件下，ALKEM制药实验室应该更倾向于观望策略，因为它提供了可预测的产量，因此这是一种持续改善或增长的方式，在自然灾害或不必要的自然条件下影响经济增长，但除环境条件外，观望策略不适用于ALKEM实验室。在周期库存概念中，ALKEM可能会失去其可持续性，因为如果发生自然灾害，他们将无法维持其客户需求，从而导致客户不满意、交付时间失败和失去客户忠诚度。外包是ALKEM实验室需要避免的另一个问题，因为他们的产品时间有限，而且会导致产品质量变化，从而在长时间内失去耐久性和强度。平衡计分卡也是可持续性损失的一部分，因为它没有表明未来的财务增长、客户目标等，表明市场环境中的可持续性，因此ALKEM不应使用此概念。同样，ALKEM实验室不应推荐源头质量技术，因为增加了不适合耐久性条件的质量下降的可能性。
CONCLUSION 结论
Thus, I have studied and evaluate different operation technique use in an organisation to make and maintain effective operation. I have also analyse all different operation which is not applicable / suitable for all type of company or organisation. So after this study, I have analysed that without operation management technique, organization cannot stay in challenging market. Indeed operation management is the effective weapon.
因此，我研究并评估了组织中使用的不同操作技术，以实现并保持有效的操作。我还分析了所有不适用/不适用于所有类型公司或组织的不同操作。所以在这项研究之后，我分析了如果没有运营管理技术，组织就无法在充满挑战的市场中生存。的确，运营管理是有效的武器。
SUMMARY 总结
The aim of this task is to elaborate different concept, approach and important of management operations, which are apply or may be apply in two different organization. The description contain, Comparison on the basis of competitive priorities i.e. cost, quality, delivery speed, volume, variety, etc. and corporate strategy i.e. customer relationship, product development, service modification, order maintain, etc. Apart from comparison this description also elaborate different theoretical concept and its evaluation and impact such as capacity planning, inventory management, supply chain, performance measurement, and total quality management. evaluation impact description based on new era and environment.
这项任务的目的是阐述不同的概念、方法和管理运作的重要性，它们适用于或可能适用于两个不同的组织。该描述包括：基于竞争优先级（即成本、质量、交付速度、数量、种类等）和企业战略（即客户关系、产品开发、服务修改、订单维护等）的比较。除了比较之外，该描述还阐述了不同的理论概念及其评估和影响，库存管理、供应链、绩效衡量和全面质量管理。基于新时代和新环境的评价影响描述。本站提供各国各专业留学生代写或指导服务，如有需要可咨询本平台。