Compare and contrast the types of operations tasks between Hard-Rock Café (HRC) with the Sultan Centre (Kuwait)’.

1.    With a brief company introduction compare the operations of the Hard-Rock Café with the Sultan Centre (Kuwait). For comparison, use the definition of operations in terms of input, transformation process, and output. Define productivity of operation such as Hard Rock Café.
2.    What are the operations strategies of the HRC? Identify strategy changes that have taken place at HRC since its founding in 1971. Use SWOT analysis and identify HRC’s competitive advantages.
3.    Operations process is important for any organisation.  Although all operations processes look similar in that they all transform inputs, they do differ in a number of ways such as volume of output, variety of their output, variation of demand for their output. Draw a flow chart of the Sultan Centre (Kuwait) process; explain how to improve the operations processes of the the Sultan Centre (Kuwait). How do volume and variety affect their operations processes? Are there any customised products or services available at the Sultan Centre (Kuwait) facilities?
4.    Quality is defined as “consistent conformance to customers’ expectations”. How to define quality of a service operations and quality of a manufacturing operations? Why quality is so important?  How would you build a culture of quality in an organisation, such as the Sultan Centre (Kuwait)? What techniques does the Sultan Centre (Kuwait) follow in its drive for quality and continuous improvement? Develop a fish-bone diagram illustrating the quality variables for a patient who just gave birth at the Sultan Centre (Kuwait).
5.    Forecasting is important for any manufacturing and service operations. Describe three forecasting applications at HRC. Name three other areas in which you think HRC could use forecasting models? What is the role of Point of sale (POS) system in forecasting at HRC? Justify the use of weighting system used for evaluating managers for annual bonuses.
6.    Capacity planning: In the ‘goal video’, Jonah defines a bottleneck as “a resource that’s capacity is less than the demand placed upon it. Bottlenecks control the rate of output for any organization, not just a manufacturing plant”. Describe a bottleneck in APH. Apply five steps of Theory of Constraint.
7.    Conclusion: Lessons learned from the companies. Your opinion and suggestions.

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