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Operationalizing and Communicating Value

Operationalizing and Communicating Value

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Introduction

The Obelisk Group was founded in Cavan, Ireland to serve as a newly emerging Irish mobile telecommunications industry. Since 1996, it has been able to deliver about 40% of the telecommunications infrastructure (Aksoy et al., 2013a). It expanded into power and energy in 2008, followed by South Africa in 2009 and the United Kingdom in 2010. The Obelisk Group now comprises over 250 highly competitive technicians and engineers. It generates revenues of 30 million euros annually, with current export revenues accounting for 35% of the company’s revenues (Dufosse et al., 2014)  Its core operations involve providing resources and solutions to industries across renewable energy, power transmission, telecommunications, and tower infrastructure (Pinson, 2013). The main aim of this essay is to study the objectives, operational management, and quality service delivery by the company.

Establishment and organisation 

The business has been able to shape a qualified workforce through selective recruiting of key professionals and expansion. Thus the workforce is capable of managing and delivering high-quality projects within the diverse services. Recently, the company has continued to gain a reputation in its respective market due to problem-solving, delivery of quality work within the budget, and achieving deadlines (Angeli and O’Neill, 2015). Over time, it has grown gradually into a modern and global company with the capacity to embrace new technologies and a strong balance sheet and received many accolades due to its hard work. Its ability to provide high-quality professionalism, ability to exceed client expectations, and expertise has created a thriving and dynamic global company. Coupled with its proven experience over the past ten years in network maintenance, it can provide a complete end-to-end achieved service solution to telecoms operators (Hoggins, 2016) The company has been able to provide high-quality services such as project management, equipment installation, civil works, network maintenance and mobile infrastructure acquisition, design, and concealment.

In its expansion strategy, the company established an energy group in South Africa and the United Kingdom to provide wind power for these industries. In South Africa, the company’s main service up to date has been wind measurement, with involvement in over 40 different wind measurement stations in the country. As the energy industry continues to grow in South Africa, the Obelisk Energy group is developing extra services for wind farms, operation and maintenance, and safety services (Duffose et al., 2014). The subsidiary group has been able to evolve into an international supplier of wind measurement resolutions concentrating on both ground and offshore meteorological masts. In the United Kingdom, the company is ISO certified to the latest health, safety, and environmental UKAS standards. The energy group recently expanded further into Australia and mainland Europe, designing, planning, managing, and developing multi-faced projects, and is currently managing the largest wind farms in Ireland.

Main performance objectives and quality management

 The company maintains an ISO-accredited management system that entails quality. Hence the company proactively promotes best practices. As part of the ‘IMS’, it has adopted some process procedures to streamline its operations to become more cost-effective and efficient. These quality-controlled processes are much alive working forms and improvements are continually made (Flemming et al., 2015). The Integrated management system defines responsibility and accountability for the maintenance and implementation of agreed quality standards and hence improves the efficiency and effectiveness of the directorate, and improves awareness by all employees of their part in controlling quality in every stage of production. This increases job satisfaction and consequently improves performance.

Role of operations management

Operations involve all activities required to create and deliver products and services in an organisation from procurement to distribution. Operations management is the set of activities that leads to the creation of goods and services by transforming goods into services. Operations managers mainly focus on carefully managing the process of production and converting an organisation’s input into profitable output (Fleming et al., 2015). This is an important part of an organisation and it has come to gain recognition in many forms around the world. The Obelisk company realized the importance of operations management because they needed the ability to compete in a global market by having a proper operations strategy. The operations management’s role in obelisk ensures efficiency and effectiveness of operations involving outputs and inputs; they make sure the process is working right which requires a great degree of integration of organisational resources to get quality products and keep costs low within the time specified.

The branch supplements almost all activities of an organisation, they conduct research on markets and the probability of success of a particular product in a specific market. It also integrates the process undertaken by the human resource department and the finance department. In the Obelisk company, the operations management team is responsible for the company’s ability to compete in the highly competitive market of energy (Pinson, 2013). They offer a major opportunity for the company to improve their production of energy from wind power and increase profitability. In the United Kingdom, the Obelisk Energy group’s operation management handles the design, improvement, and maintenance of the windmills responsible for producing energy (Heier, 2014). They manage all operations revolving around finance and marketing strategies in the country’s energy market. They also ensure the cost of production is reduced while producing high-quality energy power within the given time, in 2010, the group launched a new wind energy project in the country that would see an increase in its revenues by 20% per year. The operations management team was responsible for starting the new project and also oversaw its completion.

Some of the activities performed by the operational management team to ensure high performance include product promotion and advertising, product evaluation, distribution, and product development (Khadri et al., 2015). The company’s primary instrument of reaching its customers is through advertisement. It ensures that his clients are well aware of their products and new releases often through ongoing promotion.  Due to the high demand for energy from the company in the United Kingdom and Ireland, the operational management ensures efficient management of facilities such as machinery, computer systems, and buildings to facilitate mass production of power needed to meet the market’s demand in a specific period. Well-managed facilities lead to production speed, low cost per unit, ease of control and manufacture, and efficiency in the manufacturing process.

Managing demand variability and volatility

Variability is the difference between what we expect and what happens, the operations management team in the Obelisk Group has had to anticipate, plan, and react to the increasing challenges of demand and supply situations (Heier, 2014). They reduce variability while putting in place synchronized and responsive processes for managing variability, hence the company has been able to gain a competitive advantage over other companies.

Different improvement approaches

 On 22 March 2017, the company received 3.5 million euros from a senior debt finance group known as  BMS Finance. The senior secured loan was part of an expansion strategy by the company to enable is continue with its development across several business units both in Ireland and other countries around the world. Joe Higgins, the director at the BMS finance group comments, “we are delighted to be backing an experienced management team, led by Declan O’Neill, with growth capital funding to support their ambitious plans for the Obelisk Group. We were very impressed with the growth of the business over the last 12 months and its successful expansion into new markets,” (2014, p.120). Declan, the Obelisk Group managing director, said that they had mapped out an interesting future for the sole purpose of showcasing Irish talents and skills internationally.

In Dublin, the United Kingdom, the BDO development capital fund invested 3 million euros into the Obelisk Group Company on April 25th, 2016.  The venture was backed by funding from the bank which was intended to drive expansion in the telecommunications and power infrastructure companies both in the United Kingdom and South Africa (Daigniult, 2014). The investment will give the company a great advantage in utilities in all three markets including telecommunications, energy, and power to meet the demands of current renewable energy generation and communication technology. In both South Africa and the United Kingdom, the company plans to develop a 4g communications service, rollout out fiber broadband, and increase renewable solar and energy and related electrical facilities.

Quality improvement in Six Sigma

The Six Sigma plan has saved millions for the Obelisk Group, by reducing defects and errors in product development operations the company has been able to improve customer satisfaction as well. Through the plan, the company was able to improve various facets, from human resources to production, and focus on quality improvement methods; it has also eliminated process variation and inconsistency by bringing out the active participation of top management.

Conclusion

From its establishment in 1996, the Obelisk company was able to develop into a global company with projects around the world, through proper operational management and marketing strategies, the company has been able to sustain a competitive advantage over other global companies providing the same services. Through funds from finance agencies and banks, it has been able to invest in new markets and countries and oversaw the completion of several energy projects such as the London wind energy plant. Also, the operations management team has been able to manage factors of variability and volatility by planning and anticipating ahead and reacting effectively to the anticipated results, through the Six Sigma improvement plan, it has also improved customer and employee satisfaction giving the company a competitive advantage in the energy market.

References

Aksoy, L., Boyce, A., Aksoy, P., Larivière, B. and Keiningham, T.L., 2013. A cross-national investigation of the satisfaction and loyalty linkage for mobile telecommunications services across eight countries. Journal of Interactive Marketing, 27(1), pp.74-82.

Daigneault, P.M., 2014. Taking stock of four decades of quantitative research on stakeholder participation and evaluation use: A systematic map. Evaluation and program planning, 45, pp.171-181.

De Angeli, D. and O’Neill, E., 2015. Transfer of learning between screen-based and gallery-based content: an initial study. In SAHA Conference. University of Bath.

Dufosse, E.D., Patry, N., and Reiner, W., Gibb Holdings SARL, 2014. An operational management solution for media production and distribution. U.S. Patent 8,744,246.

Fleming, P., Gebraad, P.M., Lee, S., Wingerden, J.W., Johnson, K., Churchfield, M., Michalakes, J., Spalart, P. and Moriarty, P., 2015. Simulation comparison of wake mitigation control strategies for a two‐turbine case. Wind Energy, 18(12), pp.2135-2143.

Heier, S., 2014. Grid integration of wind energy: onshore and offshore conversion systems. John Wiley & Sons.

Hoggins, M., 2016. World trends in wind energy. Systemes Solaris. Le Journal de l’, pp.26-33.

Khadri, S., Benedyk, R.D. and Nair, V., Tekelec, Inc., 2015. Methods, systems, and computer program products for providing telecommunications services between a session initiation protocol (SIP) network and a signaling system 7 (SS7) network. U.S. Patent 9,001,990.

Leff, B., Weston, C.M., Garrigues, S., Patel, K. and Ritchie, C., 2015. Home‐Based Primary Care Practices in the United States: Current State and Quality Improvement Approaches. Journal of the American Geriatrics Society, 63(5), pp.963-969.

Pinson, P., 2013. Wind energy: Forecasting challenges for its operational management. Statistical Science, pp.564-585.

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