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state of chaos. Employees at such organizations are likely to be unhappy.Krajewski, L., Malhorta, M. & Ritzman, L. (2016).Operations Management:Processes and Supply Chains, Eleventh Edition. Pearson Education, New York,NY.Thread:Question 25 BuettnerPost:RE: Question 25 BuettnerAuthor:Posted Date:December 7, 2015 1:00 AMStatus:Published(Post is Read)Perfect Answer, I couldn’t have said it better! When I read about nestedprocesses in our text I immediately thought of an assembly plant. For examplean auto maker needs to put in seats, an instrument panel, and audio system.Each one of these components has a process to assemble from plastic moldingto making electrical connections. Once the nested process is complete the mainprocess can continue.You make an excellent point in that each department should develop a timelineor schedule to make sure their nested processes are complete so the mainprocess can continue. It is my experience that operation managers goal is tomake sure the main process flows unhindered. When a department or servicefails in ensuring their nested process is completed the operations managerturns into firefighting mode; they are reactive instead of proactive. The OMputs out the fires as soon as possible to keep things moving.Christopher HolderThread:Question 25 BuettnerPost:RE: Question 25 BuettnerAuthor:Posted Date:December 7, 2015 8:07 PMStatus:PublishedHi Jenna,Nice job on the post. The way I see it, the output of some of the nestedprocesses are used as the input of the next process. As Chris said, one wouldthink of manufacturing as a good example and that is true. However, I work forWilliam Dempsey
2/21/2016Collection – MBA675T303 Operations & Logistics in the (...;18/30(Post is Read)a software company and it also applies to some of our internal processes. Forexample, we provide customizations for our software. But there are severalprocesses that need to complete before we can submit a contract to a customerto move the process forward (no pun intended). Before we can provide acontract, we need to understand the cost, and before we determine the cost, weneed to understand the requirements. Each of these are a process in itself, so ifyou look at the contract process for a customization, the estimating andrequirements are nested (or sub) processes.It appears that you could look at everything that really has an input and outputand refer to it as a process. And it is very easy to see the nested processes. Theone point in my example is that the next process need to wait until the previousprocess completes. In many companies, these can be parallel but not in theexample I used.