Operations Management
Part One Question 1 After revisiting the DVD[1] case studies I have decided to choose Vue for comparison with bmibaby on the similarities and differences in the management of operations within their organisations. They are both relatively new companies, created within the last 10 years and both are very ambitious in expanding their respective businesses. To compare the two I will be using the following functions operations strategy, design, planning and control, supply chain management, quality and performance which are all features of operations management. Operations Strategy There are three main but basic functions which have a part to play in an organisations operations strategy, implementation, support and drive strategies [2]. Without these, processes cannot be put into practice, develop the capabilities or give the vision that will be at the heart of a successful organisation looking for stable long term goals. Bmibaby operate from hubs within the UK to short haul and medium European destinations it uses planning and control strategies (I will go into in more detail later) to maximise the utilisation of its aircraft. Designing supply networks to outsource its ground services. Acquisition of similar models of aircraft thus ensuring commonality of maintenance and crews which drive down operating and maintenance costs. Vue is an organisation which prides itself on
Operations Management.
Diploma in Management Studies Module: Operations Management Assignment: This report reviews and evaluates the operations management of carrying out programmed food hygiene / health and safety inspections of commercial premises within Cherwell District Council. The report also aims to: - . Analyse the type of operations and operating processes in place for commercial premises inspection. 2. Identify and evaluate some of the major strengths and weaknesses of the Operations Functions. 3. Review the extent to which the Operation Functions supports the broader Business Strategy of the Department. 4. Make recommendations to address some of the shortfalls identified. Student: Shamsul Islam (Word count: 2,410) Contents .0 Introduction 2.0 Corporate Strategy 3.0 Operations Manager's Task 4.0 The Operations Process 5.0 Performance Objectives 6.0 Quality Management 7.0 The Cost of Quality 8.0 Resource Management and Planning 9.0 Conclusion 0.0 Recommendations .0 Introduction Cherwell District Council's Environmental Services Department (ESD) delivers a wide range of diverse services ranging from offering advice to closing and prosecuting businesses for failing to comply with environmental health legislation. There are around 3745 commercial premises within Cherwell District Council of which 1218 will require an inspection between 1st April 2003 and 31st March
operations management
Operations Management 'Design House Partnership at Concept Design Services' Lawrence Britt Introduction Businesses continually need to make decisions, whether it has to find a cheaper way to carry out tasks in the production department to choosing which marketing campaign they will use. The operations manager must decide on their overall operations approach built on their business strategy. The manager must design processes on a day-to-day basis, ensuring there is appropriate delivery of their service. Importantly the company must continually seek out ways of improvement to create and deliver products and services. CDS Model of Operations Management Operations strategic objectives Villessi & Design Operations strategy House Partnership Inputs Output Out-Sourcing "Focus" products (Operations Management, Slack, N, 4th edition) We can see from the above diagram the overall picture of CDS. The inputs are entered into the transformation, where designs are passed to manufacturing then are produced and distributed as outputs. The objectives of the company are used as a template for the strategy of CDS's operations, which will over see the designs and production of it products. There is also involvement from its design partners that will influence the operation
Manzana Insurance - Operations Management
MANZANA INSURANCE OPERATIONS MANAGEMENT CASE 1 SUBMITTED TO PROF. T. S. NAGABHUSHANA BY TEAM 1 AMIT KUMAR GUPTA (0211079) HARPREET BINDRA (0211087) HIMANSHU MITRA (0211096) PRADYUMAN KAPOOR (0211113) ROHIT JOG (0211124) EXECUTIVE SUMMARY Fruitvale branch of Manzana, which handles only property underwriting, has been performing very badly for quite some time with very high turnaround time resulting in late renewals and increased renewal loss rate. This is further worsened by increased competition from Golden Gate, a new player in insurance industry. There are a couple of problems in the fruitvale including ineffective incentive system, incorrect prioritizing of requests, increase in shift to newer policies, bottlenecks in operation, pending work not considered on a territory basis and increased turn around time etc. These problems have resulted in loss of almost half of renewal business for Manzana-Fruitvale. Some of the recommendations by which the Fruitvale can be pulled up are pooling together of underwriting teams and catering to any requests received from any of the agents of the branch. Also RERUNS should not be discriminated against because they are actually more profitable both in terms of value and the time they take to be processed. Fruitvale has to streamline its processes and will have to compete on the basis of services in this highly competitive
Operations Management.
Coursework of Operations Management MSc in Management Summary In this article, three operations management related cases are studied and analysed. The writer compares and contrasts similarities and differences in these cases in the following aspects: the transformation process model, types of operations, the objectives of operations. By looking into more detailed problems in each case, those more complex items such as quality improvement, process planning, capacity planning, scheduling/loading, are also illustrated. And finally, some key factors concerned with operations improvement and strategy are given to the cases. Operations management is the term used for the activities, decisions and responsibilities of operations managers who manage the production and delivery of products and services. Because the functions, characteristics are different in various companies, operations management themes will not always be the same in those societies. In the cases we studied, for example, Executive Holloware and London Zoo have to tackle the biggest problem of quality, while Oilpartz Ltd (in the case of I'll phone you back) is mostly concentrating on the capacity planning. Before we go deeper into those problems, let's first look at the basic similarities and differences in those companies. The transformation process model All operations conform a general model of
Operations Management
Operations Management Level 2 COPR3903 BA Honours Degree in Business Tutor: Masoud Azhashemi Nadina Kalsi Student No. P03205177 Word Count: 1,978 Contents Operations Management Assignment Outline 3 Summary 4 Introduction 5 The role of operations management in both manufacturing & retail 6 Conclusion 12 Bibliography 14 Appendices: Appendix 1 - Porters Value Chain 15 Appendix 2 - The Kano Model 16 Assignment Outline: Describe and critically appraise the role of Operations Management in both manufacturing & service organisations. Summary: Operations Management is present in many occupations as well as those of manufacturing and service industries. I belive it to be present in daily duties of any person although they may never notice. With this in mind I see operations management as a skill anyone has with an aim of achieving an outcome of something they are working towards in a logical process with thought of awareness of a system structure. Introduction: Operations management has been around for some time yet it was Christopher Polhelm (Sweden) first recognised a skill and recorded that 'Nothing increases demand so much as low prices. Therefore there is a great need of machines and appliances which will diminish the amount or intensity of heavy work' (Extract from text book Operations
operations management
Section 1 Management concerns Manufacturing director The concern of the manufacturing director when choosing between the "conventional" conch and the new technology process is that in his opinion they will not be able to meet the forecast growth in demand for the forthcoming period if they delay in the purchase of another "conventional" conch machine. Therefore the company will be forced to cut back on all of their expansion plans. He is concerned that the new technology conch could take 12-15 months to make and install compared to the "conventional" conch, which could be installed, and working in under six months and therefore have considerable flexibility because they have four identical existing machines. Furthermore he looks at the "conventional" conch as a solution to the current capacity problems. Also he is concerned that the new technology conch would require different skills, and would be too disruptive at a time when they need to focus on output and new product development. Marketing director The concern of the marketing director when choosing between the two machines is that the new technology conch would not be into production until at least six months later compared to the "conventional" conch. He is also concerned that there is no guarantee that a full scale new technology conch would produce the same results as the small trial machine even though the
BMW Operations Management
. Executive Summary This report will describe a named organisation in terms of a general introduction and background of that organisation. For the organisation described, there will be a detailed account and critique of quality management and capacity management issues within the business. This will then be backed up with relevant academic theory and models; in addition to this there will be a description of their relevance in the business environment, citing examples of their use. The report will then finish with a conclusion and possible recommendations for the chosen organisation in regards to their operational management style and how it could be improved. 2. Introduction 2.1 Background BMW is primarily a German automobile company. It also has operations in aircraft engine production; electronic systems and hardware production; finance; and service. It had revenues of more than $27 billion and net profits of nearly $700 million in 1990, with about 65,000 employees. Bayerische Maschinen Werke GmbH as it is otherwise known was the surviving entity of a merger in 1955 between BMW and Allegemeina Flugzeug Werke (AFW). BMW has a history dating all the way back to the early 1920s when it was founded as a machine shop on the outskirts of Nuremberg. The AFW part of the company was founded in 1910 and was one of the major contributors of military aircraft during the
Operations & Business Management
Operations Management Research Assessment Operations and Business Systems Management UIL VEN-20-2 Andrew Taggart FdA Sports Business Management 6th March 2008 2000 words 05974929 Title: Operations Management Research Assessment To: Managing Director From: Operations Consultant RE: Lean Production .0 Terms of reference Operations Management is at the centre of so many changes affecting the business world. It's important that managers can analyse the operations of their organisations and suggest and implement the necessary changes to meet these challenges. In this report I will discuss how the information I find can promote a lean philosophy and describe any recommendations I have. I will base my research on questionnaires and surveys and use literature to support my theories. I am going to conduct my research on the Hartpury College gym. 2.0 Research The research consists of a questionnaire given to 50 customers and 5 of the staff at the Hartpury gym. By giving the questionnaire to both customers and staff, different views can be seen and their priorities shown. The questionnaire consisted of 15 questions all relating to the Five Performance Objectives of the operation. Five main questions were split into three subsections each. The answers were given in ranking style formats out of 10. The first graph shows the results for the customer's answers to the
Operations Management
PART 1 NEW Walk Museum and Art Gallery * Layout an Flow New Walk Museum and Art Gallery is located in the heart of Leicester City. Its 10 minutes walk and 5 minutes drive from the Leicester train station. There are no regular buses which run from station to the museum but council arrange for special tour buses in the summer, from station to the different touring spots, which includes New Walk museum as well. The museum was established in 1840.It is basically located in one large Victorian style building, close to Leicester University, but is equipped with some modern ad cons. It has got the car park facility also, which can accommodate up to 25 cars. On normal days it attracts on average around 200 people per day. But the number touches to 1000 during peak seasons, which is most of the time in holidays. The entry to the museum is free. Although it has got different range of galleries and the management has given them numbers as well. But for the sake of simplicity, we will mention the main galleries (which are then actually divided to the sub galleries or kind of sub-section) and give them our own numbering to them to give a clear picture and to avoid any ambiguity. On entrance, it has got a Reception on the right hand side (inside the building). Right next to it, are the stairs which will take you to the first floor Art Gallery. Passing the reception you enter to main
