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

  • Word count: 3235
  • Level: GCSE
  • Subject: Business Studies
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Strategic Operations Management.

Strategic Operations Management In today's fiercely competitive environment many companies that use only these tools are merely keeping pace with the competition. Many companies are no longer viewing environmental management solely as a cost, looking for new competitive advantages, focused on achieving compliance. Most of them now are also developing long-range strategies that linking the organizations to its external environment. As we know, strategy is a field that has been extensively studied, mainly due to its captivating interest to Chief Executives and to others in central management. In military matters, strategy has been around for many years - for instance, Caesar's strategy for driving a wedge of his infantry through enemy ranks, Rommel's "pincer" strategy, and the successful British "search and destroy" strategy used to counter the Communist insurgency in (then) Malaya illustrate the military notion of strategy being the means employed to achieve a goal. And yet, Toyota, GM, BMW, Volvo, Hilton, and Motel 6 have survived and achieved a fair degree of success (GM's recent problems notwithstanding). In fact, over a period of time, organizations may come to depend upon the activities on which their past strategies were based to be the driving force for their strategies of the future. Pirelli and Starbucks are good examples when strategy helped companies to become

  • Word count: 2306
  • Level: GCSE
  • Subject: Business Studies
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Tools for Innovation management.

UNIVERSITY OF SUSSEX SPRU - Science and Technology Policy Research MSc in Technology and Innovation Management Tools for Innovation management Case Study: Case E Introduction: Company E, a leading international simulation company producing software and hardware for military and civil applications wants to change the way they manage their business. They want to be 'more flexible' and 'responsive to customer needs' and believe a correct approach in this direction will help them gain advantage over their competitors in the exiting niche market they operate in. The brief of Case E states that they believe they could achieve these goals by developing strategies within its organization. In this paper we will focus on what tools Company E could adopt in order develop strategies in order to achieve their aims, i.e. become more flexible and responsive to customer needs. Company E should begin by choosing which managing tools to use to scan its external and internal environments, help make the correct decisions and implement the strategies. After considering a number of appropriate tools available, we selected four tools which we think will be important for Company E in this context. Benchmarking, SWOT Analysis, Balanced Scorecard and considering Organisational Development are the main tools and practices we would encourage Company E to use in order to gain competitive edge in

  • Word count: 2579
  • Level: University Degree
  • Subject: Business and Administrative studies
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Computer Associates Operations Management.

http://www.ca.com The company that manages eBusiness Operations Management Paulo Colaço-Dias Executive MBA 22 February 2003 Company Confidential Contents Executive Summary 3 Computer Associates: Introduction and Background 4 Section 1. An analysis of type of operations carried out and operating processes chosen by Computer Associates. 5 Section 2. An identification and evaluation of the major strengths and weaknesses of the Operations Function in Computer Associates. 7 Section 3. An analysis of the extent to which the operations function supports the broader Business Strategy of the organisation. 9 Section 4. Recommendations for improving the operations function, whilst leaving the broader business policy unchanged. 10 References 12 Computer Associates Operations Management Executive Summary: It should come as no surprise that software companies in today's world need to excel in innovation and customer focusing in order to achieve competitive advantage. The software industry is highly competitive and in constant change. Software companies need to effectively learn how to change and adapt to the new challenges and to the different markets moved by rapid technologic advance. More than ever before, Operations Managers are required to focus on improving operational efficiency. This is usually accomplished by cutting

  • Word count: 3508
  • Level: University Degree
  • Subject: Business and Administrative studies
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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

  • Word count: 1927
  • Level: University Degree
  • Subject: Business and Administrative studies
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innovation management

The Strategic Downside of Downsizing Organizations lose critical knowledge they didn't know they had Seymour Siegel, Ph.D. Application: The knowledge that terminated employees take with them may erode competitive advantage. As companies try to cope with the economic downturn by cutting jobs and encouraging retirement, they often trade one problem for another. How do you cut people without losing critical knowledge - not only now, in the hopefully better times in the future? Cutting jobs may, or may not, be a good economic decision in difficult times. But it is more than an economic or human resource issue. It is a strategic one. Essential Elements of Strategy: The essential elements of strategy include . Positioning the organization in the external world, 2. Making choices about industries in which to participate and the products and services to offer, 3. Obtaining and allocating resources to achieve the chosen position, and 4. Providing value to the customer. If this is executed well, it should create value for the other stakeholders, including shareholders. From the 1960's through the 80's this meant a focus on an industrial structure perspective, including Michael Porter's Five Forces model of low-cost producer versus differentiation and the idea of managing a portfolio of businesses. Then, in the late 80's, the popular perspective changed to a focus on

  • Word count: 2207
  • Level: University Degree
  • Subject: Business and Administrative studies
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Operations Management and Ethics

Operations Management and Ethics Rajesh Chug MGT 554 - Operations Management Feb 07, 2005 Operations management is about the way organizations produce goods and services. The function itself can engage up to 80 per cent of an organization's resources, including labor, equipment and capital needs. In an era where the success of an organization is dependent upon the efficient and effective use of its resources, one can appreciate the need for everyone within an organization to have a sound understanding of the principles of operations management and the manner in which competitive advantage can be sustained through the superior application of them. This definition reflects the essential nature of Operations Management: it is a central activity in organizing things. Another way of looking is to consider Operations are a transformation process: they convert a set of resources (INPUTS) into services and goods (OUTPUTS). These resources may be raw materials, information, or the customer itself. These resources are transformed into the final goods or services by way of other 'transforming' resources - the facilities and staff of the operation. (Twigg, 2004, p1) Operation Management aspect is grouped into six broad areas: (i) product/service design, (ii) product/service process design, (iii) planning of operations, (iv) facilities management and planning, (v) operations

  • Word count: 812
  • Level: University Degree
  • Subject: Business and Administrative studies
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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

  • Word count: 1898
  • Level: University Degree
  • Subject: Business and Administrative studies
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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

  • Word count: 2047
  • Level: University Degree
  • Subject: Business and Administrative studies
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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

  • Word count: 1994
  • Level: University Degree
  • Subject: Business and Administrative studies
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