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
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
Operations Management
TABLE OF CONTENT .0 INTRODUCTION 1 2.0 OBJECTIVES 1 3.0 SUPPLY CHAIN 2 4.0 PRINCIPAL PLANNING AND CONTROL 3 4.1 BRANDING AND PUBLIC AWARENESS CAMPAIGN 3 4.2 LOGISTICS 3 4.3 COMMUNICATION 4 4.4 STOCK-LEVEL MAINTENANCE 5 4.5 CAPACITY MANAGEMENT 5 4.6 MATERIAL HANDLING, TRANSPORTATION AND DISTRIBUTION 6 4.7 TRACKING 6 4.8 CONTINGENCY PLANS 7 5.0 END-USER SUPPORT 8 5.1 USERS' MANUALS 8 5.2 CUSTOMER SERVICE HELPLINE 8 5.3 ONLINE HELP AND E-MAIL SERVICES 9 5.4 IN-STORE HELP 10 5.5 RETURN POLICY 11 6.0 QUALITY MANAGEMENT TECHNIQUES 12 6.1 CONTINUOUS IMPROVEMENT 12 6.2 TOTAL QUALITY MANAGEMENT 13 7.0 QUALITY ASSESSMENT TOOLS 14 7.1 CAUSE-EFFECT DIAGRAM 14 7.2 WHY-WHY ANALYSIS 15 7.3 PARETO DIAGRAMS ANALYSIS 16 8.0 REFERENCE 17 9.0 BIBLIOGRAPHY 18 0.0 APPENDICES 19 APPENDIX 1 - MOVEMENT OF MATERIALS AND PRODUCT IN THE SUPPLY CHAIN 19 APPENDIX 2 - INFORMATION FLOW CHANNELS WITHIN THE SUPPLY CHAIN 20 APPENDIX 3 - GROUP LOG 21 .0 INTRODUCTION Ulstar Plc is a Japanese company aiming to create a new concept in mobile computing which it expects to sell in market worldwide. The product, which is a Personal System Unit (PSU), will be about the same size as a PDA and effectively offer the processing power of a Personal Computer powerful enough for day-to-day uses; with the benefit of voice recognition hence no keyboard is needed. By virtue of its forth
Management of Service Operations
The Company "Roti" (the Indian restaurant) "Roti" (means Bread in Hindi) was started by two fiends (partners) on July 15th 2007. "Roti" started its operations with 5 employees, including 1 head cook, 1 junior cook, 1 receptionist, 1 waiter and 1 dishwasher. The restaurant is meant for dining in, home delivery and also take away. Restaurant is serving high quality food cooked with best ingredients. As most of the advertisement of the restaurant is through word of mouth, Roti did sufficient promotion by distributing leaflets, fliers and even advertise through local newspapers, posters and banner ads. The restaurant is located at Smithfield court's shopping plaza in Kennedy Town, which is mainly the residential area and is away for commercial area. The owner told me that they are not getting a good response from the local residents as there are not many customers enjoying the environment and food at "Roti" even though they are focusing on local residents and office employees in Kennedy Town, as there are not many Indian restaurants in this area. He told me that there are only few customers attending the restaurant in lunch hour's and they are mainly office employees, people who are working in some commercial offices in the area. I have seen that "Roti" has everything that a good restaurant should have. Roti have high standard dining area with enough seating. The food served at
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
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
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
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
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
