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
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 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
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
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
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
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 - Outsourcing
Operations Management OUTSOURCING INTRODUCTION Production and Operations Management is concerned with the problems of developing, producing, and delivering goods and services. Researchers focus on how to combine concepts, models, and data to help managers develop better systems and make better decisions concerning operations. Recent research in the area has focused on inventory, international operations, forecasting, information systems, logistics, purchasing contracts, outsourcing, and more. Today's highly competitive world business environment is forcing management to aggressively pursue ways to achieve efficiencies, improve customer service and save money. In their frantic search for new ways to streamline company operations, the concept of outsourcing "non-core" business processes and activities is a tempting new way to improve operations and costs. Management has become intrigued with the idea that they should be focusing on managing and controlling those key "core" business processes and activities that their organizations are best at doing and that represent the mainstay of the business instead of trying to dilute precious efforts in some of the business activities that do not represent the essence of the activities of the company. WHAT IS OUTSOURCING? Outsourcing is hiring someone whose expertise can perform a business function or activity better, more cost
People and operations management.
EVELYN AYINDE AS BUSINESS STUDIES KEY SKILLS ASSIGNMENT. PEOPLE AND OPERATIONS MANAGEMENT. MOTIVATION:(MOTIVATION THEORY) Read and draw information from at least two sources on the motivational theories of Taylor, Mayo, Maslow and Hertzberg. Compare and contrast their theories, then explain which theory you consider the more convincing and why. Motivation starts with the desire to be free, to be free from dependency on others, freedom to live the lifestyle we dream of, freedom to explore our ideas. Total freedom is not possible or desirable, but the struggle to achieve that ideal is the bases for motivation. If you have a unique idea but don't like taking risk, ideas' is all you will ever have. Taylor, Mayo, Maslow and Hertzberg motivation started with a need, vision, dream or desire to achieve the seemly impossible which brought about motivation theories. George Elton Mayo Hawthorne Experiments was in charge of certain experiments on human behaviour carried out at the Hawthorne Works of General Electric Company in Chicago between 1924 and 1927, but many of these ideas was know as the human relations school grew out of experiments between 1927 and 1932 at the Hawthorn Plant of theWestern Electric Company in Chicago. Initially they were based on the scientist idea that workers productivity was affected by work conditions, skills of workers and financial incentives. His
