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Operations Management.

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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: - 1. 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 1.0 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 10.0 Recommendations 1.0 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 2004, to check compliance against food / health and safety legislation. The environmental health staff have a statutory duty to make routine unannounced visits to these premises as required by the Food Standards Agency (FSA) and the Health and Safety Executive (HSE). The Department is required to demonstrate satisfactory achievement for inspections and report performance data to both internal and external auditors quarterly and annually. This report primarily looks at the operations management surrounding commercial premises inspection programme. It analyses the inspection process, identifies and evaluates some of the strengths and weaknesses and assesses the extent to which the operations function supports the department's strategy on inspection of businesses. It also draws up some recommendations for future improvements. 2.0 Corporate Strategy Thompson and Strickland (1992), cited in Hope and Muhlemann (1997), suggest that after establishing the organisations mission the ...read more.


Accompanied visits where prosecution is indicated Follow annual service plan Offer guidance to businesses. Charter Mark Award Investors in people award (IiP) Manage capacity Number of visits Time/time taken Location of office Welfare facilities Lease car Performance related pay (PRP) Work procedures Flexi working Follow agreed enforcement policy Make use of interpreters Org. structure Understanding the market is crucial to the success of any business. One way of assessing the market is to look at order-qualifiers and order-winners (Hill, 2000). Qualifiers get the product/service into a market place and keep it there. They do not themselves win orders. Order-winners on the other hand will help gain advantage over similar services offered by competitors (e.g. outside private consultants). In short qualifiers match customer needs (as do competitors) and order-winners provide a service at a level better than any competitors. Table 2 details some of these factors for ESD. Table 2. Order-qualifiers and order-winners for the ESD Order-qualifiers Order-winners * Trained staff * Good IT support * Calibrated essential equipment * Reasonable budget * Trained staff (competence tested) * Continuous performance development of staff * Sustainable database (able to analyse/monitor work performance). Enforcement Policy/Procedures. * Mobile technology (phones, hand held PC) Note: Qualifiers are not less important than order winners they are different. Both are essential. Order-winners and qualifiers are time and market dependant. Figure 5 below also summarises some of the factors associated with operations management for inspection of businesses. Some of the factors are also discussed in detail later in the report. * Strategy. Inspect all businesses within the minimum frequency set by government guidelines. * Output planning. Inspect high risk premises as priority within budget and available resources. * Capacity planning. Spreading inspections over the 12 month period taking into account people's holidays, seasonal trade, budget and internal/external audits. * Transformation system design. Equipping staff with the knowledge/skills to carry out the inspections. ...read more.


Work procedures will have to be updated to include up to date legislation and information on the businesses to be inspected to save staff looking it up. The premises database will have to be monitored closely and updated to ensure the details held are accurate. With cutbacks every year it is getting more and more harder to keep up with demand. Creativity and innovation will have to play a bigger role if continuous improvement is to be maintained under best value/compulsory performance assessment or additional means of resourcing will have to be sought or targets will have to be reduced. 10.0 Recommendations Development Need Action How will this be measured? Time scale Resources required and other issues Review and update work procedures to include legislative changes as well as changes to staff and contact personnel. Re-print team handbook with amended procedures. Report to Departmental Management Team (DMT). Team handbook issued to all staff. DMT will approve amendments. By Sept. 03 Staff time to develop new policies. Will need to work with Admin support and IT personnel and liase with equal opportunity and disability officers. Assess staff competency and provide training/refresher training as identified under food/health and safety legislation Carry out individual personal development plans for all staff Report to DMT. Report accepted by DMT who will allocate resources accordingly. 12 months Staff time. Budget implications Union and employee implications. Assess stock of equipment such as light meters, legionella kit, thermometers etc. for damage and calibration. Produce a report to replace damaged equipment and calibrate others. Training for staff. Report to DMT. Report accepted by DMT who will allocate resources accordingly. 12 months Cost associated with equipment and staff training. Review premises database and hard filing system to ensure accurate record of premises within the district. Set up links with other departments of the council to share premises details. Make plans to check files with database. Links set up with economic development to exchange information. Person appointed to check files with database, check papers and yellow pages and amend premises records. 6 months Staff time. Cost associated with training and staff development. ...read more.

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