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
Business Operations Strategies and Supply Chain Management.
Business Operations Strategies Cost Leadership- Cost Leadership is a way of getting a competitive advantage by finding the most efficient way of manufacturing the good or delivering the service in the industry. A cost leadership strategy is where a business aims to be the lowest cost manufacturer within its industry. Low costs can be achieved through economies of scale in production and distribution, access to cheaper raw materials or inventing an innovative way of producing a product. Visibility- Operations can be influenced with something such as what they can see from the operations in action. Service based businesses will have a higher based level of visibility, while customers will rarely see the operations process of a manufacturing based business. The implications for operations of a highly visible operations process are that the quality of labour will be significant. Operations will generally need to have well trained, highly skilled, adaptable staff that are able and willing to deal with the individual needs of customers. A close relationship with human resource will be essential. Speed is also a crucial factor in operations as customers usually have a much lower tolerance for waiting. Short time lags are important in operations between the customer ordering and the delivery. Otherwise the customer may get sick of waiting and move onto a competitor. Overheard
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
Strategic Operations Management PS4H01 07235569 6/24/2008 Summary Quality is a part of the organisation operational activity. It revolves around the analysis if the processes performed to add value are working efficiently and effectively. There have been evolution of different techniques to resolve the problems the organisations are facing to achieve efficient and cost effective production for example Total Quality Management, Just in time, Lean Manufacturing, Manufacturing resource planning I and II, Six Sigma, Enterprise Resource Planning. Maintaining the level of quality and improving it is a challenge for every organisation. The report talks about how has quality been applied in the company and also how they can work towards getting the ISO 14000 certification to their organisation. The company The Nutan Mumbai Tiffin Box Suppliers Trust delivers lunch boxes containing cooked food for people at work. The food is cooked by one of their family members. The error rate that the company maintains is one in 16 million transactions, which is Six Sigma performance. The process followed by them is simple and efficient. The company is looking at expanding their business to different parts of the country and not able to sustain their business due to the infrastructure, social problems in those cities. Action plan for the organisation is to slowly move towards other cities
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
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
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.
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
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
