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
Lean manufacturing.
Manufacturing Engineering Assignment related to industrial visit Lean manufacturing is a term that is primarily associated with the automotive industry. It is the philosophy of achieving competitive manufacturing performance through the elimination of waste. Lean manufacturing has a number of techniques that are used to identify and eliminate waste. These techniques are the foundation of the lean manufacturing philosophy and are also used in many other industries. Toyota Seven Wastes The seven wastes originated in Japan, where waste is known as "muda". "The Seven Wastes" is a tool to further categorize "muda" and was originally developed by Toyota's Chief Engineer Taiichi Ohno as the core of the Toyota Production System, also known as Lean Manufacturing. To eliminate waste, it is important to understand exactly what waste is and where it exists. While products significantly differ between factories, the typical wastes found in manufacturing environments are quite similar. For each waste, there is strategy to reduce or eliminate its effects on a company, thereby improving overall performance and quality. The seven wastes consist of:- 1- Overproduction Overproduction is to manufacture an item before it is actually required. Overproduction is highly costly to a manufacturing plant because it prohibits the smooth flow of materials and actually degrades quality and
Rolls Royce Change Management towards to World Class Operations
University of Bradford School of Management World Class Operations Management Assignment Rolls Royce Change Management towards to World Class Operations Submitted by "I certify that the above coursework is all my own work and does not exceed the word count (3500 words)." Signature: Date: 21 June 2008 Bradford, United Kingdom June 2008 Table of Content Executive Summary ) Introduction * Rolls Royce in Contemporary Business Environment * Objectives of the Assignment 2) Analysis and Discussion * Ownership and Finance * Business Strategy * Sales and Operations * Quality Management * Leadership Style and Management Culture * Communications 3) Conclusion References Appendixes 3 3 4 4 5 7 9 9 0 1 2 List of figures and tables Fig. 1 Total Shareholders Return over five years Fig. 2 Example of an increasing environmental pressure for aerospace industry Fig. 3 Delivered aircraft value and units (2006-2025) Fig. 4 Management style at Rolls Royce Table 1: Rolls-Royce Financial Outlook Table 2: Long-haul large capacity aircrafts and turbine engine types Table 3: Pre-booked Orders for A380 sorted by airline Executive Summary This assignment is aimed to critically evaluate a change management towards to the world class operations at Rolls-Royce plc, ascertain a range of reasons for either success or failure to implement a world
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
Assignment 1 - Semester 1 Wafi Al-Karagouli Sabina Ismail W Paula Wagner W0217021 Word count . How should quality be defined at this restaurant? Outline which quality tools you would use to assess the situation at The Raja's restaurant. Quality of service is the most important aspect to a customer. The concept of quality can be defined in various ways. By definition "Quality is consistent conformance to customers' expectations" (Slack, Chambers and Johnston, 2004). Each customer has expectations of different quality standards and quality service. In The Raja Tandoori restaurant quality has been declining recently. An example of this is patrons have to wait as long as 45 minutes to be seated, in addition to this it can up to 40 minutes more to get a good meal served to the table. The dimensions of service quality are reliability, responsiveness, assurance, empathy and tangible factors (James A. Fitzsimmons et al, 2004). The customer survey results indicate that 87% of customers believe the quality of food at the restaurant is excellent. Also, the dining experience is very good; being represented by 81% of customers. However, 78% of customers have expressed that they found the waiter to be only at satisfactory standards, this is likely to be due by the lack of staff experience. 70% of customer responses showed that they were served within a reasonable
Operations Management - The production system, which is being analyzed, is that of Valentinos Restaurant.
Operations Management The production system, which is being analyzed, is that of Valentinos Restaurant. Valentinos is an Italian restaurant, which has been running under the same ownership for the past 18 years. It is a reasonable sized establishment based in the 'heart' of Cleethorpes. The restaurant prides itself on quality and targets the mid end of the market. Its clientele is family & anyone who wants a romantic night out. It caters for all occasions, tastes & special occasions. Valentinos pioneered Italian food in Cleethorpes, being there first it has seen of competition and still runs strong. The mission statement of Valentinos makes it easier to establish what the important aspects of the product are. " To provide high quality food and service at an affordable price, whilst ensuring the satisfaction of each and ever customer" The product, which Valentinos is offering, is Italian food. As the market for take away food is becoming ever more saturated with competitors, with an ever-growing number of take-aways and restaurants opening up, it is becoming increasingly more important to recognize the core aspects of your product. By doing so you are able to highlight the differences between your own product, and that of your competitors, to enable you to offer a superior product/service than the next. - Arguably the most important aspect of the product that
Travel, tourism operations management
Travel, tourism operations management Introduction Every industry in the world has different organisations, every organisation has at least one manager, and the travel and tourism industry isn't any different. Managers are there to ensure that the running of the business is smooth; operations management focuses on carefully managing the processes to produce and distribute products and services. Being a manager can be tough job sometimes therefore working closely alongside assistant managers and employees as a team will benefit the company, setting goals and appraisals etc will help immensely. "Each manager will have duties and responsibilities carefully defined in such a way that in no circumstances would that manager's authority be usurped by anyone else nor would that manager usurp any other person's authority" (H. Fayol) - this shows that managers have responsibilities carefully outlined and that the manager is responsible for the take over of everything. My own definition of management is; " An employee of a higher level in the employee scale managing a team of people , assigning tasks to the workforce, planning the day to day tasks as well as directing the company in the right track, in addition to keeping the right level of control within the business and its staff." Due to the fact that the travel & tourism industry is always changing managers and
Mgw 3352 - Service Operations Management
MGW 3352 - SERVICE OPERATIONS MANAGEMENT "Increasing customer participation in service delivery should be a major goal for all service operations managers" INTRODUCTION Service delivery is an interactive and dynamic process which involves participation between the service organization, the service provider and the customer. According to Lovelock and Young (1979), customer participation can raise organizational productivity and efficiency and improve service performance. The principle behind this notion is that customers can fulfill some of the employees current functions thereby reducing the service providers perceived workloads. There are five main characteristics (participation, intangibility, heterogeneity, simultaneity and perishability) of the process which are unique to service delivery and can impact on the level of participation that is required from a customer in order to add value to the service encounter (Claycomb, 2001). The level of participation and individual role of each customer is determined by the nature of the service. For example, a patient in a hospital would be expected to have a high level of direct interaction with the service provider whereas the level of interaction between an airline pilot and a passenger would be fairly minimal. By assessing the expected level of customer participation, a service organization can implement specific design
Lean construction is based on concept of lean manufacturing. It is about managing and improving the construction process to profitably deliver what the customer needs,
LEAN CONSTRUCTION Lean construction is based on concept of lean manufacturing. It is about managing and improving the construction process to profitably deliver what the customer needs, I have outlined the elements of lean manufacturing and suggest how these might be adapted to deliver lean construction in practice. Lean Manufacturing: Lean manufacturing was initially pioneered and developed by the large Japanese car manufacturers. It has been implemented by a number of Japanese, American and European manufacturers with considerable success, and has been widely applied outside the automotive industry. The lean Principles: * Eliminate waste. * Precisely specify value from the perspective of the ultimate customer. * Clearly identify the process that delivers what the customer values (the value stream) and eliminate all non-value adding steps. * Make the remaining value adding steps flow without interruption by managing the interfaces between different steps. * Let the customer pull - don't make anything until it is needed, then make it quickly. * Pursue perfection by continuous improvement. Lean is about designing and operating the right process and having the right systems, resources and measures to deliver things right first time. Essential to this is the elimination of waste - activities and processes that absorb resources but create no value. Waste can include
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
