An assignment
On
Operation Management
Submitted by:
Submitted to:
Date of submission:
Table of Contents
Executive Summary: 3
Introduction: 4
WH Smith 4
Reasons for selecting WH Smith as the selected organization: 4
1.1 Importance of operation management: 4
1.2 Operation management of an organization: 5
1.3 Process model for operation management: 6
2.2 Importance of Three E’s: 6
Economy: 6
Effectiveness: 7
Effectiveness: 7
2.2 Impact of tension on cost and quality: 7
2.3 Significance of five performance objectives: 7
Reducing Cost: 7
Digitalization: 7
Reaching More Customers: 7
Promotional Campaign: 8
Focusing on efficiency: 8
3.1 Linear programming that adds value to the production process: 8
Utilization of Linear Programming is WH Smith operation: 8
3.2 Critical path analysis and networking plan: 8
3.3 Need for operational planning and control: 9
4.1 Operational outcome of an organization: 9
Drawing in more number of customers: 9
Drawing in teen customers: 9
Making the items effortlessly accessible: 9
4.2 Network plan that produce the critical path: 9
EARLIEST START TIME 11
LATEST FINISH TIME 12
THE CRITICAL PATH 12
THE FLOAT 13
4.3 Quality management that applied to improve operation: 14
Conclusion: 14
Bibliography: 15
Executive Summary:
Operations management is a territory of management concerned with administering, planning, and controlling the methodology of generation and overhauling business operations in the creation of merchandise or
1. What recommendations would you make to John Wolf with respect to structuring the supplier relationship process for the Wolf Motors dealership network?
Operations management refers to all levels of an organisation and how best to efficiently convene, fund, maintain and maximise its services and/or operations, both internal and external. The core goal/objective of operations management it to maximise outputs while reducing and minimising the inputs required to achieve the desired results.
Using Constant Table, we find the value of A2 for Subgroup of n=6 as A2 = 0.483
According to Investopedia ULC (2012), " Operations management is concerned with converting materials and labor into goods and services as efficiently as
James, T. (2011) defines Operations Management as the management of the processes which aid production of goods and or services. This implies that all production activities must be coordinated well to ensure a lean process of resource management is adopted.
Operations Management in an organisation is repsonsible for managing and in making decisions concerning the activities that convert inputs into outputs , that is goods and services. This covers both short term actvities as well as longer term activities to meet strategic goals. Inputs can be the raw materaials need to manufacture goods such as furniture or the computers needed to create a service like online shopping site. Operation management’s role is to make decisions to improve how operation activities function, for example, to improve the final quality of the output or to change production methods to be more efficient in terms of cost and in time.
Operations Management explores the way organizations produce and distribute goods and services. Everything you wear, eat, sit on, use or read comes to you courtesy of the
Operations Management is responsible for designing, operating and improving productive systems or in layman’s terms, systems for getting work done. Operations Managers are found in all walks of life. In anything you basically do or have done there are operations managers. When you go to the store, when you buy gas, in factories, in hospitals, banks even in your government there are operation managers. They are the ones who design systems, who ensure the quality of your
1. It has been said that forecasting using exponential smoothing is like driving a car by looking in the rear-view mirror. What are the conditions that would have to exist for driving a car that are analogous to the assumptions made when using exponential smoothing?
Contrast project management with operations management. How do these differences impact the approach required to manage a project successfully? (15 points)
Operations management focuses on managing the processes of producing and distributing products and services. Operations activities often include product creation, development, production and distribution. It deals with all operations within the organization. Related activities include managing purchases, inventory control, quality control, storage, logistics and evaluations. The nature of how operations management is carried out in an organization depends very much on the nature of products or services in the organization, for example, retail, manufacturing, wholesale, etc.
This paper intends to define operations management and analyze an ethics decision made by operations managers in the workplace or in a known organization.
Operations management is generally described as the planning, arrangement, and control of activities that change raw materials or an organization's input into finished products and services. The overall activities covered by operations management include the creation, development, manufacture, and distribution of products. The concept also relates to various activities such as inventory control, controlling purchases, quality control, logistics, storage, and evaluation ("Operations Management in McDonalds", n.d.). Since operations management covers the entire operations in an organization, it mainly focuses on the efficiency and effectiveness of the firm's processes.
For the success of an organization, the management crew plays a major role. An organizational structure is based on different operational parameters and in order to perform all the operations, it is mandatory to scrutinize every major aspect related to the organizational strategy. Keeping the significance of operation management under consideration, different
This stage involves scanning the environment to know what affects the company both internally and externally in terms of trends in the industry and relationships within the company so as to make decisions on the future paths of the company (Pearce, Robinson & Subramanian, 1997).