opperational process.My choosen company is IAC International AUtomotive Company.These are some hints from the teacher
You are required to analyse an organisation of your choice and to produce a report, of approximately 3000 words, which:
Critically analyses how effectively the systems and processes being deployed within the organisation have been aligned to deliver the organisation?s performance objectives,
Suggests ways in which the process might be better managed to improve the delivery of those objectives.
In your report you should:
Identify the desired outputs of, and what constitutes effective performance for, the organisation.
Use the theoretical ideas or models that we examine in the module to
systematically review the issues and choices faced by the ?operations manager? as they design, operate and improve their processes.
Format: Your report should be clearly structured using sub-headings etc. I do not expect an executive summary at the beginning of the report.This report must include:a)-Operations management-what it means,b)-The strategic role and… The role of the operations function Operations performance objectives After making this general point about operations objectives, the rest goes on to look at the five performance objectives of quality, speed, dependability, flexibility, and cost.c)-Operations strategy New product/service development strategy
Vertical integration strategy
Workforce and organization strategy
Capacity adjustment strategy
Supplier development strategy
Planning and control systems strategy
Failure prevention and recovery strategy.d)-Process design What is design? Why design is important?Supply network design.e)-Capacity planning Long-term, medium-, and short-term capacity Measuring demand and capacity Alternative capacity plans. f)-Process technology Life-cycle effects on product/service and process technology Materials processing technologies Information processing technologies.g)-The objectives of job design 1. Quality
The ability of staff to produce high-quality products and services can be affected by job design. This includes avoiding errors in the short term, but also includes designing jobs which encourage staff to improve the job itself in such a way as to make errors less likely.
Sometimes speed of response is the dominant objective to be achieved in job design. For example, the way in which the jobs of emergency service personnel are organised (the range of tasks for which they are trained, the sequence of activities in their approved procedures, the autonomy which they have to decide on appropriate action, and so on) will go a long way to determine their ability to respond promptly to emergencies and perhaps save lives.
Dependable supply of goods and services is usually influenced, in some way, by job design. For example, in the postal services? working arrangements, multi-skilling, accurate use of sorting equipment through good staff-machine interface design, and the ?design? of postal staff?s clothing, can all aid dependable delivery of letters and parcels.
Job design can affect the ability of the operation to change the nature of its activities. New product or service flexibility, mix flexibility, volume flexibility and delivery flexibility are all dependent to some extent on job design. (See Chapter 2 for a full description of these different types of flexibility). For example, staff who have been trained in several tasks (multi-skilling) may find it easier to cope with a wide variety of models and new product or service introductions.
All the elements of job design described above will have an effect on the productivity, and therefore the cost, of the job. Productivity in this context means the ratio of output to labour input: for example, the number of customers served per hour or the number of products made per worker.
In addition, job design will influence two other particularly important objectives.
6. Health and safety
Whatever else a job design achieves, it must not endanger the well-being of the person who does the job, other staff of the operation, the customers who might be present in the operation, or those who use any products made by the operation.
7. Quality of working life
The design of any job should take into account its effect on job security, intrinsic interest, variety, opportunities for development, stress level and attitude of the person performing the job.
Division of labour
Although it is historically the earliest influence on job design, division of labour is arguably still the most important. If it were not all of us would do everything. The fact that we specialise is a tacit recognition of the advantages to be gained from division of labour. The main issue is the extent to which jobs are divided up. Although there are still some highly divided and very repetitive jobs, there has been a general trend in many jobs for division of labour to be reversed somewhat. But not totally eliminated, that is the important point, there is still some degree of specialisation in almost every job. The important objective is to balance the flexibility and increased job satisfaction which less divided jobs give most of us, against the degree of efficiency and learning which often goes with some degree of division of labour.
As far as scientific managements influence on job design goes, method study and work measurement are its twin legacies. Both are still practiced, though neither are as popular as once they were.
Method study has some advantages in its systematic approach to questioning why jobs are design in a particular way. Indeed, the conventional method study approach is very close to some more modern approaches such as business process reengineering. The main criticisms of method study (and indeed business process reengineering) centre around its limited objectives. It pays little attention to even the most obvious aspects of motivation. But the principles of method study are still valid for most jobs. For example, compare the way an experienced cook moves around the kitchen, automatically sequencing tasks so as to save effort or time or both. Compare that with the less experienced cook who does not have the innate ability to perform his or her tasks in an efficient or effective manner.
Work measurement is less widely used now. Time standards are still important of course. Any business still needs an estimate of how long jobs will take, if only for planning and control purposes. However, the use of time standards to underpin payment systems or control work rate is less common. Again though, it is still practiced in some operations. Supermarket check-out staff for example, or call centre operators generally work against time standards. And where they do, the practice can still be contentious. The boxed example on NUMMI on pages 272 and 273 is an interesting example of how some of the basic principles of work study have been used by staff rather than on staff. The idea of thinking about staff from a physiological point of view, but in a systematic manner, goes back at least half a century. As such it was once regarded as a little ?old fashioned? in job design circles. However, health and safety legislation in many countries has prompted a renewal of interest in the subject. So, for example, on automobile assembly lines the car is normally positioned at a height convenient for the assembly line staff to do their job without excessive bending or lifting. This not only eases strain on the assembly staff themselves but also helps to promote smoother, faster and higher quality working.
The way in which controls and displays are designed is also treated by ergonomists. The figure below demonstrates what ergonomists call the ?person-work place loop?.
f)-Supply chain planning What is good supply chain management? g)-Inventory planning The objectives of inventory planning and control Stock sometimes has unexpected advantages h)-Quality planning and control How can quality be defined?How can quality problems be diagnosed?What steps lead towards conformance to specification?How can statistical process control help quality planning and control?How can acceptance sampling help quality planning and control?h)-Change and Innovation. The Intro to Lean.Capacity Planning.Please use references I sent you:Key reading for successfully completing the module:
Core Reading :
Slack N, Chambers S & Johnston R, (2010), ? Operations Management Principles ? 6th Edition (Financial Times/Prentice Hall
T Hill, A Hill (2011) Essential Operations Management, Palgrave Macmillan
Simon Burtonshaw-Gunn (2010)Essential Tools for Operations Management: Tools, Models and Approaches for Managers and Consultants, A John Wiley and Sons Ltd
J Heizer, Barry Render ( 2010) Operations Management, Pearson
Prof Robert Johnston and Graham Clark(2008), Service Operations Management: Improving Service Delivery, FT Prentice Hall
Additional URL site;
Everything you writing could you please link it to the company I have chosen.For you to understand the concept of my job I have sent you some you tube links.These machines work very similar but I make parts for cars.The parts made by the maschine I operate are then colected by a robot and put through a conveyor.After that I have to check the quality of the parts and correct them if needed.The raw material
is sent from suuply inventory by pipes to the feeder hopper.
Ihave sent you the information about my company,so you use them.Could you please copy the graphs and diagrams and at them to the report.I sent you information in pdf file in case you write to many words about one subject you can refer to the appendix(pdf file)
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