Unit 27 Principles of Operations Management-Btechnd

Unit 27 Principles of Operations Management-Btechnd

Justify the operational need for operational planning and control in a selected production process.

The furniture manufacturers start out to carry out the fundamental task: to convert resources into finished goods. To carry out this task in current business situation, manufacturers have got to recurrently struggle to develop operational efficiency. They have got to polish up their production processes to centre on excellence, to reduce the costs of materials and manual labour, and to eradicate all costs that attach no worth to the furniture made. Creation the decisions concerned in the attempt to accomplish these objectives is the task of the operations manager (Farrell, 2003). That individual’s tasks can be set as below:

• Production planning. At some stage in production planning, managers settle on the way furniture will be created, the place where fabrication will occur, and the way of manufacturing amenities to be laid out.
• Production control. On one occasion the production procedure is in progress, managers have to repeatedlyprogramme and keep an eye on the tasks that comprise that progression. They have toplead for and act in response to criticism and make modifications where essential. At this point, they toosupervise the buying of reserves and the management of stocks (Wild, 1995).
• Quality control. at last, the operations manager is unswervingly caught up in attempts to make sure that furniture is madein accordance withrequirements and that quality benchmarks are upheld

Produce a set of clearly defined operational outcomes for a selected organization

Statement of purpose

The initial phase in the strategic planning process is an appraisal of the business. Organizations rely on upon shoppers for their presence. In the event that you are confronting a quickly developing purchaser base, the business will most likely arrange uniquely in contrast to if its customers is steady or contracting. On the off chance that one is fortunate enough to be in a business where brand devotion still wins, one can take the risk that others can't stand to take. Before on starts to evaluate the business, it is vital to end a cautious appraisal of own business and its objectives. The result of this assessment toward oneself process is known as the statement of purpose.

Defining of Business

A primary concern in defining a mission statement is addressing the question "What business are you in?" Answering this may seem fairly easy: however, it can be a complex task. Determining the nature of your business should not be strictly tied to the specific product or service you currently produce. Rather, it must be tied to the result of your output--your social function--and the competencies you have developed in producing that output (Stevenson, 2005)
An essential concern in characterizing a statement of purpose is tending to the inquiry "What business one is in?" responding to this may appear to be genuinely simple: on the other hand, it can be a complex errand (Dilworth, 1992). Deciding the way of the furniture making ought not to be strictly attached to the particular item or administration one right now delivers. Rather, it must be attached to the after-effect of the furniture made -its social capacity -and the capabilities it has created in making that furniture.

The Firm's rationality

When one has characterized the statement of purpose, the following step is to characterize the company's fundamental rationality (Starr, 2004). Such an announcement will help clarify to the workers and partners how one might want to see the furniture business work. By what method will business identify with clients, suppliers and contenders? What kind of group contribution does it get ready for the business, e.g., investment in recycling and volunteer exercises? These inquiries and a lot of more need clear responses to help the employees settle on operational choices and act in a way predictable with business wishes.

The Firm's Goals

The next stride is to lay down obvious goals to lead and uphold the company on a course in harmony with its mission. The furniture business goals provide to:

• Give good reason for or legitimize the furniture- making.
• Focus consideration and lay down restrictions for employees.
• Recognize the character of the products to be made and product-range.
• Decrease indecision by expounding what the business is doing.
• Supply as a criterion of evaluation for employees.
• Present a basis for organization intend.

Produce a network plan indicating the resultant critical path

Here is a straightforward instance, in which a number of tasks are as per other tasks, while others are capable to be done separately.

Activity	Preceded by	Elapsed time (minutes)
A Ingredients	-	1
B Other resources	A	3
C Paint mixing time	B	60
D prepare structure of chair	-	1
E Angle fixing	-	10
F Nails utilisation	C&D	2
G Painting of chair	F	15
H drying of paint	E & G	40

 

In this instance, there is a comprehensible series of proceedings that need to take place in the correct order. If some of the occasions on the critical path is postponed, then the chair will not be prepared in a little while on the other hand, tasks D (prepare structure of chair) and E (angle fixing) can be happening at some time provided that they are finished by the most recent end time in the subsequent node.
consequently, we can observe that the paint can be prepared before time 0, however we can effort out that it could be done anywhere before G, because after that it won’t be of any use. There is a little ‘float’ on hand for tasks D and E as none of them is on the critical path.
This is a moderately straightforward case in point, and we can distinguish the LST and LFT are the identical in every node. In a further multifaceted CPA, this will not essentially be the thing (Everett et al. 1994), and in case it does, will be a sign of a little ‘float’ in at any rate one movement causing the node. On the other hand, nodes on the critical path will constantly include the similar EST as well as LFT.

Justify how quality management techniques are applied to improve operations in a selected organization

1. Statistical procedure control

Companies are able to employ a range of tools to recognize regions for improvement. A widespread way in manufacturing is known as statistical procedure control. This method checks manufacture quality through testing a model of productivity to perceive if the furniture in progression is being finished in accordance with pre-set requirements.

2. Benchmarking

Now and then it moreover assists to glance external to the business for designs on the way to develop operations and to find out the way business contrasts to others. Businesses habitually employ benchmarking to judge against their performance on numerous aspects with the presentation of other firms that do extremely well in the furniture making.

3. International Quality standards

It is a technique utilized to see which firm is able to attain the quality standards that meet the industry benchmarks, the application of quality standards like ISO 9000 and ISO 14000 ensure that the businesses attain the upmost excellence in production.

Conclusion

In case the business exercises, along with others, too operations management understanding in that case there is an elevated likelihood of attaining it’s laid down targets. It denotes the business will moreover arrive at a soaring competitiveness and it will be competent to uphold it.  It is likely for the business to get hold of even a superior competitive gain over other firms in case there has been put into practiceto the arrangement of operational management,

References

Dilworth, J. B., (1992). Operations Management. Design, Planning, and Control for Manufacturing and Service.  McGraw-Hill, 1992.
Everett, E. Adam, Jr. Ronald J. Ebert, (1994). Production and Operations Management, Prentice- Hall of India Private Limited, 5th Edition, 1994.
Farrell, D., (2003). “The Real New Economy”. Harvard Business Review. October. pp. 105-112.
Galloway, L., Rowbotham, F., Azhashemi, F., (2005). Operations Management in Context. Elsevier Butterworth- Heinemann.
Heizer, J., Render, B., (2008). Operations Management. 9th Ed. New Jersey: Prentice-Hall
Hr?zová, H., (1999). Operations Management Syllabus. VŠE v Praze.
Importance of operations management extracted on 18^th Oct’2014 from The importance of sustainable operation management, 2014.
Joseph, G., (2004). Theory and Problems of Operations Management, Tata McGraw-Hill Publishing Company Limited, 2nd Edition.
Kumar, S.A., Suresh, N., (2008). Production and Operations Management, New Age International Publishers, 2nd Edition.
Pannerselvam, R., (2004). Production and Operations Management, Prentice-Hall of India Private Limited, 9th print.
Slack,N., Chambers, S., Harland, C., (2004).  Operations Management.  Pearson Education.Order Now

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