Operations Management Assignment
Slack, N, Brandon-Jones, A, Johnston, R and Betts, A 2012, Operations and process management, 3rd edn, Prentice Hall (ISBN: 9780273768807).
Above text book must be used and referenced.
Pls reference at least three of the other journal articles listed below as Topic required reading.
Main concepts used must be from the above text book.
Prefer to do assignment on logistics company.
Using a local organisation that you know well, identify a strategic operations issue or problem that needs to be addressed. This problem should be related to one of the topics that are covered in this subject.
Write a report which addresses the strategic operations issue/problem as follows:
• Describe the organisation. Keep the description brief, but make sure that the reader can clearly understand what the organisation does and the organisational context.
• Describe the specific operational issue, problem or process that needs to be addressed. Again, keep this brief but ensure the reader understands what the issue or problem is and how the issue/problem affects the organisation’s processes.
In order to help explain how the issue/problem affects the organisation, you might want to include one or more of the following:
o a chart or process flow diagram to show the functional relationships of the issue or problem with the rest of the organisation’s workflow
o key objectives and purpose of the operation including your opinion of its current and ideal performance (preferably supported by actual performance data)
o opportunities for change and improvement to the process or techniques being used now
o resource implications or constraints that need to be considered
o technologies and/or manpower issues involved in the process.
• Analyse the issue or problem using a concept covered in this subject. If you believe it is appropriate, you can use more than one concept from the subject (but bear in mind the assignment’s word limit). This analysis should be the major content of your report.
When analysing the issue or problem, you should consider and include where relevant:
o the five main performance objectives of operations management
o changes to performance or outcomes (such as cost, output, quality, productivity etc)
o potential improvements that you believe can be made
o relevant theory calculations where possible
o where possible, any information about the costs involved.
• Demonstrate understanding of operations and process management concepts and frameworks.
• Critically discuss the role of operations and process management in developing efficient and effective organisations.
• Analyse the effectiveness of operations and processes within as well as between organisations and identify improvements.
• Apply knowledge about operations and process management concepts and recommend cost-effective improvements in a workplace setting.
• Reference lists normally contain the following number of relevant references from different sources: 8 -12
• Structure, presentation – 12 point Calibri
? 2.<heading >
? 4.… etc
? Recommendations (where relevant)
Required reading of journal articles
Hammer, M & Stanton, S 1999, ‘How process enterprises really work’, Harvard Business Review, vol. 77, no. 6, pp. 108–118.
Hammer, M 1990, ‘Reengineering work: don’t automate, obliterate’, Harvard Business Review, vol. 68, no. 4, pp. 104–112.
Climent, C, Mula, J and Hernandez JE 2009, ‘Improving the business process of a bank’, Business Process Management Journal, vol. 15, no. 2, pp. 201–224.
Lee, HL 2004, ‘The triple A supply chain’, Harvard Business Review, vol. 82, no.10, pp.102–112.
Flores, BE & Whybark, DC 1987, ‘Implementing multiple criteria ABC analysis’, Journal of Operations
Management, vol. 7, no. 1, pp. 79–85.
Schafer, WB 1986, ‘Keep patients waiting? Not in my office’, Medical Economics, May 12, pp. 137–141 (www.memag.com).
Julien, DM & Tjahjono, B 2009, ‘Lean thinking implementation at a Safari Park’, Business Process Management Journal, vol. 15, no. 3, pp. 321–335. [Lean manufacturing]
Salaiz, C 2003, ‘Lean operations at Delphi’, Manufacturing Engineering, vol. 131, no. 3, pp. 97–104. [Lean service]
Hammer, M & Stanton, S 2004, ‘Deep change: how operational innovation can transform your company’, Harvard Business Review, vol. 82, no. 4, pp. 84–93.
Bitner, MJ 1992, ‘Servicescapes: the impact of physical surroundings on customers and employees’, Journal of Marketing 56, vol. 56, no.6, pp.57–71.
Bozarth, C & Handfield, RB 2008, Introduction to operations and supply chain management, 2nd edn, Prentice Hall.
Burke, R 2006, Project management planning and control techniques, 5th edn, Burke Publishing.
Chase, RB, Jacobs, FR & Aquilano, NJ 2006, Operations management for competitive advantage, McGraw-Hill.
Collier, D & Evans, J 2010, Operations management: integrating manufacturing and services, 5th edn, New York: McGraw-Hill.
Davis, MM & Heineke, J 2005, Operations management: integrating manufacturing and services, McGraw-Hill.
Deo, BS & Strong, D 2000, ‘Cost: the ultimate measure of productivity’, Industrial Management, vol. 42, no. 3, pp.20–24.
Hackett, GP 1990, ‘Investing in technology: the service sector sinkhole?’, Sloan Management Review, vol. 31, no.2, pp. 97–103.
Ferdows, K 1997, ‘Making the most of foreign factories’, Harvard Business Review, vol. 75, no.2, pp.73–88.