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BGMT 20010
Operations and Supply Chain Management Report
December 2011

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DANKERS FUNITUTE LTD
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THE NEW BUSINESS PLANNING CASE
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“If You Are Not Measuring, You Are Not Managing”

CONTENTS

1. Executive Summary

2. Overview of the Organisation

3. Description of the main issues raised in the case

4. Problem One; Breakdown in Organisational Relationships
* Main issue raised in the case
* Steps management adopted to address the issue raised
* Analysis of the effectiveness of the existing approach
* Recommendations on how it could be addressed more effectively

5. Problem Two; Short-term actions regarding the new product development process * Main issue raised in the case
* Steps management adopted to address the issue raised
* Analysis of the effectiveness of the existing approach
* Recommendations on how it could be addressed more effectively

6. Problem Three; Long-term developments regarding the new product development process * Main issue raised in the case
* Steps management adopted to address the issue raised
* Analysis of the effectiveness of the existing approach
* Recommendations on how it could be addressed more effectively

7. Conclusion

8. References

1. Executive Summary

The purpose of this report is to provide Rolf Danker and Danker’s Furniture Ltd with some short-term and long-term suggestions on how to successfully implement their new business venture into timber framed conservatories.

This report offers advice on how to successfully incorporate this new venture into the existing processes within the company as well as recommendations on short-term establishment and long-term expansion.

Some of the problems that were encountered at the onset of the venture included communication breakdowns between company departments, quality concerns in the two existing Strategic Business Units, and resource constraints.

This report suggests that Danker’s adopt a swim lane process map to help with the communications failures as well as improvements in the internal and external supply chains.

2. Overview of the organisation

During the 1800’s, a Danker family from Norway moved to County Meath, Ireland. The family was associated with a tradition of high quality furniture design, and high-class customary made furniture. The Danker family discovered that there was a market for their furniture in Meath, enclosed by rich middle class estates. During the next few generations, the Danker’s family continued the family tradition of making furniture and at the end of the 20th Century, ‘Danker’ was renowned for its ability to produce customised hardwood design based on clients specific requirements and specifications. The company became known as Danker’s Furniture Ltd and was well established in the manufacturing markets. The company had been very profitable and had obtained a great reputation.

But in the late 1990’s the company experienced problems and the newly appointed Managing Director Rolf Danker appointed me as operations manager, which quickly resolved the underlying difficulties in the business at the time.

Currently under the management of newly appointed Managing Director Rolf Danker, the business’ strategic focus is to grow and expand through the production of new goods and services.

The massive economic growth in the 1990’s resulted in a huge development in the construction area, Rolf Danker, successfully discovered an opportunity to enter into the standard cabinetry market. The company started making kitchen cabinets and wardrobes to exploit the rapid increase in...
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