Operational: Ice Cream and Holly Farm
i. Executive Summary
This case study proposes overall objectives of Holly Farm operations, and analyzes how to achieve those objectives in details. Symptoms and natures of operational problems are identified, in order to suit the remedy to the case. Solutions of two end-of-case questions are addressed, and the thought process is demonstrated thoroughly. Five options aiming at improving the operation are also provided at the end of the case study.
ii. Overall Objectives of the Operation:
Since Holly Farm was founded by Charles and Gillian Giles, there were several operational problems within the management during the business running process. The objectives of Holly Farm operations are to maximally increase the profitability by making use of current resources including human resources and material resources, as well as balance demand and control capacity.
iii. Symptom of the Problem
1. Time spending on promotion activities was reduced. After three years’ operation, Gillian was unable to give so much time to do the promotional activities.
2. The number of people visiting maintained in the level of 15,000 per year, and there was no increase since then.
3. Visitor number fluctuated during the day time, and there was a visitors’ queuing problem on weekends. The farm opened at 11.00am, but most visitors would arrive later than 12.30pm, so very limited visitors were in the farm during that time period. However, between 4.00pm and 7.00pm, 4 out of 5 visitors would gather in the same place to watch milking, visit farm shop and purchase produce. Moreover, for milking watching on Saturdays and Sundays, visitors would queue before 4.00pm, but this activity could not start before 4.00pm.
4. There was a strong seasonality on the farm business. Only during April to October, the farm was open to the public, and within each week of this period, mid-week demand was too low, and Friday to Monday was high.
5. There were not enough workers for new
This case study proposes overall objectives of Holly Farm operations, and analyzes how to achieve those objectives in details. Symptoms and natures of operational problems are identified, in order to suit the remedy to the case. Solutions of two end-of-case questions are addressed, and the thought process is demonstrated thoroughly. Five options aiming at improving the operation are also provided at the end of the case study.
ii. Overall Objectives of the Operation:
Since Holly Farm was founded by Charles and Gillian Giles, there were several operational problems within the management during the business running process. The objectives of Holly Farm operations are to maximally increase the profitability by making use of current resources including human resources and material resources, as well as balance demand and control capacity.
iii. Symptom of the Problem
1. Time spending on promotion activities was reduced. After three years’ operation, Gillian was unable to give so much time to do the promotional activities.
2. The number of people visiting maintained in the level of 15,000 per year, and there was no increase since then.
3. Visitor number fluctuated during the day time, and there was a visitors’ queuing problem on weekends. The farm opened at 11.00am, but most visitors would arrive later than 12.30pm, so very limited visitors were in the farm during that time period. However, between 4.00pm and 7.00pm, 4 out of 5 visitors would gather in the same place to watch milking, visit farm shop and purchase produce. Moreover, for milking watching on Saturdays and Sundays, visitors would queue before 4.00pm, but this activity could not start before 4.00pm.
4. There was a strong seasonality on the farm business. Only during April to October, the farm was open to the public, and within each week of this period, mid-week demand was too low, and Friday to Monday was high.
5. There were not enough workers for new
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