Open Polytechnic Nz Operations Management Assignment 1 T3 2012
| 71232 Operations Management | Assignment 1 | | Matt Hinkley 3319696 | 12/10/2012 |
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Contents Question 1: Operations management role 2 Question 2: Types of production 4 Question 3: Environmental factors 5 Question 4: Strategic options [case provided] 6 Case question 1 (customers) 6 Case question 2 (competitors) 6 Case question 3 (strategic decisions) 6 Case question 4 (expansion issues) 7 Question 5: Measures of quality 8 Question 6: Types of quality management 9 Works Cited 10
Figures Figure 1: Company structure 2
Tables
Table 1: Quality characteristic measurements 8
Part A: Nature of operations management
Question 1: Operations management role
I would imagine that my role would be to ensure the profitable and reliable running of services. A bus service is a continuous service which runs to a schedule on a predetermined route. Our customers base their movements around our schedule and will expect us to adhere to those times. Figure 1 below is an indication of the simplified assumed structure of the company. I have not allowed for maintenance workshops and such like and have assumed that these functions are outsourced to suppliers.
Figure [ 1 ]: Company structure
The interactions between the departments are on a two way information route and feedback is gathered from the customer by the frontline staff. This could also include the drivers or ticket staff. The long term strategies of the company would be managed by the CEO and their senior team which would then be fed down to the operations manager for the day to day management to deliver these goals. Operations would see to the efficient running of the services and provide any early warning signs in their reports to the senior management. An interface with the customer would also be recommended by way of an occasional MBWA (management by walking about) style. This enables a personal interaction with both the staff and the customer.
Close
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Contents Question 1: Operations management role 2 Question 2: Types of production 4 Question 3: Environmental factors 5 Question 4: Strategic options [case provided] 6 Case question 1 (customers) 6 Case question 2 (competitors) 6 Case question 3 (strategic decisions) 6 Case question 4 (expansion issues) 7 Question 5: Measures of quality 8 Question 6: Types of quality management 9 Works Cited 10
Figures Figure 1: Company structure 2
Tables
Table 1: Quality characteristic measurements 8
Part A: Nature of operations management
Question 1: Operations management role
I would imagine that my role would be to ensure the profitable and reliable running of services. A bus service is a continuous service which runs to a schedule on a predetermined route. Our customers base their movements around our schedule and will expect us to adhere to those times. Figure 1 below is an indication of the simplified assumed structure of the company. I have not allowed for maintenance workshops and such like and have assumed that these functions are outsourced to suppliers.
Figure [ 1 ]: Company structure
The interactions between the departments are on a two way information route and feedback is gathered from the customer by the frontline staff. This could also include the drivers or ticket staff. The long term strategies of the company would be managed by the CEO and their senior team which would then be fed down to the operations manager for the day to day management to deliver these goals. Operations would see to the efficient running of the services and provide any early warning signs in their reports to the senior management. An interface with the customer would also be recommended by way of an occasional MBWA (management by walking about) style. This enables a personal interaction with both the staff and the customer.
Close
Cited: BusinessDesk.co.nz. (2012, December 6). NZ official unemployment rate overstates labour market woes, RBNZ says. Retrieved December 10, 2012, from www.sharechat.co.nz: http://www.sharechat.co.nz/article/53b83c24/nz-official-unemployment-rate-overstates-labour-market-woes-rbnz-says.html Edmunds, S. (2012, September 2012). Kiwis love bargains. Retrieved December 5, 2012, from www.nzherald.co.nz: http://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=10835844 Nigel Slack, A. B.-J. (2011). Essentials of operations Management. Harlow: Pearson Education Limited. Rouse, M. (2005, September). ISO-9000. Retrieved December 12, 2012, from searchdatacenter.techtarget.com: http://searchdatacenter.techtarget.com/definition/ISO-9000 Rouse, M. (2005, September). Total-Quality-Management. Retrieved December 12, 2012, from searchcio.techtarget.com: http://searchcio.techtarget.com/definition/Total-Quality-Management Rouse, M. (2006, May). Six-Sigma. Retrieved December 12, 2012, from searchcio.techtarget.com: http://searchcio.techtarget.com/definition/Six-Sigma