This document provides guidance for analyzing the operations management processes of an organization. It outlines key areas to examine including operations strategy, process design, capacity planning, technology, job design, supply chain planning, inventory planning, quality planning and change/innovation. The student is analyzing International Automotive Company and asked to critically evaluate how effectively its systems and processes deliver objectives. Suggestions for improvement should be provided. References are included to aid in completing the required 3000 word report.

1. operational process
operational processopperational process.My choosen company is IAC International
AUtomotive Company.These are some hints from the teacherTask:You are required to
analyse an organisation of your choice and to produce a report, of approximately 3000
words, which:Critically analyses how effectively the systems and processes being deployed
within the organisation have been aligned to deliver the organisation?s performance
objectives,Suggests ways in which the process might be better managed to improve the
delivery of those objectives.In your report you should:Identify the desired outputs of, and
what constitutes effective performance for, the organisation.Use the theoretical ideas or
models that we examine in the module tosystematically review the issues and choices faced
by the ?operations manager? as they design, operate and improve their processes.Format:
Your report should be clearly structured using sub-headings etc. I do not expect an
executive summary at the beginning of the report.This report must include:a)-Operations
management-what it means,b)-The strategic role and…The role of the operations function
Operations performance objectives After making this general point about operations
objectives, the rest goes on to look at the five performance objectives of quality, speed,
dependability, flexibility, and cost.c)-Operations strategy New product/service
development strategyVertical integration strategyFacilities strategyTechnology
strategyWorkforce and organization strategyCapacity adjustment strategySupplier
development strategyInventory strategyPlanning and control systems
strategyImprovement strategyFailure prevention and recovery strategy.d)-Process design
What is design? Why design is important?Supply network design.e)-Capacity planning
Long-term, medium-, and short-term capacity Measuring demand and capacity Alternative
capacity plans. f)-Process technology Life-cycle effects on product/service and process
technology Materials processing technologies Information processing technologies.g)-The
objectives of job design 1. QualityThe ability of staff to produce high-quality products and
services can be affected by job design. This includes avoiding errors in the short term, but
also includes designing jobs which encourage staff to improve the job itself in such a way as
to make errors less likely.2. SpeedSometimes speed of response is the dominant objective to
be achieved in job design. For example, the way in which the jobs of emergency service
personnel are organised (the range of tasks for which they are trained, the sequence of
activities in their approved procedures, the autonomy which they have to decide on
appropriate action, and so on) will go a long way to determine their ability to respond
promptly to emergencies and perhaps save lives.3. DependabilityDependable supply of

2. goods and services is usually influenced, in some way, by job design. For example, in the
postal services? working arrangements, multi-skilling, accurate use of sorting equipment
through good staff-machine interface design, and the ?design? of postal staff?s clothing, can
all aid dependable delivery of letters and parcels.4. FlexibilityJob design can affect the
ability of the operation to change the nature of its activities. New product or service
flexibility, mix flexibility, volume flexibility and delivery flexibility are all dependent to some
extent on job design. (See Chapter 2 for a full description of these different types of
flexibility). For example, staff who have been trained in several tasks (multi-skilling) may
find it easier to cope with a wide variety of models and new product or service
introductions.5. CostAll the elements of job design described above will have an effect on
the productivity, and therefore the cost, of the job. Productivity in this context means the
ratio of output to labour input: for example, the number of customers served per hour or
the number of products made per worker.In aIDition, job design will influence two other
particularly important objectives.6. Health and safetyWhatever else a job design achieves, it
must not endanger the well-being of the person who does the job, other staff of the
operation, the customers who might be present in the operation, or those who use any
products made by the operation.7. Quality of working lifeThe design of any job should take
into account its effect on job security, intrinsic interest, variety, opportunities for
development, stress level and attitude of the person performing the job.Division of
labourAlthough it is historically the earliest influence on job design, division of labour is
arguably still the most important. If it were not all of us would do everything. The fact that
we specialise is a tacit recognition of the advantages to be gained from division of labour.
The main issue is the extent to which jobs are divided up. Although there are still some
highly divided and very repetitive jobs, there has been a general trend in many jobs for
division of labour to be reversed somewhat. But not totally eliminated, that is the important
point, there is still some degree of specialisation in almost every job. The important
objective is to balance the flexibility and increased job satisfaction which less divided jobs
give most of us, against the degree of efficiency and learning which often goes with some
degree of division of labour.Scientific managementAs far as scientific managements
influence on job design goes, method study and work measurement are its twin legacies.
Both are still practiced, though neither are as popular as once they were.Method study has
some advantages in its systematic approach to questioning why jobs are design in a
particular way. Indeed, the conventional method study approach is very close to some more
modern approaches such as business process reengineering. The main criticisms of method
study (and indeed business process reengineering) centre around its limited objectives. It
pays little attention to even the most obvious aspects of motivation. But the principles of
method study are still valid for most jobs. For example, compare the way an experienced
cook moves around the kitchen, automatically sequencing tasks so as to save effort or time
or both. Compare that with the less experienced cook who does not have the innate ability
to perform his or her tasks in an efficient or effective manner.Work measurement is less
widely used now. Time standards are still important of course. Any business still needs an
estimate of how long jobs will take, if only for planning and control purposes. However, the
use of time standards to underpin payment systems or control work rate is less common.

3. Again though, it is still practiced in some operations. Supermarket check-out staff for
example, or call centre operators generally work against time standards. And where they
do, the practice can still be contentious. The boxed example on NUMMI on pages 272 and
273 is an interesting example of how some of the basic principles of work study have been
used by staff rather than on staff. The idea of thinking about staff from a physiological point
of view, but in a systematic manner, goes back at least half a century. As such it was once
regarded as a little ?old fashioned? in job design circles. However, health and safety
legislation in many countries has prompted a renewal of interest in the subject. So, for
example, on automobile assembly lines the car is normally positioned at a height convenient
for the assembly line staff to do their job without excessive bending or lifting. This not only
eases strain on the assembly staff themselves but also helps to promote smoother, faster
and higher quality working.The way in which controls and displays are designed is also
treated by ergonomists. The figure below demonstrates what ergonomists call the ?person-
work place loop?.f)-Supply chain planning What is good supply chain management? g)-
Inventory planning The objectives of inventory planning and control Stock sometimes has
unexpected advantages h)-Quality planning and control How can quality be defined?How
can quality problems be diagnosed?What steps lead towards conformance to
specification?How can statistical process control help quality planning and control?How can
acceptance sampling help quality planning and control?h)-Change and Innovation. The Intro
to Lean.Capacity Planning.Please use references I sent you:Key reading for successfully
completing the module:Core Reading :Slack N, Chambers S & Johnston R, (2010), ?
Operations Management Principles ? 6th Edition (Financial Times/Prentice HallKey
ReadingT Hill, A Hill (2011) Essential Operations Management, Palgrave MacmillanSimon
Burtonshaw-Gunn (2010)Essential Tools for Operations Management: Tools, Models and
Approaches for Managers and Consultants, A John Wiley and Sons LtdJ Heizer, Barry Render
( 2010) Operations Management, PearsonProf Robert Johnston and Graham Clark(2008),
Service Operations Management: Improving Service Delivery, FT Prentice HallAIDitional
URL site;https://www.3ds.com/products-solutions/plm-solutions/plm-v5r17-
overview/Everything you writing could you please link it to the company I have chosen.For
you to understand the concept of my job I have sent you some you tube links.These
machines work very similar but I make parts for cars.The parts made by the maschine I
operate are then colected by a robot and put through a conveyor.After that I have to check
the quality of the parts and correct them if needed.The raw materialis sent from suuply
inventory by pipes to the feeder hopper.Ihave sent you the information about my
company,so you use them.Could you please copy the graphs and diagrams and at them to
the report.I sent you information in pdf file in case you write to many words about one
subject you can refer to the appendix(pdf file) ORDER THIS ESSAY HERE NOW AND GET A
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