Operation and Project Management
|You are a recent Business Management graduate and have been employed at the Jaguar plant at Halewood for the past six months. Your line manager is keen to have an up to date report on Operations Management issues. Using the Jaguar case study made available to you, and based on your research, you are to prepare a report for your line manager to cover the following Operations Management issues. Your report should apply appropriate theories, concepts and/or models to justify strategies of a continuous improvement plan for achieving improved efficiency.|
The report concerns the effectiveness of Operations Management principles, and requires application of the concept of continuous improvement in an operational context.
Task 1 Produce a formal business report to include the following.
Task 1 Produce a formal business report to include the following.
- An explanation
Very briefly explain
Six Sigma as Control system for efficiency
1.3 Conduct a review and critique of how Jaguar have implemented the principles of operations management. P1 [Carefully read Jaguar brief, give examples from this case and explain & analyse how above OM principles are implemented.]
1.4 Compare and contrast the implementation of Operations Management in relation to Six Sigma methodology and Lean Principles M1
Independently research this comparison; you can use internet
- Explain the concept of continuous improvement and discuss Lean principles
Explain Cost Reduction [ie reducing cost without reducing Quality by careful analysis of current methods, processes & materials. Careful analysis at design stage of a New product, – ‘to design out cost’ at pre-production phase.
Explain Quality [[see TQM ppt notes]
Discuss continuous improvement as a philosophy and outline the Lean principles & Seven forms of Waste. [identify & v. briefly explain the 7 forms of waste –see ppt.
Continuous improvement will be achieved by systematically eliminating the 7 forms of waste in successive time periods.
1.6 Prepare a continuous improvement plan based on your review and critique of operations management principles within Jaguar. P2
Continuous improvement plan: [two or three recommendations your plan could include to improve the operations function detailed in the case study based on your review and critique of operations [Carefully read part 6 of the case; you can use the initiatives stated there as a basis to develop for a future period Objectives for a continuous improvement plan]
NOTE: suggested plan examples below applies Lean principles; however other models mentioned at 1.2 could be used eg 6 Sigma & DMAIC; or Mass Customisation etc.
ENSURE YOUR PLAN IS SMART:
In addition to any explanations and justifications following on from your analysis of the Jaguar Case and points 1 – 6 above
Each Recommendation should be: 1 Specific, 2 measurable, 3 achievable, 4 realistic, 5 Time bound.
To do this include for each Objective: 1 What Clear Statement in a sentence of the Objective.
2 How [measurability] & 3 When [Time Bound] it will be measured
Continuous improvement plan: [Possible Eg’s (based on paragraph 6 initiatives in Case)]
- To reduce annual energy consumption by 4%; as measured by total Kwh; in next Year
- To reduce VOC emissions on paint in the Paint Shop by 3%; as measured by an independent laboratory, in next Year.
- To increase usage of recyclable packaging in the manufacturing process by 5%, as measured by tonnage, in next Year.
- To reduce CO2 emissions from the factory by 7%, as measured by a Government approved independent laboratory, in the next year.
- Using continuous improvement principles, make at least two justified
recommendations which could improve the operations function in Jaguar. M2 & D1
For 1.7 your answer must analyse the effectiveness of your plan at 1.6 above [in the context of the theories/ concepts/ models already mentioned].
Summary Analysis of effectiveness of above plan:
In all 4 eg’s above Lean principles have been applied; but to what extent has plan been achieved ?
to what extent have waste & cost been reduced ?
If the plan was significantly over or underachieved how could this be explained ?
How would the plan be changed for next period ? M2
For M2 you could alternatively or also mention innovations in Flexible specialization, mass customization, agile manufacturing as ways of increasing effectiveness of a Continuous Improvement Plan, so as to retain and increase market share in the constantly changing & very competitive global car manufacturing industry.
Here you should independently research more recent developments in production practices at Jaguar
As evidenced by the creation of new models /engines [with different fuel to diesel] at Jaguar Land Rover.
OPM CASE 2 [LO 3 & 4]
Hotel Construction Scenario Jan 2019 John and Jane have an established and successful business running a restaurant in Docklands, London. During the week customers are mainly corporate and office workers, and at weekends they are busy with local customers. Even though, the recession, Brexit and political instability in UK has not favoured the hospitality sector, they made 1 £million profit last year, raising the partner’s capital base to £2.5 million. As part of their long term strategy to expand into the hospitality sector they plan to invest in a 5 star hotel to serve both the local community, business customers and visitors to London. They have already approached their bank manager who is willing to provide them with a loan of £2 million at an interest rate of 6%. Preliminary estimates of initial capital cost are £4m for the Hotel Some of the staff go to evening classes and have come across the term ‘Project Life Cycle [PLC]’; they are interested in how to practically apply the PLC to the planned Hotel Project, and would like a review and critique of the application of the PLC to the Hotel Project. You have agreed to prepare a structured narrative and portfolio of evidence on this.
OPM GUIDANCE CASE 2 Jan 19 v2 [P3, M3, P4 & M4]
Task 2 Prepare a structured narrative, together with related portfolio of evidence in the appendix covering the following:
2.1 V. briefly summarise the case study &
2.2 Apply each stage of the PLC to this project, prepare supporting documents and put these in an Appendix after References as follows:
Doc 1] business case, Doc 2] project plan, Doc 3] work breakdown structure, Doc 4] Gannt Chart with Critical Path LO3 P3
PROJECT LIFE CYCLE
Application of each stage of PLC to case:
Stage 1 Project Initiation [including Project Definition]
Outline the circumstances of Project Initiation; eg background, purpose and rationale including motivation, as stated in the scenario, you can develop this scenario. Obviously having required funds is essential.
See: Doc 1 Business Case. [in appendix] Create a Business Case around the Hotel scenario provided.
Stage 2 Project Planning [including Detailed Planning]
Write a summary of the purpose and expected contents of a Project Plan. Refer to Doc 2 & Doc 3 you have inserted in the Appendix
See: Doc 2 Project Plan [in appendix] Use Outline Project Plan provided to develop an overview plan.
See: Doc 3 Work Breakdown Structure (WBS) [in appendix]
Use the sample WBS to be provided as basis for Monitoring & tracking ongoing Project execution in Stage 3
Stage 3 Project Execution [including Monitoring & Control]
Write a very brief outline of the use of the Project Monitoring Tools of Gannt Chart, & Network diagram.
Leave detailed application to Case and explanation of critical path and float for T 2.3 re M3
We will use Serena Openproject as Project Monitoring Software. In our Lab session you will enter details from the WBS arising from detailed Planning [as per Doc 3 above] onto Openproject. You will create & appropriately size the Gannt chart; and with same WBS create & appropriately size a corresponding Network Diagram. In Open Project Critical activities are red, while Non Critical activities are blue. Leave explanation of critical Path & non critical activities to Task 2B. Copy & Paste a screen shot of this, save as Doc4 for appendix]
See: Doc 4 Gannt Chart with Critical Path [in appendix]
Stage 4 Project Closure [including Project Review]
Write an outline of the expected events at Stage 4 of the plc [See W5 ppt re Project Closure & Review]
- Examine the rationale for use of WBS, project management software, and leadership for the Hotel Project LO3 M3
Here you consider whether the methodology, tools and leadership concepts are a useful way of going about a Project. Do they help or hinder successful completion.
Ref: 1] Methodology: explain & analyse benefits [& possible drawbacks] of the WBS [see h/o]
2] Tools: explain & analyse: Gannt Chart, Network Diagram, state the Critical Path, analyse the significance of this. Are there any particular benefits of using Project Management software for Project monitoring & control ?
3] Leadership – explain & analyse; are leadership as distinct from management qualities useful for or essential for successful Project completion [See W5 3.2 leadership ppt]
- How would you justify the time and cost taken by the Project Manager in ensuring systematic recording of each stage of the PLC, referring to appropriate theories models and concepts. LO4 P4
The relevant theories, models and concepts to use are those covered in 2.2 – 2.3. Analyse how effective these are when applied to the given case.
Essential elements within the PLC have been explained & analysed in 2.2 – 2.3 above;
Here you have to carefully analyse each stage of the PLC in turn and consider how it helps to progress the project in an orderly and cost effective way .
Stage 1 Project Initiation > Definition. What are the key issues? What is significance of Business Case as identified in Doc 1
Stage 2 Project Planning > Detailed Planning. Why are Doc 2 & Doc 3 so important ?
Stage 3 Project Execution > Monitoring & Control Considering how Stage 3 increases chances of successful project completion; it is important to consider how use of the stages & documentation help if Project stops
Stage 4 Project Closure [& Project Review] How will this stage benefit the sponsors John & Jane ? How will it also benefit the Main Project Contractor ?
2.5 Compare and contrast how the use of relevant theories models and concepts will be applied differently for large and small scale projects. LO4 M4
Apply the theories, models and concepts: at 2.2 – 2.4 above to differentiate between large and small-scale projects. Include analysis of methods of Performance measurement [see W8 slides]
2.6 Review and critique the effectiveness including justifications of the PLC in application to this project using appropriate theories models and concepts’. LO3 & 4 D2