MBA OPERATIONS MANAGEMENT ASSIGNMENT October 2012- September 2013

1. Assessment Overvie Operations Management is assessed by: (a) Examination (b) Group Assignment (individual in special circumstances) 50% 50%

(a) E!"min"tion # $0% o& m"r's( The examination will be 3 hours in duration and be composed of two Sections A and B. Each section will present you with a different challenge. Section A will ha e fi e compulsory !uestions (each worth "# mar$s) which will test your understanding and application of %& theory. Section B will contain two case studies. 'ou will be as$ed to answer only one of these (the case is worth (# mar$s). )ase studies present as close to a real world situation as is practical in an examination (cases will usually incorporate more than one topic). *n the examination !uestion+ you will be expected to clarify the situation described in the case study as well as interpret the operational models that most closely fit with the problems and possible solutions. ,ractice in analysing and writing answers to case !uestions will be gained during face to face sessions with counsellor and-or during the intensi e seminars with ./ tutors. Students should note that there is also guidance on tac$ling cases on the class webpage. (b) Assi)nment # $0% o& m"r's( The assignment is an opportunity for you to in estigate operations management in practice and to carry out deeper in estigations. 0e expect you to demonstrate further reading and in estigation 1 and to compare what you see in your own organisation (or an organisation of your choice) with what is written in the academic literature. Students are encouraged to wor$ in groups. Gro*ps m"+ comprise *p to ,b*t not e!cee-. / peop0e. The group assessment will allocate the same mar$ to each participant. .nder special circumstances students may be allowed to carry out an indi idual assignment (eg. flexible learning students) 1 students should see$ permission from their operations management lecturer before starting an indi idual assignment. 'our lecturer will gi e you specific instructions regarding submission (eg. deadlines). 2epending on your mode of learning you may be gi en other instructions (for example some students may be as$ed to present their findings in class). Students should ma$e sure they chec$ the website regularly for further updates. 2. Assi)nment Brie& Students should select an organisation (which you ha e access to) and wor$ through the following !uestions relating to operations within the organisation. Students should write a report (using the headings below as a guide) discussing the operations of the organisation+ and ma$ing recommendations for impro ement.

0e ha e suggested some !uestions to consider under each heading 1 but these are not exhausti e topics (and you may discuss other things you see as being important). 0e would ad ise that you adopt a reasonably formal style and structure for your report. *nclude an executi e summary and conclusions and recommendations. Students should note that they do not need to loo$ at an entire company but instead may decide to focus on a particular business unit or operation. 3or example the group want to loo$ at a large international company 1 but only ha e access to one part of the organisation 1 this is perfectly acceptable (but you may wish to discuss this with your lecturer-counsellor before starting). 0e also recognise that some groups may ha e little to say under some of these headings but lots to discuss under other headings. Again this is to be expected. 0hat we would encourage is that students ha e a brief discussion of the organisation using all the headings (a mini 4operations audit5 if you li$e) and then expand on one or two areas where the team feel the organisation could impro e its operations. This will gi e you the opportunity to read and explore one or two areas in more depth.

Operations Strategy 2iscuss the operations strategy of your chosen organisation. 2oes your chosen organisation ha e a clear operations strategy6 7ow does the operations strategy support or complement the business strategy6 7ow has the operations strategy de eloped and changed in recent years6 *f the organisation doesn8t ha e an operations strategy can you help them broadly define an operations strategy or gi e them guidance on what they should do to de elop one6 Product & Service Design 2iscuss the products and ser ices offered by your chosen organisation. 2o they target the same mar$ets or do they ha e different offerings catering to different mar$ets6 0hat operations challenges does the product-ser ice mix pose6 )an you see e idence of effecti e screening processes6 7ow good is the organisation at de eloping products and ser ices6 *f appropriate discuss the product or ser ice design process. 0ho else is in ol ed in product and ser ice design (e.g. suppliers+ customers+ retailers)6 2o they measure the impact of design and new product de elopment6 Process Design 2iscuss the processes within your chosen organi9ation. 3rom your reading of Topic : (,rocess 2esign) and other bac$ground reading+ consider whether or not alternati e approaches might lead to impro ements in the performance of the organisation. After reading )hapter ; of the core text + can you comment on the layout of retail outlets or manufacturing facilities belonging to the organisation6 7ow would you go about helping the organi9ation to ma$e impro ements6 )an you comment on the use of technology6 Planning & Control %utline the types of short and long term planning that are carried out in the organisation. *s demand dependent or independent6 7ow appropriate is their approach to forecasting6 7ow could they impro e6 )ritically discuss the organisation8s approaches to scheduling+ loading and se!uencing where appropriate. *f appropriate discuss capacity management. 7ow does the organisation cope with fluctuations in demand6 0hat alternati es might be open

to them6 *s technology used to support these acti ities6 2o you thin$ there is ade!uate feedbac$ and control6 Innovation and improvement 7ow does the company encourage inno ation6 *s inno ation something that is managed6 %utline some of the tools for impro ement that you would recommend as being appropriate for your organisation and explain how they could be implemented. 0ould you say the organisation is lean or agile6 Supply Chain %utline the supply chain of the organisation (or part of it)+ including purchasing+ physical distribution management and materials management. 7ow is *T used to supply chain management6 %utline how the supply chain might be impro ed. Quality Management 2iscuss the costs of !uality as they apply in your chosen organisation. 7ow are !uality problems diagnosed6 7ow could the company impro e their approach to !uality management6 2oes the organisation ha e a formal !uality system6 0ould this be appropriate6

Before getting started on your assignment+ a few things to consider<. 'ou might feel tempted to answer some of the !uestions based on common sense but * would urge you not to do this. 0e are loo$ing for you to demonstrate achie ement of the learning outcomes for this module (through the assignment). ,lease do $eep this in mind and try to demonstrate understanding and application of theory+ tools and techni!ues co ered during the lectures (and from directed reading). The maximum word count can be calculated as follows (=-> "#?)@ *ndi idual assignment A B+(## words B people in group B+(## plus "B(# A 3C(# words 3 people in group B+(## plus "B(# plus ;B( A :+3C( words : people in group B+(## plus "B(# plus ;B( plus 3"B A :+;DC words

3. Assi)nment M"r'in) 1 2ee-b"c'

6ritin) *p +o*r in-ivi-*"0 or )ro*p ess"+(

7ere are the mar$ing arrangements used by staff when mar$ing assignments.

Assi)nment 2ee-b"c' ,E!"mp0e.

Assi)nment Topic( Operations Management N"me( ( ndividual or group names) 2irst M"r'er( !ocal "ounsellor
M"r'in) G*i-e( ,see -et"i0e- e!p0"n"tion over0e"&. Sc"0e # " B 3 : ( M"r' b"nEess than :( :;>:F? (#>(:? ((>;:? ;(>C:? C(=? 3escription Should prompt a personal discussion with your tutor. .nacceptable Gust Acceptable Hood 0or$ Iery Hood wor$. 2istinction standard. 0 1 2 3 / $ 2ee-b"c'

Second Marker: #$ Academic

4RITERIA Str*ct*re "n- Or)"nis"tion Title+ clear structure (contents page)J )larityJ 0ritten

for a busy manager+ Executi e summary6(K"#?) Investi)"tion 7a e the students explained their approach to gathering information6 7a e they gathered appropriate information and presented it clearly6 7a e they documented the operations of the organisation. (K:#?) An"0+sis 7a e the students lin$ed what they saw in the organisation with the academic theory6 7a e they demonstrated further reading6 7a e they used appropriate models+ tools+ framewor$s to help in their analysis6 7a e they argued a clear case and lin$ed theory and practice6 (K:#?) 4onc0*sion "n- Over"00 Perspective
Are conclusions and recommendations lin$ed to the body of the report 1 substantiated and cross>referenced6 (K"#?) 2ee-b"c' S*mm"r+(

M"r'(

3e-*ctions(

2in"0 m"r'(

Si)n"t*re(

3"te(

M"r'in) G*i-e0ines Assessment o& 4o*rse or' "n- Pro5ects(

E!ce00ent 78$% Str*ct*re AnOr)"nis"tion

Explicit specification of proposed organisation that corresponds with outcome. Eogical structure and rele ant discussion+ and absence of repetition. )lear and balanced iew of issues.

9er+ )oo:$-8/%
)oherent and sensible structure. )lear and balanced iew of the issues. Lele ant and non> repetitious discussion.

Goo$$-:/%
An acceptable structure and organisation. 2iscussion that co ers the primary issues. Some limited wea$nesses in relation to coherence+ focus+ rele ance or repetitious.

;*st "ccept"b0e $0-$/%

E idence of structure and organisation but not entirely appropriate or not sufficiently maintained. E idence of repetitious and irrele ant material+ and wea$nesses of Mudgement in the emphasis gi en to the issues and arguments. 2emonstrates a limited awareness and understanding of the rele ant theory and analysis

<n"ccept"b0e /:-/=%
2ifficult to identify a coherent structure and organisation. *rrele ant and repetitious discussion.

>no 0e-)e

2emonstrates an excellent appreciation of the rele ant theory and analysis+ and an ability to relate this to the rele ant literature.

2emonstrates a ery good appreciation of the rele ant theory and analysis+ and the ability to relate this to the rele ant literature. A firm grasp of the recommended readings+ e idence of some further reading of rele ant articles+ and to refer to them as appropriate in the discussion. 2emonstrates a good understanding of the rele ant concepts and models+ and an appreciation of the strengths and wea$ness of the analysis. )learly expressed with some e idence of an attempt to write in a li ely and interesting style.

2emonstrates basic awareness and understanding of the rele ant theory and analysis.

2emonstrates inade!uate understanding of rele ant concepts+ theory or e idence relating to the topic.

So*rce M"teri"0

The co erage of the literature extends beyond the recommended readings+ demonstrating the use of personal initiati e and curiosity. Able to place the academic literature into context and reference sources. 2emonstrates an excellent understanding of the rele ant concepts and models+ and the ability to de elop and present the analysis in a logical and coherent way. Exhibiting clarity of thought and an appreciation analysis. Iery clear exposition+ with excellent use of examples and analogies. Hood choices of words and phrases.

2emonstrates a reasonably competent co erage of the recommended reading.

,ro ides limited e idence of ha ing co ered some the recommended readings. &inimal or no e idence of further reading.

2emonstrates inade!uate $nowledge of the recommended readings.

An"0+sis

2emonstrates a reasonable understanding of the rele ant concepts and models+ and some e idence the ability to assess the analysis.

A reasonable wor$ing $nowledge of the rele ant concepts and models but presentation is limited or indicati e that understanding is incomplete. Ade!uately expressed for the most part but poses some difficulties for understanding.

A wea$ and limited awareness of the concepts and models and errors suggesting incomplete understanding.

E!pression

)learly expressed and easy to read and understand.

Eac$ of clarity. ,oor choice of words and sentence structure. 2ifficult to follow and understand.

4onc0*sion "nOver"00 Perspective

)onclusion that pro ides a clear o erall perspecti eJ reflecting the preceding discussion+ an ability to differentiate between theory+ e idence and Mudgement. E idence of independent thought.

)onclusion that reflects and is logically deri ed from the discussion. 2emonstrates ability to differentiate between obMecti e analysis and personal opinion.

)onclusion pro ides a reasonable summary of arguments and a statement that sensibly differentiates between personal iews and obMecti e e idence.

2emonstrates some ability to draw inferences from discussion. Eimited or incomplete summary.

3ails to produce either an ade!uate summary of the discussion or to de elop any coherent inferences from the discussion.