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Unit 10: Inventory Management. Research the following topics related to Inventory Management:

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Unit 10: Inventory Management.

Research the following topics related to Inventory Management:

  1. Demand
  2. Inventory control systems
  3. EOQ
  4. Role of inventory management
  5. Reorder point

Select three of the topics listed and compose three paragraphs describing the topics, one paragraph per selected topic, based on the course material and additional research you conduct online.

Unit 10: Inventory Management

 

Operation Management Journal

Name

Institutional Affiliation

Inventory Control Systems

Inventory control systems refer to computerized stock control systems used by businesses to manage inventory. Inventory control systems enable businesses to accomplish a number of objectives in relation to stock control (DuBrin, 2011). These objectives include tracking, shipping, purchasing, reordering, storage, warehousing, and among other objectives. Computers that utilize specialized software and hardware components monitor modern inventory control systems. In various businesses, the activities involved in accomplishing the various objectives are often contained within different subsystems. However, the various functions necessary to accomplish the objectives occur in sequence in order to achieve a robust stock control system.

EOQ

Economic order quantity (EOQ) refers to the quantity of materials or purchases of inventory that a business should make with each order in order to keep the total costs of the inventory minimal (DuBrin, 2011). In adding inventory, the business must ensure that various costs associated with inventory remain minimal. Such costs include order costs, shortage costs, and the stock holding costs. The EOQ model estimates optimal inventory levels in businesses that experience constant demand for their products throughout the year. Businesses use EOQ to monitor inventory levels and make purchases whenever inventory level falls to a specific level, also known as the reorder point.

Role of inventory management

Inventory management is of great significance to the business. Inventory management helps businesses to make items required available at all times. As such, customers are able to acquire a variety of items in a timely manner. Inventory management enables companies to maintain buffer stocks to cushion for various uncertainties in future. Often, replenishment of goods may take more time due to various uncertainties such as supplier lead times, quality issues, and transportation challenges (Wild, 2007). Inventory management helps keep the stock holding costs minimum and thus a reduction in the overall operating costs of the business.

 

References

DuBrin, A. J. (2011). Essentials if management. Boston, MA: Cengage Learning.

Wild, T. (2007). Best practice in inventory management. United Kingdom, UK: Routledge.

 

Albatross Anchor Case Study 3 

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Albatross Anchor Case Study 3

Introduction
Albatross Anchor is a small family owned business that began in 1976 with four family
members. Albatross anchor has grown exponentially and now employs 130 people. This
one location/facility is situated on 12 acres located in a rural suburb of Smalltown, USA
(Please note* the building and facilities for Albatross Anchor are landlocked).
The plant* and the administrative offices are located in the same building.
(*Note: The plant includes: manufacturing, the shipping department, the receiving department, raw
materials storage, finished product storage, and the foundry).
The administrative offices are in the front of the building and the plant is located directly
behind the administrative offices (see diagram). The administrative offices have issues
because they are somewhat shabby, disorganized, and run inefficiently.
The plant is antiquated, worn, dirty, and technology-deprived and it no longer meets all
U.S. safety and environmental standards.
The owners of this small business have added on various processes as needs arose;
within the limited space of the plant. When Albatross Anchor first opened its doors their
expertise was in the manufacturing of bell/mushroom anchors (using a foundry process).
In 1989, in response to international competition, the owners of Albatross Anchor made
the decision to expand the product line to include fabricated snag hook anchors.
Customers
Albatross Anchor is a manufacturing factory that sells only at the wholesale level.
Albatross Anchors sales their products in
Products
The bell anchor is manufactured primarily through a foundry process in which ore is
transformed into a liquid state and then poured into molds as part of the production
process. The bell anchor is used primarily by freshwater marine craft.
The snag hook anchor is fabricated through the bending and welding of iron rods and flat
iron into a hook design. The hook design is best when used in saltwater. This hook design
snags bedrock and seaweed which holds the marine craft at anchor. The snag hook
anchor is used primarily for small to medium sized saltwater marine craft.
Each anchor is produced in multiple sizes to accommodate the type of watercraft, the
size of the watercraft and the place where the anchor will be used (saltwater or
freshwater).
Manufacturing
Each anchor type requires its own unique equipment and manufacturing process. Yet,
both manufacturing areas share the same shipping area, receiving area, warehouse area,
and administration offices.
The manufacturing area of the plant has had to change to accommodate the manufacture
of the two separate types of anchors. As each anchor requires its own manufacturing
challenges the manufacturing line must be completely changed over each time the anchor
type is changed. The time to switch over from one manufacturing process/operation to
the other manufacturing process/operation is 36 hours.
The plant space is at a premium and warehousing space for raw materials and finished
product is limited and located at the far south end of the building.
Plant antiquation and safety issues result in small batch production only. As a result of
this limitation, lead time for exceptionally large bulk orders is 3 to 4 weeks.
Costs
Current manufacturing costs are $8.00 per pound for mushroom/bell anchors and $11.00
per pound for snag hook anchors. Albatross Anchor charges the same per unit as their
competitors. However, the profit margin can sometimes be as much as 35% less (on
some of the anchors) because of operations inefficiencies.
Shipping challenges
Outgoing freight
Product size, bulk, and weight and maximum load limits require that the anchors be
shipped by large truck, rail, or large ocean-going freighter. Domestic orders are usually
shipped by large truck. International orders are shipped by rail and ultimately by large
ocean-going freighters. These are the only two methods of product shipment.
Incoming freight
Receipt of raw materials is by rail. Prior to the sale of anchors into the international
market all shipments of finished product went out completely by truck and therefore all
shipping activities were limited to the east side of the building.
Now, because of the limitation of shipping product into the international marketplace, all
product shipments for international delivery go out of the receiving dock for the initial leg
of shipment by rail. Prior to expansion into the international marketplace shipping had
been limited to the shipping department and receiving was limited to the receiving area.
However, with this change in international shipping the receiving area must now do
double duty – shipping of international orders as well as receipt of all incoming raw
materials.
Please view the below representation of the current building/facility set up.
Case Study 3
Question 1
Refer to the Albatross Anchor scenario/case study. Make recommendations for at least
four of the following challenges:
List of challenges
(a) Time management
(b) Cost management
(c) Quality management
(d) Performance management
(e) Enterprise project management
(f) Technology adoption
(g) Supply chain management
(h) Distribution management
Question 2
As the consultant for KU Consulting, you have been authorized to change the existing
facility (limited construction budget) and/or refine the process flow of the manufacturing
area. All changes must be completed within a 60-day window with the majority of the
changes happening at night when the plant is idle or on the weekend when the plant is
idle.
(a) List and detail the proposed changes and/or alterations. Please explain why you
chose what you chose, give the rationale behind your choices and finally, substantiate
your work.
(b) List and detail three implications and three complications that may occur as a result
of the recommended changes. Remember activities in one area of the facility may have
an impact on other areas of the facility.
(c) Create a Gantt chart showing a timeline for when the different changes proposed
should be made, detailing which changes may overlap and showing how long each
change will take to institute. Provide information to support your decisions and to explain
your choices as shown in the Gantt chart.

Albatross Anchor Case Study 3 

Albatross Anchor Case Study 3  Sample essay

Case Study 3: Written Assignment

Your name

MT435 Operations Management

Kaplan University

Date

Introduction

Albatross Anchor is a small family business that manufactures bell/mushroom anchors and fabricated snag hook anchors. Albatross Anchor is currently experiencing a number of technical and managerial challenges that threaten to erode its profitability with time. With increasing competition from companies manufacturing similar products, the company has found its future operational existence under constant threat unless there is concrete action to reverse the current trend. The current manufacturing process employed by Albatross utilizes outdated technology making it inefficient and ineffective. The company also experiences significant challenges in management that increase the overall inefficiency and add to the cost of production. This proposal gives appropriate recommendations that Albatross Anchor can adopt to improve its production efficiency and reduce costs.

Question 1

Challenge 1: Time management

Albatross Anchor has poor time management skills. Currently, there is a lot of time wastage during the complete change over from one production process to another to suit production of the two different anchors. It takes the company about 36 hours to completely shift from one production process to another, which contributes greatly to inefficiencies through lost production time. Time is a great resource in manufacturing. The longer it takes to complete a project or a particular task, the higher the operational costs. According to Sivakumar (2010), companies should apply time management strategies in order to complete projects or processes efficiently and deliver to customers in a timely manner. Albatross Anchor can improve time management through implementing an additional manufacturing line to avoid time wastage during the changeover period. Although the initial costs may be high, the long-term benefits are attractive since the company will significantly improve its production capacity and reduce time wastage.

Challenge 2: Cost management

There is need for Albatross Anchor to improve its cost management strategies. Currently, the company’s profit margin varies significantly due to operations inefficiencies. The profit margin can vary by about 35 percent, which is a significant amount. Albatross Anchor can cut costs through four key strategies that include reduction strategies, elimination strategies, innovation, and through modification (Swamidass, 2000). Reduction strategies should focus on cutting down production time and the waiting period. Elimination strategy should aim at reducing waste, eliminating barriers and reducing bottlenecks in production. Innovation may entail re-engineering the entire production process, equipment in use, or replacing the production methods. Modification aims at reducing costs through new design of product.

Challenge 3: Enterprise project management (EPM)

Enterprise project management is a significant area in a company experiencing radical transformation or change. Over the years, Albatross Anchors has increased in size from a small family owned production plant to a larger facility serving the international market and having 130 employees. This transformation from a small family owned business has led to new managerial and technical challenges. EPM can enable the company to manage changes and integrate with new production techniques or technologies (Schwindt, 2005).

Challenge 4: Technology adoption

The current plant at Albatross Anchor uses outdated technology that does not meet all the safety and environmental standards outlined by regulatory authorities in the U.S. There is dire need to adopt the latest technology in production to boost plant capacity and increase efficiency in operations. In the modern manufacturing world, automation has become a common phenomenon replacing old methods of production such as manual work by hand in manufacturing and fabrication process. Automation of the manufacturing process has enabled companies to mass-produce high quality products and to maintain similar standards for all products. Application of modern technology is also critical in reducing wastage and improving the overall efficiency. In the current period, automation is a major determining factor in the competitiveness of a particular company.

Question 2

  • Proposed changes: After much deliberation, KU Consulting recommends changing the existing facility as the best strategy especially with regard to the long-term goals of the Albatross Anchor. Since each of the anchors require unique equipment and manufacturing process, there is need to carry out production in separate areas. This will increase the production capacity of Albatross Anchor and reduce time wastage. Currently, shifting from one production process to another takes 36 hours, which represents a huge share of labor hours lost. Changing the existing facility will enable Albatross anchor acquire latest equipment or technology which conforms to the U.S. safety and environmental standards. The quality of products will improve in addition to low production costs…………………………………………………………………..

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 Unit 8: Global Supply Chain Management.

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Research the following topics related to Global Supply Chain Management:

  1. Logistics
  2. WMS
  3. Globalization
  4. Transportation
  5. Security

Select three of the topics listed and compose three paragraphs describing the topics, one paragraph per selected topic, based on the course material and additional research you conduct online.

Global Supply Chain Management  Sample paper

Global Supply Chain Management  Sample paper

 

Operation Management Journal

Name

Institutional Affiliation

WMS

A warehouse management system (WMS) refers to a software application that is used by warehouses to support the day-to-day operations such as stocking and other management functions. Warehouses that use WMS programs are able to ensure centralized task management relating to such activities as inventory management. The major aim of WMS is to provide the management with vital information so that it can efficiently monitor the movement of stock in and out of the warehouse (Hompel & Schmidt, 2007). Early WMS programs primarily focused on providing managers with simple information relating to stock levels and storage location. Currently, WMS programs have adopted complex functionalities such as tracking, radio frequency identification, and routing technologies.

Globalization

Globalization can be defined as the movement of goods across borders and the entrance of international competitors in within the supply chain of various industries. Globalization has led to fundamental changes in the global supply chain management. Before the advent of globalization, supply chains often catered to single manufactures who were housed in a central location (Skjott-Larsen & Schary, 2007). Currently, a single manufacturer may undertake operations from different countries having diverse cultures. This brings complexity in the global supply chain management. The products are also sold to consumers in different countries. Increased globalization has also led to fierce competition among manufacturers and suppliers.

Security

There has been a tremendous change in the level of security in global supply chain management since the September 11 attacks. New technologies, mandates, and approaches were adapted to enhance security in the global supply chain. Prior to the attacks, the main focus in global supply chain management was to deliver goods at the right place and time (Peterson & Treat, 2008). With time, the focus has increasingly been to deliver goods safely across borders. In order to enhance security at entry points, there is more reliance on electronic-based systems to monitor movement of goods. Additionally, those involved in shipping of goods must adhere to strict regulatory procedures.

References

Hompel, T. M., & Schmidt, T. (2007). Warehouse management: Automation and organisation of             warehouse and order picking systems. Berlin: Springer.

Peterson, J., & Treat, A. (2008). The post-9/11 global framework for cargo security. Journal of             International Commerce and Economics.

Skjott-Larsen, T., & Schary, P. B. (2007). Managing the global supply chain. Denmark:   Copenhagen Business School Press.

 

Case Study #2 Albatross Anchors Operations systems

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Albatross Anchors Operations systems Sample paper

Albatross Anchors Operations systems Sample paper

Author’s name

Institutional affiliations

Date of submission

With the ever changing market environments, organizations should be keen on improving their processes and operations to ensure that they are effective and to be in a position to compete effectively. Organizations need to get rid of the old traditional methods and processes that are not effective in this new era that is characterized by technological innovations and information changes. This paper attempts to put forth sound suggestions on the changes that should be implemented by Albatross Anchor to upgrade their company’s operations in various departments such as manufacturing, logistics, and administration and shipping components. Each change should bring with it effectiveness and efficiency in those specific departments and the whole organization in general (Iwasa, 2009). Like any other business organization, Albatross Anchor needs to reduce costs of production and increase their sales to create a higher level competitive advantage. Some of the common changes that the organization should consider performing are better utilization of the available labor and raw materials. With proper and healthy changes, the organization can become one of the most effective and efficient businesses.

Question 1

Long-term direct and specific changes

Supply chain management

The company should consider automating some of its operations, especially in the supply chain department. Working closely with both upstream and downstream distributors and suppliers, implementation and exploitation of appropriate software and automation and creating interconnectivity among all stakeholders can lead to great success considering that the organization will work as one unit rather than independent organs and departments. Proper management of all aspects of supply chain and maximization of customer value will help reach a sustainable level of competitive advantage.

Distribution management

Good and modern distribution management will help ensure that the customers and distributors get the product on time. The organization should seek an appropriate management process to manage its resources and processes that deliver the company product from their production centers to the market. With proper shipping of the components, the company can reduce the cost of transportation which in turn reduces the cost of overall production (MacInnes, 2007). Moreover, the organization should consider selling on a retail basis, to increase their customer base and attract more and more customers.

Centralization

Most of the successful business organizations globally have centralized most of its operations.  As a result, Albatross Anchor should be keen to remove the redundancies and to achieve economic of scales by simply performing from one centralized area. The activities of the business especially planning and decision-making functions should be left in the hands of non-family but professional experts who have a vision of taking the company to the next level. Centralization ensures that there is a quick decision-making process which in turn saves time.

Short-term direct and specific changes

Job rotation

Retaining employees on their specific tasks for a very long time may bring about monotony and boredom.  Thus, the organization should consider job rotation in the organization throughout the employees’ employment. This change is meant to create flexibility, promote experience and variety as well as boosting the performance of the organization.

Focusing on short-term and quick objectives

Most of the investors and job owners are not keen on the short-term achievement of the organization objectives and goals. Most of them focus on the long-term goals which may be demoralizing some of the employees (Tayur, 2012). However, focusing on the short-term objectives can help boost the morale of most of the workers and thus increase productivity. Bits and bits of short-term achievements can lead to long-term achievement.

Constant job performance appraisal

Constant job performance appraisal and evaluation keeps all the employees at their toes. However, job evaluation falls under task analysis, and the management should evaluate employee performances on a regular basis and provide the necessary and constructive feedback. In the case of coaching and assistance, the management should be ready to provide them immediately.

Question 2

Job design

Job designing falls under the duties and responsibilities of the human resource manager. It involves work arrangements that are primarily focused on reducing and eliminating job dissatisfaction and employee alienation that arises from repetitive and mechanistic tasks. In most cases in job designing, the human resource manager matches the skills of an individual employee to the task at hand. Through job designing the organization stands a high chance of improving productivity, performance, efficiency and effectiveness.

It is easier to retain an employee who performs or works on what they love moist and has knowledge than those who are made to fit into a task. All employees have a specialty in specific areas, and the management should strive to ensure those employees work in their areas of specialty (Bandara, 2007). Moreover, proper job designing boosts the morale of the employees considering have experience in those fields, and this brings about job dedication. Workers tend to be dedicated and motivated by familiar jobs rather than new responsibilities in fields outside their specialty.

Ergonomics

Ergonomics is a field that deals with the study of workers efficiency in their working environment. Determining what improves the efficiency of organization workers and giving them exactly want will definitely will improve their morale, dedication, and the organization holds a favorable chance of retaining them. Economic rewards are one of the most famous factors that boasts the efficiency of workers but not the sole factor (Tayur, 2012). As a result, the organization needs to study each employee independently and determine what can boost his efficiency. Moreover, this makes the employees develop the sense of belonging to an organization.

Cross training

Cross training involves teaching an employee how to multitask. At one point in time, the employee may be required to perform in unfamiliar position due to the changes in production schedules. Through teaching an employee how to perform an extra task increases the importance of the employee in that particular organization. As a result, the employee can perform in a new position if the need arises and this boosts his chances of being retained by the employer. Moreover, it increases the employee morale and dedication considering that the employee can now perform in two different positions and bearing in mind that the organization trained him using the company resources.

Technology and automation

In this century, we have witnessed rapid and significant changes in technology. Incorporation of Technology and automation in all of the organizations production processes makes an employee’s work simple as well as increasing their productivity. With consistent high results, the morale of the employee is raised to a high level, and he is more and more dedicated to achieving higher and higher results (MacInnes, 2007). Continued use of machinery in the manufacturing process will definitely make workers specialties in their particular production areas, and this increases their chances of being retained in an organization.

In conclusion, we can say that, with proper strategic and operational changes, Albatross Anchor stands a good chance to increase their competitive advantage in the market. However, these changes cannot be implemented all at once, and they should follow a clear process not to disrupt one another.

 

 

 

 

References

Bandara, W. I. (2007). Major issues in business process management:. an expert perspective.

Iwasa, Y. (2009). Case studies in superconducting magnets: design and operational issues. Springer Science & Business Media.

MacInnes, I. &. (2007). Business models and operational issues in the Chinese online game industry. Telematics and Informatics, 24(2),, 130-144.

Tayur, S. G. (2012). Quantitative models for supply chain management (Vol. 17). . Springer Science & Business Media.

 

Case Study 2: Albatross Anchors Operations systems  Questions

KU Consulting
KU Consulting has been asked to bid on a large consulting job with Albatross Anchor. In
order to win the contract for this consulting job a well written, logical, and highly
organized proposal must be written. It is your task/challenge to write the proposal for revamping
Albatross Anchors Operations systems so that KU Consulting may win the
$50,000 contract.
Using the mandatory template (found in Doc Sharing) prepare your proposal by
answering (in detail) all of the questions posed below.
Your answers must demonstrate your
understanding of the concepts and principles
identified within the textbook, course information,
and activities, but also from independent academic
quality research to solve these challenges.
While it is acceptable to use the textbook as
foundational material you must conduct
independent research, as well, using the Kaplan
virtual library and the Internet to find information
that supports your findings and conclusions. A
minimum of four academic resources, in
addition to the textbook, is required for each
section of the proposal.
Please note: Quotations should make up no
more than 10% of your proposal.
Requirements for successful completion of each section of the proposal include:
➢ Prepared using the mandatory template for each section of the proposal (the
templates for each section can be found in Doc Sharing of this virtual classroom).
Failure to use the mandatory template will result in an automatic reduction of one
grade level.
➢ Proposal Cover Page
➢ APA style reference page.
➢ The body of the paper must be 4 full pages long (this does not include the cover or
reference pages).
➢ Body of the paper must be double-spaced (this includes spacing between
paragraphs and before/after headings).
➢ One inch margins on all four sides of the page.
➢ Times New Roman 12-font only.
➢ Indent the first sentence of each new paragraph ½ inch (this is already set in MS
Word as the first “Tab” setting”)
➢ Grammatically and mechanically sound.
➢ Introductory and concluding paragraph(s).
➢ A minimum of four academic quality research sources in addition to the textbook).
➢ Citations, within the body of the paper, identifying source materials, and in APA
format are required along with corresponding reference page listings.
The following documents are in Doc Sharing.
● MT435 Case Study 2.pdf
● MT435 Case Study 2 Template.doc (Template is required)
Please note*
1. Do not use Wikipedia, wikis, Answers.com, Ask.com, online dictionaries, or online
encyclopedias for this project. As a senior level student you are responsible for
independent research and for veracity of source.
2. A search engine is not a source but a tool used to find a resource. For information
on APA referencing of Internet-based information use the information on APA
formatting contained within the Kaplan Writing Center for more information or you
may use the Kaplan Guide to Successful Writing that is located in the Doc Sharing
area of this virtual classroom.
Albatross Anchor Case Study 2 (Note: This is not a real company)
Introduction
Albatross Anchor is a small family owned business that began in 1976 with four family
members. Albatross anchor has grown exponentially and now employs 130 people. This
one location/facility is situated on 12 acres located in a rural suburb of Smalltown, USA
(Please note* the building and facilities for Albatross Anchor are landlocked).
The plant* and the administrative offices are located in the same building.
(*Note: The plant includes: manufacturing, the shipping department, the receiving department, raw
materials storage, finished product storage, and the foundry).
The administrative offices are in the front of the building and the plant is located directly
behind the administrative offices (see diagram). The administrative offices have issues
because they are somewhat shabby, disorganized, and run inefficiently.
The plant is antiquated, worn, dirty, and technology-deprived and it no longer meets all
U.S. safety and environmental standards.
The owners of this small business have added on various processes as needs arose;
within the limited space of the plant. When Albatross Anchor first opened its doors their
expertise was in the manufacturing of bell/mushroom anchors (using a foundry process).
In 1989, in response to international competition, the owners of Albatross Anchor made
the decision to expand the product line to include fabricated snag hook anchors.
Customers
Albatross Anchor is a manufacturing factory that sells only at the wholesale level.
Albatross Anchors sales their products in two ways:
(01) Distributors that act as the middleman. The distributor accepts bulk delivery
of anchors at their large distribution centers. At the distribution center the bulk
shipment of anchors is broken up into smaller batches and shipped to individual
retail locations.
(02) OEM customers that purchase anchors in large batches to be used as a
component in the manufacture of boats.
Albatross Anchor does not sell retail. They are strictly a wholesale organization.
Products
The bell anchor is manufactured primarily through a foundry process in which ore is
transformed into a liquid state and then poured into molds as part of the production
process. The bell anchor is used primarily by freshwater marine craft.
The snag hook anchor is fabricated through the bending and welding of iron rods and flat
iron into a hook design. The hook design is best when used in saltwater. This hook design
snags bedrock and seaweed which holds the marine craft at anchor. The snag hook
anchor is used primarily for small to medium sized saltwater marine craft.
Each anchor is produced in multiple sizes to accommodate the type of watercraft, the
size of the watercraft and the place where the anchor will be used (saltwater or
freshwater).
Manufacturing
Each anchor type requires its own unique equipment and manufacturing process. Yet,
both manufacturing areas share the same shipping area, receiving area, warehouse area,
and administration offices.
The manufacturing area of the plant has had to change to accommodate the manufacture
of the two separate types of anchors. As each anchor requires its own manufacturing
challenges the manufacturing line must be completely changed over each time the anchor
type is changed. The time to switch over from one manufacturing process/operation to
the other manufacturing process/operation is 36 hours.
The plant space is at a premium and warehousing space for raw materials and finished
product is limited and located at the far south end of the building.
Plant antiquation and safety issues result in small batch production only. As a result of
this limitation, lead time for exceptionally large bulk orders is 3 to 4 weeks.
Costs
Current manufacturing costs are $8.00 per pound for mushroom/bell anchors and $11.00
per pound for snag hook anchors. Albatross Anchor charges the same per unit as their
competitors. However, the profit margin can sometimes be as much as 35% less (on
some of the anchors) because of operations inefficiencies.
Shipping challenges
Outgoing freight
Product size, bulk, and weight and maximum load limits require that the anchors be
shipped by large truck, rail, or large ocean-going freighter. Domestic orders are usually
shipped by large truck. International orders are shipped by rail and ultimately by large
ocean-going freighters. These are the only two methods of product shipment.
Incoming freight
Receipt of raw materials is by rail. Prior to the sale of anchors into the international
market all shipments of finished product went out completely by truck and therefore all
shipping activities were limited to the east side of the building.
Now, because of the limitation of shipping product into the international marketplace, all
product shipments for international delivery go out of the receiving dock for the initial leg
of shipment by rail. Prior to expansion into the international marketplace shipping had
been limited to the shipping department and receiving was limited to the receiving area.
However, with this change in international shipping the receiving area must now do
double duty – shipping of international orders as well as receipt of all incoming raw
materials.
Please view the below representation of the current building/facility set up.
Case Study 2
Question 1
Refer to the assignment scenario/case study. Based on the limited information in
the scenario/case study, identify at least three direct and specific long-term and
three direct and specific short-term operations changes that Albatross Anchor
must make to gain a clear and sustainable competitive advantage. Provide
supporting information to validate and substantiate each recommended change
(be detailed in your justification for each).
Question 2
From the list below, select four operational issues and for each issue chosen
explain how it will help Albatross Anchor to improve:
1) Job retention
2) Employee morale
3) Employee dedication
Your explanation for each of the four selected issues must cover all three of the
items listed above.
Listing of Operational issues
(a) Work design
(b) Cross training
(c) Gainsharing and profit sharing
(d) Job design
(e) Task analysis
(f) Worker analysis
(g) Environmental analysis
(h) Ergonomics
(i) Technology and automation
(j) Job analysis

Unit 6 MT435: Human Resource Management and Project Management Paper

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buy essay onlineOperation Management

Name

Institutional Affiliation

The Society for Human Resource Management (SHRM) is considered the largest HR membership organization that is concerned with human resource management. SHRM outlines a number of human resource management principles which concerned organizations and individuals are expected to observe. On the other hand, operations management is a field of management that is concerned with achieving efficiency and effectiveness in the production process through the redesigning of the various business operations. The core objective in operations management is to ensure that resources are utilized efficiently in meeting customer needs.

The first human resource management principle is professional responsibility. This principle advocates for all HR professionals to act in a professional manner. For example, HR professionals should avoid conflicts of interest, prioritize the interest of clients, and act in accordance with the law. Additionally, they should always partake in organizational activities that promote its value. The second principle is professional development. Professional development entails the need for HR professionals to continuously improve their knowledge and skills in relation to the profession as well as the organization. Ethical leadership is another important principle. This requires that HR professionals should act in an ethical manner. Their individual behavior should act as the standard for which other individuals in the organization can compare their behavior to and emulate (“SHRM,” 2014).

The fourth human resource management principle is fairness and justice. All HR professionals are expected to accord respect to every individual working in their organization. In addition, they are expected to treat others with dignity and to accord equal opportunity and treatment to all employees. The fifth principle is conflicts of interest. This principle prevents HR professionals from using their position for personal gain. The last principle is the use of information. This principle guides HR professionals in the way they are supposed to handle information in their organizations. Dissemination of information should be conducted ethically and through outlined channels of communication (“SHRM,” 2014).

There are a number of operations management principles which compare with the aforementioned human resource management principles. The principle of fundamentals in operations management requires that the management and employees stick to the routine procedures of the organization such as keeping accurate records and maintaining discipline. This is similar to principle of professional development in HR management. The principle of accountability in operations management requires that managers and employees take responsibility of their actions (Russell & Taylor, 2014). This principle is similar to the principle of ethical leadership in HR management. The principle of managed passion is also important in operations management. This principle requires that top management implement measures to motivate or create drive for work among employees. This can be achieved through employees being accorded the opportunity to grow their careers through promotions or learning. This relates to the principle of professional development in HR management. The principle of humility in operations management is similar to fairness and justice principle in HR management. This principle calls for equal treatment of employees (“Project Management Certificate Program,” 2015).

The Project Management Institute is mainly concerned in program, project and portfolio management. The first project management principle is the project management impact. This principle seeks to maximize the benefits of a particular project to the society. This principle is similar to the principle of success in operations management. However, in operations management the focus is delighting customers while in project management the focus is giving maximum benefits to society. The second principle is professionalism. This entails acting in accountable and ethical manner. Accountability relates to being responsible for one’s actions. In operations management, the principle of accountability is also significant to managers and employees. This principle enhances ethical conduct. The third principle in project management is volunteerism. This principle is critical in project management because it often involves charitable activities to the community and the disadvantaged. Volunteering enables the Project Management Institute to achieve its goals and objectives. In operations management, volunteerism can be compared to corporate social responsibility (“PMI,” 2015).

The fourth principle is community. In project management, it is important for all members of the project management community to come together so as to enhance mutual growth. This principle is not common in operations management. The fifth principle is engagement which involves seeking diverse viewpoints before engaging in particular projects. This is with the aim of maximizing the benefits to be derived from a particular project. The sixth principle involves honesty and responsibility. This involves conducting operations in a transparent way. Lastly, respect and fairness is important in project management. This principle is also found in operations management (“PMI,” 2015).

Professional service organizations play a major role in standardizing professions. They are responsible for developing the code of conduct in organizations which guide the entire professional fraternity. They are also important in guiding the behavior of the various professionals in the industry. The main focus of these organizations is to ensure that members in a particular profession adhere to established ethical codes and to take corrective action in case members go against the established industry standards. During implementation of projects, professional service organizations play a critical role in ensuring that all established standards are adhered.

 

References

Project Management Certificate Program. (2015). Retrieved from: http://www.kaplanfinancial.com/pdc/certificate-programs/project-management

Project Management Institute (PMI). (2015). Core Values. Retrieved from: http://www.pmi.org/About-Us/About-Us-Core-Values.aspx

Russell, R., & Taylor, B. (2014). Operations and supply chain management (Eighth ed.). Hoboken, NJ: John Wiley & Sons.

Society for Human Resource Management (SHRM). (2014). Code of ethical and professional      standards in human resource. Retrieved from: http://schrpup.shrm.org/schrp-code-         ethical-and-professional-standards-human-resource

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Questions for Unit 6 MT435: Human Resource Management and Project Management Paper

Page 1 of 2
Assignment:
Human Resource Management and Project Management Paper
Professional service organizations help professionals maintain their careers via continuous learning, provide
social and business networking opportunities, promote leadership and mentorship within the field of the
profession, and provide standardization for the profession. Additionally, the code of ethics for a professional
service organization is a major component of what defines a profession.
Human Resource Management and Project Management both have well-established professional service
organizations. They are as follows:
Human Resource Management Professional Service Organization
Society for Human Resource Management: http://www.shrm.org/
Project Management Professional Service Organization
Project Management Institute: http://www.pmi.org/
Additionally, Kaplan University School of Professional and Continuing Education (KU PACE) has a certificate
program for Project Management, recognized by the PMI. Here is the link:
http://www.kupace.com/certificate-programs/project-management/program-information/
Review these provided resources. Now, compare human resource management and project principles to those
of operations management as follows:
– Human Resource Management principles compared to Operations Management principles
– Project Management principles compared to Operations Management principles
Also, close your paper with the following observations from your research:
– The importance of professional service organizations in standardizing a profession, to include their
established code of ethics
Complete your work in an APA style paper including:
● APA Cover Page
● APA Content with Indented Paragraphs (3 Full Pages)
● APA Reference Page
● APA Formatted Citations (3 References Minimum)
Directions for Submitting Your Paper
Write your paper in a Microsoft Word document and save it in a location that includes your name and the title.
Submit your paper to the Unit 6: Assignment Dropbox.
Unit 6 [MT435: Operations Management]
Page 2 of 2
MT435 Unit 6 Assignment: Human Resource Management and Project Management Paper
Content (50%) 30 pts. (3 Full Pages of Content) Points
Possible
Points
Earned
Human Resource Management principles compared to Operations
Management principles. 10
Project Management principles compared to Operations Management
principles. 10
The importance of professional service organizations in standardizing a
profession, to include their established code of ethics. 10
Analysis (30%) 18 pts.
Work demonstrates synthesis of concepts, research, and experience. 6
Work demonstrates the student’s ability to tie relevant information to real life
applications. 6
Analysis exceeds basic comprehension to demonstrate higher order
thinking. 6
Writing (20%) 12 pts.
Correct use of APA 6th edition format, all sources used to support the paper
are referenced, 3 references minimum.
4
Sentences are clear, concise, and direct; tone is appropriate. 4
Spelling, grammar, and punctuation are correct. 4
Total 60

Case Study #1 Albatross Anchor Proposal Sample Paper

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Albatross Anchor Proposal Sample paper

 

Your name

MT435 Operations Management

Kaplan University

Date

 

Introduction

KU Consulting is a large international consulting firm that has been in operation for over a decade. The firm provides consulting services at the local and international levels. Having been in the industry for over a decade, the firm has acquired critical skills and knowledge concerning the manufacturing industry. The firm has been able to utilize the skills and knowledge gained in the industry to helping small businesses and manufacturing firms to counter competition from large international firms and to improve their market presence. Over the years, Albatross Anchor has experienced exponential growth. However, this has resulted to a number of operational challenges which must be addressed if the firm is to remain competitive in the future. This proposal is tendered to Albatross Anchor to assist in process improvement in a variety of manufacturing areas such as technology, cost improvements, storage, and other areas as well as a recommendation of an appropriate manufacturing process.

Question 1

Based on the information presented in the scenario/case study discuss Albatross Anchor’s competitiveness in relation to (please address all items in the below list and provide support for your conclusions):

  1. Cost
  2. a) Cost or Production:

The main challenge in keeping the costs down relates to operations inefficiencies. There is need to continually improve operational efficiency in order for the firm to remain competitive. Albatross Anchor can improve operational efficiency by implementing real time process feedback. Real time process feedback enables corrections in errors to be made as they arise rather than after they lead to problems. Operator screens can be used to monitor the entire production system. This can reduce downtimes and improve production efficiencies at the firm. If the production inefficiencies are high, Albatross Anchor should consider re-engineering the production systems. This may involve implementing structural changes in the production process such adopting a product-based structure instead of a functional structure and revamping the value chain (Naga, 2011).

  1. b) Economies of Scale:

Economies of scale refer to the cost advantages that a firm may experience as it increases in size or as the scale of its production increases. According to Hill & Jones (2009), the cost per unit of goods produced will reduce as the scale of production increases. The main reason behind this is that the firm’s fixed costs will tend to remain relatively the same with additional units of output. In addition, since the firm will obtain raw materials and other production inputs in bulk, it can be able to obtain good price discounts thus lowering the cost of raw materials. Currently, production at Albatross Anchors is only possible through small batches due to the type of machinery in use and safety issues. This has greatly hindered the firm from enjoyed economies of scale. The firm must devise ways of improving production so that it can enjoy economies of large scale production. For instance, though acquisition of new production equipment, the firm can be able to reduce the current lead time of bulk orders from three to one week.

  1. c) Cost of Raw Materials Sitting Idle in the Warehouse:

There is limited space for holding raw materials at the firm. In addition, the cost of holding the raw materials may be high. Albatross Anchor should adopt just-in-time (JIT) management philosophy that is commonly used by large organizations. This management philosophy advocates for demand driven production (Cheng, Podolsky, & Jarvis, 1996). In other words, the firm should purchase the right raw materials at the right quantity, right place and also time. In summary, JIT philosophy calls for minimum stock of raw materials, work in progress, and stock of finished goods.

  1. d) Cost of Finished Goods Sitting Idle in the Warehouse:

In order to reduce the cost of finished goods, just-in-time production can also be applied. JIT philosophy advocates for demand driven production, meaning that the firm should produce goods as per projected or actual demand. This can reduce the amount of finished goods at the warehouse.

  1. Speed of manufacturing process from order to finished product.

There is need to focus on the speed of the manufacturing process. Currently, both type of anchors are produced in the same area, yet they undergo different manufacturing process. In order to improve the speed of manufacturing process, there is need to separate the manufacturing area for both anchors. This will eliminate the wasted time during a switch from one manufacturing process to another. The speed of manufacturing process can also be improved by acquisition of modern manufacturing equipment that are fast and cost effective.

  1. Flexibility in filling order(s)

Albatross Anchor is inflexible in filling orders. This is caused by the lengthy lead time experienced in production of a single batch. In addition, there is a lot of time wasted in shifting from one production process to another.

  1. Technology

Albatross Anchor employs outdated technology in the manufacture of the anchors. Over the recent years, the firm has experienced growth driven by market demand. Application of modern technologies can enable the firm improve efficiency. For instance, Materials Requirement Planning (MRP) systems can be important in helping the firm integrate the production process, sourcing of materials, quality checks, and sales into a single seamless process. MRP is a computer-based production system that can be applied in inventory control and production planning (Lussier, 2008). This system can help the firm maintain optimum inventory levels of raw materials and finished products.

  1. Capacity and facilities

There is need for a new facility to handle production of one type of anchor. Separation of the two manufacturing processes can help reduce inefficiencies. The floor plan arrangement is also causing inefficiencies. The floor plan should be arranged in such a way that the raw materials are received on one end and undergo through the process to come out as finished products on the final end. The manufacturing area should be pushed to the southern end of the building. Once raw materials are received, they should be kept where the Foundry is currently stationed. The foundry should be moved to the manufacturing area. Shipping should be conducted at the southern end of the building.

  1. Service to customers (what types of services would an anchor company provide to marine wholesalers?

Albatross Anchor can provide its customers with product warranties for specified periods of time. This can lead to more purchases of the firm’s products. The firm can also provide marine wholesalers with financial services. For instance, it can help them acquire the products on credit with a good repayment plan.

Question 2

There are many ways that mushroom/bell anchors may be manufactured. Albatross Anchor is considering two new manufacturing processes (Process A and Process B) to reduce costs.  Analysis of the information below will help determine which process has the lowest break-even point (this validates the process is more cost effective).

 

For each process the following fixed costs and variable costs are identified below:

 

Anchor and Process Process A Process B
Sale price per anchor $45.00 $45.00
Total Fixed cost $650,000.00 $950,000.00
Variable cost per anchor $36.00 $29.99

 

 

Based on the information in the table above complete the chart below:

 

Anchor and Process Process A Process B
(a) Fixed costs per anchor $90 $15
(b) The total number of anchors to attain break–even point for Process A and Process B        72,222 63,291

 

 

(c) Based on your calculations which Process (A or B) that you would recommend for adoption (you can select only one).  Please make sure to explain how you arrived at your conclusion.

From my calculations, I would recommend Process B. This is because it has a lower break-even point (the firm will produce fewer anchors in Process B to start making profit than in Process A). In addition, Process B ($15 per unit) has low fixed costs per unit compared to Process A ($90 per unit).

Conclusion

In conclusion, there is need for Albatross Anchor to implement the outlined changes in order to improve the production process. There is a greater need to improve the speed of the production process which will lead to reduced lead time. Customers are keen on quality of products and their availability. If customers do not find the firm’s product at the purchase point, they are most likely to buy those of competitors. With improved production system, the firm can be able to implement just-in-time management philosophy.

References

Cheng, T., Podolsky, S., & Jarvis, P. (1996). Just-in-time manufacturing: An introduction. London, Angleterre: Chapman and Hall.

Dolllery, B., & Wallis, J. (n.d.). The .

Hill, C., & Jones, G. R. (2009). Strategic managment theory: an integrated approach. Boston, MA: Houghton Mifflin.

Lussier, R. N. (2008). Management fundamentals: concepts, applications, skill development. Mason, OH: South-Western/Cengage Learning.

Naga, A. (2011). Strategic Management. India: Vikas Publishing House.

 

Albatross Anchor Proposal Questions:

Case Study #1
KU Consulting
KU Consulting has been asked to bid on a large consulting job with Albatross Anchor. In
order to win the contract for this consulting job a well written, logical and highly
organized proposal must be written. It is your task/challenge to write the proposal for revamping
Albatross Anchors Operations systems so that KU Consulting may win the
$50,000 contract.
Using the mandatory template (found in Doc Sharing) prepare your proposal by
answering (in detail) all of the questions posed below.
Your answers must demonstrate your
understanding of the concepts and principles
identified within the textbook, course information
and activities, but also from independent academic
quality research to solve these challenges.
While it is acceptable to use the textbook as
foundational material you must conduct
independent research, as well, using the Kaplan
virtual library and the Internet to find information
that supports your findings and conclusions. A
minimum of four academic resources, in
addition to the textbook, is required for each
section of the proposal.
Please note: Quotations should make up no
more than 10% of your proposal.
Requirements for successful completion of each section of the proposal include:
➢ Prepared using the mandatory template for each section of the proposal (the
templates for each section can be found in Doc Sharing of this virtual classroom).
Failure to use the mandatory template will result in an automatic reduction of one
grade level.
➢ Proposal Cover Page
➢ APA style reference page.
➢ The body of the paper must be four full pages long (this does not include the cover
or reference pages).
➢ Body of the paper must be double-spaced (this includes spacing between
paragraphs and before/after headings).
➢ One inch margins on all four sides of the page.
➢ Times New Roman 12-font only.
➢ Indent the first sentence of each new paragraph ½ inch (this is already set in MS
Word as the first “Tab” setting”)
➢ Grammatically and mechanically sound.
➢ Introductory and concluding paragraph(s).
➢ A minimum of four academic quality research sources in addition to the textbook.
➢ Citations, within the body of the paper, identifying source materials and in APA
format are required along with corresponding reference page listings.
The following documents are in Doc Sharing.
● MT435 Case Study #1.pdf
● MT435 Case Study #1 Template.doc
Please note*
1. Do not use Wikipedia, wiki’s, Answers.com, Ask.com, online dictionaries, or online
encyclopedias for this project. As a senior level student you are responsible for
independent research and for veracity of source.
2. A search engine is not a source but a tool used to find a resource. For information
on APA referencing of internet based information use the information on APA
formatting contained within the Kaplan Writing Center for more information or you
may use the Kaplan Guide to Successful Writing that is located in the doc sharing
area of this virtual classroom.
Albatross Anchor Case Study # 1 (Note: This is not a real company)
Introduction
Albatross Anchor is a small family owned business that began in 1976 with four family
members. Albatross anchor has grown exponentially and now employs one hundred and
thirty people. This one location/facility is situated on twelve acres located in a rural
suburb of Smalltown, USA (Please note* the building and facilities for Albatross Anchor
are landlocked).
The plant* and the administrative offices are located in the same building.
(*Note: The plant includes: manufacturing, the shipping department, the receiving department, raw
materials storage, finished product storage, and the foundry).
The administrative offices are in the front of the building and the plant is located directly
behind the administrative offices (see diagram). The administrative offices have issues
because they are somewhat shabby, disorganized, and run inefficiently.
The plant is antiquated, worn, dirty, and technology-deprived and it no longer meets all
US safety and environmental standards.
The owners of this small business have added on various processes as needs arose;
within the limited space of the plant. When Albatross Anchor first opened its doors their
expertise was in the manufacturing of bell/mushroom anchors (using a foundry process).
In 1989, in response to international competition, the owners of Albatross Anchor made
the decision to expand the product line to include fabricated snag hook anchors.
Customers
Albatross Anchor is a manufacturing factory that sells only at the wholesale level.
Albatross Anchors sales their products in two ways:
(01) Distributors that act as the middleman. The distributor accepts bulk delivery
of anchors at their large distribution centers. At the distribution center the bulk
shipment of anchors is broken up into smaller batches and shipped to individual
retail locations.
(02) OEM customers that purchase anchors in large batches to be used as a
component in the manufacture of boats.
Albatross Anchor does not sell retail. They are strictly a wholesale organization.
Products
The bell anchor is manufactured primarily through a foundry process in which ore is
transformed into a liquid state and then poured into molds as part of the production
process. The bell anchor is used primarily by freshwater marine craft.
The snag hook anchor is fabricated through the bending and welding of iron rods and flat
iron into a hook design. The hook design is best when used in saltwater. This hook design
snags bedrock and seaweed which holds the marine craft at anchor. The snag hook
anchor is used primarily for small to medium sized saltwater marine craft.
Each anchor is produced in multiple sizes to accommodate the type of watercraft, the
size of the watercraft and the place where the anchor will be used (saltwater or
freshwater).
Manufacturing
Each anchor type requires its own unique equipment and manufacturing process. Yet,
both manufacturing areas share the same shipping area, receiving area, warehouse area,
and administration offices.
The manufacturing area of the plant has had to change to accommodate the manufacture
of the two separate types of anchors. As each anchor requires its own manufacturing
challenges the manufacturing line must be completely changed over each time the anchor
type is changed. The time to switch over from one manufacturing process/operation to
the other manufacturing process/operation is 36 hours.
The plant space is at a premium and warehousing space for raw materials and finished
product is limited and located at the far south end of the building.
Plant antiquation and safety issues result in small batch production only. As a result of
this limitation, lead time for exceptionally large bulk orders is three to four weeks.
Costs
Current manufacturing costs are $8.00 per pound for mushroom/bell anchors and $11.00
per pound for snag hook anchors. Albatross Anchor charges the same per unit as their
competitors. However, the profit margin can sometimes be as much as 35% less (on
some of the anchors) because of operations inefficiencies.
Shipping challenges
Outgoing freight
Product size, bulk, and weight and maximum load limits require that the anchors be
shipped by large truck, rail, or large ocean-going freighter. Domestic orders are usually
shipped by large truck. International orders are shipped by rail and ultimately by large
ocean-going freighters. These are the only two methods of product shipment.
Incoming freight
Receipt of raw materials is by rail. Prior to the sale of anchors into the international
market all shipments of finished product went out completely by truck and therefore all
shipping activities were limited to the east side of the building.
Now, because of the limitation of shipping product into the international marketplace, all
product shipments for international delivery go out of the receiving dock for the initial leg
of shipment by rail. Prior to expansion into the international marketplace shipping had
been limited to the shipping department and receiving was limited to the receiving area.
However, with this change in international shipping the receiving area must now do
double duty – shipping of international orders as well as receipt of all incoming raw
materials.
Please view the below representation of the current building/facility set up.
Case Study #1
Question One
Based on the information presented in the scenario/case study discuss Albatross Anchor’s
competitiveness in relation to:
(a) Cost (i.e. consider cost of production, economies of scale in material
purchasing, cost or raw materials and finished goods sitting idle in the
warehouse).
(b) Speed of manufacturing process from order to finished product.
(c) Flexibility in filling order(s)
(d) Technology
(e) Capacity and facilities. The current floor plan is inefficient. Please tell what
about the current floor plan makes it inefficient and give recommendations for
improvement. What type of factory would be best for mixed model manufacturing?
(f) Service to customers (what types of services would an anchor company provide
to marine wholesalers?)
Be sure to address all items in the list (above) and provide support for your
conclusions.
Question Two
There are many ways that mushroom/bell anchors may be manufactured. Albatross
Anchor is considering two new manufacturing processes (Process A and Process B) to
reduce costs. From the available information below determine which process has the
lowest breakeven point (this validates the process is more cost effective) and report your
analysis and supporting conclusion.
For each process the following fixed costs and variable costs are identified below:
Anchor and Process Process A Process B
Sale price per anchor $ 45.00 $ 45.00
Total Fixed cost $ 650,000.00 $950,000.00
Variable cost per anchor $ 36.00 $ 29.99
Based on the above information identify:
(a) The total fixed costs per anchor for Process A and Process B
(b) The total number of anchors needed to break even for Process A and for
Process B.
Enter your answers into the chart below.
Anchor and Process Process A Process B
(a) Fixed costs per anchor
(b) The total number of anchors to attain
break–even point for Process A and Process B
(c) From your calculations identify whether you would recommend Process A or
Process B for adoption (select only one). Please make sure to explain how you
arrived at your conclusion.

Introduction
Type the introduction to the paper here.
Question One
Based on the information presented in the scenario/case study discuss Albatross Anchor’s competitiveness in
relation to (please address all items in the below list and provide support for your conclusions):
(a) Cost
1) Cost of Production:
Type the answer for cost of production here.
2) Economies of scale in material purchasing:
Type the answer for cost of economies of scale in material purchasing here.
3) Raw materials sitting idle in the warehouse:
Type the answer for cost of raw materials sitting idle in the warehouse.
4) Finished goods sitting idle in the warehouse
Type the answer for finished goods sitting idle in the warehouse here
(b). Speed of manufacturing process from order to finished product.
Type the answer for the speed of manufacturing process from order to finished product here.
(c). Flexibility in filling order(s)
Type the answer for flexibility in filling orders here.
(d). Technology
Type the answer for technology here.
(e) Capacity and facilities
Type the answer for capacity and facilities here.
(f). Service to customers (what types of services would an anchor company provide to marine wholesalers?
Type the answer for service to customers here.

Question Two
There are many ways that mushroom/bell anchors may be manufactured. Albatross Anchor is considering two
new manufacturing processes (Process A and Process B) to reduce costs. Analysis of the information below will
help determine which process has the lowest breakeven point (this validates the process is more cost effective).
For each process the following fixed costs and variable costs are identified below:
Anchor and Process Process A Process B
Sale price per anchor $ 35.00 $ 35.00
Total Fixed cost $ 500,000.00 $750,000.00
Variable cost per anchor $ 25.00 $ 23.00
(c) Based on your calculations which Process (A or B) that you would recommend for adoption (you can select
only one). Please make sure to explain how you arrived at your conclusion.
Provide the answer to which process would you recommend and be sure to justify your reasons.
Conclusion
Type the conclusion of this paper here.

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Unit 5: Human Resource Management.

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Begin your post with the label: Unit 5: Human Resource Management.

Research the following topics related to Human Resource Management:

  1. Contemporary trends in Human Resources
  2. Empowerment
  3. Compensation
  4. Diversity
  5. Job Design

Select three of the topics listed and compose three paragraphs describing the topics, one paragraph per selected topic, based on the course material and additional research you conduct online.

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Human Resource Management Sample Paper

Author’s name

Institutional affiliation

Date of submission

Unit 5: Human resource management

Empowerment

Human resource has become one of the most valuable assets that a company can ever own. As a result, human resource management has become paramount to the most organization. Empowerment of employees constitutes the delegation of power and authority to various individuals in a group and all levels.  Equipping the human resource department with more skills at the strategic levels ensures that individual employees are empowered to conduct various duties and responsibility without close supervision from the management (Storey, 2007). Human resource empowerment can only be achieved when an organization earns credibility as a unit rather than individual staffs.

Compensation

Each and every employee has personal reasons and interest that make him work in a particular organization. One of the most common interests is monetary compensation. Compensation in human resource refers to something or a reward that an employee expects at the end after offering his service to the organization. Money payment is one but not the only reward that an organization can use to motivate its staffs. Each employee should be adequately compensated on the basis of his work and service to the organization.

Diversity

Having different people from different backgrounds, race, ethnicity and location can either be a strength or a weakness to the team. Diversity in the workplace and human resource constitutes of having staffs with varying characteristics ranging from political beliefs, gender, sexual orientation and religious beliefs. However, diversity should be used as a strength where by the human resource should exploit the strengths of various employees for the greater good of the company (Boxall, 2011). Diversity can also be used as a cover up of other staff weakness since people have different strengths and weaknesses.

 

References

Boxall, P. &. (2011). Strategy and human resource management. . Palgrave Macmillan.

Storey, J. (2007). Human resource management: A critical text. Cengage Learning EMEA.

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Unit 4:MT435: Facility Design.

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Begin your post with the label: Unit 4: Facility Design.

Research the following topics related to Facility Design:

  1. Capacity
  2. Economy of Scale
  3. Layout
  4. Cycle time
  5. FMS

Select three of the topics listed and compose three paragraphs describing the topics, one paragraph per selected topic, based on the course material and additional research you conduct online.

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Facility Design Sample paper

Unit 4: Facility Design

Name

Instructor

Course name and number

Date

Capacity

Capacity refers to the maximum output rate or level of a facility or organization. It indicates the maximum units that can be optimally produced given the available resource. Capacity planning is often conducted in order to determine the optimal output rate in a certain facility. Capacity can be divided in two categories namely: design capacity and effective capacity. Design capacity shows the output rate in ideal conditions while the effective capacity shows the maximum output rates under normal or realistic conditions.

Economy of Scale

This refers to the cost advantages that organizations may gain as they increase in size or as their scale of production increases. In most cases, the cost per unit of goods produced falls as the scale increases. The reason for this is that the organization’s fixed costs remain relatively the same with additional units of output. Economies of scale can lead to development of natural monopolies. In natural monopolies, the average costs decline within certain output ranges. The marginal costs in such cases are lower than the average costs. Marginal cost pricing would thus mean that other firms would make losses and hence the need for subsidies in order to beat competition (Dollery & Wallis, 2001).

Cycle time

Cycle time refers to the total time taken to complete a particular process. Cycle time covers the entire duration that the product was being processed to a finished good (Mayer, 2010). Cycle time is inclusive of the entire process time as well as delay time. Lengthy cycle times may be detrimental to the operations of the business. Long cycle times are associated with high costs, increased instability, and disorientation in customers. On the other hand, short cycle times can be a way of improving the quality of service, innovativeness, and a cost improvement strategy. Organizations can achieve fast cycle times by creating multifunctional teams and ensuring the organizational structure supports the teams’ functioning.

 

References

Dollery, B., & Wallis, J. L. (2001). The political economy of the local government. Edward Elgar             Publishing.

Mayer, C. (2010). Fast cycle time: how to align purpose, strategy, and structure for speed. New York, NY: Simon and Schuster.

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MT435:Quality Management and Lean Systems Sample Paper

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MT435:Quality Management and Lean Systems Sample Paper

Topic : Quality Management and Lean Systems

Name

Instructor

Course name and number

Date

Dimensions of quality

There are a total of eight dimensions of quality which are employed in quality management. The first dimension of quality is performance. Performance concerns the primary operating characteristics of a particular product. The second dimension is features. This refers to the extra characteristics of a product that add to its appeal. The third dimension is known as reliability which refers to dependability of the product in terms of performance. Conformance is the fourth dimension of quality. This refers to the degree to which the product meets outlined standards. The fifth dimension durability which relates to the product life. Serviceability is the next dimension which refers to several aspects of product maintenance. The seventh dimension is aesthetics which refers to the kind of feelings the product evokes upon users. The last dimension of quality is perceived quality which refers to attributable quality of a product by consumers (Griffin, 2015).

Lean Systems

JIT

Just-in-time (JIT) manufacturing system is a management philosophy that originated from the Japan. The management philosophy advocates for six key aspects to consider in the manufacturing process which are crucial in improving production efficiency and effectiveness. The six include: having the right items, and having them at the right quality, quantity, place and time (Cheng, Podolsky, & Jarvis, 1996). The application of the JIT management philosophy is attributed to improved production process. Key areas of improvement include: high quality products; improved communication; efficiency in the production process; productivity; and reduction in costs and wastes. JIT management philosophy was first implemented by the Japanese in manufacturing in the 1970s before spreading to other parts of the world. The philosophy was first implemented by Toyota Manufacturing Company with an aim of eliminating delays to consumers. The development of the JIT management philosophy in Japan is related to the strong work ethics of the Japanese people. For instance, the Japanese are highly motivated, hardworking, loyal to their companies, and are good at team work.

There are a number of cultural characteristics embedded within the JIT management philosophy. First, the philosophy enables organizations to fulfill customer demands or orders irrespective of their numbers. This is possible since JIT philosophy encourages the use of pull system in production. This means that production is based purely on consumer demands. The philosophy ensures the least possible time lapse between the arrival of materials, production, and moving the final product to consumers. JIT emphasizes on efficiency and speed in the production process. JIT ensures that the inventory levels of raw materials, work-in-progress and finished products is kept minimum. Another unique characteristic is that it encourages the use of containers in the production process for holding items. This enables easy monitoring of stock levels. JIT emphasizes that production plants should be kept clean and tidy always. Lastly, the management philosophy encourages the use of clear signals or labels that inform about the equipment status (Cheng, Podolsky, & Jarvis, 1996).

Deming’s research is of immeasurable value to the foundation of quality. His transformative ideas saw the emergence of total quality management Japan. Following World War II, Deming moved to Japan where he helped many companies become globally competitive. Deming’s idea was simple; by improving on quality, he believed that companies would be able to reduce costs and improve their productivity as well as the market share they controlled. The firms that implemented Deming’s ideas such as Fuji, Sony, and Toyota became highly successful globally. These firms produced highly quality products and at low costs compared to their competitors. Studies conducted indicate that the introduction of the quality concept greatly helped firms improve their position. It is important to note that Deming’s ideas applied not only to large businesses but also to small businesses. His ideas also touch on service companies which must provide quality services in order to improve their performance in the competitive business world (Deming, 2013).

The concepts I selected can be very important to my own life and work. The dimensions of quality can enable me provide products or services which are of high quality and that satisfy various attributes that are required by consumers. Businesses that align their production processes to the quality dimensions are more likely to produce products or services that are of high quality and thus gain a large market share. The JIT management philosophy advocates for hard work, high motivation and teamwork in the production process. These can be important values in helping me achieve my dreams which include obtaining good grades and starting my own business. The JIT philosophy can greatly help improve the performance of a business when used. For instance, it can help reduce costs while improving on quality. These are important aspects when it comes to business success.

References

Cheng, T. C. E., Podolsky, S., & Jarvis, P. (1996). Just-in-time manufacturing: An introduction. London, Angleterre: Chapman and Hall.

Deming, W. E. (2013). The essential Deming: Leadership principles from the father of quality.    New York: McGraw-Hill.

Griffin, R. (2015). Fundamentals of Management. Boston: Cengage Learning.

Assignment: Quality Management and Lean Systems Paper

In the modern world, businesses and individuals need to optimize their efforts to gain
effectiveness and efficiency. Also, concepts of sustainability, continuous improvement, and
processes that ensure increased value are considered to track operations management towards
success.
Many of the terms of quality management and lean systems come from Japanese culture and
language, due to Dr. W. Edwards Deming’s research occurring in Japan. Deming is often
referred to as The Father of Quality due to his foundational role in the establishment of Quality
Management.
Examine the business concepts of quality management and lean systems:
Quality Management
1. Dimensions of Quality
2. Cost of Quality
3. Six Sigma
4. ISO
5. Quality tools
Lean Systems
1. JIT
2. Lean Production
3. Kanban
4. Kaizen
5. Poka-yoke
Then, select one concept from each of the lists above and compose your paper to include:
● One aspect of quality management
● One aspect of lean systems
Also, close your paper with the following observations from your research:
 The importance of Deming’s research to the foundation of quality, and what you could do
now, to implement the concepts you selected, to your own life and work.
Complete your work in an APA style paper including:
● APA Cover Page
● APA Content with Indented Paragraphs (3 Full Pages)
● APA Reference Page
● APA Formatted Citations (3 References Minimum)
Directions for Submitting Your Paper
Write your paper in a Microsoft Word document and save it in a location that includes your name and
the title. Submit your paper to the Unit 2: Assignment Dropbox.
Unit 2 [MT435: Operations Management]
Page 2 of 2
MT435 Unit 2 Assignment: Quality Management and Lean Systems Paper
Content (50%) 30 pts. (3 Full Pages of Content)
Points
Possible
Points
Earned
Select one Quality Management concept (select 1 of the 5 items listed) and
discuss its implications to include the findings of your study and research.
10
Select one Lean Systems concept (select 1 of the 5 items listed) and discuss
its implications to include the findings of your study and research.
10
Make observations related to the importance of Deming’s research to the
foundation of quality, and what you could do now, to implement the concepts
you selected, to your own life and work.
10
Analysis (30%) 18 pts.
Work demonstrates synthesis of concepts, research, and experience. 6
Work demonstrates the student’s ability to tie relevant information to real life
applications.
6
Analysis exceeds basic comprehension to demonstrate higher order thinking. 6
Writing (20%) 12 pts.
Correct use of APA 6th edition format, all sources used to support the paper are
referenced, 3 references minimum
4
Sentences are clear, concise, and direct; tone is appropriate 4
Spelling, grammar, and punctuation are correct 4
Total 60

 

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