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8004OMGT Final Assessment Notes

Number of Words- 2750
Citation/Referencing Style – Harvard
Operations Management Assignment Description and Purpose:
In the light of the new vision you have developed for the Interim assessment, it is now time to redesign operations processes and supply networks to deliver better value for the customers.
Write a report that critically evaluates a process (or the operation, or the supply network) of your organisation or an organisation you are familiar with, and propose recommendations for improvement.
Assessment brief your report should:
Describe the selected process (or operation/supply network) so that the reader can clearly understand it. If the process is large, you may focus on only a part of it i.e. delimits the scope.
Critically analyse the process (or operation/supply network) of the organisation using the operations management principles taught in any three of the following topics, and propose recommendations which would contribute to delivering better value for the customers.
Please ensure you select at least one topic from each column of the following table in your selection of the three topics.

1. Operations Design Decisions
2. Operation Delivery and Development Decisions
3. Process Design – Positioning
4. Resource Planning and Control
5. Process Design – Flow Configuration
6. Lean or Agile Supply Chains
7. Supply Network Configuration
8. Lean Synchronisation
9. Long-Term Capacity Design
10. Total Quality Management

 
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8004OMGT Final Assessment Notes for critically evaluates a process (or the operation, or the supply network) of your organisation or an organisation
Write a report that critically evaluates a process (or the operation, or the supply network) of your organisation or an organisation you are familiar with, and propose recommendations for improvement.
Your report should:

• Describe the selected process (or operation/supply network)
• Critically analyse the process (or operation/supply network) of the organisation using the operations management principles taught in any three of the following topics, and propose recommendations which would contribute to delivering better value for the customers

Please ensure you select at least one topic from each column of the following table in your selection of the three topics.

Operations Design Decisions	Operation Delivery and Development Decisions
1. Process Design – Positioning	5. Resource Planning and Control
2. Process Design – Flow Configuration	6. Lean or Agile Supply Chains
3. Supply Network Configuration	7. Lean Synchronisation
4. Long-Term Capacity Design	8. Total Quality Management

• Use the concept of ‘Operations Strategy Matrix’ taught in Topic 1 of your learning materials and the article by Bollard et al. (2017) provided below to demonstrate how the proposed recommendations can have a strategic impact for the business in a holistic and coherent way.
• Read and incorporate the following article in to your report:

The following article discusses how digitisation, advanced analytics, lean process design, intelligent automation and business process outsourcing can help companies derive the next-generation operations model. You may use the insights from this article to demonstrate how the proposed recommendations could have a strategic impact on the business in a holistic and coherent way.
Read Article
Bollard, A, Larrea, E, Singla, A &Sood, R 2017, The next generation operating model for the digital world, McKinsey & Company, viewed 12 January 2019, https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/the-next-generation-operating-model-for-the-digital-world
Textbook Read
CH 1 p. 24 – 26 Are processes managed to reflect their operating circumstances?  4 v’s
The volume of the products and services produced.
The variety of the different products and services produced.
The variation in the demand for products and services.
The degree of visibility that customers have of the production of products and services.
CH 1 p. 27 – 29 Are operations and process decision-making appropriate? 4 d’s
 
Direct – Steering operations processes
Chapter 1 Operations and processes
Chapter 2 Operations and strategic impact
Chapter 3 Product and service innovation
Chapter 4 Operations structure and scope
 
Design – Shaping operations and processes
Chapter 5 Process design 1 – Positioning
Chapter 6 Process design 2 – Analysis
INPUT of Resources
Deliver – Planning and controlling ongoing operations
Chapter 7 Supply chain management
Chapter 8 Capacity management
Chapter 9Inventory management
Chapter 10Resource planning and control
Chapter 11 Lean
OUTPUT of products and services
Develop – Improving the operation’s capabilities
Chapter 12 Improvement
Chapter 13 Quality management
Chapter 14 Risk and resilience
Chapter 15 Project management
Operations Strategy Matrix Definition
The operations strategy matrix is a tool to assist organisations in making strategic operational decisions about capacity, the supply network, process technology, development and organisation. These decisions are dependent on five performance objectives: quality, speed, dependability, flexibility, and cost.

 
 
REPLACE THIS DIAGRAM ITS Copyrighted WITH A CREDIBLE SOURCE FIND (SLACK 2005)
Remeber the Article – Discusses how digitisation, advanced analytics, lean process design, intelligent automation and business process outsourcing can help companies derive the next-generation operations model.
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Article Notes
Companies need to increase revenues, lower costs, and delight customers. Doing that requires reinventing the operating model.
Companies know where they want to go. They want to be more agile, quicker to react, and more effective. They want to deliver great customer experiences, take advantage of new technologies to cut costs, improve quality and transparency, and build value.
We have found that for companies to build value and provide compelling customer experiences at lower cost, they need to commit to a next-generation operating model. This operating model is a new way of running the organization that combines digital technologies and operations capabilities in an integrated, well-sequenced way to achieve step-change improvements in revenue, customer experience, and cost.
A simple way to visualize this operating model is to think of it as having two parts, each requiring companies to adopt major changes in the way they work:
The first part involves a shift from running uncoordinated efforts
Launching an integrated operational-improvement program organized around customer journeys (the set of interactions a customer has with a company when making a purchase or receiving services) as well as the internal journeys (end-to-end processes inside the company).
Many organizations have multiple independent initiatives underway to improve performance, usually housed within separate organizational groups (e.g. front and back office). This can make it easier to deliver incremental gains within individual units, but the overall impact is most often underwhelming and hard to sustain. Tangible benefits to customers—in the form of faster turnaround or better service—can get lost due to hand-offs between units. These become black holes in the process, often involving multiple back-and-forth steps and long lag times. As a result, it’s common to see individual functions reporting that they’ve achieved notable operational improvements, but customer satisfaction and overall costs remain unchanged.
Companies have to think holistically about how their operations can contribute to delivering a distinctive customer experience. The best way to do this is to focus on customer journeys and the internal processes that support them.
Transitioning to the next-generation operating model starts with classifying and mapping key journeys.
Journeys can vary by product/service line and customer segment.
We often find that companies fall into the trap of simply trying to improve existing processes. Instead, they should focus on entirely reimagining the customer experience, which often reveals opportunities to simplify and streamline journeys and processes that unlock massive value.
The second part is a shift from using individual technologies, operations capabilities, and approaches in a piecemeal manner applying them to journeys in combination and in the right sequence to achieve compound impact.
Organizations typically use five key capabilities or approaches (we’ll call them “levers” from now on) to improve operations that underlie journeys
Digitization is the process of using tools and technology to improve journeys. Digital tools have the capacity to transform customer-facing journeys in powerful ways, often by creating the potential for self-service. Digital can also reshape time-consuming transactional and manual tasks that are part of internal journeys, especially when multiple systems are involved
Advanced analytics is the autonomous processing of data using sophisticated tools to discover insights and make recommendations. It provides intelligence to improve decision making and can especially enhance journeys where nonlinear thinking is required. For example, insurers with the right data and capabilities in place are massively accelerating processes in areas such as smart claims triage, fraud management, and pricing.
Intelligent process automation (IPA) is an emerging set of new technologies that combines fundamental process redesign with robotic process automation and machine learning. IPA can replace human effort in processes that involve aggregating data from multiple systems or taking a piece of information from a written document and entering it as a standardized data input. There are also automation approaches that can take on higher-level tasks. Examples include smart workflows (to track the status of the end-to-end process in real time, manage handoffs between different groups, and provide statistical data on bottlenecks), machine learning (to make predictions on their own based on inputs and provide insights on recognized patterns), and cognitive agents (technologies that combine machine learning and natural-language generation to build a virtual workforce capable of executing more sophisticated tasks). To learn more about this, see “Intelligent Process Automation: The engine at the core of the next generation operating model.”
Business process outsourcing (BPO) uses resources outside of the main business to complete specific tasks or functions. It often uses labor arbitrage to improve cost efficiency. This approach typically works best for processes that are manual, are not primarily customer facing, and do not influence or reflect key strategic choices or value propositions. The most common example is back-office processing of documents and correspondence.
Lean process redesign helps companies streamline processes, eliminate waste, and foster a culture of continuous improvement. This versatile methodology applies well to short-cycle as well as long-cycle processes, transactional as well as judgment-based processes, client-facing as well as internal processes

Guidelines for implementing these levers

In considering which levers to use and how to apply them, it’s important to think in a holistic way, keeping the entire journey in mind. Three design guidelines are crucial:
Organizations need to ensure that each lever is used to maximum effect. Many companies believe they’re applying the capabilities to the fullest, but they’re actually not getting as much out of them as they could.
This often breeds a false complacency, insulating the organizations from the learnings that would otherwise drive them to higher performance because it is “already under way” or “has been tried”. Having something already under way is a truism: everyone has something under way in these kinds of domains, but it is the companies that press to the limit that reap the rewards. Executives need to be vigilant, challenge their people, and resist the easy answer.
In the case of analytics, for example, maxing out the potential requires using sophisticated modeling techniques and data sources in a concerted, cross-functional effort, while also ensuring that front-line employees then execute in a top-flight way on the insights generated by the models.
Implementing each lever in the right sequence. There is no universal recipe on sequencing these levers because so many variables are involved, such as an organization’s legacy state and the existing interconnections between customer-facing and internal processes. However, the best results come when the levers can build on each other. That means, in practice, figuring out which one depends on the successful implementation of another.
Systematic analysis is necessary to guide decision making. Some institutions have started by outlining an in-house versus outsource strategy rooted in a fundamental question: “What is core to our value proposition?” Key considerations include whether the activities involved are strategic or confer competitive advantage or whether sensitive data or regulatory constraints are present.
The next step is to use a structured set of questions to evaluate how much opportunity there is to apply each of the remaining levers and then to estimate the potential impact of each lever on costs and customer experience. This exercise results in each lever being assigned an overall score to help develop a preliminary point of view on which sequence to use in implementing the levers.
There’s also a need to vet the envisioned sequences in the context of the overall enterprise. For example, even if the optimal sequence for a particular customer journey may be “IPA then lean then digital,” if the company’s strategic aspiration is to become “digital first,” it may make more sense to digitize processes first.
This systematic approach allows executives to consider various sequencing scenarios, evaluate the implications of each, and make decisions that benefit the entire business.
Finally, the levers should interact with each other to provide a multiplier effect.
Some companies have developed end-to-end journey “heat maps” that provide a company-wide perspective on the potential impact and scale of opportunity of each lever on each journey (Exhibit 2). These maps include estimates for each journey of how much costs can be reduced (measured in terms of both head count and financial metrics) and how much the customer experience can be improved.
Companies find heat maps a valuable way to engage the leadership team in strategic discussions about which approaches and capabilities to use and how to prioritize them.
Bringing it all together: Avoid creating new silos by thinking holistically
Senior leaders have a crucial role in making this all happen. They must first convince their peers that the next-generation operating model can break through organizational inertia and trigger step-change improvements. With broad buy-in, the CEO or senior executive should align the business on a few key journeys to tackle first. These can serve as beacons to demonstrate the model’s potential.
After that comes evaluation of the company’s capabilities to determine which levers can be implemented using internal resources and which will require bringing in resources from outside. Finally, there is the work of actually implementing the model.
Transformation cannot be a siloed effort. The full impact of the next-generation operating model comes from combining operational-improvement efforts around customer-facing and internal journeys with the integrated use of approaches and capabilities.
Process Design and Positioning Chapter 5
Resource Planning and Control Chapter 10
Total Quality Management Chapter 13
Remember to Analise from 5 performance objectives perspective
Operations add value for customers and contribute to competitiveness by being able to satisfy the requirements of its customers. The most useful way to do this is to use the ‘opera- tional’ performance measures that we briefly discussed in the previous chapter. All of these, to a greater or lesser extent, will affect customer satisfaction and define market positioning in terms that have meaning in an operations context. As a reminder, the five performance objectives are:

• Quality – producing error-free goods and services that are ‘fit for their purpose’.
• Speed – minimising the time between a customer asking for goods and services and the customer receiving them in full.
• Dependability – keeping the delivery promises that have been made to customers.
• Flexibility – the ability to vary or adapt the operation’s activities to cope with unexpected circumstances or to give customers individual treatment, or to introduce new products or services.
• Cost – producing goods and services at a cost that enables them to be priced appropriately for the market, while still allowing a return to the organisation (or, in a not-for-profit organisation, that give good value to the tax-payers or whoever is funding the operation).

Refer to forum and interim assessment notes

 

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1. Learning and Teaching Strategy

You will be allocated to a learning set so that you and a number of your peers can meet online, in scheduled sessions, with your supervisor to discuss issues of concern or any that lack clarity. You will be expected to submit draft work for regular feedback from your tutor. You are encouraged to interact freely and in a candid fashion with your peers to maximise opportunities for informal learning. Draft work will usually be the focus of the supervisory meetings and the relevant materials (MBA dissertations) from the University’s repository will also be a source of insight into the presentational format, respective length of sections and academic writing style expected. Draft work will be commented on in a timely fashion by supervisors and returned to you. Self discipline and good time management skills (to complete the required tasks on an agreed timescale will be at a premium as you near completion of your dissertation.

2.   Module Communications

The Module Tutor’s contact details are provided at the top of this page.  You must check your University of Bolton email address and the Moodle area dedicated to this module regularly as many module communications are channelled through these media.
Your Module Tutor will normally aim to respond to your email messages within 2 full working days of receipt; however responses will be longer in holiday periods.

4. Module Description

This module is supported at a distance through an online platform. The dissertation provides you with the opportunity to undertake an independent and substantial piece of research which focuses on strategic management/business issue in order to further develop knowledge and practice. The dissertation is underpinned by the work undertaken in the Research Methods and Academic Skills module, which is a prerequisite for commencement. Following feedback on your proposal and mini literature review developed in the Research Methods and Academic Skills, you will refine the scope of your research within an Introductory chapter. You will also develop a more in depth Literature Review and draft a Research Methodology chapter which outlines your research philosophy, approach, strategy and intended method(s) of analysis. Following further feedback and with your supervisor’s guidance, you will then undertake the data gathering either by fieldwork or desk research or some combination of both. Your findings will be critically analysed and conclusions and recommendations/refelctions drawn.
Taught (T), Developed (D) and Assessed (A).

5. Learning Outcomes and Assessments

Example below:

Learning Outcomes	Assessment
1.    Develop a realistic and ethical research question with a measurable aim and objectives	001 (Dissertation)
2. Compile a critical literature review and research methodology	001 (Dissertation)
3. Synthesise research findings and make informed judgements in the light of these	001 (Dissertation)& Viva Presentation
4. Develop recommendations for future practice and/or further research as a result of findings	001 (Dissertation)& Viva Presentation
5.   Critically reflect on and refine academic and personal goals	001 (Dissertation)& Viva Presentation

6. Assessment Deadlines

Assessment item		Due Date	Weight
1	15000 (Fifteen Thousand word) dissertation	15th August, 2019	100%
2	Viva presentation	16th Aug	Pass/fail

7. Assessment Feedback
Formative: offered on draft chapters throughout your dissertation stage Summative: Within 4 weeks.

9. Formative Assessment

Draft work (usually chapter by chapter) will be presented to the supervisor (via email) for comment. This will be returned in a timely fashion.

10. Indicative Reading

Moore, S. (2010). The Ultimate Study Skills Handbook. Maidenhead: McGraw-Hill/Open University Press – Online available via Discover@Bolton
O’Gorman, K., & MacIntosh, R. (2015). Research Methods for Business and Management: A Guide to Writing your Dissertation (2nd ed.). Oxford: Goodfellow Publishers Limited – Online available via Discover@Bolton
Silvis, C. A. (2015). Presentation Skills: One Hour Workshop. Andover: Cengage Learning PTR – Online available via Discover@Bolton
Thomas, A. B. (2014). Research Concepts for Management Studies. Florence: Routledge – Online available via Discover@Bolton
Wang, G. T., & Park, K. (2015). Student Research and Report Writing : From Topic Selection to the Complete Paper (1st ed.). Hoboken: Wiley-Blackwell – Online available via Discover@Bolton
LEAP Online: https://www.bolton.ac.uk/leaponline/My-Digital-Literacy/My-Virtual-Learning/LEAP-Online.aspx

11. Guidelines for the Preparation and Submission of Written Assessments

1. Written assessments should be word-processed in Arial or Calibri Light font size 12. There should be double-spacingand each page should be numbered.
2. There should be a title page identifying the programme name, module title, assessment title, your student number, your marking tutor and the date of submission.
3. You should include a word-count at the end of the assessment (excluding references, figures, tables and appendices).

Where a word limit is specified, the following penalty systems applies:

• Up to 10% over the specified word length = no penalty
• 10 – 20% over the specified indicative word length = 5 marks subtracted (but if the assessment would normally gain a pass mark, then the final mark to be no lower than the pass mark for the assessment).
• More than 20% over the indicative word length = if the assessment would normally gain a pass mark or more, then the final mark will capped at the pass mark for the assessment.

4. All written work should be referenced using the standard University of Bolton referencing style
5. Unless otherwise notified by your Module Tutor, electronic copies of assignments should be saved as word documents and uploaded into Turnitin via the Moodle class area. If you experience problems in uploading your work, then you must send an electronic copy of your assessment to your Module Tutor via email BEFORE the due date/time.
6. Please note that when you submit your work to Moodle, it will automatically be checked for matches against other electronic information. The individual percentage text matches may be used as evidence in an academic misconduct investigation (see Section 13).
7. Late work will be subject to the penalties:
   • Up to 7 calendar days late = 10 marks subtracted but if the assignment would normally gain a pass mark, then the final mark to be no lower than the pass mark for the assignment.
   • More than 7 calendar days late = This will be counted as non-submission and no marks will be recorded.

Where assessments are graded Pass/Fail only they will not be accepted beyond the deadline date for submission and will be recorded as a Fail.  Students may request an extension to the original published deadline date as described below.

8. In the case of exceptional and unforeseen circumstances, an extension of up to 14 days after the assessment deadline may be granted. This must be agreed by your Programme Leader, following a discussion the Module Tutor. You should complete an Extension Request Form available from your Tutor and attach documentary evidence of your circumstances, prior to the published submission deadline.

Extensions over 14 calendar days should be requested using the Mitigating Circumstances procedure, with the exception of extensions for individual projects which, at the discretion of the Programme Leader, may be longer than 14 days.
Requests for extensions which take a submission date past the end of the module (normally week 15) must be made using the Mitigating Circumstances procedures.
Some students with registered disabilities will be eligible for revised submission deadlines. Revised submission deadlines do not require the completion extension request paperwork.
Please note that the failure of data storage systems is not considered to be a valid reason for an extension. It is therefore important that you keep multiple copies of your work on different storage devices before submitting it.

12. Procedures for Examinations:

There is no examination in this module

13. Academic Misconduct:

Academic misconduct may be defined as any attempt by a student to gain an unfair advantage in any assessment. This includes plagiarism, collusion, commissioning (contract cheating)amongst other offences. In order to avoid these types of academic misconduct, you should ensure that all your work is your own and that sources are attributed using the correct referencing techniques. You can also check originality through Turnitin.
Please note that penalties apply if academic misconduct is proven. See the following link for further details:
https://www.bolton.ac.uk/about/governance/policies/student-policies/

14. Assessment:

There is only one assessment for this module. The submission should be a comprehensive and detailed research work in the line of research proposal prepared in the previous module. The dissertation should reflect the quality of work appropriate for HE7 and should be an original work of the learner. The dissertation should be initiated with a chapter on introduction and the contextualization of the research must be done with necessary incorporation of relevant literature etc. Justification of the research should also be done clearly. In the review of literature, an extension of the literature review presented in assessment 2 of research module method is desirable. Research gaps or the departure points of research should be identified based on literature review and the specific research questions and objectives are to be highlighted accordingly. The development of research instruments identified as suitable within the research methods module should be extensively used. Ordering of the data should have been done to most succinctly address the research objectives. Evaluation of the findings by utilization of the conceptual frame identified in literature review (chapter 2) and other relevant works identified therein should be comprehensively and critically done. A reflective section on the completion of MBA should also be added.
The dissertation should comprise of following sections, components and chapters:

1. Scanned copy of filled in candidates Declaration form (Refer Moodle2 page)
2. Front Sheet
3. Acknowledgement
4. Declaration of originality
5. Table of Content
6. List of Figures
7. List of diagrams
8. Abstract (not more than 300 words)
9. Chapter-1: Introduction (15% words)
10. Chapter-2: Review of Literature (30% words)
11. Chapter-3: Research Methodology (20% words)
12. Chapter-4: Results and Findings (20% words)
13. Chapter-5: Observations, Implications and Future Scope of Research (15% words)
14. Bibliography/References (As per Harvard Referencing Style)**
15. Annexure/Appendices (Sample Questionnaire, Authorisation/Permission letter if any)

** Bibliography/References should be substantially distributed from variety of sources like corporate/industry/organizational websites, web-repositories, e-books, printed books, journals, magazines, monographs, unpublished reports etc. based on the requirements.

15. Specific Assessment Criteria:

(Please note that the General Assessment Criteria will also apply. Please see section 15)
First class (70% and above):
Students will provide an in-depth appraisal of the effectiveness of a sustainable tourism plan, demonstrating excellent critical reasoning skills. Focused and justified recommendations will be made as to how problems/weaknesses identified in the plan may be overcome, and sustainability improved. Extensive research demonstrating use of a wide range of current secondary research sources will be evident. Academic style and referencing will be excellent.
Second class (50-69%):
Students will provide a comprehensive appraisal of the effectiveness of a sustainable tourism plan, demonstrating critical reasoning skills. Justified recommendations will be made as to how problems/weaknesses identified in the plan may be overcome, and sustainability improved. Research demonstrating use of a wide range of current secondary research sources will be evident. Academic style and referencing will be good.
Third class (40-49%):
Students will provide a satisfactory appraisal of the effectiveness of a sustainable tourism plan, demonstrating critical reasoning skills. Considered recommendations will be made as to how problems/weaknesses identified in the plan may be overcome, and sustainability improved. Research demonstrating use of a range of current secondary research sources will be evident. Academic style and referencing will be fair.
Fail (39% and below): Students who do not meet the requirements of a third class grade will not successfully complete the assessment activity.
Minimum Secondary Research Source Requirements:
Level HE7 – It is expected that the Reference List will contain between fifteen to twenty sources. As a MINIMUM the Reference List should include four refereed academic journals and five academic books.
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