I.

Introduction
• Main purposes and structure of the work.
• The chosen company

II. The operations and operations management theories and

approaches
1. Key theories of operations and operations management:

The collection of procedures used by businesses to boost production efficiency is known as

operations management theory. Operations management, according to Mcclay (2021), is focused
with overseeing the manufacturing process and corporate operations in the most efficient way
feasible. Certain tasks are associated with operations management. One of their obligations is to
ensure that the business runs effectively, both in terms of utilizing the fewest resources possible
and satisfying consumers' needs to the highest economically achievable quality. Operations
management is responsible for overseeing the process of converting raw resources, labor, and
energy into commodities and services. For success in operations management, people skills,
creativity, rational analysis, and technology understanding are all required.

a. Queuing theory

The Queuing Theory is concerned with the varied dynamics of lines – or "queues" – and how
they might be modified to work more effectively. It is essentially the study of "waiting in line,"
which includes how people behave when they have to queue up to make a purchase or receive a
service, what types of queue organization move people through a line most efficiently, and how
many people can a specific queuing arrangement process through the line in a given time frame.

Moving things or information through a "line" is another use of queueing theory. For example,
an automaker may consult queuing theory to determine the most effective method to set up its
production lines. Queuing theory can be used by a transportation business, such as FedEx or
UPS, to find the most operationally effective method of transferring items from one transport
vehicle to another.

The Problems of Queuing Theory

Queues form when there is an overabundance of service facilities or an insufficient quantity of

service facilities. That instance, when the demand for a service facility exceeds the capacity of
that facility, the servers spend a significant amount of time serving only a subset of the
consumers. On this point, many clients are unable to acquire acceptable services on time,
implying that there is an excess of waiting time. There is also a queue problem when there is less
demand for service facilities, resulting in excessive idle facility time or the use of too many
facilities. This requires clients to wait before receiving service, or the service facilities to remain
idle while waiting for customers. Queues or waiting lines are common occurrences in our daily
lives and in many organizations or locations such as gas stations and a variety of commercial
circumstances.

David Maister, an American writer and corporate management specialist, released a landmark
article titled the Psychology of Waiting Lines in 1985. In this section, he presents a simple
formula for measuring consumer happiness.

S= P-E

● S = satisfaction
● P = perception of the service level
● E = expectation of the service level

Queuing System

Queueing systems are simple mathematical models that are used to explain traffic bottlenecks. In
general, a queueing system happens whenever 'customers' demand service' from some facility;
often, both the arrival of the customers and the service periods are supposed to be random
(Armero,2001).

• Basic Elements:
According to Jalhotra (2014)'s research, queuing theory may be divided into five components:

Entries and customers. The term customers can refer to people, machines, trucks, airplanes. etc.
Anything that arrive at a facility and requires service.

Queues or waiting lines form when the demand for a service facility exceeds its capacity; that
is, consumers do not receive service immediately upon request but must wait, or service facilities
lie idle and wait for customers.

Service channels or service facility is a vital tool in managing comapny maintenance and
facilities.
 • Basic Structure

Queuing models are highly useful for deciding how to operate a queuing system in the most
efficient manner if operating the system includes excessive expenditures.The models make it
possible to strike a suitable balance between the cost of service and the amount of time spent
waiting.

• Characteristic

The following eight key features define a queuing system completely:

Arrival distribution In most circumstances, the arrival pattern is random and so defined by a
probability distribution. Arrivals may happen in bunches rather than one at a time.
Service (departure) distribution is a component of the supply side of the business system. The
service is not always evident in some queuing systems.
Service channels
To offer service, a queueing system may include many service channels. Depending on the
architecture of the system's service mechanism, these service channels may be organized in
parallel, series, or a more sophisticated combination of both.
A number of parallel channels provide similar service facilities, allowing several consumers to
be served at the same time. In the case of series channels, a client must proceed through the
ordered channels in order for service to be completed.

Service discipline
When a queue is created, the method by which clients are picked for service is referred to as
queue discipline.
First in, first out is the most prevalent discipline that can be observed in everyday life (FIFO or
FCFS). Others in frequent use include last in first out (LIFO or LCFS); service selection in
random order irrespective of time of arrival to the line (SIRO), and so on. Priority discipline is
used in various instances.
This discipline permits certain customers to be served ahead of others who are waiting in line. In
priority discipline, there are two main scenarios. There are two types of priorities: preemptive
priority and non-preemptive priority.
System capacity
Customers can be held in the system in either a restricted or infinite capacity. Customers may
originate from a finite or infinite source. In some circumstances, it's necessary to limit the
queue's length to a preset capacity. In certain circumstances, the capacity can be thought of as
unlimited. Some queueing systems recognize that there are physical limits to the amount of
waiting room available, thus when the line reaches a specific length, no further consumers are
permitted to join until a service completion frees up space. The term "finite queueing system"
refers to a system with a finite maximum queue size.
Calling source or population
• The calling population refers to the population of potential clients. It is possible for the
calling population to be finite or limitless.The way the arrival rate is determined is the
main distinction between the "finite" and "infinite" population models.
• The number of clients in the system has no effect on the arrival rate in an infinite
population model. Typically, the system is considered as an open system, with clients
entering from outside the system and leaving once the task is completed.
• In a finite population model, the population in the system influences the arrival rate at a
server. Customers (with a fixed population) do not exit the system; instead, they move
about it from one server to another, from one queue to another.
Service facility behavior

● Failure – a server may fail while serving a customer, thereby interrupting service

until a repair can be made.

● Changing service rate – a server may speed up or slow down, depending on the number
of customers in the queue.
● Batch processing – a server may service several customers simultaneously.

Customer’s behavior

• Patient Customer: Customer arrives at the service system, stays in the queue until
served, no matter how much he has to wait for service.
• Impatient Customer: Customer arrives at the service system, waits for a certain time in
the queue and leaves the system without getting service due to some reasons like long
queue before him.
• Balking: Customer decides not to join the queue by seeing the number of customers
already in service system.
• Reneging: Customer after joining the queue, waits for some time and leaves the service
system due to delay in service.
• Jockeying: Customer moves from one queue to another thinking that he will get served
faster by doing so.
•
Advantages Disadvantages
• The study of queues and techniques • Service providers can get away with
for dealing with them aspires to an supplying too few resources by fine-
ideal society in which individuals who tuning queues.
find work by analyzing clues are fired. • Companies will sometimes hide
• As demand falls, the delay should be behind a phony Queuing study to
long enough for service to catch up avoid investing in capacity expansion,
with it.. hence boosting profits.
 • Customer Service managers should
not accept the results of a poorly
conducted queuing study if they
contradict customer complaints about
slow response times in human
scenarios.

a. Lean production

Lean manufacturing is a form of manufacturing that focuses on eliminating waste, which is

defined as everything that does not bring value to the client. Although Lean has its roots in
manufacturing, it can be applied to any type of organization and all of its operations.

Lean manufacturing focuses on getting the right goods at the right place, at the right time, and in
the right amount in order to achieve ideal work flow while minimizing waste and being flexible
and adaptable. Zero waiting time, zero inventory, internal customer pull rather than push, smaller
batch sizes, and shorter process durations are the core concepts of lean manufacturing.

SOURCE:BERI,2014
The goal of lean methodology is to get to the fundamental causes of waste, not to find solutions.
The "Seven Deadly Wastes," as defined by Lean, are seven forms of waste. These are the
following:

Waste Decrription Lean tool

Overproduction Production ahead of demand. ● Kanban: "Pull"
system of logistical
control.
● SMED: Single
Minute Exchange
of Die. Quicker
setup enables
shorter runs.
Takt: Matching the rate of
production with the rate of
demand.
Defects The cost of defect production ● Poka Yoke:
and the effort required to
Mistake-proofing.
monitor for defects.
Any intervention
that prevents
mistakes
happening in the
first place.
● Jidoka:
Automation with a
human touch, or
"autonomation".
Line stops when a
defect is detected.
Kaizen: An opportunity to
improve something. "Having
no problem is the biggest
problem of all." – Taiichi
Ohno.
Waiting Production interruptions or ● Heijunka:
time spent waiting for the
Production
next step of the production
levelling.
process.
Standardised work.
Motion When people must move 5S: Optimise the ergonomics
more than necessary for their of the place of work
part of the production ("gemba").
process. For example, moving
 pieces between a remote bin
and machine.
Inventory Stocks of finished goods or ● Just-in-time (JIT)
work in progress not being
logistics.
processed.
Heijunka: Production
levelling.
Transport Excessive movement of ● Value stream
materials, work in progress or
mapping.
finished goods.
Ergonomic design of
production line.
Over Processing Processing to compensate for Kaizen: Customer-driven
poor design or production improvements.
processes.

Advantages Disadvantages
• Waste is eliminated.Lean concepts • New inefficiencies have emerged.It's
strive to reduce waste from a variety possible to abuse lean tactics.
of sources, including material flaws • Error Margin is Low.Issues with
and worker ergonomics. supplier delivery might cut off the
• Satisfaction of Employees. company's raw resources, disrupting
• Just in Time ,The lean concept manufacturing. Maintenance issues
advocates making incremental might cause a reduction in
progress in the direction of the ideal.. manufacturing flow.
• Lean production approaches establish • Frustration among workers In any lean
procedures and build skills with your setting, striking a balance between
team that support changes in the stagnation and constant development
workplace that new sales produce, in is difficult.
addition to simply lowering costs and
increasing productivity.

JIT
In a manufacturing process, just-in-time production reduces the amount of time, labor, and
materials used. JIT gets materials to the right place at the right time, just when they're needed.
This improves efficiency by reducing the amount of space needed to "keep" materials until
they're needed. It also reduces waste and loss by ensuring that the right number of commodities
is received for the manufacturing process.

Key principles of JIT

The primary goal of Just in Time (JIT) is to reduce waste and increase process efficiency. Total
quality management, continuous quality improvement, focused factory, lowering setup times,
flexible resources, group technology layout, and pull production system are all techniques
utilized by JIT principles to eliminate waste.

• The Source of Quality (Jidoka)

One of the primary JIT concepts is Jidoka, or assuring quality at the source. This idea comprises
identifying and correcting issues as soon as they arise throughout the production process.

• Simplication
To improve the efficiency of a process, it is necessary to simplify it or use the fewest resources
possible. Excess of any sort, according to the JIT concept, hides issues such as low-quality raw
materials, unreliable suppliers, machine failures, and so on.

• System for Cellular Manufacturing

According to the Cellular Production System, segmented and product-focused manufacturing is
more easier than linear process-oriented manufacturing.

• People's Respect
Respect for people at all levels, whether employees, customers, suppliers, or management, is one
of the key JIT principles. JIT's success hinges on determining what the client wants and then
delivering on that request as quickly as feasible.

Advantages Disadvantages
 • JIT may be used in a wide range of • The JIT system struggles to cope with
corporate activities, including HR, abrupt changes in demand and supply,
accounting, supply chain, operations and
management, and relationship • its implementation may be difficult
management. and time-consuming.
• JIT can improve product quality by
eliminating waste in the
manufacturing process.
• Using a just-in-time (JIT) method can
help you save money on inventory and
minimize your inventory
requirements.

2. Different operations management approaches

a. MBO (Management by objectives)

Management by Objectives (MBO) is a strategic strategy to improving an organization's
performance. It is a process in which the organization's goals are created and communicated to
the organization's members with the purpose of achieving each target. Monitoring and evaluating
each employee's performance and development against specified targets is a crucial stage in the
MBO strategy. Employees are more likely to perform their responsibilities if they are involved in
formulating goals and determining their course of action. Management by Objectives Process
Steps

1. Establish the organization's objectives.

2. Establish staff goals

3. Continual evaluation of results and development

4. Evaluation of performance

5. Giving and receiving feedback

6. Evaluation of performance
 Source:Team,2021

Advantages Disadvantages
• Employees enjoy their tasks and duties • Management by objectives frequently
more when they are managed by ignores the ethos and working
objectives. environment of the company.
• Each employee's Key Result Areas • Goals and objectives are emphasized
(KRAs) are tailored to their interests, more. Managers place continual
educational background, and pressure on their staff to meet their
specialism. objectives, but often overlook the
• Better cooperation and communication value of MBO in terms of employee
are common outcomes of the MBO participation, willingness to
strategy. participate, and management
• It clarifies what is expected of the development.
personnel. Supervisors provide goals • When compared to operational
to each team member, and each concerns, managers may
employee is given a list of specific overemphasize target setting as a
responsibilities. success factor.
• Goals are set for each employee • The MBO method downplays the
individually. As a result, every importance of the environment in
employee feels indispensable to the which goals are defined. Everything
company and develops a sense of from resource availability and
devotion to it. efficiency to leadership and
• Managers play an important role in stakeholder buy-in is considered in the
ensuring that subordinates' aims are context.
aligned with the organization's goals. • Finally, many managers have a
propensity to see management by
objectives as a complete system that,
if implemented, can handle all
 management challenges.
Overdependence may cause
challenges for the MBO system that it
is unprepared to address, sabotaging
any possible good impacts on the
issues it addresses.

b. SMART

Source Thanh,2020

SMART goals are measurable objectives that a company aims to achieve over a set period of
time. They've been carefully crafted, and if followed to the finish, they'll put the firm up for
success. The term SMART denotes the most important aspects of any objective. The SMART
complete form changes depending on the project's tasks and can change depending on the
situation.There are five goals:

1. Precise: Specific in nature.

Anyone with a rudimentary understanding of the project will find it intuitive.
2. Measurable: The project's success may be predicted.
It can determine how far along a project is.
3. Agreed upon: The end aim has been agreed upon by both the organization and the
stakeholders.
4. Realistic: The project should be based on a goal that you are pursuing.
5. Time-based: In nature, it should be time constrained.
Should be given a set amount of time to complete a task.
S.M.A.R.T Objectives:
• Process objectives: Informs the business on how successfully the project can be
completed and how it can be completed. The individuals, their activities, and their
behaviors are described.

• Impact objectives: Informs the business about the project's long-term impacts.
• Outcome objectives: Informs the business about the kind of outcomes that will be
produced throughout the project's completion.

• Personal goals: Personal growth is an important component of SMARTer goals.

There are numerous advantages and a few disadvantages to using this methodology in setting
business up for success.

Advantages Disadvantages
• It gives direction and aids in the • If not carried out, it can be
creation of goals. discouraging and can lead to undue
• It assesses assets and liabilities. stress. If you don't achieve their
• It inspires business. objectives, businessll be disappointed
• Forces business to go out of their and feel like a failure.
comfort zone and take action. •
• Extremely beneficial in reaching a • Setting objectives might sometimes
goal. stifle business creativity in other areas
• It aids in maintaining one's attention since all of their attention is focused
on the intended outcome. on them.
• This tool helps business improve
performance by identifying the areas
where they need to improve.
• It provides a sense of accomplishment
as you keep track of progress.
• • Saves time that would otherwise be
squandered on non-goal-oriented
activities..

c. TQM (Total Quality Management):

Total Quality Management (TQM) is a customer-focused practice that strives to enhance
business operations on a continual basis. It guarantees that all associated effort (especially
employee labor) is directed toward the shared aim of increasing product or service quality, as
well as improving the manufacturing or service delivery process. However, fact-based decision-
making is emphasized, with performance indicators used to track progress.

The key principles of Total Quality Management:

Commitment from the management
 • Plan (drive, direct)
• Do (deploy, support, and participate)
• Check (review)
• Act (recognize, communicate, revise)
Employee Empowerment
• Training
• Excellence team
• Measurement and recognition
• Suggestion scheme
Continuous Improvement
• Systematic measurement
• Excellence teams
• Cross-functional process management
• Attain, maintain, improve standards
Customer Focus
• Partnership with Suppliers
• Service relationship with internal customers
• Customer-driven standards
• Never compromise quality
Process Oriented
• Thinking about the process
• Handling of the process
• Processes which are result oriented
Decision Making Based on Facts Only and Not on Opinions
• Integrated, strategic and systematic approach to ensure the entire organisation is aligned
• Communication must be open and at all levels of the organisation.

• Kaizen

Kaizen is a Japanese phrase that means "constant improvement" or "transformation for the
best." It is a Japanese business concept that focuses on procedures that enhance operations
over time and incorporate all personnel. Kaizen views productivity development as a
thorough and steady process.

Because implementing Kaizen necessitates fostering the proper mentality throughout an

organization, ten principles addressing the Kaizen mindset are frequently cited as key to the
philosophy. They are as follows:

1. Let go of your preconceptions.

2. Be proactive in resolving issues.
3. Don't be satisfied with the current quo.
4. Let go of perfectionism and adopt an approach to change that is iterative and flexible.
5. As you discover errors, look for remedies.
6. Create an environment where everyone feels confident in their ability to contribute.
7. Instead of accepting the evident problem, ask "why" five times to get to the source of the
problem.
 8. Collect data and views from a variety of sources.
9. Use your imagination to come up with low-cost, minor enhancements.
10. Never stop trying to get better.

Kaizen is built on the idea that everything can be bettered and that nothing is perfect. It is also
based on the notion of respect for people. Kaizen entails recognizing challenges and
opportunities, developing solutions, and implementing them — and then repeating the process
for issues and problems that have not been sufficiently handled.

Source:

Advantages Disadvantages
• In contrast to massive initiatives that • To build a responsive atmosphere,
may be abandoned because to their companies with territorialism and
tendency to elicit change resistance restricted communication cultures may
and pushback, Kaizen's focus on need to initially focus on cultural
steady progress can produce a softer reforms.
approach to change. • Short-term Kaizen events may provide
• Kaizen promotes process examination a rush of enthusiasm that is shallow
in order to decrease errors and waste. and fleeting, and hence cannot be
• Oversight and inspection requirements sustained.
 are reduced as a result of fewer
mistakes.
• Employee morale rises as a result of
Kaizen's emphasis on value and
purpose.
• Employees' teamwork improves when
they think beyond their department's
specialized concerns.
• Employees become more aware of
consumer needs, which increases their
emphasis on them.
• Improvements are promoted both in
the short and long term, thanks to the
systems in place.

• Six sigma

Six sigma, a complex management method for improving business operations, is utilized by
enterprises. The approach's major goal is to reduce faults by studying process variances in a
company's systems in order to improve overall performance. Six sigma is a methodology used by
modern businesses to improve the quality of their operational activities. The fundamental goal of
applying the six sigma concept is to focus on and improve the parts of a process that cause
process variances and errors.

There are several tools and approaches for implementing six sigma in a corporation. DMADV
and DMAIC are the two main approaches.

DMADV:

• Define the project's objectives.

• Measure the important elements in the process and/or the product.
• Analyze the information acquired to come up with new strategies, ideas, methods, or
alternatives that have the finest possible combination.
• Design a formal proposal and put the chosen option to the test.
• Verify the selected alternative based on its acceptance and effectiveness.
SOURCE JAVED,2021

DMAIC:

• Define the current situation and the plot's objectives.

• Measure every component of the process right now.
• Analyze the data you have, collect additional relevant data, and look for flaws in the
process or product.
• Improve the process, based on the above exercise.
• Control and maintain the progress that has been made.

SOURCE JAVED,2021
Advantages Disadvantages
• The major benefit of the six sigma • The concept of six sigma is a
strategy is the high level of quality complicated and disciplined ideology
control required to properly apply it. that is difficult to grasp for managers
 Six sigma is defined as a defect rate of with subpar understanding or who
no more than 3.4 defects per million lack necessary management
items or processes. experience.
• Rather of focusing just on the output, • In order to implement the strategy
the six sigma approach emphasizes the effectively, a company must go
complete process. through a number of modifications.
• Six sigma encourages long-term The company systems become more
ingenuity and problem-solving bureaucratic and stiff as a result of
abilities. It improves the competence this.
and efficiency of a company's human • Six sigma necessitates a great deal of
resources. It reduces the fundamental attention and commitment from the
causes of problems in the company's company's management. As a result, it
supply chain. It also gives a strategic becomes difficult for the company's
direction for the company's problem- management to pay attention to other
solving requirements. indicators that may not be covered by
• The firm builds customer happiness this approach or are unique to a
and trust as a result of the adoption of particular organization's business
six sigma, which necessitates the environment.
removal of faults in the end goods. • Six sigma necessitates a significant
Increased sales and profits follow as a amount of both human and financial
result of this. resources. Small firms may find it
• In the business sector, six sigma has a challenging to execute due to the high
high adoption rate. expense.
• There are several tools that may be
utilized to implement six sigma in the
workplace.

The implementation of TQM by Toyota

In order to implement TQM, Toyota corporations focused on the following phases

● The company extended the management responsibility past the instantaneous services
and products
● Toyota examined how consumers applied the products generated and this enabled the
company to develop and the improve its commodities
● Toyota focused on the insubstantial impacts on the procedures as well as how such
effects could be minimized through optimization
● Toyota focused on the kaizen (incessant processes development) in order to ensure that
all procedures are measurable, repeatable, and visible.

The implementation of TQM by Toyota

In order to implement TQM, Toyota corporations focused on the following phases

● The company extended the management responsibility past the instantaneous services
and products
● Toyota examined how consumers applied the products generated and this enabled the
company to develop and the improve its commodities
● Toyota focused on the insubstantial impacts on the procedures as well as how such
effects could be minimized through optimization
● Toyota focused on the kaizen (incessant processes development) in order to ensure that
all procedures are measurable, repeatable, and visible.
Although Toyota's TQM focuses on improving product quality and decreasing variability, the
business applies TQM to all of its operations. Product planning, profile design, engineering
design, research and development, evaluation, production preparation, product engineering,
manufacturing, inspection, sales, service, market research, and product management are some of
the services available. Quality is assessed at the development stage based on tests of projected
performance and characteristics, which allows for the detection of structural or engineering
flaws. The quality of methods, materials, individual parts, and final products is monitored using
objective measurements throughout the production process, from preparation through inspection.
This is critical because quality control must be given to every component of an automobile, from
the engine to the paint, in order for it to be durable and dependable. At these stages, a thorough
and meticulous commitment to quality ensures that the company's goods meet the expectations
of its customers, encouraging customer happiness and loyalty (Amasaka,2014)
.
Quality control is also required in the sales, service, market research, and product management
phases in order to improve customer satisfaction. Toyota does this through conducting frequent
customer satisfaction surveys and involving consumers in quality improvement initiatives by
allowing them to contribute ideas and comments, as well as providing post-purchase
maintenance services (Amasaka 2014). Customers' claims are used by Toyota to detect and fix
problems, which is an important component of quality management. Since the 1970s, warranty
claim reduction operations and the Dynamic Assurance System (DAS) have been utilized to this
end (Toyota Motor Corporation 2012b). Overall, Toyota is a model of TQM best practices owing
to how its principles are implemented throughout the organization.

The implementation of JIT by Toyota

A lean management system's main goal is to maximize customer value while eliminating waste.
In particular, the contemporary manufacturing idea of Just In Time (JIT) - the key to establishing
Toyota into the world's leading car empire - must be mentioned.
The following should be respected in the Toyota automobile production line in order to fulfill
orders as rapidly as possible:

· Production instructions must be delivered to the top of the production line as soon as
feasible once an order is received.
 · To be able to construct any vehicle, the assembly line must be supplied with the
requisite quantity of all parts.
· The assembly process must utilise used parts from the preceding phase with the same
number of pieces.
· The preceding process must be supplied with a limited number of parts and only
create the amounts required for the subsequent step. That is, output and consumption
must be balanced.
Toyota's Just In Time strategy completely eliminates inefficiencies that drive up expenses
without adding value. If the company's assembly line can put something together in 10 minutes,
they'll figure out a method to cut it down to 5 minutes, then 2 minutes. This has aided Toyota in
developing high-quality, low-cost vehicles with the quickest speeds. As a consequence, Toyota
has cut building time by 20% and decreased mistakes by up to 50%.Toyota's achievement since
using JIT is the company's continued growth.
Critically evaluate the importance of different operations management approaches in
contemporary business environments to help obtain and maintain business competitive
advantages.
Toyota's approach to quality management has four main elements. To begin, the organization
employs quality control and assurance procedures based on significant study and testing (Toyota
Motor Corporation 2012b). This indicates that Toyota's techniques, such as FMEA and FTA,
have been proven to be successful via study and experience. Second, by establishing quality
circles, offering training, and conducting internal audits, the corporation actively involves its
staff in the quality control process (Toyota Motor Corporation 2012b). Third, Toyota's usage of
TQM tools is consistent with the company's customer-centric philosophy. The Customer Delight
(CD) Quality Improvement Committee and the Customer Satisfaction (CS) Improvement
Committee, according to Toyota Motor Corporation (2012b), are two groups tasked with
continuously increasing customer centricity. Finally, Toyota takes a systematic approach to
quality assurance that encompasses all of the company's departments, divisions, and facilities.
All of these features are in accordance with TQM's concept and basic approach. As a
consequence, they overcome any roadblocks to TQM deployment and allow the organization to
reap the benefits of the system.
SMART goals for Toyota’s future

Toyota employs the SMART acronym to create its goals and objectives, in addition to other

evaluation techniques. The corporation has already established a goal of reaching 10 million car

sales by 2015. To achieve the objectives, the most popular car brand, on the other hand, takes

actions such as gathering data, changing demand, people's expectations of their favorite firm,

identifying faults and weaknesses, and modernizing its manufacturing process. It is constantly

respectful of its consumers as well as its staff, who are the company's lifeblood.

To keep images from slipping further, the Toyota team is concentrating on quality. The

corporation must keep a close eye on the reform process as well as the quality of the design,
engineering, and production. During the manufacturing process, it is obvious that prominent

Toyota production system ideas such as JIT, Kanban, Kaizen Jidoka, and maintaining overseas

Pokayoke plant are used. There was a scarcity of high-skilled manufacturing employment, as

well as individuals who were unconcerned about quality issues in general. Toyota must plans to

upgrade its facilities in order to give highly skilled personnel to all members who will wait until

the trade preference system is firmly implemented.

The core principle of offering facilities for Toyota is the system of trade preferences. The only
system time (JIT) inventory, which is essential for each manufacturing facility to convince
Toyota production lines, is an important aspect of the system of trade preferences. There may be
complications due to a lack of spare components in stock. Toyota should work on adopting more
inventory management policies and greater flexibility for installation and model improvement in
the future to avoid potential complications.

III. The importance and value of operations management in achieving

business objectives
1. The key operational functions of a business:
Control and distribution systems: direct distribution, indirect distribution
Transformation process
Process design: Market pull and Technology push.
Capacity management:
• Logistics and inventory management: inbound and outbound logistics, supply chain
management; inventory Management, the Benefit of holding stocks.
• Scheduling: Operational scheduling: forward scheduling and backward scheduling; shop Floor
Control (SFC)
Find out how your company is currently operating these functions in practice (at least 3
applications must be provided).
2. Explain how managing these operational functions would help your company to
achieve the targeted SMART objective (which has been proposed by you previously).
• Which operational function(s) is the most important one to obtain that objective?
To enhance your discussion, evaluate in general whether management or leadership role is more
appreciated in the work of managing a business’ operations once the objective is already
specified.
->Management and leadership have different roles in businesses.
IV. Factors within the business environment that impact upon
operational management and decision-making by leaders and
managers.
Carry out a brief study on the impacts of Covid-19 and some contemporary management issues
(such as CSR, culture, value, ethics and sustainability) that the chosen company/industry is
facing. The relevant stakeholder pressures should also be taken into considerations.
1. Macro environment
• PESTEL
• Identify the key forces affecting the operational management and decision-making of the
chosen company.
2. Contemporary management issues
• Regarding to:
+CSR
+Business ethics
+ Organizational Values And Sustainability
• A recent scandal of the chosen company relating to CSR
3. Stakeholder pressures
• The concept of stakeholder: internal, external.
-> the pressures from different stakeholder groups on the management and leadership
roles in the context of CSR, organizational values, ethics and sustainability
• Aspects that the business have made to reduce pressure from stakeholders within the contexts
of
+CSR
+Business ethics
+ Organizational Values And Sustainability
In order to meet the stakeholder’s expectation and reduce the pressure, leader and managers need
to identify key field topics based on updated leader and managers need to identify key field
topics based on updated requirements and expectations from stakeholders, in accordance with the
requirements and expectations from stakeholders, in accordance with the development strategy.
development strategy.
-> display examples of stakeholder expectations and leadership and -> display examples of
stakeholder expectations and leadership and management directions in meeting expectations and
relieving pressure management directions in meeting expectations and relieving pressure
from stakeholders from stakeholders

V. Conclusion