Evaluate key elements of the selected production or service organizations operational efficiency with its operational strategy. Determine three (3) tasks that do not align with the operational strategy. Determine the weaknesses that are evident in each task.

 Evaluate key elements of the selected production or service organizations operational efficiency

 

Imagine that you are a production or service company’s vice president of operations. You have observed that the current operations strategy does not support the difficulties your company is currently experiencing. You need to talk to your Chief Executive Officer right now about these issues if you want to keep your competitive edge.

Pick an established producing company. Examine the organization’s existing vision, mission, business strategy, operational strategy, supply chain, total quality management, just-in-time manufacturing ethos, forecasting methodology, statistical approach, facility location, job design, project life cycle, and project management. Note: In order to complete this assignment and any others that follow, you will need this information.

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Remember to create a presentation for your Chief Executive Officer for Assignment 3 while you gather the data for Assignments 1 and 2.

Write a 3-5 page paper that includes the following information:

Compare the operational plan of the chosen manufacturing or service organization with key operational efficiency factors. Choose three (3) activities that don’t fit the operating strategy. Find the areas where each task clearly has flaws.
Create a new operations plan based on the four competitive criteria of cost, quality, time, and flexibility for the chosen organization.
Analyze both the architecture of the manufacturing process and the competitive priorities’ organizational structure. Create three (3) new enablers that are in line with the organization’s long-term strategy. Consider the new enablers’ three (3) advantages and three (3) disadvantages.
For this task, consult at least three (3) reliable academic sources. Note that Wikipedia and other websites are not acceptable sources for academic research.

These formatting criteria must be adhered to in your assignment:

be typed with one-inch margins on all sides, Times New Roman font in size 12, double spacing, and APA style citations and references. If there are any more instructions, ask your lecturer.
Include a cover page with the assignment’s title, your name, the name of your professor, the name of the course, and the date. The required assignment page length does not include the cover page or the reference page.

The specific learning objectives for the course linked to this assignment are:

To discover planning considerations, analyze the variations between service and manufacturing operations management.
Create a plan for your operations to run your production or service.
Describe the effects of an operations strategy on product development and process choice.
Investigate problems in operations management using technology and information resources.
Utilizing appropriate writing techniques, write about operations management in a clear and succinct manner.

 

 

 

Score: 200 Assignment 1: Part 1 of the Vice President of Operations
Criteria inadmissible under 70% FFair70-79% C80 to 89% proficient BExemplary90-100% A
1. Compare the operational plan of the chosen manufacturing or service organization with key operational efficiency indicators. Choose three (3) activities that don’t fit the operating strategy. Find the areas where each task clearly has flaws. 25% in weight Three (3) tasks that do not align with the operational strategy were not determined or were only partially determined, and each task’s weaknesses were not determined or were only partially determined for the three (3) key operational efficiency components of the chosen production or service organization’s operational strategy. Partially determined three (3) activities that do not align with the operational strategy and partially determined the flaws that are obvious in each task. Partially evaluated important elements of the operational efficiency of the selected production or service organization with its operational strategy. The operational strategy of the chosen production or service organization’s key operational components was satisfactorily evaluated. Three (3) tasks were identified as not aligning with the operational strategy, and each task’s weaknesses were satisfactorily identified. thoroughly compared three (3) activities that do not match with the operational strategy, thoroughly identified the shortcomings that are obvious in each task, and thoroughly analyzed the major operational efficiency components of the chosen production or service organization with its operational plan.
2. Create a new operations plan based on the four competitive criteria of cost, quality, time, and flexibility for the chosen organization.
30% in weight did not present or only partially establish a new operations strategy based on the four (4) competitive criteria (cost, quality, time, and flexibility) for the chosen organization. A new operations plan for the chosen organization has been partially developed based on the four competitive criteria (cost, quality, time, and flexibility). successfully developed a new operations plan based on the four competitive criteria of cost, quality, time, and flexibility for the chosen organization. thoroughly developed a new operations plan based on the four competitive criteria (i.e., cost, quality, time, and flexibility) for the chosen organization.
3. Examine the architecture of the manufacturing process as well as the competitive priorities’ organizational structure. Create three (3) new enablers that are in line with the organization’s long-term strategy. Consider the new enablers’ three (3) advantages and three (3) disadvantages. 30% failed to develop three (3) new enablers that are in line with the long-term plan of the chosen organization; failed to develop three (3) new enablers; and failed to submit or failed to complete an incomplete analysis of the structure of the competitive priorities and the infrastructure of the production process. The infrastructure of the production process as well as the competitive priorities’ structure were both partially analyzed. Three new enablers that are in line with the organization’s long-term plan were also partially developed, and their benefits and drawbacks were both partially assessed. Developed three (3) new enablers that are in line with the long-term plan of the chosen organization and satisfactorily assessed three (3) benefits and three (3) drawbacks of the new enablers. Satisfactorily analyzed both the structure of the competitive priorities and the infrastructure of the production process. thoroughly examined the infrastructure of the production process as well as the competitive priorities’ organizational structure; thoroughly created three new enablers that are in line with the chosen organization’s long-term plan; and thoroughly weighed the new enablers’ three advantages and three disadvantages.
4. Three sources 5% in weight There are no cited sources. Does not include the necessary number of references, and some or all of the references are of poor quality. meets the minimum number of references required; all references are top picks. More references than necessary, all of which are top choices.
5. Formatting, clarity, and writing mechanics requirements 10% in weight, there are more than six mistakes. There are 5–6 mistakes. 3–4 mistakes exist. 0–2 mistakes were found.

 

 

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