B123 Session 7

Ryan Fielding

Task 1
Think about one repetitive work task that you complete the same way each time. Document,
in sequence, the steps that you take to complete the task. In your view, which steps in the task
are efficient and which are inefficient? How would you explain the reasons for your view to
your manager?
My repetitive task is preparing a works order paper work. I open my ILID
application and log in. Next I select the works orders to print and mass print
them out. Then I collect the printed papers and separate them. There are three
sheets the kit lists the manufacturing control sheet and the drawing which is A3
sized. I then go through each one in order, I flick through the pile and separate
the three sheets for each works order. I then go back through the pile and with
the paired up kit list and manufacture sheet, I then add the folded drawing to the
back of them. Now they are all paired up I go through the pile again and add the
required length for every works order, which I then take out to the saw man
whom will saw each type of material for each works order which is then placed
on the appropriate shelf ready for manufacture.
The efficient steps here are the printing of the sheets and the saw man issuing
the works order. The inefficient parts are the entire folding and pairing process. I
would explain my reasons to my manger by illustrating that each single works
order is handled three to four times. When in reality it would be more efficient to
only be handled once before it the start of manufacture.

Task 3
Read Chapter 15 of the MGSG which discusses both new and traditional forms of
management control and think about the following questions as you read:

a. Which of the ideas that you read about in Chapter 15 do you see evidence of in your
workplace, if any?

b. Which of the ideas that you read about in Chapter 15 do you think might be
usefully applied to your workplace?

I would say I have seen evidence of the balance scorecard. As this is also available online as
well for anyone to view with a simple google search.
I would say the management control is key to the art of management in that it
allows managers to make the best use of resources (people, facilities, machinery,
etc.). Also this would apply to us some extent as currently our management is
gap filled to say the least.

B123 Session 7

Ryan Fielding

Task 1

Look again at Figure 15.3 in the MGSG which shows an example of single loop learning`
the stages in the control process. Identify a workplace activity in your own work area where
you could apply a similar control process as in Figure 15.3 (such as running a training
session, compiling a staff rota, doing a staff appraisal, etc.); if you need help choosing a
process try thinking about a typical day in your workplace and list the various workplace
tasks that you and/or your team undertake. (You might find it helpful to revisit the sections on
Fayol from Sessions 3 and 5 to help you think about the activities that you undertake.)
Ok so if I look at a single component piece manufacture. step 1 is the objective
which is to make the piece for a set amount for time and money. Step 2 is plan
the manufacture of the part so ensure cam program is in place and original
design is available. Stage 3 is to monitor progress and compare this to previous
production times and stage 4 is to act on the results of the monitoring and to
improve the time taken to make the part, and top seek a cheaper material
supplier and manufacturing technique.

Task 2
Set
objective
Choose part to
manufacture

monitor

Plan and
carry out
Plan time taken
and costs
involved

Ensure CAM
program is in
place

Monitor progress
act
Act on results

Improver time
taken and seek
cheaper
alternates

B123 Session 7

Ryan Fielding

Activity 7.3
Task 2
Take the process that you worked with in Activity 7.2 and redesign the process so
that it benefits from double loop learning, updating your diagram as a result.
Remember, in double loop learning you question all your assumptions and ways
of working to try to make the process fitter for purpose (Figure 7.3).
Double loop

Manufacture

Appropriate
timescale and
goals

Finished part

Compare with
Measure
previous productions
achievement
of parts made
(timescale)

Find out why

it has taken
longer or less
time to
produce
Task 3

Document your thoughts on what you found challenging in this exercise.

What I found challenging in this was the fact that I should have chosen something more
applicable to this task like our appraisal system. And also the difference between each
diagram and to where each part is applicable in comparison with the other.

B123 Session 7

Ryan Fielding

Task 5

Briefly document an account of your thoughts and ideas on double loop learning and its value
in organisations (including your own). Try to give specific examples of double loop learning
use no more than 300 words in total.
My thoughts on double loop learning is that it is important to challenge my own ideas of how
it should be. In terms of how the process works and always ask myself if Im doing it right. I
think is also about thinking if I can make my process better in terms of efficiency and
effectiveness. This is looking at future outside of the process and at how things are done in
other parts of aesseal and maybe other firms. In comparison to single loop learning which has
a focus on solving a problem or carrying out a task. Double loop learning questions why the
problem occurred originally and asks yes its been done this way forever but is it still the
correct way?
Task 1

Look at Table 15.1 in the MGSG and document your thoughts on the following:

a. Does your organisation exhibit any of the listed features of postindustrial forms of control? If so, what new forms of control (of the ones
described in Chapter 15) does your organisation practise? If not, do you
think any of the new forms of control could be implemented in your own
organisation?

b. Do you believe that your organisation has been successful in

implementing such new forms?

c. If your organisation is still firmly in the classical mode (as described in

Table 15.1 of the MGSG), does this mean that it is in control or not?

I would say that on the whole we have features of all the post-industrial forms of
control. We practice all of them to some extent especially in the section that I
work in. Which specialise in one of productions of components.
I feel that all of these new forms are highly successful in terms of
implementation. I feel that it has been a standardised way of work long before I
even joined the company.
We are not really classical control this doesnt mean we arent in control I would
argue there are the odd old aspect that takes a contribution towards getting
things done such as the hierarchical organisational structure but this mainly
applies to the older management towards director team.
Task 2

Consider the features of your organisation that you identified in Task 1 and document your
thoughts on what the implication of some of these features might mean for performance
management in your organisation.

B123 Session 7

Ryan Fielding

I think that the shift in thinking in the new forms of control requires less concentration on
controlling the internal transformation activities of the organisation and more focus instead
on identifying and maintaining the most appropriate outputs. These outputs are defined in
relation to the outside environment in some way, for example by customers, competitors,
shareholders or the public at large. The actual production of these outputs is then maintained
in whatever way conforms best with the four Es (Figure 15.1 and following text in the
MGSG) and can be varied according to any changes in the external environment. You can see
that, in this model of control, effective self-managing teams would be an important asset.
Being in control of an organisation means keeping it in a sustainable and productive
relationship with the outside world.

Activity 7.6
Task 1

Reflect on your work role or workplace and keep a record of your answers to the following
questions:

a. What do you understand by quality in your organisation?

b. What kind of processes are in place to help manage quality?

c. How is quality measured?

Quality in my workplace is of the utmost importance we strive to be the world

number one and as such we must always do the best humanly possible to
achieve the highest of quality and standards that we can.
Quality processes are very thorough we have an entire QA department in place
just to ensure everything is machined correctly and that all stringent processes
are been followed to the letter not just by our branch but by all branches
worldwide. We have various legislations and documents in place to ensure these
highly important writing is stuck to.
Quality is measured in various ways at various stages of the manufacturing
process. Every stage on the manufacturing route has his own responsibility so for
example. The saw man has cut a new billet his quality assurance would be to
make sure the billet is the correct length and is free from all burrs that could
cause harm this then is passed to the machinist who would recheck the overall
length of the raw billet as well as the raw diameters the OD and ID. After
manufacture the finished part is checked by the machinist, which then passes
onto the washing area to be cleaned and checked to mating parts from there is
goes to the inspection area, Whom check the entire job again 100%.
Task 2

Watch the 50 lessons video Quality is what sells by Pete Waterman (2005) and answer the
following questions:

a. Do you agree with the speaker about the importance of quality?

b. Is it possible to have high-quality even for very low-priced products?

B123 Session 7

Ryan Fielding

YES, I absolutely agree with the speaker emphasis on quality importance he is

correct. Would you rather pay 20k for a VW golf that will do 200,000 miles
minimum or pay 12k for a Vauxhall Corsa that might do 80-100k if you are lucky?
We all know the difference is quality between the two.
To some extent it is possible to have high quality for a low price yes. Take Aldi for
an example a trolley full of shopping all non-descript branding but all nice quality
food about 70 compare that to Tesco a trolley full of food to be able to achieve a
decent quality at the same level as Aldi you buy branded comparison price 170
approximately.

Activity 7.7
Task 2

Watch the following video clip about Vue Cinemas and answer the following question as you
watch:

What are the four main areas of the balanced scorecard as discussed in
the video?

The four main areas discussed on this balance scorecard are the people, sales,
quality, continuous improvement
Task 3

Return to Session 4, Activity 4.1 and review your companys mission statement.
Task 4

Using Figure 7.5, develop a basic balanced scorecard for your unit or organisation using the
categories from Figure 15.9 of the MGSG or the categories used by the Vue managers (or
ones that are more appropriate for your workplace but which are based on the categories from
Figure 15.9). If you can, try to link it to your organisations mission/vision statement.

B123
Activity 7.7
Task 4
Different types of group
Financial perspective
Goals
Improve
local knowledge
product demand

Measures
continuous strive
forward

Operational perspective
Goals
Customer growth
improve

Measures
ask opinions
invest profits
introduce new ideas

B123 Session 7

Ryan Fielding

Innovation and learning perspective

Goals
staff

Measures
training

Customer perspective
Goals
Staff
customer
managers

Measures
better staff
better experience better
team

Task 5

Document your thoughts on the following:

Did creating the balanced scorecard offer you any insight into operations
management in your organisation?

Were you able to link it to your organisations mission/vision statement?

Were any of the categories in your balanced scorecard difficult to

complete? If so, what were the reasons for this?

A little bit of a look towards it yes.

Yes, I was able to see the points that linked between it and provide a link to
match towards the specific areas.
Yes I found the areas of all 4 tricky with my limited knowledge of those particular
parts of the business been areas that I had to seek alternate help with.