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Operations
1.
Learning Log
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Learning Log
nventory management system: Theories and data flow diagram fo
Developing ICT system for Marston Lodge
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CONTENTS
1.0 Learning Log
1.1 TQM and Lean.......................................................................................2
1.2 Inventory management.........................................................................2
1.3 Improvements through projects............................................................3
1.4 Operations management.......................................................................3
1.5 Supply chain..........................................................................................4
2.0 Inventory management system: Theories and diagrams for
Marston Lodge
2.1 Theoretical Support for Marston Lodges Inventory Management.........5
2.1.1 Linear and mixed integer optimisation...........................................5
2.1.2 Lean Management...........................................................................6
2.2 Practical Support for Inventory management........................................6
2.3 Conclusion.............................................................................................8
3.0 Developing ICT system of Marston Lodge
3.1 HOTEL
3.1.1 ROOM
3.1.2 LACK
CLEANING..................................................................................9
OF MOTIVATION............................................................................9
3.1.3 LAUNDRY
SYSTEM...............................................................................10
3.3 ICT
PROJECT PLANNING...........................................................................11
3.3.1 SIGNIFICANCE
3.3.2 WBS
3.3 RISK
OF
OF
PROPOSED ICT
PROJECT OF
MARSTON LODGE............................12
3.3.1 SIGNIFICANCE
3.3.2 RISK
OF RISK MATRIX..............................................................13
MATRIX OF
PROJECT......................................14
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because they were well aware of the entire system and therefore they
gave some useful tips to the current employees.
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2.1.1 LINEAR
status of
unavailable goods
Order of sales
Returned
goods
entity in the inventory system. He can retrieved feedback from the system
and then provide his opinions along with the current status of inventory
and cost details. This can help him for maintaining the entire stock.
Additionally Kathryn Hughes is the top chef who manages the inventory of
meat and vegetables locally as people prefer organic diet. The farms
located in Wales can be the main entity for transporting the goods while
handing over a distribution or shipping slip. Hence the complicated task
can be made easier for Kathryn. The tasks for running accounting system
by Jamie Taylor can also be made straightforward through only checking
the invoice and feedback from the system. People responsible for logistics
can also get help through the system by merchants who get purchase
orders. Hence the goods can easily be transported to the location.
Consequently the complex and sophisticated system of inventory control
can be simplified by implementing data flow diagrams.
2.3 CONCLUSION
No doubt Marston Lodges have the best services offered for its customers
but they can be optimised through the utilisation of theoretical and
practical support for inventory management. Theoretical supports a
number of management skills including procurement management,
distribution management, logistics management and green supply chain
management for inventory control. However lean management and Linear
and mixed integer optimization can serve best for the organisational
development through its straightforward techniques. Practically the
organisational behaviour can be enhanced through following a proper
system for avoiding confrontations among the departments. The
diagram discussed in the report clearly depicts the flow which can be
adopted by the management of Marston Lodges.
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OF
MARSTON
LODGE
3.1.1 ROOM
CLEANING
Referring to the case study of Marston Lodge, the hotel rooms are failed to
pass hygienic needs of the customers, and lack of cleanliness standards in
the lodge are causing the hotel bookings down. Raghubalan (2009)
asserts that cleanliness in hotels and motels is one of the vital criteria of
selection from the point of view guests. Furthermore, it is the
responsibility of the hoteliers to make available safe and sound
environment to the guests. However, in the present situation, the
housekeeping arrangements in most of the hotels worldwide are not
standardised and this is similar in the case of Marston Lodge. Falbo (1999)
mentioned that cleanliness of rooms and other surroundings is the
fundamental factor which motivates or de-motivates guests to revisit
hotel. Therefore, it contributes significantly to the hotel revenue and
reservations.
The foremost cleanliness issues are evident due to internal factors. Some
of the factors include lack of training to cleanliness staff, lack of
cleanliness knowledge and skills, less time given for cleaning, and
inappropriate controlling and monitoring (Kappa, 2008). In the Marston
Lodge, it is also evident from the staff comments that they are not given
proper time to clean each room and sent to another room before the
allocated time.
Jones (2008) emphasised on communicating with cleanliness staff during
supervision and inspection of cleaned rooms. Following the
communication theory, the importance of communication is a social
activity in organisational context (Anserson, 1996). In addition, the time
management is very important aspect to tackle housekeeping issues
(Raghubalan, 2009). Thus, the supervision staff especially Jim Talbot (the
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3.1.2 LACK
OF MOTIVATION
3.1.3 LAUNDRY
SYSTEM
3.3.1 SIGNIFICANCE
OF
The project activities largely classified on the basis of project size, cost,
and time frame. On the accomplishment of the project, it must satisfy the
needs of the stakeholders. A WBS enables the project manager to
schedule project activities in efficient and effective manners. Further, it
illustrates the association and dependence of each task with/on another,
from the start to end of the project. WBS also facilitates the management
to consistently follow the schedule and provide guidelines for effective
project execution.
WBS can be beneficial for underpinning project success in a variety of
ways. These ways can be describe in terms of schedule, tasks, costs,
scope and function (Taylor, 2007). Planning and scheduling is the major
benefit and core purpose of WBS for tracing the project overall progress.
The construction of WBS at early stages enables the project manager to
clearly define the limits and determining how often tasks can be
accomplished. The key aim of WBS is to minimise complex tasks and for
this it is imperative for the project manager to supervise project activities
in more effective manners. With reference to an ICT project, WBS provides
a sovereign and quantifiable way of completing the tasks (Selig, 2008).
All the project tasks are measurable and thus each task can be assigned a
cost which enables the project manager to divide the entire allocated
budget into small parts and link them with the tasks. In this way, the
project manager can have effective control over budget and overall cost
of the project is not expected to exceed. One of the important roles of a
project manager is to define the overall project scope by ensuring
unnecessary additional works. WBS in this regard helps the manager to
list down individual tasks and subtasks to create a defined list of
objectives for the project team. The team then has aim to complete the
tasks one by one in a defined time limit (Taylor, 2007). This also shows the
allocation of responsibility of work to team members where project
manager can assign activities and budget to the team.
With reference to an ICT project in hospitality sector, the target is to
improve the overall functionality of the hotel operations. By dividing the
entire project into smaller parts allows a partial fulfillment of full project by
individually completing subtasks. After successfully completing these
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3.3.2 WBS
OF
PROPOSED ICT
PROJECT OF
MARSTON LODGE
A typical ICT project may consist of five major tasks including: problem
definition, feasibility study, analysis, design, and implementation (Dennis
et al. 2008). Based on these steps a WBS is developed for a proposed ICT
project of Marston Lodge.
ID
A.
A1
A1.
1
A1.
2
A1.
3
A2
A2.
1
A2.
2
A2.
3
A2.
4
A2.
5
A3
A3.
1
A3.
2
A3.
3
A3.
4
A3.
5
Task Subtasks
Statement of work
Addressing problems
Project scheduling
Feasibility study
Project resources
Define standards
Project budget
Research networking
equipment
Stakeholder requirements
Analysis
Identify risks
Requirements analysis
A3.
6
Validating requirements
A4
A4.
Design
System prototype
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1
A4.
2
A4.
3
A4.
4
A4.
5
A4.
6
A5
A5.
1
A5.
2
A5.
3
A5.
4
A6
A6.
1
A6.
2
A6.
3
Assign tasks
Design systems
Network specifications
Implementation
Implement the system
Upgrade networks
Output of development
3.3.1 SIGNIFICANCE
OF RISK MATRIX
A risk matrix (or probability impact matrix) is normally utilised during the
assessment and evaluation of probable risks associated with a particular
project (Bharwani and Mathews, 2012). The key aim of a risk matrix is to
assist analyst in ranking the risks according to their likelihood and
consequences for the purpose of developing a risk response plan as a part
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3.3.2 RISK
MATRIX OF
PROJECT
Risks linked with an ICT project are the inherent part of hotel risk
management strategy as they are subject to various internal and external
threats. A range of possible risks include: high cost, security threat,
outsourcing, disaster recover, technical risks, third party contracts,
defects and update risks, data backup risk software licence compliance
etc. (Hanseth and Ciborra, 2007; Thiadens, 2008; Pather et al. 2011).
However, the most prominent ICT risk area is to determine how newly
implemented ICT system will function and fulfill the needs of the
stakeholders. Therefore, implementing or upgrading an ICT system can
have a game-changing impact on the entire hotel and its potential impact
can greatly affect its business. Most of times, the changes are positive but
above stated risks can greatly affect the scope of the project. So, a careful
planning is required or otherwise new ICT system can have several
negative effects on guest, employees, and management.
The risks identified above are categorised and described in detail in the
risk register in table 1.
KiriBawe
Zaynor Polowski
ager
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Risk
category
Likeliho
od
Impa
ct
Se
t
(H
0.8
0.8
Hig
0.8
0.6
Hig
0.8
0.8
Hig
Software
licencing
0.6
0.2
Low
Compliance
0.2
0.6
Me
m
0.4
0.6
Hig
0.6
0.8
Hig
0.6
0.4
0.4
0.2
Me
m
Low
0.2
0.2
Low
0.6
0.6
Hig
0.2
0.6
0.2
0.8
Me
m
Hig
0.4
0.4
Risk title
Strategic
risks
Project viability
Strategic
risks
Commercial
& Finance
risks
Commercial
& Finance
risk
Commercial
& Finance
risks
Competition
Operating
risks
Operating
risks
Operating
risks
Operating
risks
Operating
risks
Operating
risks
Technical risk
External risks
Security threat
External risks
External risks
Terrorist
activities
Third party
contracts
High cost
System failure
risk
Update risk
Data backup risk
Operating cost
Risk description
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Me
m
Based on the risk register in table 1, the risk matrix for a proposed ICT
project of Marston Lodge is developed in table 2 by putting each risk into
relevant box according to the its likelihood and impact on ICT project. As
shown in table 2 that risk number 1, 2, 3, 6, 7, 11 and 13 have high
impacts on project and therefore require for achieving success.
Likelihood
0.8
Risk2
0.6
0.4
0.2
Risk4
Risk9
Risk10
Risk8
Risk14
0.1
0.2
0.4
I m p a c t
Severity
scale
Low
Medium
Risk11
Risk6
Risk5,
Risk12
0.6
Risk1,
Risk3
Risk7
Risk13
0.8
High
Purpose
For monitoring and controlling entire project
generally
For monitoring and controlling entire project
specifically
For arranging funding and other financial
matters
For internal and external contracts with parties
To ensure that new system meet the
requirements related to facilities management
To ensure that new project fulfill all security
measures
For system maintenance
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