Task 1 1.

Importance of effective operation Management in achieving objectives of the company

Operations management is important because of its impact on an organizations costs. No organization can be successful unless it is able to manage its operations efficiently, making best use of the resources at its disposal. A high level of efficiency helps ensure that the organization can achieve low operating costs. But achieving low costs is rarely enough to ensure success. Organizations must also ensure that their customers are satisfied with the goods and services they provide for them. Operations management is also important because of its impact on the quality, availability, timeliness and reliability of the goods and services produced by an organization. All customers judge the value of what they receive by some combination of those factors. No organization can be successful unless it is able to manage its operations effectively, ensuring that its customers receive what they consider to be a high level of value. To be successful all organizations must aim to manage their operations to achieve both a high level of efficiency and effectiveness. The activities of the operations function are central to achieving these aims. However, achieving efficiency and effectiveness simultaneously can often create conflict. That is what makes operations management such a challenging, as well as such an important, task in any organization. The case example Toyota: On target to become number one demonstrates the vital role played by operations in the success of the Japanese motor car manufacturer

2. Process of operation Management in the company Any operation can be depicted as a transformation process which converts inputs of resources (e.g. people, equipment, materials, energy, and information) to outputs of goods and services. Slack et al. (2004) usefully developed this model by distinguishing between transformed and transforming resources.

Facilities: These are the resources that are necessary to undertake the operation but are not used up in the operation. Typically these include the land, buildings, plant, equipment and vehicles used by the organization to perform the operation. These resources are usually intended to be used over several years. Consequently they are normally designated as fixed assets by accountants and their value appears in the fixed assets column of the balance sheet.

Consumables: These are the resources that are used up as part of operation. Examples include the energy necessary to power buildings, plant and machinery, and the materials necessary to maintain, repair and operate them (often referred to as MRO supplies).

People: The human resources necessary to undertake the operation. These will usually include the staff of the organization. However, employees of other organizations might also be involved in the transformation process, for example those belonging to the suppliers or subcontractors of the organization undertaking the operation.

Task 2 1. Importance of effective quality Management in achieving organisation objectives

2. Exiting quality management process in the company

Task 3 1. Strategic quality change plan , Smart target 2. Resources, tools, an systems use in the quality change process 3. Evaluate wider implication of the planned changed both inside and outside 4. System to monitor the implementation of planned strategic quality change

Task 4 1. How to execute and monitor your strategic quality change 2. Quality Culture in the company to ensure continuous monitoring and development Task 5 1. What improvements expected by implementing the change
2. What further improvements can be made to achieve organisational objectives