Operations Improvement Strategy for Sustainability and Growth at Executive Holloware

Challenges Faced by Executive Holloware in Terms of Sustainability and Growth

Upon successful completion of this module, students will have demonstrated: Knowledge

K1. A critical understanding of some of the tools and techniques which underpin existing principles and practice, and then make recommendations in order to improve sustainability and operational excellence.

K2. Detailed understanding of the operation processes by which organisations’ achieve sustainability and operational excellence in the markets.

K3. Appreciation of the rationale of major decisions that organisations make in order to satisfy sustainability and operational excellence needs in a range of diverse  contents.

Skills

S1. The ability to select, critically evaluate and apply a range of approaches to enhance sustainability and operational excellence in business.

S2. The competence to identify and demonstrate resourceful decisions and solutions, towards sustainability and operational excellence management in various business sectors.

S3. The ability to Interpret, record and analyse data relating to sustainability and operational excellence management in business.

In the case of Georgian tea sets, I'm sure that we're very often accepting responsibility for scratching that isn't our fault - but it's difficult to prove that ofcourse. The trouble is that the tea sets usually need to go back to Buffing and then Replating, which must cost a great deal. One thing I find funny is that we've had very few complaints about the new range - probably because they're fighting each other to get hold of them as they're selling like hot cakes, apparently. The thing that worries me most at the moment is that the backlog of work in the factory is lengthening my delivery times.'

Paul met with Jean Lipson, the Finance Director, that afternoon and asked for heropinion on the whole quality problem. Jean told him: 'I raised this with the MD becauseit's something that worried me for a long time. The trouble, as I see it, is that we really don't know what's going on. For example, it's almost impossible to sort out reworking from normal work and even if you manage to do that, it's only guesswork as to the costs of reworking. I know that Andrew Keegan seems to think that a lot of the overtime in the Buffing Shop must be due to reworking and he'd like to cut it down.'

Consider yourself as Paul Stone, you have been asked by the Managing Director to prepare a 4000-word report for the Board of Directors to explain how you would introduce a companywide Operations improvement strategy to include Sustainability & Growth for Executive Holloware.

The response must also include the tools and techniques that you have covered in your module workshops.

Your assignment report should consist of:

1. An introduction which explains the focus of the assignment.

2. Main body which identifies the challenges that Executive Holloware observed in terms of sustainability & growth

3. Main body which develops and explains how you would introduce a companywide Operations improvement strategy in Executive Holloware.

4. Main body that attempts to convince the Board of Directors (shareholders) along with the stakeholders that they have made a genuine commitment to ‘Sustainability’ and ‘Growth’

5. A conclusion briefly reiterating the focus of the assignment and summarising the  improvements you have identified along with recommendations for Executive Holloware.