Unit 4 HND Diploma in Business Unit number and title Unit 4: Management and Operations (488)

ASSIGNMENT 02 FRONT SHEET
Qualification BTEC Level 4 HND Diploma in Business
Unit number and title Unit 4: Management and Operations (488)
Submission date 26/12/2021 Date received (1st submission)
Re-submission date Date received (2nd submission)
Student name Nguyen Thi Kim Phung Student ID GBS200568
Class GBS0908B Assessor name
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I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.
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Table of Contents
I. Introduction...................................................................................................................................3
II. Key approaches to operations........................................................................................................4
1. Lean production........................................................................................................................................4
2. Six sigma...................................................................................................................................................5
3. Queuing theory.........................................................................................................................................6
4. TQM/Kaizen/JIT........................................................................................................................................7
5. Management by object...........................................................................................................................11
6. SMART Objectives...................................................................................................................................11
III. Operations manager’s roles.....................................................................................................12
1. Operations manager’s roles.....................................................................................................................12
2. How OP managers can improve efficiencies of operational management to successfully meet business
objectives........................................................................................................................................................13
IV. The importance and value of operations..................................................................................14
1. Product and process design.....................................................................................................................14
2. Input-transformation-Output..................................................................................................................14
3. Logistic and Inventory management........................................................................................................14
4. Control and distribution..........................................................................................................................14
5. Application..............................................................................................................................................14
V. The factors within the business environment impact OP..............................................................14
1. Corporate Social Responsibility...............................................................................................................14
2. Culture....................................................................................................................................................15
3. Stakeholder.............................................................................................................................................15
4. How OP managers can achieve the SMART Objectives............................................................................16
VI. Conclusion................................................................................................................................17
VII. References...............................................................................................................................17
I. Introduction
Ford Motor Company was founded in 1903 by Henry Ford and is based in Detroit (Dearborn,
Michigan). Based on yearly vehicle sales in 2010, Ford is the second-largest automobile manufacturer
in the United States and the fifth-largest in the world. COVID 19 could, however, be credited as
contributing to the worldwide economic downturn. Ford Motor Company is an American automaker
that designs, manufactures, markets, and serves a wide range of Ford trucks, SUVs, automobiles, and
Lincoln luxury vehicles. Automotive, Mobility, and Ford Credit are the company's three segments.

The Automotive section is responsible for designing, manufacturing, distributing, and maintaining
Ford and Lincoln vehicles, as well as their components and accessories. The Mobility section
principally consists of Ford's autonomous car development and related businesses. Argo AI, a
developer of autonomous driving systems, and Spin, a micro-mobility service provider, are also owned
by the corporation. On a consolidated basis, the Ford Credit section consists of the Ford Credit
business, which largely consists of vehicle-related lending and leasing activities. Ford Credit provides
a comprehensive range of car financing options to and through dealers all around the world. COVID
19 has an impact on Ford as well. Ford's operations management department was where he worked.
This report will evaluate current operating methods as well as management and leadership
responsibilities in various conditions, as well as the Board of Directors' successful decision on
operating regulations during the pandemic.
II. Key approaches to operations
1. Lean production
Lean manufacturing is a method of removing waste from a manufacturing system through a systematic
approach. It considers the waste produced by uneven workloads and overload, and then decreases it in
order to maximize value while lowering expenses. The term "lean" simply means "no excess,"
therefore lean manufacturing can be interpreted as "minimum waste manufacturing."
From design to production to distribution, this strategy may be applied to any area of a business. Their
core premise is that "less is more effective," implying that organizations must use less resources to
deliver higher-quality goods and services in order to remain competitive. Good supplier contacts,
devoted, professional, and dynamic staff are all essential for effective lean manufacturing. It also
maintains an excellent culture, promotes ongoing development, and prepares managers and people to
accept change and trust.