Operations and Project Management

OPERATIONS AND
PROJECT
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
PART 1............................................................................................................................................1
Introduction to Chosen Organisation......................................................................................1
Operations vs Operations Management..................................................................................1
Review and Critique of Implementation of Operations Management Principles...................2
Extent to which Operations Management Meets the Requirements of the Company............4
Continuous Improvement as a Philosophy and Lean Principles............................................5
Continuous Improvement Plan...............................................................................................6
Recommendations..................................................................................................................8
PART 2............................................................................................................................................8
Overview................................................................................................................................8
Project Life Cycle...................................................................................................................9
Critical analysis of usage of different theories, concepts and models between large and small-
scale projects........................................................................................................................15
CONCLUSION..............................................................................................................................19
REFERENCES..............................................................................................................................20

INTRODUCTION
Project Management refers to an appropriate planning, organising, controlling and
implementing a certain project appropriately. It is a highly essential aspect which includes
effective procedures and practices to complete an activity within desired time (Heizer, Render
and Munson, 2017). The report below is divided into two parts, wherein, the first part deals with
review and critique of operations management principles, for which Rolls Royce has been
chosen to reflect upon. On the other hand, another part of the report is based on Portakabin Case
Study and is focused upon a detailed implementation as well as critique of the Project Life
Cycle.
PART 1
Introduction to Chosen Organisation
Rolls Royce is one of the biggest companies within the UK which deals in manufacturing
and distribution of cars and aerospace vehicles. The firm is considered as an engineering
magnum and works appropriately towards enhancing their designs by using appropriate and
advanced technologies. However, the firm is currently facing a lot of issues with its
manufacturing of engines for Civil Aerospace companies like Boeing (Rolls-Royce Reveals
Blade Problems in Newest Engine, 2019). Such manufacturing issues are very much important
for an organisation to deal with in order to maintain superiority and sustainability within the
market.
Operations vs Operations Management
OPERATIONS OPERATIONS MANAGEMENT
Operations refer to those activities and
procedures which are appropriately and
specifically performed by organisation to
accomplish their objectives and organisational
goals. Moreover, these operations are effective
in context of enhancing the productivity and
profitability of the organisation. In addition to
this, it is highly oriented towards the end
Apart from this, Operations Management is a
process of effectively planning, organising,
directing as well as controlling functions of the
company at operational ends, like production,
manufacturing, etc.
Operations management is process oriented
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outcomes.
Operations are result oriented
Several operations are adopted in context of
achieving set objectives and goals
operations management appropriately and
effectively lead these processes and operations
towards achievement of set objectives
Review and Critique of Implementation of Operations Management Principles
Operations Management is a very wide as well as quite essential aspect for an
organisation and thus, it is important that this is appropriately accomplished. There are several
guiding principles within this area of practice, which is very necessary for companies to follow.
However, there are certain principles which are also required to be implemented within the
overall operations management to enhance the working of the organisation. Some of the
prominent principles are discussed below: Taylor's Scientific Management: Few of the most prominent principles that should
appropriately be implemented, are the ones within scientific management theory
proposed by Fredrick Taylor. According to him, there must be a systematic approach
towards managing work and accomplishing activities. For this purpose, four effective
principles were provided by them, For instance, the first principle was replacing “rule of
thumb”, by adopting scientific approach to perform activities. The next principle was
matching workers with their jobs, with emphasis on their capabilities and motivations.
Moreover, Monitoring was another appropriate principle, in accordance with, allocation
of work between managers and workers. In terms of the critical review of the same, it is a
highly effective approach within the organisation, which allows a scientific movement
and approach towards achieving the company's objectives. However, a negative aspect
associated with the same that aspects like coordination is facilitated through the tasks
provided, rather than creation of culture. Flexible Specialisation: This refers to the strategy of a company to enhance its
competitive edge within the market place. Thus, the firm is inclusive of technology and
machinery which could be used in multiple manners. Moreover, companies adopting this
strategies have high and multiple skilled employees. In relation to it critical explanation,
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this aspect allows organisations to be flexible in its operations and easy modifications,
which would enhance its competence even in dynamic situations. However, the cost of
the same could be quite high in relation to adoption of this operations management
principle. Mass Customisation: It refers to the procedure of delivering customised products and
services, as per the customers' needs. It is a combination of customisation and flexibility,
which allows the firm in incurring lower unit costs. A positive side in relation to this
principle is that it is highly economical for the company to follow in terms of money,
which would only require the firm to develop products as per the orders given to them.
However, the extent to which the diverse demands could be provided by the customers is
very high, enhancing the complexities for the company.
 Agile Manufacturing: This sort of manufacturing is related to different manufacturing
operations emphasising on personalised products to customers. The processes and
operations within this principle is assigned in a way which could help the firm in
changing rapidly in response to customer demands. Adaptability is one of the most
effective advantage of using this method. However, they are required. However, no rigid
structure within the manufacturing might lead to high redundancies in terms of
management.
Alongside the principles above, Below is review and critique of several operations
management principles: Principle of Reality: This principle works on the theory that operation management of an
organisation must appropriately emphasise on the problem, rather than techniques used to
deal with the same. Reason for the same is that according to this principle, no technique
delivers a universal solution to difficulties (Kerzner, 2017). Moreover, principle of
flexible specialisation appropriately aligns with this factor, as it also requires the firm to
change in order to match the customers' preferences. In context with Rolls Royce, rather
than focusing on the problem with inappropriate manufacturing, the firm is emphasising
on replacements of jet engines with once with new Trent 1000. This clearly reflects that
this principle is not being followed appropriately within the firm as the company, instead
of fixing its department, are focusing on new methods to fix the problems.
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 Principle of Variance: This principle could be implemented within an organisation in
two effective manners. For instance, the first aspect is that in case it is encouraged, then it
cuts the cost of production within a company. Secondly, if the variance in a company is
appropriately managed, then it could be effectively used in expanding product portfolio
of a firm, which aligns agile manufacturing, which would enable the organisation in
enhancing its products and service lines in context with shifts in demands. In relation to
Rolls Royce, the firm does implement this system, however, the context within the same
is different. For instance, the evident facts of case study of the firm showcases that it
applies variance in innovating and introducing better and effective parts of engines for
Civil Aerospace vehicles, however, doing so enhances the cost of production. As an
example, the firm spent £170m to fix the issues with its jets in 2017. thus, this principle is
partially been implemented in the organisation. Principle of Organisation: According to this principle, all the processes under
manufacturing of products within a company are connected, which enhances consistence
and predictability, resulting in consistent outcomes (Harrison and Lock, 2017). This
principle also follows scientific management principles, as it promotes a scientific and
effective approach in context of dealing with operations.. Rolls Royce fails to implement
this principle as the main aspect of manufacturing process within a company is to inspect
the quality and safety standards within its products. However, this aspect is not well
performed in Rolls Royce, resulting in failure of its engines.
 Principle of Humility: This is another essential principle which refutes the trial and error
method of production. In this principle, managers within an organisation must
acknowledge all the limitations within their work and must appropriately approach for
internal or external help. Principle of mass customisation could also ensure as to whether
the organisation is able to meet the requirements of customers or not. In Rolls Royce, this
principle is being adopted effectively as the firm acknowledges its faulty designs and
even has set up R&D extensions to deal with the same (Binder, 2016).
Extent to which Operations Management Meets the Requirements of the Company
There are several requirements within the firm which could be effectively addressed by
its operations management. This is very essential as this would help the firm in analysing all the
aspects which the firm excels upon, along with areas that need improvement.
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