Operations and Project Management

Operations and Project
Management

Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
P1. Objectives of operations management.............................................................................3
Principles of operations management:....................................................................................3
M1. Approaches to operations managements.........................................................................3
Activity 2.........................................................................................................................................4
P2. Concept of continuous improvement...............................................................................4
Continuous improvement plan...............................................................................................4
M2. Analysis of effectiveness of the continuous improvement plan.....................................7
D1. Strategies for achieving continuous improvement and efficiency at Toyota..................8
Activity 3.........................................................................................................................................9
P3 Project life cycle................................................................................................................9
M3. Analysis of the rationale for use of WBS, Gantt Chart & Critical Path, and leadership for
the Project.............................................................................................................................13
P4. Application of the PLC, WBS, Gannt Chart and Critical Path......................................13
M4. Analysis and critiquing of the use of PLC, WBS, Gannt Chart and Critical Path in large
and small scale projects........................................................................................................13
D2 Practical and theoretical effectiveness of the PLC.........................................................13
CONCLUSION..............................................................................................................................13
References:.....................................................................................................................................14

INTRODUCTION
Operations Management systematically addresses daily and strategic business challenges.
The management of projects covers the planning, organization, motivation and management of
resources for the achievement of specific objectives (Heizer, Render and Munson, 2017). Project
management comprises the development of project plan to describe and ensure project aims and
targets, to determine how they'll be accomplished, to define job duties and to evaluate required
funds, and to determine budgets and schedules. It includes management of project plan
implementation along with regular checks to ensure accurate as well as objectively informed
performance of plan and structures for implementing recovery measures if need be.
The study examines and criticizes operations management concepts and principles for
their effectiveness, and in operational context, pertains concept of continuous improvement in
relation to Toyota Motor Manufacturing UK. It was founded in Dec. 1989 and In UK, company
has 2 manufacturing plants account for a combined expenditure of £2.75 billion, as well as
employ around 3,000 employees. The motor manufacturing facility is based in derbyshire at
Burnaston and engine production plant in northern Wales at Deeside. Study
evaluates implementation of Six-Sigma methodology and Lean principle related to operations
management within the framework of Toyota. Further the study consists of application of project
life cycle and review of uses of it in context of Toyota.
MAIN BODY
P1. Objectives of operations management
(Covered in PPT)
Principles of operations management:
(Covered in PPT)
M1. Approaches to operations managements
(Covered in PPT)
Activity 2
P2. Concept of continuous improvement
Continuous improvement can even be described as a mechanism that aims to optimize
operational practices and tasks. That is a very critical aspect of management, as it assists in the

business performance and progress and also the achievement of expected outcomes. Continuous
improvement defined as a business method which will contribute to maximizing operational
efficiency. Manager will concentrate on development as well as gradual change in the company
cycle in order to promote quality progress of organisation. This seems to be helpful in improving
staff productivity and transparency. Organization needs to adjust the operating structure and also
develop it to remain competitive with the competitors. Continuous improvement could very well
help Toyota to gain economic benefit over rival firms dealing in automobile industry (Harrison
and Lock, 2017).
Continuous improvement plan
Continuous plan for improvement involves a series of objectives and projects intended to
increase organisation's performance. This cycle includes the continual development of both the
goods and the facilities. In this corporation, aims to improve the sales cycle to meet targeted
objectives and operational goals. There are 2 structures in this sense, i.e. PDCA cycle and Kaizen
that also encourage the continuous improvement schedule theory. This strategy is a vital aspect
integrating consistency structures and approaches such as Baldrige, Six sigma, etc. By executing
this strategy, Toyota management should be able to redesign the consistency of their goods and
services in order to achieve high customer loyalty.
A strategy is proposed here below in regards to continuous development of Toyota:
Objectives Resources
Required
Cost
Involve
d
Time
require
d
Who is
responsibl
e
Review time Results/
Follow Up
Growing car
demand by 7
percent.
Workers,
Machinery,
Administration,
Provisions,
$20000 Around
6
months
The top
level
manager,
production
department
and sales
team.
After
completion of
production
and
marketing
functions.
The
management
observed
growth in
sales revenue
generation.
To eliminate
deficiencies
Advance
technology,
$32000 Around
15
Internal
quality
On regular
basis
There are still
deficiencies

in 20 percent
of products
manufacture
d
Management,
Raw Resources
months assurance
officer and
project
team
whenever the
production is
completed.
due to delay
by worker
and mis
management
of stock.
To lowering
output costs
by 2 per cent
per unit
R&D Division,
Improvised
technology,
Expert
Workforces,
Effective
direction,
$8000 Around
10
months
Cost
accountant,
technical
advisors
End of month
when
analysing
monthly
budget.
There have
also been
changes in
this area but
there is also a
need for
further
development.
Add
additional
benefits to
increase
customer
base
Marketing
department,
R&D team,
Senior manager
$25000 Around
12
months
Sakes
officers,
Skilled
workers
Regular
research of
market to
analyse new
trends in
market
In the recent
time it has
been
observed that
due to
additional
benefits such
as lounges
passes, free 2
year vehicle
customer base
have
increased.
Six Sigma contributes to the predictive data-based guided methodology that is used to
constantly enhance the flaws of an organization's services and goods. The following method
relies on five main concepts and has a basic and straightforward aim of providing near-perfect

market improvement products and services for optimum customer satisfaction. Definition of
several of the Six Sigma's main concepts is given as follows:
Focus on Consumers: The core concepts of this strategy are to concentrate the
organisation's resources on their clients' desires and demands. First, it is crucial for companies to
learn regarding their customers' needs and wants in order to evolve the service or product as per
the customers' tastes and expectations to suit their requirements and demands.
Measure the Value Stream and Find Your Problem: With the aid of this all the clearly
specified targets, the organization should be able to strengthen its waste management, because
the structure, duties and obligations of workers will be well specified.
Get Rid of Junk: Due to this problem it was detected by the organization, it is therefore
not only necessary for the corporation to eliminate the problem, but it is also essential for the
firm to ensure how such anomalies are supported.
Keep the ball rolling: This is not directly relevant to any individual; however there are
different individuals participating in the organization's work.
Ensure Flexible and Responsive Ecosystem: As there are various procedures in the
corporation, including some that demonstrate to be defective and wasteful, it is crucial for the
firm to implement adjustments to its business operations and also to staff methodologies such
that the social structure of its organization can become adaptable.
Cycle PDCA
The process PDCA is referred as the process Plan-Do - Check-Act. The process involves
four stages that will help Toyota's management team in deciding not whether the continuous
improvement program they are formulating is successful. Those phases are shown below:
 Plan: This is the planning stage wherein Toyota's management team must monitor and
evaluate modern standards, and consider new suggestions for improvement. This move
will assist to find what changes need to be made. In the form of Toyota's development
program, challenges are found with existing solutions such as additional expense, more
time, inadequate efficiency such that alternative strategies can be implemented to solve
the issues.
 Do: this really is the second stage wherein new methods are introduced, i.e. the
introduction of Robotics, Maritime Distribution or just in time, such that defined