Operations and Supply Chain Management: PDF

Operations and Supply Chain
Management

Table of Contents
INTRODUCTION..............................................................................................................1
MAIN BODY .................................................................................................................... 1
THE FIVE PRINCIPLES OF LEAN..................................................................................2
CAUSES AND TYPES OF WASTES...............................................................................6
COMPETITION POSITION..............................................................................................8
RECOMMENDATION...................................................................................................... 9
CONCLUSION................................................................................................................. 9
REFERENCES ..............................................................................................................10

INTRODUCTION
Supply chain management can be defined as the services and good flow
management process which consist of storage and movement of raw material, finished
goods along with work-in-process from the consumption and origin part. Interrelated
with the channels, networks and business mode combine in the service and products
provision needed by consumer end in the supply chain. Operation management can
also referred as the administration concerned with the controlling and designing the
production procedure and redesigning operations business in the service and goods
production. Both of these activities are managed within the Ryedale Group's Hortipak
which is one of the largest UK producers of plastic pictorial labels and plants. Using the
NOVA image library, entire stock of plant and bespoke features stunning images
supported through detailing care reverse instruction. Expertise in the horticultural
design, marketing and print, this products the products involving POS, labels, trolley,
packaging, websites and dressing for the UK's leading and Irish Growers and garden
centres (Ahi and Searcy, 2013). This report will evaluate the five principles of lean
management along with the wastes types and causes in order to understand the
company's operation and supply chain management. It will evaluate competition
position of enterprise along with suggesting some recommendation to enterprise.
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MAIN BODY
Ryedale Group can be referred as the European leader at market in plastic and
print technologies. The organisation values-driven family business and is sustaining
within the organisation from past 55 years in the expert printing onto marketing support,
plastic production and management of supply chain etc. The company has been
featured in Printweek, Sky News, The Financial Times, BPIF in Print, HTA news etc.
The organisation, Hortipak brand is one of the biggest and largest market leader in
production, horticultural design, distribution of labels of plants and solution of point-of-
sale. Lean production and manufacturing can be termed as 'lean' which can be defined
as a systematic technique for the waste elimination “Muda” within a proper framework of
manufacturing (Christopher, 2016). Lean can be undertaken into the waste account by
overburden “Muri” as well as creation of waste by unevenness in the pressure at work
“Mura”. The manufacturing of lean depends on the tenant’s number, principles and tools
of lean complying the Japanese techniques called Kaizen. The Hortipak accommodate
this method within their working organisation in regard of managing their procedure
more productive along with optimum utilisation of accumulated and available resource in
the production of their products and services within the organisation. In order to critically
implement some major authentic principles of lean development to Hortipak's operation,
this is essential for organisation to consider basic concept of lean management and its
major principles which is briefed below:
THE FIVE PRINCIPLES OF LEAN
Dan Hones and James Womack has given the lean enterprise concept originated
in 1996 within the Toyota production framework. There are several values which is
promoted by lean production i.e. value, perfection, pull, flow and value stream which is
constantly used as the major concept of production in Hortipak as it assists enterprise to
carry out their business operations and manage supply chain in more efficient way
leading organisation toward the benefits and loss in wastage (Hajmohammad and et.
al., 2013). Here are elaborated the major lean production principles in the following
report:
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Value: This procedure assists in understanding the consumer value through
setting and considering the basic concept of value. This is paramount for the
organisation to discover the latent or actual requirements of the consumer when the
technologies and novel products etc. Approaches of lean production begin with the
elaborated and discussed understanding of demands and requirement of value among
consumer in context of services and products. It set the pay and value which the
consumer pays. Framing these values allows the enterprise to build a proper top-down
cost of target. The price to manufacture the services and products is being determined
after the accomplishment of procedure. There are several methods like surveys,
interviews, web analytics, demographic information etc. which can aid in discovering
and decipher in seeking more valuable consumer. Producer of Hortipak create value
through the producer. From the standpoint of consumer, this is essential for
organisation to evaluate and critically analyse the major value viewpoint within the
enterprise. Hence, through optimising lean perception while implementing and creating
value among the Hortipak consumer which can help them in achieving target consumer
(Jacobs, Chase and Lummus, 2014). Hence, this is the initial principles and one of the
essential elements that not only help in creating value for consumer but aid in analysing
the major contribution of value in service and product sales.
Value Stream: This is the second principles of lean which helps in mapping and
identifying the value stream of organisation. This can be explained as the life-cycle of
entire product service's raw material through the utilisation of consumer, disposal and
eventual production of service. In regard of eliminating and reducing waste amount,
Lean ultimately focus over the complete and accurate value stream understanding.
Processes is being reviewed to set the value which is added. In this phase, those
practices which do not add value in context of consumer's perception and their services
are considered as the waste (Lee, 2011). In this procedure, the waste has been
categorised into two major categorised: non-valued added but are essential and other
unnecessary and non-value services. After this procedure, the pure waste is being
eliminated while the previous should be decreased as much as it is able to. As per
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Jones and Womack, stream mapping of value will often reveal major three muda types
i.e.:
 Various phases will be discovered to unambiguously to build value.
 Numerous other stages are discovered to make no value but are more avoidable
in context of current manufacture assets and technologies. Many additional stages will be discovered that are immediately avoidable and
make no value.

Flow: This is one of the fundamental and third principle of lean management
which is needed to manage and discover in order to manage operation flow. Later
waste removing from stream value, this phase helps in consider and manage the flow of
remaining stages and step more smoothly without the delays and any interruption.
Some methods and strategies are opted for ensuring the activities of value-adding to
make smooth flow which consist: steps of breaking down, reconfiguring the steps of
production workload in levelling out entire work-pressure, building cross-functional
division along with training worker to create it more adaptive and multi-skilled for
Hortipak. Considering flow is fundamental to the waste elimination (Liker and Convis,
2011). If the stream value refrain, moving forward at any elements, waste is more
inevitable through service. The flow's lean production principle is concerned with
creating better value and supply chain with fewer disturbances in the process of
production along with the government where every practice is entirely within the stages
with every other. Hortipak, first create visible impact of converting batches and division
to service team as well as flow as the time needed to go from notion to launch, sale to
distribution and delivery as well as raw material to company's customer fall rapidly.
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Pull: This is another principle of lean production and management that lead the
organisation Hortipak in managing their services and production procedure more
efficient. This principle assists in making certain the flow through ascertain various
different stages and procedure such as work-in-process inventory, stopping
synchronised flow and ahead of time etc. Beside of opting traditional manufacturing
approach of American of pushing work by associated with the schedule and forecast,
this approach dictates whether the consumer order to the service or not (Martínez-
Jurado and Moyano-Fuentes, 2014). It is needed a proper flexibility deal along with
short delivery design cycle. This also needs an effective communication way which is
fundamental for each and every chain management. Inventory can be considered as
one of largest waste in the entire manufacturing system. The pull-based framework's
goal is to limit the work-in-process and limit the inventory while making certain whether
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Illustration 1: Lean Principles
Source 1: Lean Principles, 2018

information and requisite material are available for smooth work flow. Hortipak adopt
just-in-time manufacturing and delivery procedure where services and products are
manufactured within certain time period as per the demands and requirement of
quantity. Company provide labels, dressing, trolley, packaging products and services in
United Kingdom and this procedure and approach is more efficient and effective for
enterprise.
Perfection: Practitioners of lean strives to meet the perfection in their operations
and provided services (Myerson, 2012). Hortipak can achieve the targeted outcome and
more efficient activities through the assistance of perfection strategy within their working
framework. The prevention of waste can be achieved through the assistance of four
major steps which are mentioned as below:
 Value identification.
 Stream mapping value.
 Creation of operation flow.
 Adoption of pull framework.
The fifth step is most paramount stage of entire lean production principles i.e.
perfection which is one of the most fundamental procedure among all of them. This
creates continuous procedure development and lean thinking as he organisational
culture part, each and every worker of Hortipak should strive in regard of perfection
while rendering the product delivery associated with the demands and requirement of
consumer. The organisation should be more concerned with the learning of enterprise
along with discovering the way through one can reach their limit. As Hortipak start to
properly determine value, recognise whole value stream and create value-creation
phases for certain product flow constantly along with let consumer pull value from
organisation, something unusual start to incur. This reduced on those which are
included where there is no limitation in the procedure of decreasing time, efforts, cost,
space and mistakes while delivering a service that is even more approximate where
client desire or demand for (Sarkis, Zhu and Lai, 2011).
Hence, Hortipak apply their principles to deliver a structure for effective and
efficient creation of organisation. Lean agrees over the discovery of inefficiencies of
manager in the enterprise along with delivering effective consumer value, the principles
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encourage better flow in work procedures and improving constant culture improvement.
Through practising entire these principles, a company can create more value,
emphasise it and remain more competitive, decreasing the business cost and
emphasising over their profitability of Hortipak. Hence, the organisation can understand
the value of consumer aim over the enhancement of production and practices quality
through creating more consumer management.
CAUSES AND TYPES OF WASTES
Introduced by Toyota, lean production management can be referred as the
philosophy initially derived from their Toyota production system aims over the waste
elimination known as Muda within the production system (Tang and Musa, 2011). This
concept has categorised the waste into various forms on the basis of their
excessiveness of human motion, integrate aims of each production step into holistic,
effective reduction cost and develop overall company's revenues. Hence, according to
the concept of lean production system, the enterprise, Hortipak into major three
categorises i.e. Muda (waste), Muri (overburden) and Mura (unevenness) which is
discussed as below:
Muda (Waste): This is most popular form of the manufacturing waste and one of
the three evil of lean (muda). On the basis of this, Hortipak has eliminated their major
waste into major seven stages which is described here:
 Transportation
 Movement
 Over-Processing
 Waiting
 Defect & Rework
 Inventory
 Overproduction
Since this concept was developed in Toyota, there are several other waste is
additionally added Beside these, there are 24 more other waste types which are
identified and are considered muda (Tayur, Ganeshan and Magazine, 2012). As
Hortipak has eliminated each of their procedures and practices as per the muda
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concept in regard to understand and undertake each and every waste to make full
utilisation of available resources and waste as possible.
Muri (overburden): Muri is unreasonableness, overburden and thing which are
more complex. This mainly highlights the people of Hortipak. This can be applied to the
organisation, machines and materials. Here are mentioned some of its examples:
People:
 Noise
 Heavy lifting
 working for longer time
 too east work
 excessive stress Dearth of training etc.
Organisations:
 Abusing power of market to fleece consumer or supplier. Demanding thee services and goods from supplier to deliver in uncertain time.
Materials and Machines:
 Material mistreatment
 Pushing tools and machines to their capabilities.
 Loading a container or vehicle beyond their limit of weight etc.
When machines and operator are opted for their maximum way to accomplish
their targeted task, they refer to overburdened. Muri can be defined as the outcome of
the Mura when more waste than required is removed from the operation and processes
(Walker and Jones, 2012). Horitpak improve their ergonomics, or sometimes their old
respect for their fellow worker. In the western world, this is neglected along with
unevenness where the major aim is on the elimination of waste.
Mura (unevenness): As the procedure of translation states, mura refers to the
any sort of irregularity and unevenness. As this is usually optimised for the material
flow, this is considered as an issue in Hortipak in many cases despite of material flow.
Here are mentioned some of the incurred mura examples in the referred company
which can lead to problems:
 Uneven consumer demand.
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 Inventory actions – from too much too little.
 Odd speed of production or varying quantities of manufacture process.
 Uneven services and good quality.
 Erratic and irregular rhythm of working.
 Uneven worker's training.
 Uneven workload distribution.
Hence, Mura can be found in Hortipak due to the fluctuation in demands of
consumer, processes time in each service or change in the cycle time for distinct
operators. In the manufacturing environment with high manufacture variation, low
volume, the flexibility is more essential than low-service change in environment and
higher volume (Wu and Pagell, 2011). This can be reduced through creating more
openness and flexibility in supply chain along with build standard work for entire
operator of Hortipak.
Hence, these three enemies of lean manufacture can easily be found in the office
and production of Hortipak. The major cause behind this is visibility of production
procedure. By the assistance of this procedure, Hortipak can reduce the entire lean
enemies and enhance their operations management and supply chain. Three of these
wastes are interlinked with each other which should be undertaken within organisation
like Ryedale Groups and its subsidiaries simultaneously. It can help in the complete
elimination of required practices from the entire company.
Hence, this lean management procedure has their own influence and makes
improvements in the entire procedure of Hortipak which also aid in operating their
business activities in more efficient manner. This has been observed that the
performance of company has been increased rapidly in the entire market. The company
has been recognised as one of the largest company that can aid in achieving their
business objectives and achieve their target in more efficient manner. The management
of supply chain can be enhanced and managed within the Hortipak that has developed
their practices and reached to the new level of development in the entire organisation.
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COMPETITION POSITION
As per the market of Hortipak, the company has been rendering major part in the
waste reduction while producing and distributing their services and products. Sub group
of Ryedale Group, the organisation is recognised as the one of the popular enterprise
and stationers in the entire market. Hortipak has a well position in the marketplace
among their competitors which is recognised as one of the largest and biggest labelling,
designing, web framing enterprise which provide wide variety of services and products
at the affordable rate despite of their major competitor. The organisation is listed as one
of the largest enterprises among top 10 companies who has effective supply chain and
effective performance of their executed activities and operation. The company is
supporting HTA national plant show constantly as they are partners with major practices
of organisation dedicated to the plants. Major competitors of Hortipak are Flora media,
Blenheim plan and garden centre etc. which are developing in the marketplace. But due
to the good and quick services and along with consumer satisfaction, organisation
deliver and been able to stand as one of the best organisation among all above. Hence,
this can be affirmed that through the procedure of lean management of production, the
enterprise has been able to provide more effective services and efficient outcome in the
working environment.
RECOMMENDATION
Hortipak execute various activities and plans that are executed within the working
organisation in order to promote 3 distinct managements. Consumer satisfaction should
be considered as the priority and major focus by Hortipak that can help in focusing over
the idea and lean techniques enhancing the performance of entire enterprise in more
efficient manner (Zailani and et. al., 2012.). In order to implement these activities in
more effective manner, the technical framework can be executed with the change of
culture. Hence, enterprise can adopt various modifications within their culture to
enhance their efficiency of operations along with the managing supply chain in more
efficient way.
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CONCLUSION
This can be affirming from the summarised report that supply chain management
can be defined as the services and goods flow which consist of storage and movement
of raw material, finished goods along with work-in-process from the consumption and
origin part. Lean production and manufacturing can be termed as 'lean' which can be
defined as a systematic technique for the waste elimination “Muda” within a proper
framework of manufacturing. Dan Hones and James Womack has given the lean
enterprise concept where there are several values which are promoted by lean
production i.e. value, perfection, pull, flow and value stream which is constantly used as
the major concept of production. The concept of lean production system, the enterprise,
Hortipak into major three categorises i.e. Muda (waste), Muri (overburden) and Mura
(unevenness). Three of these wastes are interlinked with each other which should be
undertaken within organisation.
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REFERENCES
Books and Journals
Ahi, P. and Searcy, C., 2013. A comparative literature analysis of definitions for green
and sustainable supply chain management. Journal of cleaner production, 52,
pp.329-341.
Christopher, M., 2016. Logistics & supply chain management. Pearson UK.
Hajmohammad, S. and et. al., 2013. Reprint of Lean management and supply
management: their role in green practices and performance. Journal of Cleaner
Production, 56, pp.86-93.
Jacobs, F. R., Chase, R. B. and Lummus, R. R., 2014. Operations and supply chain
management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.
Lee, K. H., 2011. Integrating carbon footprint into supply chain management: the case
of Hyundai Motor Company (HMC) in the automobile industry. Journal of
Cleaner Production, 19(11), pp.1216-1223.
Liker, J. and Convis, G. L., 2011. The Toyota way to lean leadership: Achieving and
sustaining excellence through leadership development. McGraw-Hill Education.
Martínez-Jurado, P.J. and Moyano-Fuentes, J., 2014. Lean management, supply chain
management and sustainability: a literature review. Journal of Cleaner
Production, 85, pp.134-150.
Myerson, P., 2012. Lean supply chain and logistics management. New York: McGraw-
Hill.
Sarkis, J., Zhu, Q. and Lai, K. H., 2011. An organizational theoretic review of green
supply chain management literature. International Journal of Production
Economics, 130(1), pp.1-15.
Tang, O. and Musa, S. N., 2011. Identifying risk issues and research advancements in
supply chain risk management. International journal of production economics,
133(1), pp.25-34.
Tayur, S., Ganeshan, R. and Magazine, M. eds., 2012. Quantitative models for supply
chain management (Vol. 17). Springer Science & Business Media.
Walker, H. and Jones, N., 2012. Sustainable supply chain management across the UK
private sector. Supply Chain Management: An International Journal, 17(1),
pp.15-28.
Wu, Z. and Pagell, M., 2011. Balancing priorities: Decision-making in sustainable
supply chain management. Journal of Operations Management, 29(6), pp.577-
590.Gold, S. and Seuring, S., 2011. Supply chain and logistics issues of bio-
energy production. Journal of Cleaner Production, 19(1), pp.32-42.
Zailani, S. and et. al., 2012. Sustainable supply chain management (SSCM) in
Malaysia: A survey. International Journal of Production Economics, 140(1),
pp.330-340.
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