Reviewing and Critically Analyzing OM Principles in Burberry Group plc

This report analyzes the implementation of OM principles in Burberry Group plc and evaluates the concept of continuous improvement. It also reviews the application of the PLC in the crossrail project.

Unit 16 –Operations and Project
Management

TABLE OF CONTENT
INTRODUCTION...........................................................................................................................3
PART 1............................................................................................................................................3
Reviewing and critically analysing the implementation of OM principles within the
organization.................................................................................................................................3
Reviewing and critically in relation to the six sigma methodology and lean principles.............4
Continuous improvement plan based on the review and critique of OM principles within
organization.................................................................................................................................5
PART 2............................................................................................................................................6
Analyse the effectiveness of a CI plan using appropriate theories and concepts........................6
Application of stages within PLC................................................................................................7
Review and critique the application of the PLC used in the project...........................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................12

INTRODUCTION
The operation management (OM) refers to the process of planning and organizing in
regard to the production and manufacturing or the provision for services. It is focused on the
delivery of the output in a better way. The project management accounts for the application of
the various processes and methods in order accomplish the desired project specific objectives. In
this report, Burberry Group plc have been taken as an organization, which is a global luxury
brand in London. The company offers variety of products range like clothing, sunglasses, fashion
accessories and cosmetics. It has around 498 branded stores and sells its products via 3rd party.
This report presents about the effectiveness of the operation management pertaining to the
organization and in addition to this, evaluates the concept of continuous improvement in the OM
has been applied. It also covers the principles of PLC in the context of the crossrail project.
Along with its review.
PART 1
Reviewing and critically analysing the implementation of OM principles within the organization
The operation management is majorly considered in regard to the manufacturing and the
production of the products and provision of services. The operation management is concentrated
on delivery by effectively converting inputs into outputs. The strategic goals of the organization
can be met only through the way of understanding the important principles of OM which helps in
providing thorough visibility into the business operation. Few of the principles of OM are
analysed in detail below.
Reality
The OM of the organization is required to stay focused on the overall problem rather than
just on technique. The major problem for the Burberry is the effective management of its
inventory along with conserving the economic resources (What are the Principles of Operations
Management? 2019). By focusing on the overall problem, the organization can reduce its
wastage of resources which consequently leads to decline in the total inventory cost.
Organization
Everything within the organization are interconnected and are needed to be consistent. In
case the organization fails to do so, then it will not be able to accomplish the desired outcome.
Burberry has been able to effectively manage its business function which has helped it in
optimizing it scarce resources and handling the supplies of its material. The operation manager

of the company considers the distribution networks of its suppliers. The manager takes care of its
warehouse, distribution centres and so forth.
Humility
By making use of the trial and error process, it results into incurring huge cost for the
organization and therefore, it becomes important for the operation manager to consider its
drawbacks as well (Heizer, Render and Munson, 2017). The OM team of Burberry is very
effective and has already taken into account all the important factors pertaining to the cost
incurred due to trial and error approach and this has lead to saving money and making production
for the long term.
Success
The success can only be measured through the way of evaluating and analysing the
satisfaction of the customers. The operation management team of Burberry plc has always
worked hard on ensuring that it meets with the customers demand on time through the way of
making the product available on time. In order to make sure, the proper distribution system is
being established along with the feedback system so that the company can have an opinion of the
customers in order to make its product and delivery system optimum.
Accountability
The operation manager of the Burberry is very efficient in running the manufacturing
operation and has also set out rules and metrics for the purpose of evaluating whether goals are
met or not (Belyh, 2019). For this, accountability is the most important factor and the operation
manager of Burberry has been able to effectively manage the same and has taken accountability
and responsibility of the end result.
Quality Control
This principle works on brining efficiency and effectiveness aspect into the business. The
OM helps in making transformation pertaining to the working principles. This is done through
implementing the quality management concept in respect to the organizational objectives. This
principle is very important from the point of view of the customers as all they want from the
organization Burberry plc is the quality clothing.
Reviewing and critically in relation to the six sigma methodology and lean principles
Six sigma refers to the method through which organizations can improve the capabilities
of their business processes and procedures. Through this, the organization's can work on

increasing its performance and decreasing its process variations. The six sigma is associated with
the operation management and managers apply this principle within the organization in order to
enhance the process quality by the way of discarding the defects and errors. It helps in reducing
the cost and time consumption (Kumar, Mookerjee and Shubham, 2018). This is considered to be
an expensive option but on the other hand it pays for itself by providing long term benefits to the
business. This consequently leads to high quality products and services, thus, satisfying the needs
of the customers.
In regard to the lean thinking approach, it concerns about the no wastage of the scarce
resources which helps in making the process effective and efficient (Baby, Prasanth and
Jebadurai, 2018). This approach, cuts the production cost which leads to providing extra edge to
the company. Therefore, in Burberry plc the lean principle is not implemented completely. As in
the current times, the organizations have realized the importance of waste elimination and
enhancing the quality and meeting the customer satisfaction level.
Continuous improvement plan based on the review and critique of OM principles within
organization
The aim behind the continuous improvement plan is to enhancing and improvising the
performance of the company by the way of implementing some targeted metrics pertaining to the
production process. This method concentrates on the linear and the incremental enhancement in
the current operations (Fagnani and Guimarães, 2017). It makes use of the statistical methods
and approaches. In respect to Burberry Plc, the continuous improvement can be taken as the
process for improving the quality of the fabric which is being utilized for the final preparation of
the fashion accessories.
It is basically a document which consists of the strategies for making the product better. It
is not similar to the reactive plan which defines the course of actions of the team for handling the
crisis. Through this, the organization is able to identify the bottlenecks and the weak points
pertaining to establishing the programs and processes along with finding the ways to improve it.
There are mainly 7 steps which are important for preparing the continuous Improvement plan in
the context to the Burberry Plc which are stated underneath.
 Evaluation of the past year's goals and objectives
 Reviewing and analysis of data

 Evaluation of the process made pertaining to business performance as per the standards
set by Burberry
 Implementing the SMART objectives
 Summarising the planning process
 Compliance
There are different methods which are being utilized by the top organization's for the
purpose of carrying out the continuous improvement (CI). The various methods involve the
PDCA cycle, TQM, six sigma and lean approach. All these approaches works on emphasizing
the teamwork, decrease in fluctuations along with systematizing the processes. The Burberry plc
has not completely into lean manufacturing processes but is working on for implementing it
more as the approach focusses more on the zero wastage concept pertaining to operations. It will
also lead to simplification of the company's manufacturing line in order to reduce fluctuations,
thus, improving the performance.
PART 2
Analyse the effectiveness of a CI plan using appropriate theories and concepts
It is the well-known that CI concentrates on incremental improvement over the period of
time. Along all the tools utilized, PDCA cycle is very popular and widely used. This is also
known as the Shewhart cycle. Plan: This stage involves determination of the opportunities and based on which
planning for changes. Do: Under this, the change is tested on a small scale. Check: In this, review of the test is done and the result is analysed and identify what is
learned from this.
 Act: In the last stage, actions are taken based on what is learned. In case change did not
work, go through the cycle again but with a new plan (Rrealyvásquez-Vargas and et.al.,
2018). If successful, incorporate it from test to the wider changes.
Therefore, in this way one can enhance and improve the existing process of the
organization Burberry Plc.
The CI referred to as the process for the purpose of improving the performance. It aims at
building a sustainable work culture through the way of making every employee part of the waste
elimination process. The various process like six sigma focusses on reducing fluctuations while

TQM concentrates on enhancing the satisfaction level of the consumers. The lean approach
works on improving the flow of production line. Therefore, both six sigma and lean approaches
aims at reducing wastage along with discarding variations.
Application of stages within PLC
Project management life cycle plays strong role in corporate varied efficiencies where,
new innovative business planning structures better delivery of performance. Application of
stages within Project life cycle will enable Cross rail to fundamentally grow as one of the biggest
railway infrastructure project in Europe where it is one of the largest single investments in UK.
Cross rail project is delivering Elizabeth line on which innovative business planning
implemented within will bring wide level of innovation. Multi departmental imitative with
sweeping wide range of corporate implications generates in depth profound project management
life cycle, where incorporation profoundly generates execution of all procedures (Kayak and
Ray, 2021). Initating: At this stage of PLC Cross Rail need to identify business needs, opportunities
for further business investment planning’s and corporate strength shaping competitive
scale performance. Imitating stage enables to explore fundamental scale varied major
aspects in business performance scenarios, leveraging best feasible investments which
need to be implemented. At this step initial scope, stakeholders to be involved are
identified as projects and programmes form strategic objectives for longer stability and
objectified performance arenas. This being first step generates profound scope for
implementing new ideas actively on longer time periods. Planning: This is crucial process of project life cycle which is heart of project activity
cycle where stakeholder’s responsibilities are finalised within project completion. It
involves defining deliverables and working requirements along with benchmarks for
future performance horizons. At this stage Cross rail project will be planning forward
schedule implementation where time, cost, quality, changes along with potential risks are
worked on by analysing their productive implementation (Harold, 2021). Planning step is

done by brainstorming new ideas among team members and among leaders for wide scale
productive market growth, efficacy to be delivered at wider validity. Executing: This stage of PLC correlates creating tasks fundamentally with best
innovative workflow in company structure to make team members are functionally
working. Execution brings in flowing communication among team members, clients and
management where providing stakeholders with accurate plans enhances project
sustainability. Communicating with team members and leader’s execution implements
best quality for longer strength in fundamental scale operative efficacy. At this point
providing updates to project stakeholders at all levels enhances keen working operative
strength and also keeps investments monitored. Execution generates specific scale
connectivity among successful parameters for competent scale varied growth, to enrich
competitive functional strength. Monitoring and controlling: Cross rail by generating varied range of monitoring and
controlling strategies will be able to oversee all tasks and metrics needed for approved
project undertaken within scope. By regulating monitoring, controlling new procedures
can be actually monitored by practically looking forward to minimum risks factors.
Monitoring and controlling build effective work growth benchmarks for keeping up
quality in project completion. This factor also brings on demand for strengthening longer
scale productive output where Cross Rail aims to bring on best quality operations
operatively towards new changes. There will be in depth analysis done on project
performance determining projects expectations are met actively, where goals along with
timeliness and quality of work plays essential role for best outputs.
 Closing: This being final step brings forward documentation of project closure, to make
sure that all aspects of company are completed effectively. Closure plays crucial role for
keeping Cross Rails accountable in future projects, by asking feedbacks form all
customers. The closing process involves handing over project deliverables to clients and
releasing staff, equipment’s within closure of project. Closing ensures scanning of
revenue benchmarks to be obtained perfectly, also analysis of client’s feedbacks are done
for keeping up informative varied growth goals.

The above explained factors within stages of project life cycle can be understood to be
operatively crucial for smooth functioning, by which Cross Rail will be able to yield on best
work growth metrics. This can be analysed that project life cycle stages have fundamentally
concluded whole procedures to be competently varied in new functional horizons. Cross Rail by
implementing all steps and procedures will be able to evolve on competent scale project
completion, by using best innovative techniques and keen focus towards best project completion
(Project Management Life Cycle Phases & Why It’s Important. 2021).
Review and critique the application of the PLC used in the project
The application of the lean thinking approach in the PLC of the project will help in
effectively identifying the effectiveness and the benefits associated with the project to the
organization. The lean manufacturing makes use of very less in comparison to the mass
production like the half the human efforts, floor space, investment in tools etc. In the initiation
stage, the management can set the objectives and criteria based upon its requirement. It then
makes use of the lean approach in the second stage which is planning (Agyabeng-Mensah and
et.al., 2020). The strategies are being formulated considering the core objectives and this
approach has one of its principle which is specifying the value in the eye of the customers. This
accounts for evaluating the capability being offered to the customer at the right time at the right
price. But the challenge here is to take into consideration what the customer is willing to pay.
Also, it will help in ensuring that the value flow into the business through the way of elimination
of wastage. Once, this value is created and identified, the next step is to develop a continuous
flow by reducing backflows, rework and interruptions.
In the third stage, which is the execution stage, the plan is executed and the project
manager supervises the project and implement control activities. In this, the manager will
exercise the monitoring and controlling process in order to implement the changes which are
required to be carried out in order to meet with the desired objectives. The project manager has
made sure that the project is working effectively and efficiently on order to reduce the unwanted
and unprofitable activities which are not essential in the completion of the project (Bacoup and
et.al., 2018). Through this way, it will help in reduction or elimination of the business activities
which is incurring heavy wastage and bringing fluctuations. The operation manager works on
pursuing perfection which will result in transforming to a lean culture. This implies or involves
the improvement in the process endlessly. One is needed to question the value of all the

activities. It is obvious that it is difficult to achieve perfection but one can strive hard to get
closure to it.
Six sigma is another approach that provides tools to improve capability of business operations
for increasing performance metrics and decrease in process variations, which helps leads in
detecting cost effectiveness. This increases performance aspects and decreases procedures
efficacy with varied connectivity, employee morale and quality growth variably. Six sigma aims
to enhance project completion productively on longer time period for keeping up aspects of
project completion. Cross Rail aims to use six sigma approach by performing disciplined data
driven approach and methodologies for eliminating defects, driving new six standard deviations
between mean and nearest limits. Application of this approach in PLC generates profound
growth generates new scale productive outputs where at all stages Cross Rail has been using the
best metrics for competitive performance.
It can be also analysed that Cross Rail project uses the best operational techniques where
project completion has been productively expanding in new domains. The techniques also
enable to conclude that Cross Rail project resources are being best used at best completion
aspects for keeping up competent performance role and there is scope to implement flexibility.
Application of PLC procedures and all steps within innovative business techniques have been
done in best execution of all resources. Also, analysis explains there is fruitful varied growth in
commercial revenue horizons, goodwill parameters. The successful implementation of all
approaches in PLC enables business diversity to be competently functional where vision,
innovative scale connectivity in resources has promising opportunities. Cross rail aims further
for keeping up with feedback of all clients in project successful completion and to generate
dynamic working strength. Further, approaches also explain varied market strength to be
delivered imperatively at wider horizons, Cross rail has been also potentially keeping best
benchmarks (Gaud and et.al, 2021).
CONCLUSION
It can be inferred from the above that the operation management is very crucial for
effectively meeting up with the various business requirements. The various principles of
operation management helps in effectively evaluating the impact of it over business performance

and functioning in the context of Burberry plc. The organization has effectively incorporated
these principles within the organization which has helped in optimizing the operation
management of the company. The continuous improvement works on implementing
improvement in the existing operational processes and procedures. By implementing project life
cycle to the crossrail project, helped in determining the requirements which are needed to be
fulfilled in order to successfully complete the project. Further analysis of the same is being
carried out using the lean approach and six sigma which supports in effectively determining and
analysing the effectiveness of PLC. Thus, operation and the project management plays an
important role in effectively managing the business activities and handling the projects which
has a direct impact over the performance of the company.

REFERENCES
Books and journals
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practices on relative competitive quality advantage and performance. Journal of
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Baby, B., Prasanth, N. and Jebadurai, D. S., 2018. Implementation of Lean principles to improve
the operations of a sales warehouse in the manufacturing industry. Industrial
Engineering. 9(1).
Bacoup, P., and et.al., 2018. From a quality management system (QMS) to a lean quality
management system (LQMS). The TQM Journal.
Fagnani, E. and Guimarães, J. R., 2017. Waste management plan for higher education
institutions in developing countries: The Continuous Improvement Cycle
model. Journal of Cleaner Production. 147. pp.108-118.
Gaud, R., et.al, 021. Challenges and Opportunities in Developing Project Management
Decision-Making Tools. Journal of Engineering, Project, and Production
Management. 11(2). pp.127-138.
Harold, K., 2021. Project management: case studies. John Wiley & Sons, Inc.
Heizer, J., Render, B. and Munson, C., 2017. Principles of Operations Management:
Sustainability and Supply Chain Management (Global editon). Pearson.
Kayak, G. and Ray, M., 2021. Survey on Prioritizing Test Cases in Various Levels of the
Software Development Life Cycle. International Journal of Information Technology
Project Management (IJITPM). 12(1). pp.1-28.
Kumar, S., Mookerjee, V. and Shubham, A., 2018. Research in operations management and
information systems interface. Production and Operations Management. 27(11).
pp.1893-1905.
Realyvásquez-Vargas, A. and et.al., 2018. Applying the Plan-Do-Check-Act (PDCA) cycle to
reduce the defects in the manufacturing industry. A case study. Applied Sciences. 8(11).
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