Analysing Management in Organisations: Lean, Agile & Supply Chain

This report delves into the intricacies of management in organisations, focusing on the differences between jobbing and line operations concerning variation, uncertainty, volume, order-winning criteria, key operational tasks, control, skill level, and automation. It discusses the importance of aligning trade-off choices and explores the relationship between special and common cause variability, upper and lower control limits, Six Sigma, the Plan-Do-Study-Act improvement cycle, and Kaizen. Furthermore, the report examines Fisher's model for matching supply chains with products, highlighting the significance of mismatch zones and illustrating how lean and agile strategies can be combined within the same supply chain using real-world examples. This analysis provides a comprehensive understanding of operational management and strategic alignment in diverse organisational contexts.

Management in
Organisations

Contents
Contents...........................................................................................................................................2
PART B...........................................................................................................................................1
QUESTION 2..............................................................................................................................1

PART B
QUESTION 2
(a) Outline the differences between the process extremes of jobbing and line operations,
making reference to the following aspects: variation, uncertainty, volume, order
winning criteria, key operations task, control, skill level and automation. Discuss
why these trade-off choices need aligning.
Answer- The graphic illustrates the variations among the tag titles and lines operating procedure
extremities. Activities would be focused on item excellence, adopting to fulfil criteria, and
having a wide range of items. As opposed to line service providers that embrace quality goods,
limited variability, and centralised power, competitive pricing items are the firm's primary
concern when selecting bid winners. The requirement to harmonise such trade-off decisions is
based on the fact that no shipping mechanism could achieve the greatest tiers of achievement
concurrently (trade-offs legislation), while a shipping scheme with a singular scope (such as
purchase gaining requirements) would then have a better effective than one with a more general
task. For instance, when contrasting a famous style label with a premium style expensive
company, we may say that the famous product would implement line activities while the
premium style expensive one should employ repetitive production activities. This distinction is
founded on their various order-winning parameters; whereas (A) would offer customers a wide
range of products and quick changes in line with fashion trends, (B) would offer customers
affordable prices and simply utilitarian apparel features. As an instance, high apparel premium
fashion manufacturers would then necessitate manufacturing processes with elevated talent
levels, customised goods, and quality goods modify, meaning the price in manufacturing could
not indeed be the equivalent as reduced ability levels, bulk manufacturing, and relatively low
transform. As a result, a firm follows an appropriate ability to optimize work relying on their bid
winner requirements to have more effective procedure in corporate. To be more precise, as
discussed above.

(b) Discuss the relationship between the following concepts and tools:
Special and common cause variability: Common-cause variation occurs when no single factor, or
group of related variables, adversely affects the procedure variance (random variation). When
one or more variables affect the processes variability in a non-random manner, it is known as
special-cause variability. When dealing with special-cause variance, it must be possible to
pinpoint the source of the unanticipated variance.
The upper and lower control limits: An identified parameters is regarded to be a specific source
of variability when it exceeds the upper control limit. The upper limit of the prevalent source
variability is also defined using it. The lower control limit on a management graph is the value
beyond whom any particular information item would've been deemed to be out of statistically
process management because of a specific reason variability. It is represented by lines
underneath the midline.
Six sigma: A quantitative and data-driven technique called Six Sigma examines small errors or
flaws. Although keeping production faults to no more than 3.4 incidences every million units or
activities, it places an emphasis on cycle-time advantages.
The Plan-Do-Study-Act improvement cycle: An continuous, 4 phase problem-solving paradigm
called Plan-Do-Study-Act is employed to implement transformation or improve processes.
Interior and exterior consumers should be involved while adopting the PDSA process since they
may offer input on what performs and what does not.
Kaizen: A continual enhancement strategy known as kaizen is founded on the notion that tiny,
continual beneficial improvements could have a big impact. It usually relies on dedication and

collaboration in opposed to methods which rely on drastic or top-down reforms to bring about
transition. Lean production and the Toyota Way both depend on kaizen. It was created for the
production industry to improve efficiency, inspire employee responsibility and reason, reduce
errors, and decrease wastage. It has also been embraced in numerous other areas, like medicine,
because it is a wide notion that may be interpreted throughout numerous different ways. It may
be used on a personal basis and in every aspect of company. Value stream mapping, which
records, analyses, and enhances the data or content circulates needed to generate a good or
customer support, and Total Quality Management, a managerial structure that enrols employees
at all tiers to concentrate on improving reliability, are two methods and techniques that could be
used in kaizen. Irrespective of technique, the effective application of Kaizen in an organisational
context depends on securing backing for the strategy from the CEO on through. Kaizen is a
combination of two Japanese terms which mean "positive transformation" or "improved
performance" individually. Yet, because of its connection to lean technique and ideals, kaizen
has become synonymous with "continual development."
(c) Fisher (1997) advocated matching supply chains with products as represented in the
diagram below. Explain the diagram, discuss the significance of the top left
mismatch zone and using at least one case example illustrate how lean and agile
strategies can be combined in the same supply chain.
Answer- According to the chart, aligning supplier network objectives for operational goods
would result in efficiency, whereas doing so for advanced designs would result in
responsiveness. The client sector for functioning items needs minimal modifications, limited
diversity in goods, and price stability; the client group for advanced designs would require
numerous adjustments, great variation. These variances in the use of the distribution network
approach are due to the structure of demands. As a result, there would be a difference in how
such distribution network strategies are pursued and implemented. Concerning an effective
supplying network for practical goods, which often have cheap costs as their order-winning
criterion (OWC), the architecture of the distribution network should prioritise minimal buffering
capability and minimal buffering stock, as well as standardised manufacturing to generate
economies of scaling. A receptive supply channel would be compatible with cutting-edge items
which fulfil client needs and the firm's OWC. This layout of distribution network requires a large
amount of cushion space and implemented cache stock to preserve its strategic plan, including

delivery time, and fashionable goods that prioritise frequency by compromising on price. In a
hypothetical comparison among two clothing companies, high style and luxurious, we could say
that high design and premium would utilise jobbing activities while common would use line
activities. This discrepancy results from the fact that (A) will provide customers a wide choice of
products and quick adaptation to changing fashions in apparel, but (B) would offer customers
affordable prices and simply useful apparel features. Following Fisher's SC prototype, (A) would
then implement an adaptable distribution network goal, managing or chasing requirement to
maintain the essence of demand's rapidly changing and quality merchandise wide range; (B)
would then implement a cost-effective distribution network goal, having the lowest buffering
capability (threshold ability) and reduced cushion stock.