BSBMGT517 Case Studies: Operational Plan for Weston Bar & Digitise

This document presents a comprehensive case study analysis focusing on the management of operational plans, specifically examining scenarios involving Weston Bar and Grill and Digitise. The analysis encompasses several key areas, including resource proposals, implementation strategies, and management techniques. The assignment begins with an examination of the operational plan for Weston Bar and Grill, which focuses on delivering quality customer service in a family-friendly environment through entertainment and theme nights. The document then delves into a case study involving Digitise, a marketing company undergoing relocation and expansion. The analysis includes identifying information to support resource proposals, drafting communications, and role-playing discussions on plan implementation and relocation strategies. Additionally, the assignment explores key performance indicators (KPIs) and strategic planning elements, emphasizing effective communication and the use of leading indicators. The document also includes practical exercises such as calculating resource allocation and assessing workplace safety, providing a holistic view of operational plan management.

Running head: MANAGEMENT
Management
Name of the Student
Name of the University
Author note

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Section A- Skills Activity
Case Study A
1.
Project Duration is the first and foremost aspect which will be dealing with the
aspect when the assignment will be started related to the operational plan. It will be inclusive
of current along with the upcoming project desires which will be fulfilled successfully [1].
Identifying Risk and Evaluation of Strategy related to Mitigation is the second
prospect wherein the different strategies need to be implemented for overcoming the different
kinds of process which needs to be overcome. There is proper ability in overcoming the
ability in measuring the performance for monitoring the different improvements which are
required to be made available [3].
Financial Resources is the third aspect which needs to be implemented for
understanding the level of amount which is required for sustaining the project and the
analysis of the risks which will be impacting performance of the companies in unsuccessful
manner.
Human Resources and Other Capacities is the last step wherein the evaluation of
the labour along with the skills which are needed are required to be analyzed which needs to
be improved [2].
2.
Sandra Smith
555 Weston Way

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Vacaville
FLA, 33505
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year.
3.
The implementation of the Operating Plan will be a critical phase in the eventual
success of the Plan, requiring careful planning in terms of safety assessment, timing and
delivery of the essential project elements. These elements include initial planning and
assessment, further computer modelling, Air Traffic Services simulation, document
preparation and printing, and controller training [4].
A change to air routes and procedures will require formal promulgation and advice to
pilots in accordance with international standards. To ensure that the benefits of the Operating
Plan, in terms of both noise sharing and noise relief for the Sydney community, are delivered
as early as practicable, Hotel is proposing a project strategy for the operational
implementation of its recommendations [5]. This strategy is based on a staged
implementation program, as opposed to a total package program, to ensure that the benefits to
be gained from the Operating Plan begin to be delivered at the earliest opportunity.
Stage 1 of the program consists of the introduction of Mode 5 -’Runways 16L and
16R for Departures, and Runway 25 for Arrivals - and, Mode 14A - Runways 16L and 16R
for Departures, and Runway 07 for Arrivals. A management process will be implemented to
ensure the selection of runways for noise sharing is optimised [6].
Stage 2 of the program covers the development and introduction of the other elements
of the Plan. This incorporates the major Terminal Area flight path restructure for all of the
designated Runway Modes of operation.

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4.
NHS Improvement has warned that it will be ‘extremely challenging’ for trusts to
complete operational plans to support their sustainability and transformation plans (STPs) for
next March.
All NHS trusts and FTs are required to produce two-year operational plans for 2017-
18 and 2018-19 that are consistent with the goals of their area’s STP, and will allow
providers to at least break even [7].
Trusts are required to submit their draft plans on 24 November. They must then be
approved in time for the national deadline for signing contracts on 23 December [8].

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Case Study B
5.
In an effort to improve customer support, John, Customer Service Manager for
Mythco Technologies, sets up a team role-playing session. Acting as the leader/trainer, John
brings together a group of software developers and customer support representatives.
He divides the 12 people into two groups: Group A represents the customer support
representatives; Group B represents the customer.
John tells Group A that the customer in this situation is one of Digitise. longest-
standing customers. This customer accounts for nearly 15 percent of the company's overall
annual revenue. In short, the company cannot afford to lose her business [9].
John tells Group B that the customer has recently received a software product that did
not live up to expectations. While the customer has a long-standing relationship with Digitise,
this time she's growing weary because Digitise has previously sold her faulty software on two
separate occasions. Clearly, her relationship with Digitise is in jeopardy [10].
John now allows the groups to brainstorm for a few minutes.
Next – with this particular approach to role-play – each group sends forth an "actor"
to take part in the role-play. The actor receives support and coaching from members of the
team throughout the role-playing process. Each team is able to take time-outs and regroup
quickly as needed.
John runs through the scenario several times, starting with the "customer" behaving
gently and ending with the customer behaving aggressively. Each time, a best solution is
found. Of course, John can always ask for additional role-playing and suggestions if he feels
that the process needs to continue, or that the team has yet to uncover the very best solutions.

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Once it's clear that they cannot identify any more solutions, John brings the two
groups together and discusses the session. During this, they discuss the strategies and the
solutions that the actors implemented, and how they could apply them to a real-life situation.
John also asks each team to write a short summary of what they learned from the
exercise. He then combines the summaries and provides a copy of everything learned to all
participants.
6.
Where:
I – the inventory. This is the number of units that are currently contained in a business
process. Inventory is measured in number of units. Note that the concept of inventory in
operations management is different from the accounting definition of inventory.
In accounting, inventory includes products that are waiting to be sold. In operations
management, inventory comes with a broader meaning and it includes all the units of the
products within the operation system [11].
R – the flow rate (throughput). It is the rate at which the number of units goes through the
process per unit time. The rate is measured in units/per time (e.g., units/minute).
T – the flow time. This is the time that the units spend in the business process from the
beginning to the end.

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7.
 Familiarise yourself with and take responsibility for development of, procedures and
practices which are applicable to the workplace you supervise [12].
 Ensure you are familiar with control of hazards from resources in your workplace and
identify training needs to ensure optimum worker competency.
 Promote discussion, toolbox talks and consideration of work health and safety aspects
of planned tasks and activities.
 Engage with and embrace monitoring processes as a valuable tool to assist and
enhance your perspective of the current status of work health and safety [13].
 Ensure that workers report injuries, incidents, near misses and hazards promptly and
in accordance with the prescribed procedures of UWA Safety, Health and Wellbeing.
 Apply allocated resources appropriately to strengthen and enhance work health and
safety practices wherever applicable.
 Consult and cooperate with appointed safety personnel to enable them to fulfil the
duties of their role.
 Make use of the Health and Safety Committee and Health and Safety Representatives
to engage and consult regarding work health and safety matters.
 Apply your understanding of work health and safety and reinforce its most relevant
messages in your workplace in all communication with workers.
 Engage with assessment of proposed tasks and activities which are planned for your
workplace to ensure personal understanding and also to provide the benefit of your
close personal knowledge of local working conditions and constraints [14].
 Investigate incidents, seeking to thoroughly identify the contributing factors, absent or
failed defences and improvements required in order to prevent recurrence.
 Co-operate fully in the rehabilitation of injured employees.

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 Ensure that all workers are familiar with emergency and evacuation procedures and
the location of first aid kits, personnel and emergency equipment, and if appropriately
trained, the use of emergency equipment.
 Ensure that you understand the resolution of issues process and ensure that workers
are aware of it and can use it as needed.
 Refer work health and safety issues that are beyond your control to the relevant
manager(s) for their attention, but ensure that interim action is taken to reduce the
risks in a practical way.
Section B- Knowledge Activity
1.
1) Start with your strategic plan.
Ultimately, an operation plan is a tool for carrying out your strategic plan. It’s
important, then, to make sure that you have a strong strategic plan already in place, and that
everyone involved in your efforts understands it. Without this guidance, writing an operations
plan will be like trying to plan a vacation without knowing where you’re going.
If you can’t identify how an element of your operations plan helps you achieve a specific
strategic objective, then it shouldn’t be part of your plan.
2) Focus on your most important goals.
There’s a simple rule when it comes to operations plans – the more complex they are,
the less likely it is that a team will follow them successfully. In order to avoid writing a
tangled tome of a plan, focus on the goals that truly matter. Before you even set down to
create your operations plan, break your strategic plan down into one-year objectives. Then
determine the key initiatives that will help you achieve those goals [15]. They might be:

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 New organizational structures
 Quality control measures
 Faster delivery times
 More employee time spent on professional development along with many other
possibilities. Choose between three and five initiatives that will drive success in your
long-term goals, and then identify metrics that will help you measure your progress.
These key performance indicators (or KPIs) will be among your most powerful tools
for success [16].
3) Use leading – not lagging – indicators.
Your KPIs will play an important role in your operations plan’s success – so it’s
critical to choose the right ones. The most effective metrics are leading indicators: predictive
measures that show you what to expect in the future and allow you to adjust course
accordingly. By contrast, lagging indicators show you that your progress is falling short only
after it’s too late [17].
4) Don’t develop your KPIs in a vacuum.
The KPIs you choose will guide the work of everyone in your organization for the
next year. With this in mind, you should draw on a wide variety of perspectives within your
team as you develop those KPIs [18].
5) Communication is paramount.
At the beginning of the year, set aside time to share and discuss your KPIs with your
entire organization. It’s essential for everyone to understand why you’ve chosen these
specific metrics, why they matter, how they will help your organization achieve its goals, and
what each individual’s role may be in working toward success.

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2.
 A specific plan for the use of the organisation's resources in pursuit of the strategic
plan.
 Details specific activities and events to be undertaken to implement strategies
 Is a plan for the day-to-day management of the organisation (one-year time frame)?
 An operational plan should not be formulated without reference to a strategic plan
 Operational plans may differ from year to year significantly [19]
 The operational plan is produced by the chief executive and staff of the organisation.
3.
 Involve Relevant Players : organization-wide cooperation is critical to ensure a
smoother budgeting process.
 Budget for income first: create a realistic projection of reliable income and make sure
budgeted expenses are less.
 Understand revenue source(s): budgeting is a form of risk management; a healthy mix
of diverse revenue streams will help keep the organization stable should a revenue
source go away [20].
 Understand the budget’s relationship to the organization’s short and long-range goals:
the budget should be consistent with the organization’s stated goals and missions.
 Budget for capital in addition to operations: a capital budget can run for several years,
but a good strategy should be in place to ensure non-operating goals are met.
4.
 Profit: This goes without saying, but it is still important to note, as this is one of the
most important performance indicators out there. Don’t forget to analyze both gross

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and net profit margin to better understand how successful your organization is at
generating a high return.
 Cost: Measure cost effectiveness and find the best ways to reduce and manage your
costs.
 LOB Revenue Vs. Target: This is a comparison between your actual revenue and
your projected revenue. Charting and analyzing the discrepancies between these two
numbers will help you identify how your department is performing.
 Cost of Goods Sold: By tallying all production costs for the product your company is
selling, you can get a better idea of both what your product mark-up should look like
and your actual profit margin. This information is key in determining how to outsell
your competition.
 Day Sales Outstanding (DSO): Take your accounts receivable and divide them by the
number of total credit sales. Take that number and multiply it by the number of days
in the time frame you are examining.
 Sales by Region: Through analyzing which regions are meeting sales objectives, you
can provide better feedback for underperforming regions.
5.
Legislation dealing with
 disasters, emergencies
 occupational health and safety
 the environment
 equal employment opportunity
 privacy.
Local government requirements dealing with