mgt3323_final_project.docx

MGT 3323: Production and Operations Management

Overview

The final project for this course is a​ Company Production and Operations Management​ ​Critical Analysis.

The final project for this course is the creation of 15-20 PowerPoint slides with speaker notes presenting general company information, the operational strategy, value chain, products offered and customization strategies, process and layout decisions, quality management, the supply chain, and a general summary of a tour of a specific company’s operations.

The project is divided into ​five​ ​milestones​, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in ​Modules 1, 3, 4, 5, and 6.

In this assignment, you will demonstrate your mastery of the following course outcomes:
· Assess the strategic role of operations management in creating and enhancing a company’s competitive advantages
· Explain key concepts and issues of operations management (OM) in both manufacturing and service organizations
· Analyze the interdependence of the operations function with the other key functional areas of a firm ● Apply analytical skills and problem-solving tools to the analysis of operations problems

Be sure to address the critical elements in Sections 1-8 below in your PowerPoint slides with speaker notes:

1. Company Information: ​Provide general statistics, history, the mission statement, the current executives, product/service divisions, where the headquarters are located, which populations the company serves, and interesting facts about the company.

2. Product​: Discuss the product offerings (which includes both services and goods), the life cycle of the company’s industry and a unique product, the corresponding management implications, and the customization decision of the product. Specifically, this section must include the following:
a. List the products (which includes goods and services) offered by the company organized by: i. The general product categories​
ii. The ​types of​ ​products in each ​ ​category
iii. The ​variations of each product for each type of product.​ ​For example, Build-A-Bear offers (i) 3 product lines (stuffed animals, clothing, and accessories); (ii) 9 stuffed animal offerings, 6 clothing offerings, and 7 accessory offerings (specifically for accessories includes footwear, head wear, eye wear, scents, sounds, bags, and other); (iii) due to space, only accessory offerings is given here but you will need to provide this information for all categories – Accessories include 86 footwear options, 11 headwear options, 12 eyewear options, 10 scents, 25 sounds, 30 bags, and 30 other.

b. Explain the general industry the firm belongs to, classifying the life cycle of the industry​ (introduction, growth, maturity, or decline),​ and address the following:
i. Include the ​sales data​ to support your life cycle claim for this industry
ii. Assess the ​managerial implications​ for the industry being in this stage of its life cycle
c. Choose one specific product​ that the company provides (from Section 2aii above). Classify the life cycle as either introduction, growth, maturity, or decline for ​this product ​and address the following:
i. Include the sales data​ ​ to support your life cycle claim for this product​
ii. Assess the ​managerial implications​ for ​the product​ being in this stage of its life cycle iii. Describe the customization decision (either make to assemble, make to , or make to stock) for this individual product

NOTE: Sections 3-8 must be completed from the perspective of the ​ ​individual product​ you chose in Section 2c.

3. Operational Strategy:​ Create an operational strategy diagram using the Operational Strategy Analysis template available in Blackboard (similar to the one provided in the Module 1 assignment), to illustrate the company’s operational strategic performance dimensions. Be sure to identify the winners, qualifiers, and metrics. Remember that a company will have at most three winners. When thinking about winners, ask yourself, “Why would I shop there or use those services?” Also remember that different products might have diagrams that look different from one another so it is important to focus on one product offering. Specifically, this section must include the following:
a. The operational strategic performance dimension diagram must use the provided template, which must be completed in its entirety b. The industry and company metrics must be accurate
c. Order winners and qualifiers chosen for the company must be correct and there may be no more than three winners due to winner trade-offs
d. The speaker notes must explain how the winners (identified in Section 3, part c) correlate with the customization decision (either make to assemble, make to , or make to stock) for this individual product (see Section 2,c,iii)

4. Value Chain​: Create a value chain diagram that identifies the core competence using the appropriate Value Chain Analysis template available in Blackboard (similar to the one provided in the Module 1 assignment). Specifically, this section must include the following:
a. The value chain diagram must use the provided template and have sufficient detail
b. The support activities must cut across the primary activities (note in the diagram that only the support activity, infrastructure, is the same for all primary activities).
c. The activities must be clearly identified as either strengths or weaknesses
d. The “T”, or strongest support and primary activities in the value chain, must be clearly identified.
e. The core competence from the value chain must be clearly identified within the “T” (the strongest primary and support activities)
f. The speaker notes must explain the connection between the core competence and the winner(s) (identified in Section 3 above). ​For example, if the company is competing on cost (i.e., low prices), maybe they use a JIT system to manage the costs of inventory, as well as other activities.

5. Process​: Create a process flowchart that illustrates the process strategy used for the individual product that you observed on the tour. Specifically, this section must include the following:
a. The process flowchart must be accurate and sufficiently detailed. Remember that a decision node has to have at least two arrows​ coming out of it.
b. Create a corresponding legend that identifies the various icons used in the process flowchart
c. The speaker notes must explain the process strategy used (intermittent, mass production, or mass customization of the product/service)

6. Layout​: Describe the layout strategy used. ​During your tour of the company, try to document how many activities are performed at an individual workstation​, if any, to analyze the efficiency of the process and address issues such as bottlenecks and throughput. Specifically, this section must include the following:

a. Describe the layout design used (that is, is the layout considered a process, product [assembly line], or fixed position layout)
b. Evaluate the efficiency of the process, identifying any plant layout issues and discussing how the company would address inefficiencies (such as bottlenecks for the assembly line)

7. Quality:​ Explain how the company defines quality, manages quality, implements quality policies, and addresses quality issues.

8. Supply Chain: ​Draw the supply chain for the company, including where the company gets its materials from, and where and to whom it sells the product. Be sure to explain the type of technology the company uses to support its supply chain management and operations and identify the technology used in the manufacturing process (level of automation): RFID, Kanban, etc. Specifically, this section must include the following:
a. The drawing of the supply chain must be original, not an image copied from another source. ​Remember that different products have different supply chains, so make sure you have your specific product in mind when drawing the supply chain.

b. Describe in detail all of the various tiers, or lack thereof, in the supply chain (such as possible manufacturers, wholesalers, distributors, and retailers), how many, where they are located, etc. The supply chain diagram should not illustrate the process within the company, but rather the company’s role in the holistic view from the raw materials to getting the product to the consumer.
c. Explain the type of technology the company uses to support its supply chain management (and its operations).

Sections 9-10 should be submitted as a separate Microsoft Word document. See the submission guidelines below for more detailed information.

9. Tour Summary and Reflection. You must also submit a 300- to 400-word written essay reflecting on your tour and the peer review process.​ Be sure to address the following:
a. Write an insightful summary of what you learned on your company tour
b. Evaluate how well you feel your company uses its operations in comparison with other companies presented by your peers in
Milestone 5
c. Explain how you integrated the feedback provided by your peers in the peer review workshop to improve your final project submission, and explain whether that exercise was valuable to you in the process of finalizing your research before the final project submission

10. References​. Finally, you must also reference at least ten relevant resources that support your research, cited in APA format.

Milestones

Milestone 1​: ​Select a Final Project Company and Schedule a Tour
In ​Module 1​, you will select the company you will research for the final project and schedule a tour. ​This Milestone is graded with the Milestone 1 Rubric.

Milestone 2:​ Practice Drawing the Supply Chain for a Company​
In ​Module 3​, you will choose a company and a product in that company, and then practice drawing the supply chain diagram for that product. ​This Milestone is graded with the Milestone 2 Rubric.

Milestone 3​: ​Company Tour Questions and Research References
In ​Module 4​, you will identify questions you have about your company’s production and operations management, as well as references you have been using to support your company research. ​This Milestone is graded with the Milestone 3 Rubric.

Milestone 4​: ​Tour Summary and Reflection
In ​Module 5​, you will reflect on what you learned in the company tour and write a short paper describing your experience. ​This Milestone is graded with the Milestone 4 Rubric.

Milestone 5​: ​Peer Review Workshop Discussion
In ​Module 6​, you will share a draft of your final project presentation with your peers and engage in the peer review process. ​This Milestone is graded with the Milestone 5 Rubric.

Final Submission:
In ​Module 7​, you will submit your ​Company Production and Operations Management​ ​Critical Analysis​. It should be a complete, polished artifact containing ​all ​of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This milestone will be graded using the ​Final Project Rubric​.

Deliverable Milestones

Milestone

Deliverables

Module Due

Grading

1

Select a Final Project Company and Schedule a Tour

Module 1

Graded separately; Milestone 1 Rubric

2

Practice Drawing the Supply Chain for a Company

Module 3

Graded separately; Milestone 2 Rubric

3

Company Tour Questions and Research References

Module 4

Graded separately; Milestone 3 Rubric

4

Tour Summary and Reflection

Module 5

Graded separately; Milestone 4 Rubric

5

Peer Review Workshop Discussion

Module 6

Graded separately; Milestone 5 Rubric

Final Product: Company Production and Operations Management Critical Analysis

Module 7

Graded separately; Final Project Rubric

Rubric

Requirements of Submission:

​ Your presentation must be submitted as a Microsoft PowerPoint file, about 15-20 slides in length, with detailed speaker notes included. Your written essay and list of references must be submitted as a separate Microsoft Word document, using 12-point type, double-spaced, with 1-inch margins, and formatted according to APA style.

Instructor Feedback
​: Students can find their feedback in the Grade Center.

Critical

Elements

Exemplary ​(100%)

Proficient (85%)

Needs Improvement (55%)

Not Evident (0%)

Value

Company

Information

Demonstrates a sophisticated knowledge of production and operations management through the description of general statistics, history, the mission statement, the current executives, product/service divisions, where the headquarters are located, which populations the company serves, and interesting facts about the company.

Describes general statistics, history, the mission statement, the current executives, product/service divisions, where the headquarters are located, which populations the company serves, and interesting facts about the company.

Describes some of the following: general statistics, history, the mission statement, the current executives, product/service divisions, where the headquarters are located, which populations the company serves, and interesting facts about the company, but may be missing some of these elements, or may lack in detail or clarity or contain inaccuracies.

Does not describe general statistics, history, the mission statement, the current executives, product/service divisions, where the headquarters are located, which populations the company serves, or interesting facts about the company.

5

Products

Demonstrates a sophisticated knowledge of production and operations management through the listing of products (goods and services) offered by the company organized by general product categories, types of products in each category, and variations of each product in each category.

Lists the products (goods and services) offered by the company organized by general product categories, types of products in each category, and variations of each product in each category.

Lists some of the products (goods and services) offered by the company but may be missing some, or the products may not be accurately organized by general product categories, types of products in each category, and variations of each product in each category, or the list contains inaccuracies.

Does not list the products (goods and services) offered by the company.

2

Product Industry

Demonstrates a sophisticated knowledge of production and operations management through the explanation of the general industry the firm belongs to, classifying the life cycle of the industry
(introduction, growth, maturity, or decline) supported by sales data, and assesses the managerial implications for the industry being in this stage of its life cycle.

Explains the general industry the firm belongs to, classifying the life cycle of the industry (introduction, growth, maturity, or decline) supported by sales data, and assesses the managerial implications for the industry being in this stage of its life cycle.

Explains the general industry the firm belongs to but may be missing some of the following elements: classifying the life cycle of the industry
(introduction, growth, maturity, or decline) supported by sales data and assessing the managerial implications for the industry being in this stage of its life cycle, or the explanation may lack in detail or clarity or contain inaccuracies.

Does not explain the general industry the firm belongs to or classify the life cycle of the industry and its implications.

3

Specific Product

Demonstrates a sophisticated knowledge of production and operations management
through the identification of a specific product that the company provides; classifies the life cycle as either introduction, growth, maturity, or decline for this product, supported by sales data; assesses the managerial

Identifies a specific product that the company provides; classifies the life cycle as either introduction, growth, maturity, or decline for this product, supported by sales data; assesses the managerial implications for the product being in this stage of its life cycle; and describes the customization decision (either

Identifies a specific product that the company provides but may be missing some of the following elements: classifies the life cycle as either introduction, growth, maturity, or decline for this product, supported by sales data; assesses the managerial implications for the product being in this stage of its life

Does not identify or classify a specific product that the company provides.

5

implications for the product being in this stage of its life cycle; and describes the customization decision (either make to assemble, make to , or make to stock) for this individual product.

make to assemble, make to , or make to stock) for this individual product.

cycle; and describes the customization decision (either make to assemble, make to , or make to stock) for this individual product, or the identification may lack in detail or clarity or contain inaccuracies.

Operational

Strategy

Diagram

Operational strategic performance dimension diagram uses the provided template and is complete (Satisfactory).

N/A

N/A

Operational strategic performance dimension diagram not submitted; does not use the provided template; or is incomplete.

4

Operational

Strategy

Metrics

Operational strategic performance dimension diagram accurately represents the industry and company metrics.

Operational strategic performance dimension diagram represents the industry and company metrics, but may be lacking in detail.

Operational strategic performance dimension diagram is unclear or inaccurately represents the industry and company metrics.

Operational strategic performance dimension diagram not submitted.

2

Operational

Strategy

Order

Winners and

Qualifiers

Demonstrates a sophisticated knowledge of production and operations management through the selection of winners and qualifiers for the company in the operational strategic performance dimension diagram. No more than three winners due to winner trade-offs.

Operational strategic performance dimension diagram winners and qualifiers chosen for the company are correct and there are no more than three winners due to winner trade-offs.

Operational strategic performance dimension diagram incorrectly identifies winners and qualifiers chosen for the company or there may be more than three winners, or the diagram may lack in detail or clarity.

Order winners and qualifiers chosen for the company are not identified.

2

Operational

Strategy

Speaker

Notes

Speaker notes related to the operational strategic performance dimension diagram demonstrate a sophisticated knowledge of production and operations management through the explanation of how the winners correlate with the customization decision (either make to assemble, make to , or make to stock) for individual product.

Speaker notes related to the operational strategic performance dimension diagram explain how the winners correlate with the customization decision (either make to assemble, make to , or make to stock) for individual product.

Speaker notes related to the operational strategic performance dimension diagram explain how the winners correlate with the customization decision (either make to assemble, make to , or make to stock) for individual product, but may lack in detail or clarity or contain inaccuracies.

Speaker notes related to the operational strategic performance dimension diagram do not explain how the winners correlate with the customization decision.

2

Value Chain Diagram

Value chain diagram uses the provided template and has sufficient detail.

Value chain diagram uses the provided template but lacks in detail.

Value chain diagram does not use the provided template.

Value chain diagram was not submitted.

4

Value Chain

Support and

Primary

Activities, and Core Competence

The value chain diagram demonstrates a sophisticated knowledge of production and operations management, with support activities cutting across the primary activities and clearly identified as either strengths or weaknesses; the “T”, or strongest support and primary activities in the value chain, are clearly identified; and the core competence from the value chain is clearly identified within the “T”.

The value chain diagram support activities cut across the primary activities and are correctly identified as either strengths or weaknesses; the “T”, or strongest support and primary activities in the value chain, are identified; and the core competence from the value chain is identified within the “T”.

Some of the following may be unclear, inaccurate, or missing from the value chain diagram: support activities cut across the primary activities and are clearly identified as either strengths or weaknesses; the “T”, or strongest support and primary activities in the value chain, are clearly identified; and the core competence from the value chain is clearly identified within the “T”.

Support and primary activities and core competence are not identified.

4

Value Chain

Speaker

Notes

The speaker notes related to the value chain diagram demonstrate a sophisticated knowledge of production and operations management through the explanation of the connection between the core competence and the winner(s).

The speaker notes related to the value chain diagram explain the connection between the core competence and the winner(s).

The speaker notes related to the value chain diagram explain the connection between the core competence and the winner(s), but notes may lack in detail or clarity or be inaccurate.

The speaker notes related to the value chain diagram do not explain the connection between the core competence and the winner(s).

2

Process Flowchart

The process flowchart demonstrates a sophisticated knowledge of production and operations management by accurately illustrating the process strategy used for an individual product with sufficient detail, and each decision node has at least two arrows coming out of it.

The process flowchart accurately illustrates the process strategy used for an individual product, and each decision node has at least two arrows coming out of it.

The process flowchart inaccurately illustrates the process strategy used for an individual product or does not include sufficient detail, or each decision node has less
than two arrows coming out of it.

The process flowchart was not submitted.

6

Process

Flowchart

Legend

The process flowchart’s legend demonstrates a sophisticated knowledge of production and operations management by clearly identifying various icons used in the process flowchart.

The process flowchart’s legend identifies various icons used in the process flowchart.

The process flowchart’s legend incorrectly identifies various icons used in the process flowchart.

The process flowchart did not include a legend.

2

Process

Speaker

Notes

The speaker notes related to the process flowchart demonstrate a sophisticated knowledge of production and operations management

The speaker notes related to the process flowchart explain the process strategy used (intermittent, mass production,

The speaker notes related to the process flowchart explain the process strategy used but may be incorrect or lack in detail or clarity.

Speaker notes related to the process flowchart were not included.

2

through the explanation of the process strategy used
(intermittent, mass production, or mass customization of the product/service).

or mass customization of the product/service).

Layout Design

Demonstrates a sophisticated knowledge of production and operations management through the description of the layout design observed during company tour (process, product [assembly line], or fixed position layout).

Describes the layout design observed during company tour (process, product [assembly line], or fixed position layout) but lacks an adequate rationale.

Describes the layout design observed during company tour but lacks in detail or clarity is incorrect.

Does not describe the layout design.

2

Layout

Efficiency

Demonstrates a sophisticated knowledge of production and operations management through the evaluation of the efficiency of the process, identifying any plant layout issues and discussing how the
company would address inefficiencies (such as bottlenecks for the assembly line).

Evaluates the efficiency of the process, identifying any plant layout issues and discussing how the company would address inefficiencies (such as bottlenecks for the assembly line).

Evaluates the efficiency of the process, identifying any plant layout issues and discussing how the company would address inefficiencies (such as bottlenecks for the assembly line), but may be lacking in detail or clarity.

Does not evaluate the efficiency of the process.

3

Quality

Demonstrates a sophisticated knowledge of production and operations management through the explanation of how the company defines quality, manages quality,

Explains how the company defines quality, manages quality, implements quality policies, and addresses quality issues.

Explains how the company defines quality, manages quality, implements quality policies, and addresses quality issues, but explanation may

Does not explain how the company defines quality, manages quality, implements quality policies, or addresses quality issues.

5

implements quality policies, and addresses quality issues.

lack in detail or clarity or contain inaccuracies.

Supply

Chain

Drawing

Demonstrates a sophisticated knowledge of production and operations management through the drawing of an original supply chain designed specifically for an individual product. The diagram includes all vital players in the supply chain.

The drawing of the supply chain is original and designed specifically for an individual product. The diagram lacks some players in the supply chain.

The drawing of the supply chain is not original or is not designed specifically for an individual product.The diagram lacks vital players in the supply chain.

The drawing of the supply chain was not submitted.

5

Supply

Chain Tiers

The supply chain drawing demonstrates a sophisticated knowledge of production and operations management through the detailed description of all the various tiers, or lack thereof, in the supply chain (such as possible manufacturers, wholesalers, distributors, and retailers), how many, where they are located, etc. The supply chain diagram holistically illustrates the company’s role from the raw materials to getting the product to the consumer.

The supply chain drawing describes in detail all of the various tiers, or lack thereof, in the supply chain (such as possible manufacturers, wholesalers, distributors, and retailers), how many, where they are located, etc. The supply chain diagram
holistically illustrates the company’s role from the raw materials to getting the product to the consumer.

The supply chain drawing may be missing some of the following elements or they may be inaccurate: describes various tiers, or lack thereof, in the supply chain, how many, where they are located, etc.; illustrates the company’s role from the raw materials to getting the product to the consumer.

Does not describe tiers, or lack thereof, in the supply chain, how many, where they are located, etc.

2

Supply

Chain

Technology

The supply chain drawing demonstrates a sophisticated knowledge of production and operations management

The supply chain drawing explains the type of technology the company uses to support its supply chain

The supply chain drawing explains the type of technology the company uses to support its supply chain

Does not explain the type of technology the company uses to support its supply chain

3

through the explanation of the type of technology the company uses to support its supply chain management (and its operations).

management (and its operations).

management (and its operations), but drawing may lack in detail or clarity, or contain inaccuracies.

management (and its operations).

Tour

Summary

Demonstrates a sophisticated knowledge of production and operations management
through the insightful, clear, and detailed summarization of what was learned on company tour.

Summary of what was learned on company tour is detailed, clear, and insightful.

Summary of what was learned on company tour may lack in detail or clarity.

Summary of company tour was not submitted.

10

Tour

Reflection

Demonstrates a sophisticated knowledge of production and operations management through the evaluation of how well the company uses its operations in comparison with other companies.

Evaluates how well the company uses its operations in comparison with other companies.

Evaluates how well the company uses its operations in comparison with other companies, but may lack in detail or clarity, or contain inaccuracies.

Does not evaluate how well the company uses its operations in comparison with other companies.

10

Peer Review

Process

Reflection

Demonstrates a sophisticated knowledge of production and operations management through the explanation of how peer feedback was integrated to improve final project submission, and the evaluation of the value of that activity during the process of finalizing research before the final project submission.

Explains how peer feedback was integrated to improve final project submission and evaluates the value of that activity during the process of finalizing research before the final project submission.

Explains how peer feedback was integrated to improve final project submission and evaluates the value of that activity during the process of finalizing research before the final project submission, but may lack in detail or clarity.

Does not discuss peer feedback.

5

References

References more than ten relevant resources that support company research, formatted in APA style.

References at least ten relevant resources that support company research, formatted in APA style.

References less than ten relevant resources that support company research, or sources are not formatted in APA style.

References not included.

5

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy to read format.

Submission has no major errors related to citations, grammar, spelling, syntax, or organization.

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas.

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas.

5

Comments

Earned Total

100 %