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Running Header: Operations & Project Management – Activity 1, 2 & 3
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Operations & Project Management – Activity 1, 2 & 3
Operations & Project Management – Activity 1, 2 & 3
Table of Contents
Activity 1    3
1.0    Effectiveness of Operations Management Principles    3
Activity 2    4
2.1 Introduction: Continuous Improvement    4
2.2 a] Continuous Improvement Plan & Operation Management Principles: Toyota    6
2.2 b] Effectiveness Analysis    9
2.3 Strategy Justification    11
Activity 3    12
3.1 Application of Project Life Cycle (“PLC”)    12
Doc 1] Business Case    14
Doc 2] Project Plan    16
Doc 3] WBS    18
Doc 4] Gantt Chart & Network Diagram    20
References    22
Activity 1
1.0 Effectiveness of Operations Management Principles
Operations management in essence entails the planning, overall organizing, as well as supervising of processes, and also making improvements that are necessary to ensure higher profitability. The various adjustments with respect to day to day operations need to support and aid in the attainment of strategic goals by a company, such that they shall be preceded with in-depth analysis as well as the measurement concerning current processes (Slack and Brandon-Jones 2018; Reid and Sanders 2019; Bromiley and Rau 2016; Haksever and Render 2017).
The effectiveness that shall be seen by way of applying and using principles of operations management can be summarized as follows – [1] teaming up with the company’s customers, that is, knowing what the customers buy / use, as well as organizing the product families in a suitable manner, [2] continual and rapid form of improvements, that is, aiming for a non-stop / continuous form of improvement for delivering at all times best of quality, aiming for swifter response in addressing customer demands, as well as at all times offering maximum levels of flexibility. In this manner, the same shall offer increased value, over a highly flexible manner, [3] unified purpose, that is, involving the frontline employees within discussions on strategic relevance for making sure they shall fully understand overall purpose concerning the work as well as have their involvement over what changes are to be made, [4] knowing the competition, that is, knowing the relevant customers, the affiliated best practices, as well as the competitive edges, and [5] focus, that is, allowing none of the variations which their customers shall not buy or else demand (Slack and Brandon-Jones 2018; Reid and Sanders 2019; Bromiley and Rau 2016; Haksever and Render 2017).
Activity 2
2.1 Introduction: Continuous Improvement
The process of continuous improvement, in the manner the name implies, represents a non-ending process. At a contrasting extent, the routines of improvement can be expected in being integrated towards the daily activities of organizations as well as be used for generating the results as aligned to the strategic objectives of firms. The overall inability for maintaining continuity shall lead to the creation of highly negative form of impact over the employees as well as have limited levels of duration in-between one to four years post passing through three different phases – [1] introduction, [2] spread, and [3] decline. The overall reasons with respect to the same can be noted to be diverse, and yet in general be affiliated within static programs having no capacity with respect to development. At times there appears in being fourth phase over which efforts for improvement shall get relaunched. With respect to the said notion, studies in this context make argument that all of the activities, inclusive of the improvements, have the life cycle that shall move by way of introduction, growth, subsequent maturity, and finally decline. In case the regenerative impulse does not get attained within the suitable time, overall program shall decline. In case, continuous improvement gets deployed in an inadequate manner as well as has been co-ordinated poorly, overall process shall become lesser effective, and this even post the attainment of certain initial outcomes. Continuity shall in essence be very important, and yet the other critical elements shall be the way in which processes shall be deployed for the purposes of improvement processes for purposes of reaching all of the levels concerning an organization. A systemic approach shall require that varied processes shall be viewed to form part of the global system wherein the final outcomes shall rely over the quality concerning the overall interactions in-between them. With respect to the same, it shall be unthinkable with respect to continuous improvement in working without any integration concerning all of the sectors as well as processes (Singh and Singh 2015; Jurburg et al. 2018; Sanchez-Ruiz et al. 2018; Patidar et al. 2016).
The modification of the classic form of structure concerning problem-solving utilizing the trial and error, on the basis of individual experiences, towards a scientific approach using teams and shall require specific trainings over the methodologies / tools to undertake the analysis. Over and above the overall needs concerning the training in a large scale, it shall be reasonable for starting by way of upper management as well as focusing over the agents concerning change that shall lead to the generation of bigger impact over the process. Varied studies in this context highlight the overall significance relating to the implementation of the training with respect to basic tools as well as in moving towards newer tools in the earliest extent with more intricate problems shall make them essential. In essence, overall development concerning the capacities of continuous improvement require the process to monitor as well as measure the results as against overall strategic objectives concerning the firm. The continuous form of improvement shall be on the basis of techniques concerning continuous assessment that get applied towards the systems, processes as well as key outcomes. The relevant experiences feedback in the program of continuous improvement enables the overall building, assessing, as well as facilitating overall exchange concerning the knowledge in-between experts with respect to problems solving. While the teams illustrate the results with respect to internal events, overall knowledge that has been developed shall get deployed beyond the respective team members as well as be applied towards the overall organization. In addition, with respect to the instances concerning external events, illustrating the successful form of outcomes with respect to be project shall operate to be motivational factor. The significant set of contributions – those measured with respect to the impacts over the results - shall usually be rewarded. The recognition programs of this nature could take varied forms and yet at all times strive in reinforcing as well as spreading a positive attitude (Singh and Singh 2015; Jurburg et al. 2018; Sanchez-Ruiz et al. 2018; Patidar et al. 2016).

2.2 a] Continuous Improvement Plan & Operation Management Principles: Toyota
In essence, Toyota Way sets out the principles / behaviours which underlie managerial approaches as well as the production system at Toyota Motor Corporation (“TMC”). This Toyota Way can be noted to have been referred as the system which has been designed for providing the essential tools to people for continually improving the respective work. This approach encompasses 14 different principles and categorized under four different sections (Coetzee et al. 2016; Chiarini et al. 2018; Rüttimann and Stöckli 2016; Kehr and Proctor 2017).
The longer-term philosophy at TMC in this context entails the right process shall lead to the production of right results, adding value to organization by way of developing the people, and continuously solving the root problems will lead to the driving of the organizational learning. The two of the focal points with respect to these principles entail continuous improvement as well as respect to people. Further, principles with respect to continuous improvement entail the establishing of longer-term vision, operating over the challenges, continual form of innovation, as well as going towards specific source with respect to the problems / issues. The overall principles which pertain to respect to people including the ways for building overall respect as well as teamwork (Coetzee et al. 2016; Chiarini et al. 2018; Rüttimann and Stöckli 2016; Kehr and Proctor 2017).
One of the key principles in this context of creating continuous form of process flow towards the bringing of problems to surface. In essence, work processes shall be re-designed for eliminating waste / muda by way of the process concerning continuous improvement, that is, kaizen. In this context, seven different types of waste/ muda include the following –
[1] overproduction, [2] waiting, that is, time in hand, [3] unnecessary conveyance / transport, [4] incorrect processing / over-processing, [5] excess inventory, [6] motion, and [7] defects. The managers at TMC are expected in going and seeing the operations. Without having experience with respect to a situation firsthand, the managers shall never have suitable understanding over the ways the same could be enhanced. In addition, managers employ ten different management principles from the leadership which include the following – [1] at all times keeping final target within mind, [2] assign tasks in a clear manner to oneself as well as others, [3] thinking as well as speaking over verified and proven information / data, [4] taking complete advantage over...