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Create a PowerPoint with a presentation written at the bottom

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Create a PowerPoint with a presentation written at the bottom.

The purpose of this final assessment is to assess your ability to accurately analyze and apply operations management theories. You will act as if you have been hired as a consultant to analyze and present recommendations to Corus (a steel manufacturing company) on the company's operations management practices. Assume you will present your recommendations to the Corus Board of Directors for implementation within the next week. Your presentation must demonstrate how well you apply operations management theories, including 1) distribution of goods, 2) continuous process improvement, 3) resource management, and 4) current practices. You must also include an analysis of the strengths and weaknesses of Corus' five-year plan as outlined in the case study provided, along with your personal and/or professional experiences related to the operations management theories discussed.

www.thetimes100.co.uk Continuous improvement as a business strategy Introduction CURRICULUM TOPICS • Continuous improvement • Empowerment • Target setting • Changing culture GLOSSARY The steel manufacturing company Corus focuses on meeting the needs of its worldwide customers and providing innovative solutions. It manufactures, processes and distributes steel and aluminium products worldwide. Corus is a subsidiary of Tata Steel, part of the giant Indian conglomerate. Tata Group includes businesses in many industries - for example, chemicals, automotive, telecommunications, leisure and consumer goods (such as Tetley Tea). Tata Steel acquired Corus in 2007 as part of a strategy of international expansion. Steel is everywhere in our homes and all around us. Corus Construction & Industrial (CCI), a business unit of Corus, has steel manufacturing facilities in Scunthorpe, Teesside, Scotland and France. The key markets for CCI include construction, energy and renewables, engineering and machinery, mining and earthmoving equipment, shipbuilding, fastenings and rail. The principle manufacturing site at Scunthorpe covers 2,000 acres and employs 5,500 people. The site consumes 6.5 million tonnes of iron ore and 2 million tonnes of coal each year to produce 4.3 million tonnes of steel products. Subsidiary: an organisation that is part of a larger company. Sections: H or I cross-section steel beams and columns in various lengths and thicknesses. Rods: long lengths of generally round (typically 5-15mm diameter) cross-section steel supplied in coils. Plates: large area flat steel. A typical ordered size is 10m long x 2.5m wider. Thicknesses range from 6mm to 80mm. Plant: buildings or machines used in industry. Differentiate: to distinguish a business from its competitors. CCI products go into a range of leading edge developments: Rail Main supplier to Network Rail, SNCF (French railways) and Metronet (London Underground) Steel Sections Wide ranging construction projects – e.g. warehousing, shopping centres, hospitals, tower blocks (Canary Wharf), bridge components, stadia, machinery (bulldozer track shoes, fork lift trucks) Steel Rods Everything from paperclips to bolts, to bed springs, bridge wire (for suspension bridges), tyre cord (to strengthen vehicles tyres) Steel Plates Ships, construction and mining machinery, wind towers, oil rigs, bridges, (e.g. the Humber Bridge), major construction projects, tanks and pressure vessels. Steel plate is also used in harnessing renewable energy such as in wind turbine towers. Modern steel production is a large scale operation dealing in huge quantities of materials and products. The process of steel plate production has several stages: • receipt of pre-cut steel slabs from the steel plant • reheating of slabs • rolling to achieve required dimension and mechanical properties • initial inspection for surface or quality defects • cutting to order size • marking with unique identities • cold levelling to agreed flatness standard • final inspection • loading and despatch to customer. Producing large volumes helps to drive down the costs of running huge and expensive steel plant. Overall, this results in steel being a relatively inexpensive product, typically around 50 pence per kilogram, about the same as a kilogram of potatoes. In a major building project, such as a shopping complex, the cost of the steel can be as little as 5% of the overall cost of the project. Because of these issues, CCI needs to differentiate its business from its competitors in order to continue to grow. CORUS 28962_Corus 57 28962_Corus 12/6/08 10:41 Page 2 www.thetimes100.co.uk GLOSSARY Greenfield site: land not yet built on or buildings on land that has not been used for building before. Continuous Improvement (CI): continuous incremental improvements in manufacturing and other processes. Inventory: a stockpile of goods. Lean production: an approach to production that looks to minimise waste and inefficiency. Scheduling: planning activities showing the times or dates when they are intended to happen. Takt time: the maximum time allowed to produce a product to meet demand. Taken from German ‘taktzeit’ – ‘clock cycle’. Culture: the typical pattern of doing things in an organisation. Facilitate: make possible or easier. Engagement: people being committed and involved with ideas or activities. CCI’s business strategy is to produce quality steel to satisfy customer requirements, focusing on delivering products at the right time in order to secure profitable business. A key challenge is to meet the increasing demands for more steel, at increasing levels of quality and to comply with more demanding delivery requirements. It would be straightforward to meet these challenges using brand-new facilities. However, a new ‘greenfield site’ steel mill could cost more than £300 million to build. CCI therefore needs to make process efficiencies and quality and delivery improvements with its existing manufacturing plant. This presents challenges when older facilities are not well structured to use modern manufacturing techniques and processes. This case study focuses on the process of Continuous Improvement (CI) at the CCI steel plate manufacturing mill at Scunthorpe. It will show how Corus is finding new ways of achieving its objectives from existing resources. Continuous Improvement Continuous Improvement is often referred to by the Japanese word ‘Kaizen’. Kaizen means ‘change for the better’ and covers all processes in an organisation. These include engineering, IT, financial, commercial and customer service processes, as well as manufacturing. CI involves making continual small improvements to a process rather than big changes at irregular intervals. This requires close monitoring and control, changes to the uses of manpower, machinery, methods, materials and money to improve business efficiency. Continuous Improvement starts with management and under their leadership works down through the organisation. The underlying theme is that everyone is responsible and has a part to play in making improvements. All employees must work together to identify the steps needed to improve working practices. Planning meetings help teams to focus on satisfying customer needs. Visual management techniques, such as flow charts and wall charts make clear what resources are necessary and who is responsible for each part in the process. Everyone has the opportunity to eliminate waste. This is any activity or process that does not add value. A key question to define waste is ‘would a customer pay for that process?’ There are seven main areas of waste for any business: • transportation – moving materials or products about • inventory – keeping too much or the wrong stock • motion – people moving or travelling excessively • waiting times – allowing products to wait for processing • overproduction – making too much • over processing – doing too many processes during manufacture • defects – errors or flaws in the product causing rework or needing to be scrapped. Production processes that minimise waste are referred to as ‘lean production’. In these processes, the aim is to use less of everything, for example, space, materials or time. CCI in Scunthorpe is looking to reduce waste in its plate manufacturing process. It has adopted the concept of ‘flow’. This means that the products are ‘pulled’ through the process according to customer demand. All parts of the production process, from the supply of raw steel (slab) to the finished steel plate, are carefully planned. Scheduling for each element of the process ensures that bottlenecks are kept to a minimum. Each process is paced (known as ‘takt’ time) to control the amount of product in each stage of the process. This ensures that processes operate smoothly without overload or delay and keep the desired output and quality. Tonnage was the traditional key measure of productivity for CCI. For employees to work to a smooth paced process needed a significant culture change. Implementing a Continuous Improvement culture CI needs team work. In Scunthorpe, a CI manager coordinates the process. 40 CI Coaches chosen from the workforce received training to facilitate improvements. CCI has put together a ‘toolbox’ of techniques which the coaches use with managers, employees and operators. These help everyone understand where and how they can improve their work. A CI culture means that everyone can put forward ideas and have a say in how processes can change for the better. This is known as engagement. 58 12/6/08 10:42 Page 3 An organisation needs to know where it is going in order to be able to put in place the resources it needs to achieve its plans. This is set out in a vision. Scunthorpe plate mill has set out a 5-year vision improvement plan which will help in the process of developing a CI culture for the business. Everyone in the organisation has to understand and actively support the plan. Workshops for all employees have taken place to explain the vision and why the change is necessary if CCI is to remain competitive. www.thetimes100.co.uk GLOSSARY Vision: a concise summary in words, setting out what an organisation is striving to achieve. Stock rotation: keeping goods moving in order. Helped by the CI Coaches, workers have drawn maps of their processes. These show the links between the stages of manufacturing as well what information flow is needed. The maps show: • details of tonnages • number of products • rework cycles • inspection points • stocks • delays • costs. Feedstock: material supplied into the start of the process, eg steel slab prepared for subsequent rolling to steel plate. Empowered: authorised to take decisions. The first part of this process is a ‘current state value stream map’. This shows what the systems and processes are like now. The next stage considers what the ‘future state map’ would look like. This highlights what CCI needs to do to achieve this state, for example, investing in new processes, equipment or additional staffing. Scunthorpe plate mill has 16 system maps. These link to each other to give an overview of the whole process. For each of the 16 systems, a number of rules about stock levels and stock rotation have been set up: • Stock rotation ensures that the plates for one customer do not become buried beneath others and therefore delayed. • The required amount of slab steel (‘feedstock’) must be in front of the mill by the Tuesday of the week in which the material is to be rolled. • By rolling plates in the planned week, the mill is properly paced and all ‘downstream’ processes (such as cutting, levelling and inspection) can be scheduled accordingly. Using the value stream maps has helped CCI to improve process flows and the working environment. It has also reduced unnecessary motion, transport and processing. By taking these small steps and involving everyone in the vision, the delivery of product has increased from 70% of plates on time to 92% on time. Target setting CI working requires everyone to think differently about the way they work. It was recognised that people might be resistant and cling on to old ways of working. The key was getting all workers to see change as their responsibility. The CI coaches support the teams and individuals and promote or ‘champion’ new ways of working. Over time, the team and individuals are empowered to take responsibility and make decisions for themselves. To help workers accept the changes, the 5-year plan established a timeline for the programme of introducing change. Year 2007 2008 2009 2010 2011 Nature of attitudes to change within the organisation Resistant (workers resist change) Adaptive (workers begin to adjust to new ideas) Accepting (workers start to apply new methods) Embracing (workers recognise the benefits of change) Performing (new ideas are fully adopted by the workers) Expertise and responsibility for CI CI coaches Champions and change managers Manufacturing and process managers Team leaders The team CORUS 28962_Corus 59 28962_Corus 12/6/08 10:42 Page 4 An important part of the Continuous Improvement programme was the creation of Key Performance Indicators (KPIs). Previously, measures at Corus were largely based on tonnes of steel rolled. This did not show whether it met customers’ needs or whether the steel needed rework because it didn’t meet customer requirements. www.thetimes100.co.uk GLOSSARY Key performance indicators: criteria against which the success of an individual or organisation is measured. Benchmarking: using an index, standard or point of reference to measure or judge a quality or value. Best practice: the development of performance standards based upon the most efficient practices within an organisation. Lead time: the time taken from receipt of order details from the customer to receipt of the ordered goods at the customer. Corus has set new KPIs which focus on meeting customer deadlines, such as: • a zero backlog of customer orders - this means customers always get their deliveries on time • meeting targets for rolling steel plate in its allotted week. Corus monitors and measures how its operations compare with other producers and competitors in the steel industry. This process of benchmarking means that Corus is continually reviewing its activities to achieve best practice. Corus shares relevant information both within and across Corus to drive improvement. It also spreads appropriate technical knowledge and information across the steel industry through international groups such as the International Iron and Steel Institute. The benefits of Continuous Improvement There are significant costs involved in setting up a Continuous Improvement programme, including: • allocating employee time to participate in group work • training coaches • setting up a manual of tools and techniques. However, Corus is already seeing the benefits of CI with: • reduced waste through lean production • improved product quality • reduced rework time • faster response times, giving more customers their orders on time • becoming more competitive by driving down costs • retaining/gaining customers through innovative products and services. KPIs show that the Scunthorpe mill is achieving its targets for rolling steel in planned weeks and is delivering almost 100% of customers’ orders complete and on time. Scunthorpe Plate Mill aims to have all orders complete and on time by March 2009, while at the same time reducing lead time. The Times Newspaper Limited and ©MBA Publishing Ltd 2008. Whilst every effort has been made to ensure accuracy of information, neither the publisher nor the client can be held responsible for errors of omission or commission. The principles of team working help to create a more flexible workforce. This gives Corus the capacity to increase or change production when necessary. In addition, Corus employees are more likely to be satisfied and motivated when they feel that they are making a contribution. They can see their expertise helps to create a more effective company. By empowering its workers, Corus gains a more committed workforce which helps to drive further improvement. 60 Conclusion Corus is transforming production at its Scunthorpe plate mill through Continuous Improvement. This way of working encourages all employees to behave as team members to identify and support work improvement opportunities. Increasingly employees at every level are making improvement their responsibility, which provides employee job satisfaction. Continuous Improvement helps Corus to provide quality products and services for customers with on time delivery. CI supports Corus’ aim to achieve satisfied customers and secure repeat sales and longer term orders. It is part of a long term strategy based on service to develop the business. It aims to improve operational demands to fulfil customer expectations and out-perform competitors. Questions 1. What is Continuous Improvement? Who would be involved in this process and what would they be doing to enable improvements? 2. Describe the type of culture Corus is developing. How will the vision plan help to develop this culture? 3. Analyse how achieving its KPIs will help Corus to give its customers satisfaction. 4. Evaluate the key benefits of CI in helping Corus to become a more innovative and customer focused organisation. www.corusgroup.com Operations Management Final Assessment: Outline & Rubric Final Assessment Outline Competency Name: Operations Management Competency Statement: Develop an understanding of the role of operations management in business. Final Assessment Title: Operations Management Case Study Analysis Program Learning Outcomes: PLO 1 – Communication: Demonstrate effective oral and written communication skills in organizational and professional settings. Institutional Learning Outcomes: N/A Competency Objectives 1. Develop an understanding of production processes, quality control, costs, and other techniques for maximizing the effective manufacture and distribution of goods. 2. Develop an understanding of the tools used to implement continuous process improvement (e.g., benchmarking systems, process mapping, process costing, maturity models, capability maturity model, contract management maturity model, process improvement metrics, process improvement methods, and supplier workshops) in accordance with organizational objectives. 3. Develop an understanding of optimization and resource management tools (e.g., inventory control, scheduling, TQP, and MRP). Purpose of This Assessment Page 1 of 10 Operations Management Final Assessment: Outline & Rubric The purpose of this final assessment is to assess your ability to accurately analyze and apply operations management theories. You will act as if you have been hired as a consultant to analyze and present recommendations to Corus’ (a steel manufacturing company) operations management practices. Assume you will present your recommendations to the Corus’ Board of Directors for implementation within the next week. Your presentation must demonstrate how well you apply operations management theories, including 1) distribution of goods, 2) continuous process improvement, 2) resource management, and 4) current practices. You must also include an analysis of strengths and weaknesses of Corus’ five-year plan as outlined in the case study provided, along with your personal and/or professional experiences related to the operations management theories discussed. Items Required for Submission The item required for submission is a seven- to 15-minute PowerPoint presentation with voiceover. Step 1: Preparation To prepare for this assignment, read the case study and make a list of the strengths and weaknesses of current plans and practices apparent in the study. Step 2: Completing the PowerPoint Presentation with Voiceover Now complete your PowerPoint presentation with voiceover. To learn how to apply the voiceover, watch this video: Page 2 of 10 Operations Management Final Assessment: Outline & Rubric Page 3 of 10 Operations Management Final Assessment: Outline & Rubric Apply at least five scholarly sources to support the claims you make in your presentation. Use competency materials as a resource. Include the following in your presentation: • • • • • An accurate analysis of the strengths and weaknesses of current plans and practices of the mill as they relate to the operations management theories of distribution of goods, management of resources, continuous process improvement, and current practices. Personal and/or professional experiences as they relate to the operations management theories, either as a consumer or on the job. For example, prepare to discuss your own experience on a continuous improvement team, or as a consumer trying to purchase an out-of-stock item or purchased items delivered late. A plan of recommendations to change Corus’ distribution strategy, continuous improvement, and resource management that clearly address the weaknesses you analyzed in the Corus case study. An implementation schedule you are recommending to put your proposed changes into action over the next two weeks. Ensure that suggestions relate to distribution of goods, management of resources, and continuous process improvement. Accountability plan (a breakdown of managers’ and employees’ responsibilities) to put your proposed changes into action. Include what additional tools Corus can use to measure productivity. Ensure that suggestions relate to distribution of goods, management of resources, and continuous process improvement. The presentation must: • • • • • • Apply at least five scholarly sources to support your analysis, cited in APA format. Include 15 to 20 slides that support and reinforce key points. Be comprehensive, interesting, and flow logically, fully addressing key points. Include critical points with visuals that are creative, interesting, and easy to read. Use correct grammar and spelling without errors. Be delivered professionally, in a way that would be favorably received by a Board of Directors. Step 3: Complete Checklist for Submission Page 4 of 10 Operations Management Final Assessment: Outline & Rubric Before you submit, check to see if you believe you have met the criteria noted below. Did you…. ? Appropriately explain concepts in your own words? ? Communicate a clear understanding of operations management practices (including distribution of goods, management of resources, continuous process improvement, and current practices)? ? Ensure the content of your presentation is thoughtful and accurate with no factual errors? ? Engage the audience with excellent analysis (including strengths) and personal discussion/examples regarding the distribution of goods, management of resources, and continuous process? ? Demonstrate an understanding and apply weaknesses to synthesize recommendations in a thoughtful and meaningful way? ? Ensure your schedule and accountability plans are logically addressed? ? Support your presentation with at least five outside sources and cite all your sources in APA? ? Ensure your writing is logical and organized? Are your sentences well-phrased and varied in length and structure? Is your word choice consistently precise and accurate? ? Make certain your writing is free of grammatical, spelling, and mechanical errors while following the specified length? ? Check that your citations and reference pages are correct? ? Ensure your presentation is comprehensive, interesting, flows logically, fully addresses key points, and consistently connects with visuals? ? Use visuals that are creative, visually interesting, and easy to read, as well as emphasize critical points of the presentation? • • Step 4: Submit Your Work Your completed final assessment documents should be submitted through the Final Assessment page of your competency. Please note, for files smaller than 10MB (i.e., most Word documents), use the corresponding “+UPLOAD STUDENT FILE” button to upload your final assessment assignments. For larger files of any type (i.e., voice-over PowerPoint files, videos, or image-heavy documents), please use the optional TEXT EDITOR to provide a URL where your grader can download your file. Page 5 of 10 Operations Management Final Assessment: Outline & Rubric • How you create a download URL is up to you, but various free online providers, including Google Drive, Box.com, or Dropbox, offer this service. Please make sure that the URL you provide can be accessed by anyone with the link. For further instructions on how to create public links for uploaded files, consult the support pages for your chosen provider. Page 6 of 10 Operations Management Final Assessment: Outline & Rubric Final Assessment Rubric Criterion EMERGING – 1 Professional and The presentation content is confusing or contains more Personal than one factual error. Experiences Does not apply Operations Management practices appropriately. The analysis and personal discussion/examples of the distribution of goods, management of resources, and continuous process improvement are unclear. DEVELOPING – 2 The content of the presentation is generally accurate, but one piece of information is clearly inaccurate. Applies some terminology and concepts appropriately. The analysis and personal discussion/examples of the distribution of goods, management of resources, and continuous process are somewhat unclear. PROFICIENT – 3 Most of the presentation content is accurate, but there is one piece of information that seems confusing. Applies most terminology and concepts appropriately. Creates a somewhat clear analysis and personal discussion/examples of the distribution of goods, management of resources, and continuous process. EXEMPLARY – 4 The content of the presentation is thoughtful and accurate. A good blending of outside sources and personal experiences. There are no factual errors. Applies terminology and concepts appropriately. Engages excellent analysis and personal discussion/examples regarding the distribution of goods, management of resources, and continuous process. Understanding Does not communicate understanding of operations management practices (including distribution of goods, management of Critical Concepts within resources, continuous process improvement, and Communicates some understanding of operations management practices or concepts (including distribution of goods, management of resources, continuous process Communicates a solid understanding of operations management practices (including distribution of goods, management of resources, continuous process improvement, and Communicates a comprehensive and clear understanding of operations management practices (including distribution of goods, management Page 7 of 10 Operations Management Final Assessment: Outline & Rubric Analysis current practices). Relies on paraphrasing and quoting and does not uses theory or concepts appropriately in the assignment. improvement, and current practices) but relies on more paraphrasing and quoting than own words and sometimes uses the theory or concepts appropriately in the assignment. current practices) by explaining in own words and usually using the theory or concepts appropriately in the assignment. of resources, continuous process improvement, and current practices.) Explains in own words concepts appropriately in the assignment. Application of Theory through Strengths, Weaknesses and Recommendatio ns Rarely or never applies operations management practices, examples, experience, and/or “real world” situations in a thoughtful or meaningful way. Does not take theory beyond traditional applications. Sometimes applies operations management theory to practice, examples, experience, and/or “real world” situations, but it is not always thoughtful and/or meaningful. Sometimes takes theory beyond traditional applications. Often applies operations management theory to practice, examples, experience, and/or “real world” situations in a thoughtful and meaningful manner per the assignment. Usually takes theory beyond traditional applications. Consistently applies operations management theory to practice, examples, experience, and personal experience with the technology in a thoughtful and meaningful manner per the assignment. Takes theory beyond traditional applications Supporting Evidence Appropriately applies less than three outside sources to support findings. Appropriately applies three or four outside sources to support findings. Appropriately applies five Appropriately applies sources to support findings. more than five or more sources to support findings. (distribution of goods, management of resources, continuous process improvement, and current practices) Page 8 of 10 Operations Management Final Assessment: Outline & Rubric Proposed Recommendatio ns Rarely or never applies weaknesses to synthesize recommendations. Demonstrates some understanding and applies weaknesses to synthesize recommendations. Demonstrates adequate understanding and applies weaknesses to synthesize recommendations. Demonstrates a comprehensive understanding and applies weaknesses to synthesize recommendations in a thoughtful and meaningful way. Implementation Timeline(s) and Accountability Plan(s) Schedule and accountability not addressed. Schedule and accountability hardly addressed. Schedule and accountability addressed, but slightly lacking. Schedule and accountability addressed logically. Writing and Organization Writing is not logical or organized. Words are used inappropriately. There are several errors in grammar, spelling, and writing mechanics. Writing is generally logical, well-phrased, and organized. Word choice is generally precise and mostly accurate. There are occasional errors in grammar, spelling, and writing mechanics. Writing is logical, wellphrased, and organized Word choice is consistently precise and accurate. The writing is free of errors in grammar, spelling, and writing mechanics. Presentation The PowerPoint is shorter than the specified length of the assignment. Limited if any adherence to APA standards. Writing lacks logical progression or organization. Sentences are awkward and often unclear. Word choice is acceptable but range of words is limited or lack precision. The writing has errors, which impact the understanding of the presentation and cause a distraction. The PowerPoint is shorter than the specified length of the assignment. APA standards are somewhat followed but with numerous errors. PowerPoint contains The PowerPoint is the specified length of the assignment. APA formatting standards are followed with a few minor errors. PowerPoint contains the The PowerPoint is the specified length of the assignment. APA formatting standards are followed; citations and reference page is Page 9 of 10 Operations Management Final Assessment: Outline & Rubric Visuals PowerPoint contains less than the required amount of slides. The voiceover is clearly and professionally articulated within the specified time limit. less than the required amount of slides. The voiceover is clearly and professionally articulated within the specified time limit. required amount of slides. The voiceover is clearly and professionally articulated within the specified time limit. Visuals are confusing, difficult to read, and/or include irrelevant content. Visuals may be somewhat confusing and difficult to read, and/or do not highlight key points of the presentation. Visuals are clear, easy to Visuals are creative, read, and relevant to the key visually interesting, and points of the presentation. easy to read, as well as emphasize critical points of the presentation. Page 10 of 10 correct. PowerPoint contains the required amount of slides. The voiceover is clearly and professionally articulated within the specified time limit. Operations Management Final Assessment: Outline & Rubric Appendix: Case Study Continuous Improvement as a business strategy https://prod-umpi-cbeupload.s3.amazonaws.com