Produce a report for the Board of Directors that analyses the provided scenario, that:.(2500 words)

Produce a report for the Board of Directors that analyses the provided scenario, that:.(2500 words) i.    Explains the issues in operations management that are discussed in the scenario. ii.    Discusses the problems and opportunities the organisation faces, and explain how the Risk Matrix and the WBS below will underpin project success and thus help create a better customer experience iii.    Develop a Risk Matrix for the project to relocate the factory, iv.     Create a Work Breakdown Structure(WBS) diagram for the project to relocate the factory. Your work should draw on the concepts, systems and tools covered in the module and show evidence of academic and commercial research. The following information is important when: •    Preparing for your assessment •    Checking your work before you submit it •    Interpreting feedback on your work after marking. Assessment Criteria The module Learning Outcomes tested by this assessment task are indicated on page 1. The precise criteria against which your work will be marked is as follows: •    Quality of identification and  analysis  of information management problems and opportunities in the organisation •    Quality of Evaluation and discussion of the contribution of managerial and operations systems, and project management for effective management •    Learning log shows clear use of reflective practice across a range of issues •    Structure and presentation of material, including: clarity in the use of formal English, and use of the Harvard Citation and Referencing system Performance descriptors Performance descriptors indicate how marks will be arrived at against each of the above criteria. The descriptors indicate the likely characteristics of work that is marked within the percentage bands indicated. Scenario or case study details Background 5IB002 – Assignment Scenario.   “ Challinor’s”  is a small manufacturing enterprise(SME) in the West Midlands which manufactures actuators for the aerospace industry.  While they had suffered during the recession they did keep trading.  Because they had a good reputation in the aerospace industry(where quality is a major safety issue) they have been offered a contract with a major automobile manufacturer within the region.  If this works well it will mean a major increase in business and overall profit and it will mean that they are able to supply within a much broader market to reduce their dependence on just one sector. Their existing premises are near Birmingham (near Edgbaston) and have some capacity to increase floor-loading but not a lot if they carry on working in the way they have traditionally worked.  The CEO organised a directors’ meeting to look at the possible options for them.  The Logistics Director suggested that they use one of his managers, who had just completed an MBA in a local university, to facilitate the meeting. From the meeting a SWOT analysis was developed as figure 1 as a starting point for a follow up session to try and develop the company’s strategy. Strengths    Weaknesses Produce a quality product. Have a good workforce of experienced engineers Centre of the country. Have space to develop the new contract.    Only work within Aerospace at the moment. May over engineer products We do not have an operations management based IT system to manage work flow, we only have  manual systems. Existing IT systems are standalone, for Finance/Pay, and  Inventory and Logistics If the new automobile contract works well that will use up all existing space in the factory, and already there is sign of the aerospace market increasing. Opportunities    Threats The new I40 manufacturing  and innovation site near Telford has good road access to our main aerospace customers and the new automobile manufacturer. There is EU money available to develop businesses within the West Midlands    If we cannot make the contract work it would weaken the company. Increased traffic around the existing site is extending our lead times and associated costs. If we relocate we cannot be sure that our workforce will want to move . If we do not expand the business someone else is likely to expand into the market for us. We cannot be sure about our existing market. If we take out large loan from the bank they could interfere with the business or call the loan in. If there was a general election the government might move out of the EU and grants might no longer  be available in the UK . At the next meeting the CEO explained that the automobile manufacturer had agreed to provide training to develop lean skills in the workforce.  The local development board agreed to provide background information and videos to explain what is going on in the region for the workforce. The HR Director agreed to use one of his IT staff to outline the information needs for an integrated IT system, starting with understanding of the Information needed for the management information system, and to suggest options about more up to-date approaches such as cloud computing, and  software as a service. The Operations Director has agreed to get her  transport co-ordinator to provide a brief about the supply chain issues around the existing site and the option for moving to Telford, this should include a view of supplier and customer issues.   She said the information would be provided as a table, and asked if the MBA graduate could write the broader discussion piece around it She also thought it would be useful if the lean training was provided to all staff, not just operations. The CEO decided that the MBA graduate provided such a useful report after the last meeting that they should continue and produce a draft report for the next meeting to cover :  the use of lean concepts in manufacturing and administration(service);  how the key tools were used:  what the relevance was for the board of directors;  and what are the quality standards.  He also asked the MBA graduate to develop a work breakdown structure and a risk matrix for a project to re-locate the business as part of a report  to discuss the feasibility of the project, and highlight the pros and cons involved. Fig 2 The Transport –coordinators table Relationship    Location    Distance to existing site    Average journey time    Distance to I40    Average journey time Customer    Hawarden Customer    I40 Supplier - components    Shrewsbury Supplier -castings    Ironbridge Supplier - seals    Birmingham 3 Party Logistics    Telford Logistics hub Infra structure support    Local various Note from the Transport coordinator - 3PL is contacted out from us to deliver to customers.  Suppliers use own transport to deliver to us.  Infrastructure for the existing factory (facilities management, catering, cleaning , maintenance etc) assume will be provided  by new contracts if moved to Telford so costs will be broadly the same. Management Organisation chart Key assignment components Appendix - Information flow diagram(level 0 Context diagram) showing key sources and nature of information needed externally and internally for an MIS. Main report - Operations and project management reports Title page Contents page Introduction Background Operations management Issues Lean Techniques SCM Project management Relocation Conclusions/Recommendations References Appendices WBS Diagram Risk Matrix Table Analysis of increased / decreased logistics cost Others as required To help you further: •    Refer to the WOLF topic for contact details of your module leader/tutor, tutorial inputs, recommended reading and other sources, etc.   Resit details will also appear on WOLF. •    The University’s Learning Information Services offer support and guidance to help you with your studies and develop your academic skills http://www.wlv.ac.uk/lib/skills_for_learning/study_guides.aspx