UGB233 Operations Management of CadburyWord格式.docx

UGB233 Operations Management of CadburyWord格式.docx

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UGB233OperationsManagementofCadburyUniversityofSunderlandFacultyofBusinessandLawModuleTitle:

@#@OperationsManagementModulecode:

@#@UGB233Assignmenttitle:

@#@CadburyworldTutorName:

@#@TomCuthbertsonStudentName:

@#@WANGDIStudentNumber:

@#@109999833Moduleleader:

@#@JayneAdamsExecutivesummaryCadburyhasbeenanEnglishmanufacturerofchocolateproductsaswellasaworld-famoustoursitetheCadburyworld,providinggoodsandservicesforcustomers.ThekeyforCadburyssuccessliesinhowtooperatetheprocesseffectivelyinordertoprovideproductandservicefortheirclients.Itisverynecessarytohaveagoodknowledgeofoperationstrategiestoputitintopractice.BasedonthecaseoftheCadburyworld,thereportfirstexplainsthedifferencebetweenmicroprocessandmacroprocessanddescribesfourselectedmicroprocessintheinput-transformation-outputmodel.Secondly,thereportgivessomesuggestionabouttheprocessdesignaccordingtotheprocessflowchartshowinghowcustomersareprocessed.Then,thereportcalculatesthecapacityandthedemandofeachmicroprocess.Aftercomparingthecapacityanddemand,itexplainshowtovarycapacitytorespondtothechangesindemand.Atlast,ittalksaboutwherethebottleneckisandhowtoimprovetheservicetopromotethebottlenoses.Thebottleneckliesinthejunglepartandthedemonstrationarea.Forthepackagingplant,itcanconstructasecondstairtoensuretheone-directionalflowkeepacircularpath.Andforthejungle,theticketcollectorcanbereplacedbyanautomatedmachine.Thecontentortheformshouldbechangedsoastoattractthecustomers.InthecaseofCadburyworld,thereporttalksabouthowtoputthetheoriesofoperationmanagementintopractice.ContentExecutivesummary11.0introduction22.0ThemicroandmacroprocessoftheCadburyWorld22.1Thedifferenceofthemicroandmacroprocess22.2FourmicroprocessoftheCadburyworld33.0TheillustratedoperationprocessoftheCadburyworld34.0ThecapacityanddemandoftheCadburyworld44.1ThecapacityoftheCadburyworld44.2ThedemandoftheCadburyworld54.3Therespondofthecapacitytodemandchange65.0ThebottleneckintheprocessoftheCadburyworld76.0conclusion8References9Appendixes11Wordcount:

@#@17411.0introductionBasedonthecaseofCadburyworld,thisreportfirstlyexplainsthedifferencebetweenMicroandMacroprocessesasappliedtothecase,whichincluding4selectedMicrooperationsandrelateddescriptionintermsofaninput-transformation-outputmodel.Secondly,itutilizesaprocessflowcharttoshowhowcustomersareprocessedthroughtheoperation.Then,thereisacomparisonbetweenthecapacityanddemandoftheCadburyworldwhichexplainedhowtheymanagetovarycapacitytorespondtochangesindemand.Atlast,itdiscussesthebottlenecksintheprocessandsomesuggestionsonhowcouldservicebeamendedtoincreasebottleneckcapacity.2.0ThemicroandmacroprocessoftheCadburyWorld2.1ThedifferenceofthemicroandmacroprocessTherearetwomaindifferencesbetweenthemicroandmacroprocess.First,thedefinitionsaredifferent.Themicroprocessesareindependentsmallpartsofthewholemacroprocesswhilethemacroprocessistheoverallglobalprocess.Theremanymicroprocessbutonlyonemacroprocess（DaroAcemoglu,2012）.InthecaseofCadburyworld,theparkingarea,theMarieCadburyandthebullstreetareallmicroprocesses.Allofthemicroprocessesmakeupthemacroprocess.Second,thetwohavedifferenteffectstowardstheorganization.Themacroprocesshasamajorandsignificantimpactontheorganization,whilethemicroprocesshasapartialeffectontheorganization.However,insomecases,amicroprocesswilleffectandconstrainthewholemacroprocess.Businessprocessmanagement（BPM）iswidelyseenasthetoppriorityfororganizationwhichwantstosurviveinthecompetitiveenvironment（RyanK.L.2009）.Whenitcomestothemanagementofthebusinessprocess,themanagershouldmakeanoverallplanfromthemacroprocessperspectiveandformulatespecificimprovementmeasuresforeverymicroprocess.IntheBRP,Thecoreprocessesarethosethatdelivervaluetothecustomers（PeterTrkman,2010）.Thereforesomeofthemicroprocessesshouldbegivenmuchattention.So,fortheCadburyworld,allofthemicroprocessescanbeimprovedifthemacroprocessisnotthatefficient.2.2FourmicroprocessoftheCadburyworldInthereport,theinput-transformation-outputmodelisusedtoshowshowthecustomersaretransformedinthemicroprocess.Thebullstreet,MarieCadbury,therestaurantanddemonstrationareaareselectedtobedescribedinthismodel.Whetherthedesignofamicroprocessisgoodornotisjudgedbythesatisfactoryofthecustomers.Thefourmicroprocessesallconformtothegeneralin-put-transformation-outputmodel.Thechartsofthemodelareattachedintheappendix1-4.3.0TheillustratedoperationprocessoftheCadburyworldWhenanalyzingdesigningprocessestotransformresourcesintogoodsandservices,someofthequestionsshouldbeconsideredsuchascantheprocessdesignachievecompetitiveadvantage?

@#@Oneofthetoolshelpingusunderstandthedesignistheprocessflowchart.ThisprocessflowchartoftheCadburyworldshowstheschematicofthemovementofthevisitors.Therearefourbigareas:

@#@theexhibitionarea,thedemonstrationarea,theretailareaandtherestaurant.Theflowchart（attachedtotheappendix5）showstheprocessforthefourbigpartsrespectively.Itcanhelpunderstanding,analyzingtheprocesstheCadburyworld.Fromamicroprocessperspective,itiseasytojudgethetypeoftheprocessintheexhibitionareaisbatchprocess.Batchprocessfallsbetweenthejobbingandmassprocess,withhighervolumesandlowervarietythanjobbing（C.dePrada,2009）.Thereareseveralchangeoversateachstageofthetour.Theservicesprovidedforcustomersarestandardandthedemandisrepeating.Theassociatedlayoutoftheexhibitionareaisproduct-orientedlayout.Insomeway,itislikeanassemblyline,everycustomergoesthroughaseriesofworkstationsorprocess.Fromamacroprocessperspective,itcanbeseenthatthewholeCadburyworldisalmostajobbingprocess.Thefacilitiesarefixedandtheyprovideahighdegreeofflexibilityforcustomerscangothrougheveryprocesstheywant.Thelayoutisprocesslayout.Thiskindoflayoutcanhandleawidevarietyofservices.Itisveryefficientwhendealingwithdifferentdemandfromdifferentcustomers.Accordingtothediagram,thereareseveralsuggestionsfortheprocessdesignofCadburyworld.Theorganizationcanmixdifferentprocesstypewithinthewholemacroprocess.Forexample,itcanadopttheserviceshopinthedemonstrationareaandtheexhibitionareabecausetheinteractionandexperienceisveryimportantforsuchanentertainingorganization.Besides,individualdesignshouldbegivenattentionforthemoreitmeetsthespecialrequirement,themoreeffectivetheprocessis.Asforthelayout,itshouldbedesignedaccordingtotheprocesstypeandservice.Goodlayoutscanenhancethetourexperienceaswellasprovidingsmoothandeffectiveflowbetweeneverymicroprocess.4.0ThecapacityanddemandoftheCadburyworld4.1ThecapacityoftheCadburyworldTable4.1thecapacityofmicroprocessprocesscapacity1Theparkingarea2532jungle1913MarieCadburyNormal133Max4004Packagingplant1635DemonstrationareaNormal78Max6266restaurant4057Theshop2408CoffeeParlour92Dataresource:

@#@Adams,J.（2012）Week5：

@#@planning&@#@control&@#@capacity&@#@aggregateplanning.OperationmanagementOnline.Availableat:

@#@https:

@#@/my.sunderland.ac.uk/（Accessed:

@#@4May2012）4.2ThedemandoftheCadburyworldTable4.2thedemandTheannualdemand493333Themonthlydemand41111Theweeklydemand10277Dailydemand1370HourlydemandMon.-sat.304Sun.391Dataresource:

@#@Adams,J.（2012）Week5：

@#@planning&@#@control&@#@capacity&@#@aggregateplanning.OperationmanagementOnline.Availableat:

@#@https:

@#@/my.sunderland.ac.uk/（Accessed:

@#@4May2012）（Theprocessofthecalculationisattachedtotheappendix.）Fromthefigureabove,wecanknowthereisseasonalityindemand.Thatmeansthedemandofeveryhour,everyweek,andeverymonthisalldifferent（ShenShunjie,2009）.Manyfactorscauseseasonalitysuchastheeconomy,theholiday,theexpectationofthecustomersandthepromotionactivitiesofthebusiness.Asaresultoftheseasonalityindemand,therewillbeasharpfluctuationbetweenthemaxandmindemand.Whenthemaxdemandismuchhigherthantheaverage,therewillbemanyproblems.Oneoftheproblemisthecapacitycannotmeetthedemand,whichwillleadtothecrowd.Theworstresultisthatthequalityandthesatisfactoryofthecustomersdecline,whichwillhasaharmfuleffectonthedevelopmentofbusiness.4.3TherespondofthecapacitytodemandchangeEventhoughwithgoodforecasting,thereoftenexistsapoormatchbetweenthecapacityanddemand.Anyway,therearesomeadvisablewaysforthemanagertoadjustthecapacitytorespondtothedemandchange.Firstoneismakingthestaffchanges.Thisrelatedtothehumanresource.Theorganizationcansetuppart-timestatus,whichisparticularlypopularinserviceindustry.Thepart-timeworkerscanrelievethemaxdemandatpeaktime.Whatneedtoattachimportancetoisnecessarytrainingforthestafffortheattitudeandserviceofthemaffectthecustomerdirectly（KamalBirdi,2008）.Secondly,itcanadjustequipmentandprocess,includingpurchasingadditionalmachineryorsellingitwhenneeded.TheCadburyworldcanincreasemoreself-serviceprograminthetourprocess.Thirdly,theorganizationcanimprovethelayouttoincreasethecapacity.Forexample,theexhibitionareacanadopttheworkcelllayout,whichmeansreorganizethepeopleandmachineintogroupstofocusonsingleprodu