MBA 690 Module Four Short Paper Guidelines And Rubric

Mba 690 Module Four Short Paper Guidelines And Rubric In Module Fo

In Module Four, you will prepare a written plan and identify the means of production you intend to use for the new business opportunity. Consider the following points: What tools/techniques were used in your design, such as quality function deployment, value stream mapping, and JIT? What technologies were used to support your design, such as concurrent engineering, computer-aided design, or value analysis? Describe how you incorporated the concepts of lean operations and lean services in your design. Identify the considerations needed for the sustainability of your production line and what specific efforts can minimize waste, considering end-of-life programs and the three R’s (reduce, reuse, recycle). Consider the phases of product design in your paper, applying this to your business opportunity. Reflect on the legal, cultural, global, and human involvement needed in your design, as outlined in Chapter 4. Note that you are not required to include the actual design of the product or service but should describe how you plan to create this design, integrating lean operations and the topics from Chapter 4.

In your paper, you must address the following critical elements:

• Identify the tools, techniques, and technologies used in the design of your production plan.
• Explain how you will integrate lean operations and lean services into your production plan.
• Discuss considerations for sustainability to eliminate waste in each phase of your production plan.
• Discuss the legal, cultural, global, and human involvement needed to implement your production plan.

Paper For Above instruction

Developing an efficient and sustainable production plan is crucial to the success of any business. In this paper, I will outline the tools, techniques, and technologies I plan to employ in designing the production process, as well as how I will incorporate lean principles, address sustainability considerations, and account for the various legal, cultural, global, and human factors involved.

The foundation of an effective production plan begins with selecting appropriate tools and techniques that facilitate quality, efficiency, and value. I will utilize Quality Function Deployment (QFD) to translate customer requirements into specific engineering characteristics, ensuring the product meets customer expectations comprehensively. Additionally, Value Stream Mapping (VSM) will be employed to visualize and analyze the flow of materials and information, identifying bottlenecks and waste, which can then be mitigated through process improvements. Just-In-Time (JIT) inventory management will be integrated to reduce excess inventory and minimize waste, enabling a leaner and more responsive production process.

Supported by modern technologies, such as computer-aided design (CAD) and concurrent engineering, I intend to facilitate cross-disciplinary collaboration and rapid prototyping, which reduces time-to-market and enhances product quality. Value analysis will be leveraged to assess each component’s function and cost, allowing for design optimization and cost savings without compromising quality. These techniques together form a comprehensive approach to either designing or refining the production process for optimal efficiency.

Implementing lean operations and lean services is integral to my production plan. Lean principles focus on eliminating waste—defined as any activity that does not add value—for improved efficiency and customer satisfaction. I will adopt continuous improvement (Kaizen) practices to foster a culture of ongoing enhancement. For example, applying 5S methodology will organize the workspace to improve safety, efficiency, and cleanliness, thereby reducing waste and errors.

Furthermore, lean services emphasize reducing delays and unnecessary overproduction, especially customer-facing processes. To this end, I intend to implement pull systems such as Kanban to regulate inventory levels and production schedules, ensuring that production corresponds directly to demand. Cross-training employees allows for flexible workforce deployment, reducing downtime and capacity constraints, while transparent communication channels facilitate rapid problem-solving.

Sustainability considerations are central to my design, focusing on waste reduction at every stage—from raw material acquisition to end-of-life disposal. During material selection, I will prioritize recyclable and biodegradable materials that align with the three R’s—reduce, reuse, recycle. Production processes will incorporate waste-minimizing technologies such as energy-efficient machinery and water recycling systems. Additionally, end-of-life programs will be established to facilitate product take-back, recycling, or remanufacturing, supporting a circular economy.

In the planning process, I recognize the importance of considering the legal, cultural, global, and human dimensions of implementation. Legally, compliance with environmental regulations and safety standards is mandatory. Culturally, understanding local customer preferences and societal norms will influence design and marketing strategies, especially in international markets. Globally, supply chain considerations such as sourcing sustainable materials and establishing resilient logistics networks are crucial to maintain production stability across regions.

From a human perspective, workforce training in lean principles and sustainability practices is essential to ensure effective implementation. Inclusion of diverse cultural perspectives enriches the design process and improves product relevance across different markets. Recognizing labor laws, working conditions, and ethical sourcing will positively impact both compliance and corporate reputation.

In conclusion, creating an effective production plan involves a balanced integration of advanced tools and technologies, lean principles, sustainability practices, and consideration of various legal, cultural, and human factors. By applying these strategies thoughtfully across the phases of product design and production, I aim to develop a process that not only delivers high-quality products efficiently but also supports environmental and social responsibility, positioning my business for long-term success.

References

1. Chary, S. N., & Kumar, S. (2019). Principles of operations management. McGraw-Hill Education.
2. Slack, N., Brandon-Jones, A., & Burgess, N. (2019). Operations management (9th ed.). Pearson.
3. Hopp, W. J., & Spearman, M. L. (2011). Factory physics (3rd ed.). Waveland Press.
4. Fullerton, R. R., & McCarthy, L. (2016). Lean service operations: Applying principles to service organizations. Journal of Service Management, 27(5), 607-639.
5. Ohno, T. (1988). Toyota production system: Beyond large-scale production. Productivity Press.
6. Liker, J. K. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer. McGraw-Hill.
7. Feng, J., & Zhang, B. (2020). Sustainable manufacturing and life cycle assessment. Journal of Cleaner Production, 274, 122718.
8. Chambers, R. G., & Qu, S. (2021). The role of technology in sustainable supply chain management. Sustainability, 13(15), 8414.
9. Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
10. Sen, S. (2020). Green supply chain management: Strategies and practices. Elsevier.