Program Ba Business Plan 1 Communication Course Mgtu 315 Ope

Program Ba Business Plo 1 Communication Course Mgtu 315 Operatio

Program: BA Business PLO #1 Communication Course: MGTU 315 Operations Management Assignment: Final Individual Assignment Week Assessment Occurs: Week 8 Reflecting on Course Learning Outcomes and Portland Plant Turnaround Final Individual Assignment based on the project case “Turnaround at the Portland Plant”. Make assumptions as necessary. This Final Individual Assignment is your Signature Assignment. This means that this paper is to demonstrate evidence of everything that you have learned in your work on the Portland Plant case study. This paper is to be four to five pages long, APA with at least five references (including the text book). o Go to the Syllabus and review all of the Course Learning Outcomes. Be sure to address what you learned and applied in the Portland Plant case to each of the Course Learning Outcomes. You might want to consider having each of the course learning outcomes being a heading for your work. o Remember to include in this paper a recommendation for optimal “operations” planning and control activities to include technology suggestions (what, why, how, when); explain/justify your approach and include the process for operations verification (e.g. cycle counting). o See Rubric for how this Assignment will be graded in the Week 8 Folder. o This final Individual Assignment is due Week 8 of this course.

Paper For Above instruction

The case study “Turnaround at the Portland Plant” offers a comprehensive backdrop to explore the critical operational and strategic issues faced by manufacturing firms undergoing significant transformations. This paper reflects on the course learning outcomes related to operations management, integrating insights from the Portland Plant case. It critically analyzes the internal challenges, strategic decisions, and technological interventions necessary to foster operational excellence and sustainable growth.

1. Understanding Business Technology and Operational Strategies

One of the core learning outcomes from the course emphasizes understanding the integration of business technology with operational strategies. The Portland Plant’s scenario exemplifies how technological deficiencies—such as the absence of effective process control systems—can escalate into significant quality issues. The lack of real-time data analysis and statistical process control (SPC) tools led to poor decision-making, such as running machines without understanding process control status, which contributed to scrap and rework. This case underscores the importance of adopting automated and sophisticated monitoring systems that provide actionable insights, thereby enabling proactive interventions (Slack et al., 2010). Implementing advanced process control (APC) and real-time data collection aligns with the optimal utilization of technology to improve operational responsiveness.

2. Applying Operational Planning and Control Activities

Effective planning and control are fundamental to operational success. In the Portland Plant case, deficiencies manifested through poor process discipline and lack of control, leading to product curling and high scrap levels. To address these issues, a robust Operation Planning and Control (OPC) framework must be established, including cycle counting, process audits, and statistical process monitoring. For instance, cycle counting of inventory ensures accurate stock management, reducing waste and downtime (Heizer & Render, 2017). The implementation of process control charts—like those seen in the May 1998 data—helps visualize process stability and identify trends before deviations occur. These tools facilitate continuous improvement, reducing variability and increasing process capability (Montgomery, 2012). Technology integration, such as sensors and manufacturing execution systems (MES), can automate data collection, allowing managers to make timely, informed decisions.

3. Enhancing Communication and Leadership for Change Management

The case highlights a cultural challenge where data and process issues were ignored or underestimated, rooted in poor communication and leadership. A key lesson relates to the importance of transparent, systemic communication that aligns operational teams with strategic goals. Building a quality-driven culture involves leadership development, training, and alignment of incentives to prioritize quality and data-driven decision-making. Applying the course outcome related to communication underscores the need for regular cross-functional meetings, data sharing platforms, and leadership commitment to quality initiatives (Baker et al., 2020). These measures foster a proactive environment where issues are promptly addressed, preventing escalation.

4. Technological Recommendations for Operational Optimization

Advancing the Portland Plant’s operations necessitates the deployment of integrated technology solutions. I recommend implementing a Manufacturing Execution System (MES) coupled with predictive analytics to monitor real-time process parameters. Why? Because MES centralizes data, enhances traceability, and supports machine-to-machine communication, enabling real-time adjustments (Koh et al., 2018). How? By integrating sensors that continuously monitor humidity, coat weight, and machine performance; these feed into the MES, which employs algorithms to predict defects and recommend corrective actions. When? These systems should be phased in over a six-month period, starting with critical control points identified through process audits. This approach aligns with Industry 4.0 principles, emphasizing automation, connectivity, and data-driven decision-making.

5. Process Verification and Continuous Improvement

Verification processes such as cycle counting and regular process audits are vital to sustain improvements. Cycle counting should be conducted bi-weekly in inventory areas, complemented by process capability studies (Cp, Cpk) quarterly to measure improvements. Additionally, a structured problem-solving framework such as DMAIC (Define, Measure, Analyze, Improve, Control) should be adopted to address recurring issues. By marrying technological tools with disciplined verification processes, the Portland Plant can foster a culture of continuous improvement, thereby reducing scrap and enhancing process stability (Antony et al., 2016).

Conclusion

The Portland Plant turnaround underscores quintessential operations management principles: the integration of technology, disciplined planning and control, effective communication, and continuous improvement. Applying these principles systematically can help transform the plant into a high-performing facility that meets customer expectations and achieves financial sustainability. Strategic use of advanced control systems, coupled with a culture of data-driven decision-making and proactive verification, will ensure long-term success.

References

  • Antony, J., Kumar, M., & Macaulay, J. (2016). The role of quality control tools in the manufacturing environment. International Journal of Quality & Reliability Management, 33(2), 245-269.
  • Baker, J., Murphy, M., & Smith, T. (2020). Leadership and organizational change in manufacturing. Journal of Operations Management, 37(4), 320-333.
  • Heizer, J., & Render, B. (2017). Operations Management (11th ed.). Pearson.
  • Koh, S. C. L., Tan, T. M., & Lau, S. K. (2018). Industry 4.0 and manufacturing systems: Enabling intelligent production. Journal of Manufacturing Systems, 49, 150-160.
  • Montgomery, D. C. (2012). Introduction to Statistical Quality Control (7th ed.). Wiley.
  • Slack, N., Brandon-Jones, A., & Burgess, N. (2010). Operations Management (6th ed.). Pearson.
  • Heizer, J., & Render, B. (2017). Operations Management (11th ed.). Pearson.
  • Smith, R., & Waller, R. (2019). Managing Quality and Continuous Improvement. Quality Progress, 52(6), 45-50.
  • Tang, O., & Veelenturf, L. P. (2019). The strategic role of logistics in the industry 4.0 era. Transportation Research Part E: Logistics and Transportation Review, 129, 1-11.
  • Yin, R. K. (2018). Case Study Research and Applications: Design and Methods. Sage Publications.

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