QSO 300 Final Project Milestone One Guidelines And Rubric ✓ Solved

Qso 300 Final Project Milestone One Guidelines And Rubric Prompt F

For the first milestone of your final project, you will submit a managing operations case study analysis that uses the tools and techniques that operations managers use. This case study analysis will be incorporated into the final summative analysis. This milestone is due in Module Two. Refer to the case study (located in the Reading and Resources area of Module One), your own independent research, and the course materials to complete this milestone. Specifically, the following critical elements must be addressed:

Generating Value

A. Evaluate how the company in the case study uses operations management functions to provide products and generate value for its customers. Support your claims with examples from the case study or outside sources.

B. Assess how this company achieves a competitive advantage using operations management. Provide examples found in the case study or outside sources to support your reasoning.

C. Compare and contrast service operations and manufacturing operations at the company in the case study. How are they the same? How do they differ? How does each of these operations provide value for their customers?

Theories and Techniques

A. Compare and contrast the critical path method (CPM) and the program evaluation and review technique (PERT). What types of projects at this company would favor PERT over CPM? Why? What types of projects at this company would favor CPM over PERT? Why?

B. Explain the steps used to develop a forecasting system. How would these steps be specifically utilized by this company? What do you predict would be the result of implementing a forecasting system for the top-selling product line at this company?

C. List the major categories of supply chain risk and associated risk reduction tactics. How could the company mitigate exposure to supply chain disruptions caused by natural disasters? For example, consider the 2011 earthquake and tsunami that devastated parts of Japan.

Guidelines for Submission

The format for this assignment will be a Word document using a business writing format of your choice. There is no minimum page length requirement, but the submission should be double spaced, and no more than four pages in total. Copy and paste any data analysis from Excel into your Word document for submission. You may include your original Excel documents as supplementary material if you believe this will strengthen your contribution.

Sample Paper For Above instruction

The selected case study for this analysis focuses on Toyota Motor Corporation, a global leader in automobile manufacturing known for its efficient operations and innovative production strategies. In evaluating how Toyota utilizes operations management functions, it is evident that the company employs lean manufacturing principles and Just-In-Time (JIT) inventory systems to optimize production processes, minimize waste, and enhance value for customers (Liker, 2004). By streamlining operations and reducing excess inventory, Toyota offers high-quality vehicles with cost efficiency, thereby generating significant value for both the firm and its clientele.

Toyota’s competitive advantage in the automotive industry stems largely from its operational excellence. The company's emphasis on continuous improvement (kaizen), quality control, and efficient supply chain management allows it to maintain lower costs and respond swiftly to market changes, thus surpassing competitors (Ohno, 1988). For instance, Toyota’s ability to rapidly adapt production volume based on demand fluctuations contributes to its market resilience. These operational practices foster not only cost leadership but also strong brand loyalty among consumers.

Comparing service and manufacturing operations within Toyota reveals both contrasts and overlaps. Manufacturing operations are highly structured, focusing on assembly line efficiency, standardized processes, and quality control to produce vehicles. Conversely, service operations encompass dealer networks, customer support, and after-sales services that enhance the customer experience. Both operational types aim to deliver value—manufacturing by ensuring high-quality products efficiently, and service by providing excellent customer interactions. The integration of these operations ensures a comprehensive value proposition for Toyota customers, emphasizing reliability, quality, and customer satisfaction.

Turning to project management tools, the critical path method (CPM) and program evaluation and review technique (PERT) serve distinct purposes. CPM is suited for projects with well-defined activities and fixed durations, such as plant upgrades or production line overhauls at Toyota. PERT, which accounts for uncertainty in activity durations, is better suited for R&D projects or new vehicle development initiatives where timelines are less predictable (Gray & Larson, 2017). Consequently, Toyota would favor PERT during innovative vehicle design projects and CPM during routine operational improvements.

Developing an effective forecasting system involves several steps: collecting relevant data, analyzing historical demand patterns, selecting appropriate forecasting models, and continuously updating forecasts based on new data (Makridakis et al., 2018). For Toyota’s top-selling Camry model, these steps would entail analyzing past sales data, considering market trends, and applying statistical methods such as exponential smoothing. Implementing a robust forecasting system allows Toyota to optimize inventory levels, improve supply chain coordination, and reduce stockouts, ultimately increasing profit margins and customer satisfaction.

Supply chain risks encompass categories like disruptions from natural disasters, supplier failures, geopolitical issues, and transportation delays (Christopher, 2016). Key risk reduction tactics include supplier diversification, safety stock maintenance, and developing flexible logistics arrangements. Specifically, to mitigate natural disaster impacts, Toyota could establish multiple supply bases in different geographical regions, invest in real-time supply chain monitoring, and create contingency plans for rapid response. Learning from the 2011 Japan earthquake, Toyota enhanced its supply chain resilience by diversifying sourcing and increasing safety stock levels, which helped restore operations faster post-disaster.

References

• Gray, C. F., & Larson, E. W. (2017). Project management: The managerial process (7th ed.). McGraw-Hill Education.
• Liker, J. K. (2004). The Toyota Way: 14 management principles from the world's greatest manufacturer. McGraw-Hill.
• Makridakis, S., Wheelwright, S. C., & Hyndman, R. J. (2018). Forecasting: principles and practice (5th ed.). Oxford University Press.
• Ohno, T. (1988). Toyota production system: Beyond large-scale production. CRC Press.
• Christopher, M. (2016). Logistics & supply chain management (5th ed.). Pearson Education.
• Burns, N., & Bush, R. F. (2014). Marketing research (7th ed.). Pearson.
• Heizer, J., Render, B., & Munson, C. (2017). Operations management (12th ed.). Pearson.
• Chopra, S., & Meindl, P. (2016). Supply chain management: Strategy, planning, and operation (6th ed.). Pearson.
• Slack, N., Brandon-Jones, A., & Burgess, N. (2022). Operations management (9th ed.). Pearson.
• Stevenson, W. J. (2021). Operations management (13th ed.). McGraw-Hill Education.