Using Factual Cases From Your Own Work Experience Or Publish ✓ Solved

Using factual cases from your own work experience or publish

Using factual cases from your own work experience or published cases you discussed in your assigned weekly papers, create a PowerPoint presentation with the following slides:

1. Slide 1: Overview of Organization(s)

2. Slides 2-15: Provide a summary of the content included in your paper for each of the following chapters, to include the situation/problem and recommendations:

• Ch. 1: Operations Management
• Ch. 2: Operations Performance
• Ch. 3: Operations Strategy
• Ch. 4: Product & Service Innovation
• Ch. 5: The Structure & Scope of Operations
• Ch. 9: People in Operations
• Ch. 12: Supply Chain Management
• Ch. 13: Inventory Management
• Ch. 14: Planning & Control Systems
• Ch. 15: Lean Operations
• Ch. 16: Operations Improvement
• Ch. 17: Quality Management
• Ch. 18: Managing Risk & Recovery
• Ch. 19: Project Management

3. Slide 16: Your overall thoughts of whether the organization was successful or unsuccessful with implementing the strategies from each of the above chapters.

4. Slide 17: References formatted in APA for all slides.

Paper For Above Instructions

Overview and Case Context (Slide 1)

This paper summarizes a PowerPoint based on a composite case of a mid-sized manufacturing firm (hereafter "the firm") that produces medical-device components and has recently faced cost pressures, quality lapses, and supply disruptions. The goal is to map chapter-specific problems and recommend evidence-based solutions that would appear on Slides 2–15 of the presentation (Heizer & Render, 2017; Chopra & Meindl, 2019).

Slide 2 — Operations Management (Ch. 1)

Situation/problem: Production layout inefficiencies and reactive scheduling caused lead-time variability. Recommendation: Implement process mapping and capacity planning, align takt time to demand, and deploy basic process control (Heizer & Render, 2017). Process redesign reduces bottlenecks and improves throughput (Heizer & Render, 2017).

Slide 3 — Operations Performance (Ch. 2)

Situation/problem: The firm lacked clear KPIs, producing conflicting local metrics. Recommendation: Adopt a balanced set of performance metrics (quality, delivery, cost, flexibility) and a dashboard for real-time monitoring to drive continuous improvement (Slack, Brandon-Jones, & Johnston, 2016).

Slide 4 — Operations Strategy (Ch. 3)

Situation/problem: Operations were not aligned with corporate strategy—capacity investments did not support intended market positioning. Recommendation: Reassess operations strategy to align priorities (cost, quality, speed) with market choice and structure operations to support chosen competitive priorities (Slack et al., 2016).

Slide 5 — Product & Service Innovation (Ch. 4)

Situation/problem: Slow product updates and poor cross-functional handoffs slowed time-to-market. Recommendation: Introduce stage‑gate innovation governance, cross-functional development teams, and early customer validation to accelerate disruptive and incremental innovation (Christensen, 1997).

Slide 6 — Structure & Scope of Operations (Ch. 5)

Situation/problem: Overcentralized sourcing and mixed facility roles increased complexity. Recommendation: Clarify facility roles (make-to-stock vs. make-to-order), rationalize plant footprint, and evaluate vertical integration vs. outsourcing based on core competencies and cost-to-serve analyses (Heizer & Render, 2017).

Slide 7 — People in Operations (Ch. 9)

Situation/problem: Skills gaps and low engagement led to quality lapses. Recommendation: Invest in cross-training, lean problem-solving training, and frontline empowerment programs to improve morale and reduce human error (Womack & Jones, 2003; Deming, 1986).

Slide 8 — Supply Chain Management (Ch. 12)

Situation/problem: Supplier single-sourcing and poor visibility caused repeated production stoppages. Recommendation: Increase supplier diversification for critical parts, improve supply-chain visibility with information-sharing platforms, and adopt collaborative planning with key vendors (Chopra & Meindl, 2019).

Slide 9 — Inventory Management (Ch. 13)

Situation/problem: Excess safety stock in some SKU families and stockouts in others. Recommendation: Implement ABC classification, calculate service-level–driven safety stock, and apply periodic review for slow movers and continuous review for critical SKUs (Silver, Pyke, & Peterson, 1998).

Slide 10 — Planning & Control Systems (Ch. 14)

Situation/problem: Manual scheduling and fragmented systems led to poor dispatching. Recommendation: Deploy an integrated ERP/MRP solution, formalize master scheduling, and use finite-capacity scheduling to align production plans with real capacity (Heizer & Render, 2017).

Slide 11 — Lean Operations (Ch. 15)

Situation/problem: Wastes in motion, waiting, and rework increased costs. Recommendation: Apply Lean tools—5S, value-stream mapping, kanban for pull production, and continuous kaizen events—to reduce non-value-added activities and shorten lead times (Womack & Jones, 2003).

Slide 12 — Operations Improvement (Ch. 16)

Situation/problem: Improvements were episodic and disconnected. Recommendation: Establish a continuous improvement program with cross-functional teams, daily management routines, and KPI-driven improvement cycles to institutionalize incremental gains (Deming, 1986).

Slide 13 — Quality Management (Ch. 17)

Situation/problem: Quality variability triggered recalls and customer complaints. Recommendation: Implement Total Quality Management principles, root-cause analysis, statistical process control, and supplier quality agreements; aim for ISO 9001 alignment to standardize practices (Deming, 1986).

Slide 14 — Managing Risk & Recovery (Ch. 18)

Situation/problem: No formal resilience planning; disruptions caused long recoveries. Recommendation: Develop a risk register, perform scenario-based contingency planning, build strategic buffer capacity, and improve supply-chain redundancy and alternative sourcing (Sheffi, 2007).

Slide 15 — Project Management (Ch. 19)

Situation/problem: Internal change initiatives suffered from poor scope control and missed milestones. Recommendation: Use PMBOK-aligned project governance—clear scope, stakeholder management, risk registers, and stage-gate reviews—to deliver projects predictably (Project Management Institute, 2017).

Slide 16 — Overall Assessment

Overall, the firm demonstrated pockets of good practice (some Lean pilots, strong engineering), but lacked integrated systems and alignment. Successful implementation requires executive sponsorship, prioritized sequencing (fix supply-chain visibility and quality first), and investment in people and IT. When these actions are taken, operations strategy alignment, improved KPIs, and resilience measures will produce measurable performance gains (Slack et al., 2016; Chopra & Meindl, 2019).

Slide 17 — Notes on Presentation and References

The PowerPoint should present one chapter per slide with concise bullets for situation, evidence, and 2–3 recommendations; use speaker notes to detail methods and citations. All slides should include APA-formatted citations linking to the reference slide (Heizer & Render, 2017; Womack & Jones, 2003).

References

1. Chopra, S., & Meindl, P. (2019). Supply Chain Management: Strategy, Planning, and Operation (7th ed.). Pearson.
2. Christensen, C. M. (1997). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business Review Press.
3. Deming, W. E. (1986). Out of the Crisis. MIT Press.
4. Heizer, J., Render, B., & Munson, C. (2017). Operations Management: Sustainability and Supply Chain Management (12th ed.). Pearson.
5. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). PMI.
6. Sheffi, Y. (2007). The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage. MIT Press.
7. Silver, E. A., Pyke, D. F., & Peterson, R. (1998). Inventory Management and Production Planning and Scheduling (3rd ed.). Wiley.
8. Slack, N., Brandon-Jones, A., & Johnston, R. (2016). Operations Management (8th ed.). Pearson.
9. Womack, J. P., & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation (2nd ed.). Free Press.
10. ISO. (2015). ISO 9001:2015 Quality Management Systems — Requirements. International Organization for Standardization.