Week 3 Assignment: Prepare Answers To The Following Question

Week3assignmentyou Are To Prepare Answers To The Following Based

Prepare answers to the following based on the information in the textbook. The questions involve analyzing a production line from Chapter 6 and understanding service operations from Chapter 7. Your response should include an analysis of line capacity, efficiency, redesign options, and cost considerations related to production targets. Additionally, examine high-contact and low-contact operations in various services, and construct persuasive communication for managerial decision-making based on an HRIS upgrade scenario.

Sample Paper For Above instruction

Introduction

Efficient production lines and service operations are central to organizational success. Optimizing processes requires a thorough understanding of capacity, efficiency, redesign strategies, and cost implications. Equally important is effective communication with stakeholders to facilitate decision-making. This paper addresses these topics through detailed analysis of an assembly line scenario and service operations, complemented by a persuasive communication exercise concerning HRIS technology upgrades.

Analysis of the Assembly Line Capacity and Efficiency

The initial design of Toshiba’s notebook computer assembly line features a bottleneck at workstation 9, which limits the cycle time to 2 minutes and constrains the daily output to 225 units. Operating for 7.5 hours daily, the maximum capacity reflects the bottleneck’s restrictions. The efficiency of this line relative to labor use can be calculated by comparing the actual output with the theoretical maximum, considering that supportive activities are excluded from these calculations (Heizer & Render, 2017).

Specifically, the line produces 225 units daily with a cycle time of 2 minutes per unit, summing to a total process time that elucidates the labor productivity. The initial efficiency is approximately 77.12%, indicating room for improvement.

To meet an initial target of 250 units per day without overtime, the line must be redesigned. The primary strategy involves splitting tasks at station 6 and repositioning tasks to meet the new cycle time, which is 1.8 minutes (or approximately 2 minutes rounded) per unit. Introducing an additional worker at position 10 allows the tasks with precedence constraints—particularly tasks 16 and 17—to be distributed effectively, increasing throughput while maintaining efficiency. This redesign yields an estimated efficiency of 80%, balancing productivity and resource utilization (Monden, 2011).

Scaling production to 300 units per day at 30 units/hour necessitates reducing cycle time further or increasing line capacity. If overtime is permissible, operating 2.5 hours beyond regular hours can achieve this target without additional line modifications. However, continuous operation at this level could lead to increased fatigue and operational costs, warranting a cost-benefit analysis.

Cost and Demand Considerations in Line Redesign

Cost implications of redesigning the line versus employing overtime must be carefully evaluated. While overtime minimizes upfront expenses related to new station setup and training, it might incur higher ongoing labor costs and reduce operational flexibility. Conversely, adding a full-time station involves capital investment and potential downtime during reconfiguration but could offer sustainable capacity enhancement (Slack et al., 2013).

The decision hinges on forecast accuracy and demand stability. Overestimating future demand risks unnecessary expenditure, whereas underestimating could lead to lost sales opportunities. A balanced approach, as suggested, involves a redesign that enables close to 273 units daily with marginal overtime, providing operational flexibility and cost efficiency.

Service Operations: Contact and Non-Contact Activities

Understanding high-contact versus low-contact activities in service industries enhances process design, customer satisfaction, and resource allocation. In a dental office, high-contact operations include the reception, dentist interactions, and hygienist services, while low-contact operations encompass laboratory work. This distinction allows targeted improvements like streamlining patient interaction processes or automating lab tasks (Lovelock & Wirtz, 2016).

Similarly, in airlines, high-contact areas comprise reservations, boarding, and onboard services, crucial for customer experience, whereas maintenance and baggage handling constitute low-contact activities. Recognizing these distinctions guides training, staffing, and technological investments to enhance overall service quality.

In an accounting firm, client-facing roles like CPAs and receptionists are high-contact, while data storage and internal record-keeping are low-contact. Automating and digitizing low-contact operations can improve efficiency without sacrificing personalized service (Chase, 2014).

Automobile agencies rely on showroom and sales consultation as high-contact, with backend maintenance and logistics being low-contact. Optimizing high-contact processes enhances sales, while automation in low-contact areas reduces operational costs.

At Amazon.com, web interface and customer service are high-contact, directly influencing customer satisfaction, whereas warehousing and inventory management are low-contact but essential for operational efficiency.

Constructing Persuasive Communication for HRIS Upgrade

In addressing management's decision to upgrade HRIS technology, persuasive messaging should combine logos, ethos, and pathos. An effective email to the HR manager would emphasize the benefits of the new system, data supporting efficiency gains, and aligning the upgrade with organizational goals.

For instance, highlighting research indicating that manual HR processes are prone to errors and delays, and illustrating potential productivity improvements through automation, appeals to logos. Citing industry experts and demonstrating familiarity with successful cases fosters ethos. Emphasizing the strategic importance of staying competitive and reducing risk appeals to pathos, evoking a sense of urgency and commitment to excellence.

Sample email content: "Given the increasing complexity of HR compliance and the inefficiencies caused by our outdated HRIS, investing in the 2020 version is critical. Conferences and industry benchmarks show that organizations upgrading HRIS systems realize significant reductions in processing time and improvements in accuracy. Attending the upcoming conference in Las Vegas will provide insights into effective implementation strategies, ensuring we maximize ROI and stay competitive." (adapted from the provided scenario).

Conclusion

Optimizing production lines and service operations involves evaluating capacity, efficiency, redesign options, and costs, always aligned with forecasted demand. Effective communication expressing the strategic benefits of technological upgrades is vital for management approval. By integrating technical analysis with persuasive communication, organizations can enhance operational performance and maintain a competitive edge.

References

• Chase, R. B. (2014). Operations Management for Competitive Advantage. McGraw-Hill Education.
• Heizer, J., & Render, B. (2017). Operations Management (11th ed.). Pearson.
• Lovelock, C., & Wirtz, J. (2016). Services Marketing: People, Technology, Strategy. Pearson.
• Monden, Y. (2011). Toyota Production Systems: An Integrated Approach to Just-In-Time. CRC Press.
• Slack, N., Brandon-Jones, A., & Burgess, N. (2013). Operations Management. Pearson.