Unit 4
- Created by: Layla.thomas16
- Created on: 10-11-19 19:46
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- Unit 4
- Setting operational objectives
- 'A quantifiable target which helps to coordinate activities'
- Mission statement- about the organisations aims that is designed to motivate
- Corporate objective- goals for the whole organisation and are usually based on the mission statement
- Functional objectives- goals for each functional area of a business and are based on corporate objectives
- Should be Specific, Measurable, Agreed/achievable, Realistic and Timely/time bound
- They are broad-operational side, general goals-understandblby departments and long/medium term so plans have to be devised
- External factors- market, competition, economy, politics Internal factors- corporate objectives, finance, HR, product
- Include- costs, quality, speed of response and flexibility, dependability, environmentally friendly, adding value
- Sales revenue -(variable cost + fixed cost) = profits
- To improve profit you can, increase sales or reduce costs
- Reducing costs, means being able to pass on low prices or enjoy higher profit margins
- Reducing fixed costs, common aim for mergers as they have double fixed costs i.e.. land
- Reducing variable cot per unit, ie. finding cheaper supplies, reducing raw material costs, or cheaper manufacturing costs by reducing labour costs by improving productivity
- To improve profit you can, increase sales or reduce costs
- Quality is those features of a product or service that allow it to satisfy customers
- Customer satisfaction ratings, customer complaints, scrap rate, punctuality
- Punctuality = deliveries on time/total deliveries x 100
- Customer satisfaction ratings, customer complaints, scrap rate, punctuality
- EF- reduce waste, carbon footprint AV- USP, i.e. additional spending on R+D, innovation
- Sales revenue -(variable cost + fixed cost) = profits
- 'A quantifiable target which helps to coordinate activities'
- Analysing operational performance
- Labour intensive- when labour costs outweigh capital costs of a business
- Labour productivity- the amount of output that is obtained from each employee
- LP= output per period/n.o of employees in that period
- Can be increased by increasing hours worked, training, investment in new tech, changing process, motivatng
- Influenced by quality, skills and motivation, ability of workforce, methods used, reliability of applies and materials
- LP= output per period/n.o of employees in that period
- Unit costs (AC/ATC) are the cost of producing one unit of output
- Total cost/ units of output
- Influenced by how many units can be made, how efficient workforce is, how efficient machinery is, how easily VC can be controlled
- Capacity is the max total level output a business can produce in a given period, aim is 90%
- Capacity utilisation is the % of a firms total possible production level that is being reached
- Capacity output per annum/ max possible output per annum x 100
- Spare capacity allows time for maintenance,improvements, less pressure, can cope with sudden most in demand
- Causes include new competitors or new products entering market, fall in demand, unsuccessful marketing, seasonal demand, merger, over investment in fixed assets
- However, creates higher proportion of fixed costs per unit, higher unit costs means lower profits, image tarnished, less work leads to demotivated staff
- Capacity utilisation is the % of a firms total possible production level that is being reached
- Increasing efficiency and productivity
- Increase in labour productivity means that output has increased using the same staff, implying lower labour cost per unit
- Lower labour cost per unit means can pass on low prices for competitive advantage or higher profit margins
- Increasing labour productivity is achieved through HR management,i.e. recruiting suitably skilled and trained employees, training to improve workforce, using appropriate financial/non financial motivators
- Takes time and money to train and employ, financial methods work better short term, non-financial is long-term
- Mix of resources, labour intensive-specialised roles for employees within the production system
- capital intensive is high investment needed in capital machinery
- Mix of resources, labour intensive-specialised roles for employees within the production system
- Takes time and money to train and employ, financial methods work better short term, non-financial is long-term
- Factors influencing resource mix- type, price, availability, nature of process, technology, ethics
- Benefits of technology are it reduces costs, improves quality, reduces waste, increases productivity, better working conditions
- Increase in labour productivity means that output has increased using the same staff, implying lower labour cost per unit
- Improving quality
- Intangible- image and brand, reputation, exclusiveness
- Tangible- appearance, reliability, durability, functions, after-sales service, repair and maintenance needs
- Quality impacts sales, creates a USP, helps determine selling price, pricing flexibility, costs reductions, and firms reputations
- Poor quality leads to higher labour costs, lower profits, lower customer satisfaction, higher costs
- Quality assurance- a system that improves quality by arranging every process to get products right first time
- Pros- workers take responsibility,motivates, reduced costs, greater consistency
- Cons- changed culture of business, takes time, could increase costs short-term
- Kaizen- implementing small changes in order to achieve better quality and greater efficiency
- Quality control- a system that uses inspections to check the quality of work at stages of the manufacturing process
- Pros- stops faulty goods reaching customers, inspectors can spot common problems and out them right
- Cons- Doesn't encourage team responsibility,expensive, reduced motivation as responsibility lies with inspector
- Managing inventory and supple chains
- Mass customisation is the personalisation or custom tailoring of goods and services to meet customer needs but at near mass-production prices
- Allows firms to match customer needs exactly, however lead times need to be short as possible.
- Reducing capacity by selling off fixed assets, changing to shorter working weeks/days, laying off workers. transferring resources to another area
- Increasing capacity by extending factories, overtime/longer hours, hiring new staff, flexible workforce, sub-contracting
- Reducing supply, is rationalisation which is a process which improves its efficiency by cutting scale of its operations
- Subcontracting/outsourcing is when a business asks another business to make all/a part of its product
- Pros- react to changes in demand, specialisation, can concentrate on 'core' of the business, easier to achieve non-standard orders
- Cons- no direct control over quality, too much can damage a businesses operations base, profit margins may be affected, patents may have to be shared
- Pros- react to changes in demand, specialisation, can concentrate on 'core' of the business, easier to achieve non-standard orders
- Subcontracting/outsourcing is when a business asks another business to make all/a part of its product
- Lean production- short lead times, buffer stock should be almost 0,re-order should be almost 0 and order quantity should only be what is needed
- Producing to order- +competitive advantage, cuts costs, can increase sales revenue leading to higher profit margins - unreliable suppliers, reduces product range, culture of continuous improvement needed
- Inventory stock control, lead times, re-order levels, buffer level of inventory, re-order quantities
- Vertical integration is when businesses buy their supplier/supply chains
- Mass customisation is the personalisation or custom tailoring of goods and services to meet customer needs but at near mass-production prices
- Setting operational objectives
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