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OPERATIONS AND PROJECT MANAGEMENT
OPERATIONS AND PROJECT MANAGEMENT
Executive Summary
Operational and project management plays an essential part with the organisation because with the help of project management the organisation can capable to enrich their business position. Six sigma principles when applied achieve the least defect and propel the organisation towards perfection. In this project, it has been learnt that project management and operation management though diverse have the same outcome in the end for an organisation. The business can constantly improve with the continual improvement plan. Three methodologies can be applied for businesses who want to optimally achieve the prominence in the extremely competitive fields.
Table of Contents
Introduction
Project management supervises the scope and objectives, monitors organisational projects, manage the execution, and closing the project. For a predetermined duration, resources are typically allocated to a project. These resources have to be coordinated to make sure the projected is executed appropriately (Ma et al., 2018). The core business process is monitored by the operations management and transforms the input into an output (Kang et al., 2016). These are important as when a product expands and improves, the business develops. When product development procedures or operations are enhanced, ending of a process cycle, and the project manager requires to work with operations manager to consolidate any contemporary process into operations (Teece and Linden, 2017). This report sheds light on preparing on the continuous improvement plan based on the review or critique of operation management principles and applying each stage of PLC producing an essential supporting document for completing the project.
About the organisation
In the United Kingdom, Sainsbury's is the second-largest chain in supermarkets and the largest retailer in grocery. In London, United Kingdom is where Sainsbury’s headquarters is located. John Sainsbury is the founder and the organisation was founded in the year 1869 (Sainsbury, 2021). There are 111,900 employees successfully working in the organisation. The key people working in Sainsbury's are Roger Davis, Jim Brown, Michael Ross and Guy Thomas. In the United Kingdom and Ireland Sainsbury's network is spread. A revenue of 29.007 billion pounds has been created in 2019. Habitat, Nectar, groceries, and Sainsbury’s bank and home are few of the services and products offered by Sainsbury’s (Sainsbury, 2021).
P1 Conduct a review and critique of the implementation of the operations management principles within an organisational context
The implementation of operational management activities plays an essential role within the organisation because it helps the organisation to maintain the efficacy rate of their business activities. In Sainsbury the management team of the organisation implement the operational management principle in order to complete their respect projects within the stipulated time period. They are Sainsbury's Bank Plc, Sainsbury's Supermarket Ltd and Sainsbury's Argos Limited. They have of late merged with ASDA. As a subsidiary of Walmart ASDA store ltd is the second-largest supermarket chain in the UK market which consolidated with the Sainsbury’s (Evans and Mason, 2018). In order to increase the synergy, the operations were developed along with distribution and production. This was done in order to rule the supermarket industry in the UK.
Business operations: A set of activities determine business operations within an organisation. It keeps the company functional and profit-oriented. It involves stuffing, process, equipment, locations and technology. There is a profound impact on the overall productivity and efficiency for Sainsbury’s. The performance of Sainsbury’s is impacted by stuffing. (Martinecet al., 2017). Succeeding merging firing or retaining the employees is a great provocation for the authorities. Consumer satisfaction is impacted by locations. Productivity and efficiency are impacted by the productivity of their performance.
Principles of operations management
Reality: Sainsbury acknowledges that reality is not so easy that aparticular tool can assist in problem-solving. That is why the overall situation and real problems can come under focus (Li et al., 2018).
Organisation: Though the production facility operations of Sainsbury’s are interrelated with one another the predictable and consistent elements of the management has to be identified by the company to achieve increased profits (Davies et al., 2019).
Humanity: A considerable amount of time and money is saved as the management of the company like Sainsbury's as a human being has restrictions.
Success: Sainsbury' has customer faith and if he is happy the organisation is successful. In perfectly meeting the budget plan the success is measured and the budget plan is met along with the market demands of the quality products (Habibi, 2019).
Accountability: Proper implementation of metrics and rules set by the authority have to be followed at Sainsbury’s (Haydock and Smith, 2019).
Causality: The variables and the cornerstone of the problems have to be found out so the probability of not repeating the mistakes ever again along with the answer to the prevalent problems (Assel et al., 2019).
Change: Though it is evident that people attempt to acquire the change easily or the heterogeneity assists to enhance productivity.
Collaborating with customers: In order to increase customer satisfaction by enhancing product quality and amend them according to the requirements of the customer (Loefet al., 2017)
Knowing the competition: There should be cohesiveness with the customers, competitors or products.
Quality control: Controlling quality is of paramount importance and is stringently maintained in the company (Lamanna et al., 2018).
Six sigma is a strategy when implemented achieves the least defect and obtains theproduction processes towards approximate perfection. Speedily becoming the go-to supermarket when executing their big shop for much of the British public with efficiency in mind everything is designed permitting them to supply the customers with the quality at affordable prices. They exude respect to their staff and have placed them in a robust position in a growingly incalculable economy. By implementing some aspects of lean approach Sainsbury’s is calling out to a smarter way to shop and run businesses (Gaikwad and Sunnapwar, 2020). A promising way to Sainsbury’s success is restricting the variety of produce. One will grapple to search more than similar products on their shelves. This limited options helps in the reduction of waste in space, stock and movement and permits a comprehensible and impactful supply chain. These campaigns have money invested in them which are well spent escalating the faith in their produce and decreasing the reliance on costly big brands. Sainsbury’s has through appealing to their consumer’s desires for classification and reflecting on the rise of ethical consumer Sainsbury’s has highlighted their importance on their long term dedication to British farming. The all-important customer is pleased and a lean supply chain is permitted as the usage of locally sourced produce decreasing the cost and time spent on transportation (Elms et al., 2016). The main advantage of operation management for Sainsbury’s is it will help the firm to improve their chances of achieving the result. It also gives the firms a fresh perspective and prioritises the business resources. Operation and project management will satisfy Sainsbury’s project stakeholders and mitigate the risk of failure. The management operation at Sainsbury’s makes its situation disadvantageous in many areas. First the cost of management of is expensive and the management brings many layers of complexity within Sainsbury’s. A cleverly and carefully constructed system is the store and its staff. The bills of maintenance and costs are minimised and the building is never oversized and operational costs are minimised by a practical approach to opening hours opposing the tide once again. In every area of the operation of a store, the staff is trained to eliminate the risk of solitary point of failure and rendering usually problematic management tasks like designing of rotas extremely uncomplicated to solve (Jurasz and Campana, 2019).
P2 Prepare a continuous improvement plan based on review and critique of operation management principles within an organisational context
The overall development of the organisation is determined by operations management. The multidisciplinary nature of operation management is often discussed in context of production and manufacturing of goods and services. It plays a significant role in converting inputs into outputs efficaciously. The inputs generally are human resource, technology and equipment. (Foubetet al., 2019).
Continuous improvement: The improvement process of the product, a process and service through a piecemeal basis is included in the continuous improvement plan of Sainsbury's. Just in Time production or lean production is a very impactful way the operations of the organisation are continually developed. Sainsbury’s is working towards achieving six sigma in their organisation through the production process (Bouranta et al., 2017)
Continuous improvement strategies
Lean production: The inventory costs are minimised and there is a decrease in the profitable resources without reducing the number of units produced at Sainsbury’s.
Driving the waste out of their sandwich supply chain, a successful collaborative approach was taken by Greencore and Sainsbury's. The advantage of this approach was that there was a substantial waste reduction opportunities foreseeable in the already existing lean supply chain. Through 17 projects 1700 tons of waste reduction was targeted. There was environmental awareness and increased knowledge of the staff. Other sites are already using this successful approach by Greencore and Sainsbury's enhancing the influence of the project (Scholtzet al., 2016).
Just in Time: By producing a final product after obtaining the ultimate order Just in Time production process is followed (Lai and Cheng, 2017)
A survey of Sainsbury’s prevailing distribution centre network disclosed its current supply chain was failing in dealing with its demands in-store network and the upcoming requirement for direct to consumer’s deliveries. Moreover, only after the event, prevalent batch systems produced logistics information to fix the issues that took place any time in the supply chain. Sainsbury’s supply chain was not able to exploit the potential of many of the opportunities. For its collaborative commerce platform after an in-depth review of solutions obtainable in the market place, Sainsbury's selected Manhattan warehouse management solution for open systems. The instigating user of the solution was Sainsbury’s. The systems were developed by shaping the way overtime to underpin its own business (Wang et al., 2016).
A phased implementation approach was used by Sainsbury's to examine the capabilities of contemporary systems and reduce business risks. In the implementation of warehouse management, Sainsbury's began with Northampton PCC. With the foundation of this site, a secure tested was implemented because of size and shipping volume. This helped in enhancing accuracy which assisted to enhance service levels to the prominent distribution depots that were serviced by it (Goh et al., 2016).
Continuous improvement plan
Organisational operations |
Improvement area |
Objectives |
Action |
Time frame |
Accountability |
Managing financial operations |
Financial information is reviewed by the audit committee before publication |
In-depth review of particular risks particularly data governance and information security. |
4 months |
Collaborating with customers |
Live well for less mantra and reduce obese customers |
The tools required by customers to make informed decisions |
Healthier lifestyles are promoted with incentives, adverts, product placement and promotion both online and offline |
3-4 weeks |
Quality control |
Recovering economically |
Overcome challenges in the weekly budget |
Promote shoppers to take on their label and enjoy staying at home and continue to try and save money in the stringent market |
4 weeks |
Success |
Meeting market demands of the quality products |
Achieving the budget plan |
In order to achieve targets and for the programs to function smoothly company develops first-year tactical plan (Mitchell et al., 2020). |
2-3 weeks |
P3 Apply each stage of PLC to a given project producing necessary supporting documentation for completing the project
Initiation Aim The aim of the project is to define the Project Portfolio based on the Crossrail project Objectives
Deliverables
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Planning The application of supply change management in operation management will benefit the Sainsbury’s with bteer collaboration, higher efficieny rate, reducing the overhead costs, and im[prove the risk mitigation. Adopting CRM as a part of Sainsbury’s strategy will give them higher customer satisfaction, better knowledge of their customers and improved customer retention. Integration of 5s within the Sainsbury’s operation management strategy will help to increase the productivity, improve the safety and reduce the waste management. cost plan
Risk management plan
Communication plan
Timeline
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Execution In project management, execution is considered to be one of the important stages because in that stage the project manager will execute the project. In this stage, the project managers of Crossrail implement the design for the construction and maintain the costing structure for the project. In addition to this, the project manager is also responsible to maintain the quality of the project of during the execution stage. Based on the consideration, it can be stated that without having the appropriate execution strategies the project manager for Crossrail will never be capable to complete the project within the stipulated time period (Fiorentini and Sanso, 2019). The project manager will keep the update of the scheduled project of Crossrail by obtaining the current status of the ongoing project and will update those task in the project schedule. The schedule should be monitored and updated on a regular basis. |
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Controlling and monitoring An initial list of the potential risk is to be made and constant monitor of the risk are to be made. When the risk are identified then the project manager will have to implement contingency plan. The controlling and monitoring is the process that overall all the basic requirement for the task including the metrics that are necessary to ensure the scope for the authorised project. In the Crossrail project the management team needs to pay attention in their quality of the project execution and they also needs to monitor the execution of the project. In addition to this, with the appropriate implementation of different types of controlling strategies the management team of Crossrail can able to enrich the project quality at and deliver the project by minimizing the quantity of errors. In fact, monitoring and controlling needs to be continuously performed throughout the project. |
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Closure The closure is considered to be the last stage of the project because in this stage the project manager is responsible to complete the documentation process. In that stage, the manager is also responsible to handover the project to its respective clients and assigns the new task to their team members. In addition to this, in that stage the project manager of Crossrail project needs to motivate their employees so that they are capable to maintain the efficiency rate in the next projects also. Once the project is completed and submitted the project manager now identifies the strength and valuable team member of the project. |
P4 Review and critique the effectiveness of the PLC in application to the chosen project using appropriate theories concepts and models
Agile methodology: Agile methodology is gaining prominence because of the speedily paced innovations and a highly competitive business environment. Flexibility and shorter iterative cycles constitute the Agile methodology. The values proposed by this methodology are processes and tools over individuals and interactions, customer collaboration presiding contract negotiation, comprehensive documentation under working software and over following a plan responding to change (Ciricet al., 2018). The customer clears the project objectives while ultimate deliverable can change as the project advances. The project team evaluates results at the end working in iterative cycles. The final deliverable may be modified in order to answer the requirements of the customers depending on the outcome of these evaluations. Constant collaboration is the solution both within project stakeholders and project team members.
Figure 1: Agile methodology
(Source: Beerbaum, 2019)
Agile methodology and Sainsbury’s
Sainsbury’s group includes Argos, Sainsbury’s bank, and habitat. This is known by the customer better than anybody else. The bank should be able to engender a data advantage. In order to make better decisions with data, the managers can be assisted with financial crime, credit list, finance, operations, customers and trading teams (Kurian, 2018).
Waterfall methodology: With the final deliverable and working on them with order the tasks have to be sequenced. The conventional method of managing projects and easy to understand is waterfall methodology. Before the next task begins the previous task must be completed. This adds up to overall deliverable in a linked sequence of items. Projects end up in physical objects and project plans can be conveniently imitated for future use (Khalil and Kotaiah, 2017).
Figure 2: Waterfall methodology
(Source: Chari and Agarwal, 2018)
At Sainsbury's in the waterfall project management theory, it is used in customer relationship management, supply chain management systems, human resource management systems, inventory management systems, and point of sale systems of the retail chain. Waterfall model is used as it has a human aspect where death can knock at doors with a system failure, such problems for those who were accountable could lead to jail, and time and money were not the prime considerations and where human safety was important (Sarkar and Locatelli, 2018).
Prince2 methodology: Controlled environments constitute the Prince2 methodology. It is a method used by the UK government for managing projects and generalised by a product established planning perspective. The project manager monitors mundane day to day activities like scheduling whereas high-level activities like placing resource grants or business justification are owned by a structured project board (Jamali and Oveisi, 2016).
Principles of Prince 2 methodology are:
Continued business justifications: Every project has to justify otherwise it leads to waste of time and resources. Justification is required by even compulsory projects.
Learn from experiences: The project management abilities should be enhanced by the organisation. From previous projects, the repetition of bad things should be avoided. Good things have to be repeated.
Define roles and responsibilities: Responsibilities should be understood by every decision-maker. Passing the buck is avoided by this.
Manage by stages: Projects have to be broken down into manageable stages. Go or no go decision points are formed as a result of this. The next stage should be adhered to if the project is still worthwhile. Otherwise, the project needs to be closed (Abyad, 2018).
Figure 3: Prince 2 methodology
(Source: Mousaei and Javdani, 2019)
At Sainsbury's Prince2 management theory enables the decision of where the person wants to go. The business proposition is defined and redefined in the discovery phase. Regular inputs are given for the security management and demos for reassurance and to maintain the risk at a minimum. Value is continuously added where the product has to go live and improvements have to be considered (Mkhwanazi, 2019).
Waterfall methodology is the most appropriate as the model is uncomplicated and easy to understand, phases are refined and finished one at a time and do not overlap, the rigidity of the model it is easy to manage. There is a review process for each one and each phase has a specific deliverable (Kulkarni and Padmanabham, 2017).
Conclusion
From the above discussion, it can be concluded that operation management and project management are two entirely different fields of management. The projects are managed on time within a restricted budget and risk can be managed across a plethora of projects that are extensive in terms of time, resources and budget. If organisations do not succeed in maximally utilising the resources it will be not able to attain sustainable project success. Project management activities are future-oriented. On the other hand operation management activities concentrate on the prevailing state of business and usher desired business changes. For project managers across all countries are of the view that operation management and projects management entails skills that apply to both. In this dynamic business environment, there will be a successful prospering and survival not only enthralled the required experience in the specific knowledge domain to achieve the project objectives and also in the operations of the customer business and of their own.
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