GSB005 Managing Operational Improvement | My Assignment Tutor

GSB005ManagingOperationalImprovementUnit GuideCopyright 2019© Australian Institute of Management Education and Training.All rights reservedVersion: V2.4_OnlineDate Modified: 7.3.2021No part of this publication may be reproduced, stored in a retrieval system or transmitted inany form or by any means, electronic, mechanical, photocopying, recording or otherwisewithout the prior written permission of Australian Institute of Management Education andTraining.Disclaimer:AIM does not invite reliance upon, nor accept responsibility for, the information it provides.AIM makes every effort to provide a high-quality service. However, neither AIM, nor theproviders of data, gives any guarantees, undertakings or warranties concerning the accuracy,completeness or up-to-date nature of the information provided. Users should confirminformation from another source if it is of sufficient importance for them to do so.We respectfully acknowledge and recognise the traditional owners, their Elders past andpresent, and their descendants as the custodians of this land.GSB005 Managing Operational Improvement: Unit Guide0CONTENTSINTRODUCTION……………………………………………………………………………………… 1Aims of this Unit ……………………………………………………………………………………………….. 1Knowledge and Understanding…………………………………………………………………………… 1Learning Outcomes …………………………………………………………………………………………… 2Alignment to Graduate Attributes……………………………………………………………………….. 2AIM Business School Policies, Procedures and Responsibilities ……………………………. 9LEARNING ONLINE……………………………………………………………………………….. 10UNIT CONTENT AND SCHEDULE……………………………………………………………… 11Unit Schedule …………………………………………………………………………………………………. 11Weekly Content ………………………………………………………………………………………………. 12RESOURCES ……………………………………………………………………………………….. 22Prescribed Text/Readings:……………………………………………………………………………….. 22Textbooks ………………………………………………………………………………………………………. 22Recommended Readings: ………………………………………………………………………………… 22Other Suggested Resources: ……………………………………………………………………………. 22Academic Journals………………………………………………………………………………………….. 22Recommended Websites …………………………………………………………………………………. 23ASSESSMENT ……………………………………………………………………………………… 24General Assessment Criteria ……………………………………………………………………………. 24Submitting Your Assessment……………………………………………………………………………. 24Penalties………………………………………………………………………………………………………… 25Applying for an Assessment Extension ……………………………………………………………… 25DESCRIPTION OF ASSESSMENT TASKS …………………………………………………… 26Assessment Summary …………………………………………………………………………………….. 26Assessment Task 1 …………………………………………………………………………………………. 26Assessment Task 2: ………………………………………………………………………………………… 33Assessment Task 3: ………………………………………………………………………………………… 39GSB005 Managing Operational Improvement: Unit Guide1INTRODUCTIONAims of this UnitAs a practising manager it is important to understand the implications of having appropriateframeworks, methodologies, principles and philosophies strategies and tools for execution ofeffective operations management including operational improvements.This unit aims provide principles that underpin contemporary operations managementfocussing specifically on operational strategies and improvements in a digitalised, turbulentand at times disruptive environments. The unit provides participants with a detailedexplanation of how Industry 4.0 is reshaping operations strategy practices and processes toimprove operational performance. This unit also explores how organisations are nested inindustry/ sectors and how contextual and other factors can pose challenges for organisationsseeking to build new capabilities and aspiring towards operational excellence. Additionally, theunit emphasises how strategic alignment of operations is pivotal to an organisation’s long-termand sustainable advantage.Knowledge and UnderstandingThis unit is designed to provide students with an understanding of:• Contemporary operations management theories and linkages between operationsstrategy design, implementation and delivery• Global challenges and forces of change impacting organisations and their ability toremain competitive• The impacts of Industry 4.0, digitalisation and technological advancements and howthese are reshaping the nature of operations within industry/sector contexts• The contribution of strategy to operations performance and the key characteristics ofan effective digital strategy• The strategic fit between quality management and other approaches to an operation’sstrategy• Cross- disciplinary approaches practices including human-centred, behavioural,learning and, knowledge management perspectives• Emergent themes and trends on operational performance and improvementGSB005 Managing Operational Improvement: Unit Guide2Learning OutcomesFollowing completion of this unit, participants should be able to:1. Understand holistic Operations Management theory and its practical application forsustainable organisational improvement.2. Analyse organisations in terms of Operations systems, practices and processes toimprove the quality of management.3. Evaluate digital Operations Strategy methodologies to improve performance of anorganisation’s internal focus (people) and external focus (suppliers – customers).4. Understand the design, implementation and delivery of strategy and the process ofmonitoring, control and risk management.5. Demonstrate a high order of skill in analysis, critical thinking and professionalapplication Graduate Attributes.Alignment to Graduate AttributesAIM Business School (ABS) has identified a set of global attributes that have been shown topositively impact their graduate’s success in business and as a manager and leader.The following table outlines how the learning outcomes for this unit align to these attributes. ABS Graduate AttributesLink to Unit Learning Outcomes1. Strives for intellectual rigour1.1 Has a strong sense ofintellectual integrity and theethics of scholarship2.Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management1.2 Reaches a high level ofachievement in writing,generic research, problemsolving and communication2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management4. Understand the design, implementation anddelivery of strategy and the process of monitoring,control risk management5. Demonstrate a high order of skill in analysis, criticalthinking and professional application GSB005 Managing Operational Improvement: Unit Guide3 1.3 Is a critical and creativethinker1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)5. Demonstrate a high order of skill in analysis, criticalthinking and professional application1.4 Uses applied researchfindings to support decisionmaking2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)4. Understand the design, implementation anddelivery of strategy and the process of monitoring,control risk management2. Understands the changing global context2.1 Develops a sustainablevision of the future for theirorganisation within a globalcontext1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management2.2 Has the ability to analysenew scenarios in terms ofstrategic options1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management GSB005 Managing Operational Improvement: Unit Guide4 3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)2.3 Has the ability to planorganisational responses toopportunity through valuecreation, organisationaldesign, strategydevelopment and leadership1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management2.4 Demonstrates social,environmental and civicresponsibilities1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)5. Demonstrate a high order of skill in analysis, criticalthinking and professional application3. Manages for success3.1 Can apply knowledge andinsights in innovative waysto meet organisationalchallenges1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management3.2 Can lead in developingstrategic solutions to newlyemerging internal(corporate) and marketplace (external) challenges2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internal GSB005 Managing Operational Improvement: Unit Guide5 focus(people) and external focus (suppliers –customers)4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management3.3 Recognises the changingplace and value ofintellectual property andhuman capital inorganisations1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)5. Demonstrate a high order of skill in analysis, criticalthinking and professional application3.4 Values and respectsdifferent cultures5. Demonstrate a high order of skill in analysis, criticalthinking and professional application3.5 Applies the higheststandards of business ethics5. Demonstrate a high order of skill in analysis, criticalthinking and professional application4. Demonstrates effective communication and interpersonal skills4.1 Communicates effectivelyand appropriately in a rangeof organisational contexts2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management4.2 Demonstrates strong writingskills that communicateeffectively andappropriately5. Demonstrate a high order of skill in analysis, criticalthinking and professional application4.3 Develops forms andsystems of communicationto contribute toorganisational learning andknowledge management1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement GSB005 Managing Operational Improvement: Unit Guide6 2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management5. Demonstrate a high order of skill in analysis, criticalthinking and professional application.4.4 Builds relationships byworking collaboratively andproductively using highlydeveloped communicationand interpersonal skills2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management5. Develops mastery of business and management disciplines5.1 Develops the knowledgeand skills of an informedpractitioner in thedisciplines of business andmanagement, integratingtheories and practicalapplications1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management5.2 Develops skills in the field ofstrategy development, skillscharacterised by flexibilityand innovative thinking1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management GSB005 Managing Operational Improvement: Unit Guide7 5.3 Uses business tools andmodels to manage peopleand other resources forcontinuous improvement1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management6. Strives to be a continuous adult learner6.1 Reflects on experiences andcommunicates learning3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management6.2 Learns in a range of ways,including throughinformation andcommunicationtechnologies1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management6.3 Translates own learningneeds into purposefulactions1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)5. Demonstrate a high order of skill in analysis, criticalthinking and professional application GSB005 Managing Operational Improvement: Unit Guide8 6.4 Identifies the learning needsof others and supports thesearch for relevant learningactivities2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management6.5 Practices life-long learning1. Understand holistic Operations Managementtheory and practical application for sustainableorganisational improvement2. Analyse organisations in terms of Operationssystems, practices and processes to improve thequality of management3. Evaluate digital Operations Strategy methodologiesto improve performance of an organisation’s internalfocus(people) and external focus (suppliers –customers)4.Understand the design, implementation anddelivery of strategy in the process of monitoring,control and risk management5. Demonstrate a high order of skill in analysis, criticalthinking and professional application GSB005 Managing Operational Improvement: Unit Guide9AIM Business School Policies, Procedures andResponsibilitiesThe AIM Business School Student Handbook contains important information about policies,procedures and student responsibilities including:• CopyrightStudents must be mindful of copyright laws when copying material for personal use.• Privacy and ConfidentialityWhen you post comments in the myABS Community Forums be aware that they are inpublic view to other students in the course. Please ensure that you abide by both yourorganisation’s and ABS’s privacy and/or confidentiality policies prior to posting anycomments.• PlagiarismAn expectation of all post-graduate students is that they will correctly acknowledge thesources of all information, ideas and constructs that they use in their academic writingand presentations.You can access the full policies, procedures and responsibilities at the AIM website or onmyABS.You are also strongly advised to visit our Academic Skills Support unit available on myABS.GSB005 Managing Operational Improvement: Unit Guide10LEARNING ONLINEABS recognise the value of interactive learning and teaching by providing state of the artteaching within a technology environment.myABSThe myABS online learning management platform contains all your learning materials andprovides the opportunity to learn in your own time through collaboration and peer feedback.Learning online requires that you manage your time and take responsibility for your learning.Once you have accessed your unit on myABS, the menu outlines systematically what comesnext.You can keep track of your learning by ticking off the check boxes on each learning element asyou progress.Consultation WebinarsThere are 4 scheduled consultation webinar sessions throughout the course. Each of them willlast for approximately two hours.Attendance at all webinar sessions is strongly encouraged. It is expected that you will beadequately prepared and able to contribute and engage with your facilitator and studentsduring the consultation webinars.A pre-webinar survey is included (for each webinar) in the learning resources and you areencouraged to complete with questions or observations you want shared in the forthcomingwebinar.Webinar sessions will be recorded in case you are unable to attend.WorkloadYou will need to invest approximately 18 hours per week into your study of this unit.This amounts to 130 hours in total for the unit and includes:• 8 hours contact time via the consultation webinars.• 15 hours contact time via online and offline tutorial support.• 7 hours contact time via blogs and discussion forums.• 100 hours of private study and preparation time via pre-recorded lectures, readinessassessments, reading, research and assessment tasks.If you have any additional questions, you can call on your facilitator or the Student SupportTeam.GSB005 Managing Operational Improvement: Unit Guide11UNIT CONTENT AND SCHEDULEUnit ScheduleThis unit is built around 10 topics, with corresponding readings and tasks. TopicWeekly1. Introduction to Operational ImprovementWeek 1Consultation webinar session 12. Operations StrategyWeek 23. Digital Operations Strategy4. Structure and Scope of OperationsWeek 3Consultation webinar session 2Assessment 1 dueEnd of week 35. Operations and Process Design, Layout and FlowWeek 46. Supply Chain Management and Risk ManagementWeek 5Consultation webinar session 37. Agile Strategy and Lean operationsWeek 68. Quality Management9. Operations ImprovementWeek 710. Operations PerformanceConsultation webinar session 4Assessment 2 dueEnd of week 7 GSB005 Managing Operational Improvement: Unit Guide12Weekly ContentDuring each week, students are expected to work through the activities in myABS.These include:• Video lectures• Readings from the prescribed texts• Additional recommended readings* and activities• Self-assessment questions• Online discussions with the facilitator and your learning communityNote * these readings are not mandatory and can be used for the two main assessmentreports (a maximum of 3 for each report).The topic schedule below follows the unit content and schedule on the previous page. Notewith a compressed unit, some weeks contain two or more topics. TopicPrescribed Textbook and Recommended ReadingsWeek 1: Introductionto OperationalImprovementTEXTBOOK(S)Chapters 1 and 8 in Slack, N & Brandon-Jones, A 2019,Operations Management, 9th ed, Pearson.Chapters 1 and 2 in Perkin, N & Abraham, A 2017, Buildingthe Agile Business Through Digital Transformation,KoganPage, London, UK.Recommended Readings1. Accenture 2017, Accenture Strategy AnnouncesCircular Economy Winners at The Circulars in Davos:Awards recognize achievement in the CircularEconomy, Accenture.https://newsroom.accenture.com/news/accenturestrategy-announces-circular-economy-winners-atthe-circulars-in-davos.htm2. Bayraktar, E, Jothishankar, MC, Tatoglu, E & Wu, T2007, ‘Evolution of operations management: past,present and future’, Management Research News,vol. 30, no. 11, pp. 843-871.https://doi.org/10.1108/01409170710832278 GSB005 Managing Operational Improvement: Unit Guide13 3. Cotteleer, M, Mahto, M & Sniderman, B 2017,‘Forces of Change: Industry 4.0, Deloitte Insights’,Deloitte Insights, pp.1-15.https://www2.deloitte.com/content/dam/insights/us/articles/4323_Forces-of-change/4323_Forces-ofchange_Ind4-0.pdf4. Davenport, TH & Ronanki, R 2018, ArtificialIntelligence for the Real World, Harvard BusinessReview. https://hbr.org/2018/01/artificialintelligence-for-the-real-world5. LaValle, S, Lesser, E, Shockley, R, Hopkins, MS &Kruschwitz, N 2011, ‘Big Data, Analytics and thePath from Insights to Value’, MIT Sloan Review, vol.52, no. 2, pp.1-13. http://tarjomefa.com/wpcontent/uploads/2017/08/7446-EnglishTarjomeFa.pdf6. Lopes de Sousa Jabbour, AB, Charbel Jose, CJ,Moacir, GF & Roubaud, D 2018, ‘Industry 4.0 and thecircular economy: a proposed research agenda andoriginal roadmap for sustainable operations’, Annalsof Operations Research, vol. 270, nos. 1-2, pp. 273-286.https://link.springer.com/article/10.1007/s10479-018-2772-87. Muller, J, Kiel, D & Voight, KI 2018, ‘What Drives theImplementation of Industry 4.0? The Role ofOpportunities and Challenges in the Context ofSustainability’, Sustainability, vol. 10, no. 247, pp. 1-24. https://www.mdpi.com/2071-1050/10/1/2478. Olsen, T & Tomlin, B 2020, ‘Industry 4.0:Opportunities and Challenges for OperationsManagement’, Manufacturing & Service OperationsManagement, vol. 22, no. 1, pp. 113-122.https://doi.org/10.1287/msom.2019.07969. Sanders, NR 2016, ‘How to Use Big Data to DriveYour Supply Chain’, California Management Review,vol. 58, no. 3, pp. 26-48.https://doi.org/10.1525/cmr.2016.58.3.2610. Sestino, A, Prete, MI, Piper, L & Guido, G 2020,‘Internet of Things and Big Data as enablers forbusiness digitalization strategies’, Technovation, vol.98. GSB005 Managing Operational Improvement: Unit Guide14 https://doi.org/10.1016/j.technovation.2020.102173Week 2: OperationsStrategyDigital OperationsStrategyTEXTBOOK(S)Chapters 1,3 and 8 in Slack, N & Brandon-Jones, A 2019,Operations Management, 9th ed, Pearson.Chapters 1 ,2 and 3 in Hill, T & Hill, A 2017, OperationsStrategy: Design, Implementation and Delivery, Palgrave,UK.Chapters 3, 4 and 15 in Perkin, N & Abraham, A 2017,Building the Agile Business Through Digital Transformation,KoganPage, London, UK.Recommended Readings1. Ancarani, A, Di Mauru, C & Mascali, F 2019,’Backshoring strategy and the adoption of Industry4.0: Evidence from Europe’, Journal of WorldBusiness, vol. 54, pp. 360-371.https://www.sciencedirect.com/science/article/pii/S10909516183054672. Hendershot, S 2018, ‘More than Machines; Mining isin a digital goldrush. Can an old industry realise thebenefits of new tech?’, PM Network, vol. 32, no. 8,pp. 34-41, Viewed 24 April 2019.http://mobileservices.texterity.com/pmnetwork/august_2018/MobilePagedArticle.action?articleId=1412784#articleId14127843. Hill, A, Cuthbertson, R, Laker, B & Brown, S 2017,‘Service fitness ladders:Improving buisnessperformance In low cost and differentiatedmarkets’, International Journal of Operations &Production Management, vol. 37 no. 10, pp.1266-1303. https://doi.org/10.1108/IJOPM-03-2016-01424. Machadoa, CG, Winrotha, M, Carlssonb, D,Almströma, P, Centerholtb, V & Hallin, M 2019,‘Industry 4.0 readiness in manufacturing companies:challenges and enablers towards increaseddigitalization’, Procedia CIRP, vol. 81, pp.1113-1118.https://www.sciencedirect.com/science/article/pii/S2212827119305670 GSB005 Managing Operational Improvement: Unit Guide15 5. Parviainen, P, Tihinen, M, Kaariainen, J & Teppola, S2017, ‘Tackling the digitalization challenge: how tobenefit from digitalization in practice’, InternationalJournal of Information Systems and ProjectManagement, vol. 5, no. 1, pp. 63-77.http://www.sciencesphere.org/ijispm/archive/ijispm-0501.pdf#page=67Week 3: Structure andScope of OperationsTEXTBOOK(S)Chapter 5 in Slack, N & Brandon-Jones, A 2019, OperationsManagement, 9th ed, PearsonRecommended Readings1. Lillis, B & Szwejczewski, M 2012, ‘An exploratorystudy of strategic operations audit methods inservices’, International Journal of Operations &Production Management, vol. 32, no. 11, pp. 1306-1336.https://doi.org/10.1108/014435712112745672. Prajogo, D & McDermott, C 2008, ‘The relationshipsbetween operations strategies and operationsactivities in service context’, International Journal ofService Industry Management, vol. 19, no. 4, pp. 506-520.https://doi.org/10.1108/095642308108919323. PWC 2011, ‘Make or Buy: Three Pillars of sounddecision making’, Booz & Company, pp.1-15.https://www.strategyand.pwc.com/gx/en/insights/2002-2013/make-or-buy/strategyand-make-or-buysound-decision-making.pdfWeek 4: Operationsand process design,layout and flowTEXTBOOK(S)Chapters 6 & 7 in Slack, N & Brandon-Jones, A 2019,Operations Management, 9th ed, PearsonChapters 4 ,5 & 6 in Hill, T & Hill, A 2017, OperationsStrategy: Design, Implementation and Delivery, Palgrave,UK.Recommended Readings1. Florentino, R 2016, ‘Operations Strategy: a firmboundary-based perspective’, Business ProcessManagement Journal, vol. 22, no. 6, pp. 1022-1043.https://doi.org/10.1108/BPMJ-06-2015-0087 GSB005 Managing Operational Improvement: Unit Guide16 2. Markovitch, S & Willmott, P 2014, ‘Accelerating thedigitization of business processes’, McKinsey &Company, pp. 2-4. https://digitalstrategy.nl/wpcontent/uploads/2014-J-Accelerating-thedigitization-of-business-processes.pdf3. Ponsignon, F, Smart, A & Maull, RS 2011, ‘Servicedelivery system design: characteristics andcontingencies’, International Journal of Operationsand Production Management, vol. 31, no. 3, pp. 324-349.https://doi.org/10.1108/014435711111119464. Srivastava, A & Sushil 2017, ‘Alignment: thefoundation of effective strategy execution’,International Journal of Productivity andPerformance Management, vol. 66, no. 8, pp. 1043-1063. https://doi.org/10.1108/IJPPM-11-2015-0172Week 5: Supply ChainManagement and RiskmanagementTEXTBOOK(S)Chapters 12 & 18 in Slack, N & Brandon-Jones, A 2019,Operations Management, 9th ed, Pearson.Chapter 8 in Hill, T & Hill, A 2017, Operations Strategy:Design, Implementation and Delivery, Palgrave, UK.Recommended Readings1. Jung, H, Lee, C & White, C 2015, ‘SociallyResponsible Service Operations ManagementOverview’, Annals of Operations Research, vol. 230,no. 1, pp. 1-16.https://link.springer.com/article/10.1007/s10479-015-1839-z2. Maguire,E 2019, Logistics, Supply Chain andTransportation 2023: Chain at Breakneck Speed,Forbesinsights, pp. 1-16.https://www.forbes.com/forbes-insights/ourwork/transportation-2023/3. Meyer, M 2017, The Supply chain Workforce of thefuture, Supply Chain Management Review, pp.18-23. GSB005 Managing Operational Improvement: Unit Guide17 https://www.scmr.com/article/the_supply_chain_workforce_of_the_future4. Sanders, NR 2016, ’How to Use Big Data to Driveyour Supply Chain’, California Management Review,vol. 58, no. 3, pp. 26-48.https://doi.org/10.1525/cmr.2016.58.3.265. Soumaya, BL 2014, ‘The uneasy transition fromsupply chains to ecosystems: The valuecreation/value-capture dilemma’, ManagementDecision, vol. 52, no. 2, pp. 278-295.https://doi.org/10.1108/MD-06-2013-0329Week 6: Agile strategyand Lean operationsTEXTBOOK(S)Chapter 15 in Slack, N & Brandon-Jones, A 2019,Operations Management, 9th ed, Pearson.Chapters 9 & 13 in Perkin, N & Abraham, A 2017, Buildingthe Agile Business Through Digital Transformation,KoganPage, London, UK.Recommended Readings1. Chiarini, A & Vagnoni, E 2017, ‘Strategies formodern operations management: Answers fromEuropean manufacturing companies’,Benchmarking: An International Journal, vol. 24 no.4, pp. 1065-1081. https://doi.org/10.1108/BIJ-11-2015-01152. Guarhoo, N & Salisbury, RH 2018, ‘Lean and agile insmall-medium-sized enterprises: Complementary orincompatible?’, South African Journal of BusinessManagement, pp. 1-9.https://journals.co.za/content/journal/10520/EJC-14b9c6781c3. Gunasekaran, A, Yusuf, YY, Adeleye, EO,Papadopoulos, T, Kovvuri, D & Geyi, DAG, 2019.‘Agile manufacturing: an evolutionary review ofpractices’, International Journal of ProductionResearch, vol. 5, nos.15-16, pp. 5154-5174.https://doi.org/10.1080/00207543.2018.15304784. Hallam, C, Valerdi, R & Contreras, C 2018, ‘StrategicLean Actions for Sustainable Competitive GSB005 Managing Operational Improvement: Unit Guide18 Advantage’, International Journal of Quality &Reliability Management, vol. 35, no. 2, pp. 481-509.https://doi.org/10.1108/IJQRM-10-2016-01775. Lotfi, M 2019, ‘Which practices are lean, agile andresilient? Literature review and practitioners’perspective’, International Journal of AdvancedOperations Management, vol.11, nos.1-2, pp. 142-170. https://doi.org/10.1504/IJAOM.2019.0985226. Maijala, R, Eloranta, S, Reunanen, T & Ikonen, TS2018, ‘Successful implementation of lean as amanagerial principle in health care: a conceptualanalysis from the systematic literature review’,International Journal of Technology Assessment inHealthcare, vol. 34, no. 2, pp. 134.https://doi.org/10.1017/S02664623180001937. Matthias, O & Brown, S 2016, ‘Implementingoperations strategy through Lean processes withinhealth care: The example of NHS in the UK’,International Journal of Operations & ProductionManagement, vol. 36, no. 11, pp. 1435-1457.https://doi.org/10.1108/IJOPM-04-2015-01948. Nabass, EH & Abdallah, AB 2019, ‘Agilemanufacturing and business performance: Theindirect effects of operational performancedimensions’, Business Process Management Journal,vol. 25, no. 4, pp. 647-666.https://doi.org/10.1108/BPMJ-07-2017-020Week 6: QualityManagement and SixSigmaTEXTBOOK(S)Chapter 17 in Slack, N & Brandon-Jones, A 2019,Operations Management, 9th ed, Pearson.Recommended Readings1. American Society for Quality 2019, What is Total QualityManagement ?, American Society for Quality.https://asq.org/quality-resources/total-qualitymanagement2. Andersson, R, Eriksson, H & Torstensson, H 2006,‘Similarities and differences between TQM, six sigmaand lean’, The TQM Magazine, vol. 18, no. 3, pp. 282-296. https://doi.org/10.1108/09544780610660004 GSB005 Managing Operational Improvement: Unit Guide19 3. Chaudary, S, Zafar, S, & Salman, M 2015, ‘Does totalquality management still shine? Re-examining the totalquality management effect on financial performance’,Total Quality Management & Business Excellence, vol.26, nos.7-8, pp. 811-824.https://doi.org/10.1080/14783363.2014.8955214. Dahlgaard, JJ & Mi Dahlgaard‐Park, S 2006, ‘Leanproduction, six sigma quality, TQM and companyculture’, The TQM Magazine, vol. 18, no. 3, pp. 263-281.https://doi.org/10.1108/095447806106599985. Dilawo, RS & Salimi, Z 2019, ‘Understanding TQMimplementation barriers involving constructioncompanies in a difficult environment’, InternationalJournal of Quality & Reliability Management, vol. 36, no.7, pp. 1137-1158. https://doi.org/10.1108/IJQRM-05-2017-00966. Gadotti Martins, E, Pinheiro de Lima, E & Gouvea daCosta, SE 2015, ‘Developing a quality managementsystem implementation process for a medical devicemanufacturer’, Journal of Manufacturing TechnologyManagement, vol. 26, no. 7, pp. 955-979.https://doi.org/10.1108/JMTM-12-2012-01197. Kumara, M., Antony, J & Tiwaric, MK 2011, ‘Six sigmaImplementation framework for SMEs: A roadmap tomanage and sustain the change’, International Journalof Production Research, vol. 49, no. 18, pp. 5449–5467.https://doi.org/10.1080/00207543.2011.5638368. Roh, TM 2017, A Look at our Process, SamsungNewsroom U.S. https://news.samsung.com/us/a-lookat-our-process-quality-control/9. Saxena, MM & Rao, KS (2019), ‘TQM, Six Sigma andLean’, International Journal of Applied EngineeringResearch, vol. 14, no. 15, pp. 3442-3447.https://www.ripublication.com/ijaer19/ijaerv14n15_16.pdf10. Vaishnavi, V & Suresh, M 2020, ‘Modelling of readinessfactors for the implementation of Lean Six Sigma inhealthcare organizations’, International Journal of LeanSix Sigma, vol. 11, no. 4, pp. 597-633.https://doi.org/10.1108/IJLSS-12-2017-0146 GSB005 Managing Operational Improvement: Unit Guide20 Week 7: OperationsImprovementOperationsPerformanceUnit revisionTEXTBOOK(S)Chapters 2 and 16 in Slack, N & Brandon-Jones, A 2019,Operations Management, 9th ed, Pearson.Chapters 9 and 10 in Hill, T & Hill, A (2017), OperationsStrategy: Design, Implementation and Delivery, Palgrave,UK.Recommended Readings1. Bhaskar, LH 2018, ‘Business process reengineering: Aprocess based management tool’, Serbian Journal ofManagement, vol.13, no. 1, pp.63-87.https://www.researchgate.net/publication/324567718_Business_process_reengineering_A_process_based_management_tool2. Chamorro-Premuzic, T & Bersin, J 2018, 4 Ways toCreate a Learning Culture On Your Team, HarvardBusiness Review. https://hbr.org/2018/07/4-ways-tocreate-a-learning-culture-on-your-team3. Fugate, BS, Stank, TP & Mentzer, JT 2009, ‘Linkingimproved knowledge management to operational andorganizational performance’, Journal of OperationsManagement, vol. 27, no. 3, pp.247-264.http://www.ccsenet.org/journal/index.php/ibr/article/view/297534. Haračić, M, Haračić, M & Tatic, K 2018, ‘TheImprovement of Business Efficiency through BusinessProcess Management’, Economic Review: Journal ofEconomics & Business / Ekonomska Revija: Casopis zaEkonomiju i Biznis, vol. 16, no. 1, pp. 31-43.https://www.researchgate.net/publication/3327279755. Laumer, S, Maier, C & Eckhardt, A 2014, ’HRIS and BPMImplementation’, Proceedings of the 20th AmericasConference on Information Systems (AMCIS), Savannah(GA), pp.1-12.http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.666.4654&rep=rep1&type=pdf6. Saini, M, Arif, M & Kulonda, DJ 2018, ‘Critical factors fortransferring and sharing tacit knowledge within lean andagile construction processes’, University of Salford GSB005 Managing Operational Improvement: Unit Guide21 Manchester, pp.1-27. https://doi.org/10.1108/CI-06-2016-00367. Soysa, IB, Palitha Jayamaha, NP & Grigg, NP 2016,‘Operationalising performance measurementdimensions for the Australasian non-profit healthcaresector’, The TQM Journal, vol. 28, no. 6, pp. 954-973.https://doi.org/10.1108/TQM-08-2015-01098. Sreedharan, VR, Sunder, MV & Raju, R 2018, ‘Criticalsuccess factors of TQM, Six Sigma, Lean and Lean SixSigma: A literature review and key findings’,Benchmarking: An International Journal, vol. 25, no. 9,pp. 3479-3504. https://doi.org/10.1108/BIJ-08-2017-0223 GSB005 Managing Operational Improvement: Unit Guide22RESOURCESPrescribed Text/Readings:TextbooksSlack, N, Brandon-Jones, A & Johnston, M 2019, Operations Management, 9th ed, Pearson,London, UK.Hill, T & Hill, A 2017, Operations Strategy: Design, Implementation and Delivery, Palgrave,London, UK.Recommended Readings:See ‘Weekly Content’.Johnston, R, Clark, G & Shulver, M 2016, Service Operations Management: Improving ServiceDelivery, 4th ed, Pearson, Harlow, UKPerkin, N & Abraham, P 2017, Building the Agile Business through Digital Transformation,KoganPage, UK.Other Suggested Resources:Academic Journals• Harvard Business Review• International Journal of Operations & Production Management• International Journal of Productivity and Performance Management• International Journal of Physical Distribution and Logistics Management• International Journal of Service Industry Management• Journal of Supply Chain Management• Production and Operations Management• Operations Management Research• Quality Management JournalThe above journals are available in the AIM Library database.GSB005 Managing Operational Improvement: Unit Guide23Recommended WebsitesBain & Company insightshttp://www.bain.com/publications/Industry Week Dailyhttp://www.industryweek.com/Malcolm Baldrige National Quality Awards (MBNQA)https://asq.org/quality-resources/https://asq.org/quality-resources/malcolm-baldrige-national-quality-awardGSB005 Managing Operational Improvement: Unit Guide24ASSESSMENTEnsure your assessment is prepared and submitted in accordance with the details provided inthis Unit Guide and the Student Handbook General Assessment Criteria.General Assessment CriteriaIn assessing your performance, we are seeking a demonstration of your ability to apply theknowledge you have learned, either to your workplace or other circumstances, in a thoughtful,questioning and critical manner.Submitting Your AssessmentBefore you can submit any assessment in this unit, you must complete the AssessmentCheckpoint in myABS. The Assessment Checkpoint carries no marksand is designed to briefyou on general assessment requirements relevant to all your studies at AIM Business School.When is my assessment due?Assessments are due by the end of the week (Sunday 11:55pm) as specified in the Unitschedule.Note: It is recommended that you check your assessment due date/time early on to avoid latesubmissions being recorded due to time zone differences.How is feedback provided?All assessments are marked on a scale of 1 to 100 and are weighted according to theassessment’s value (see the marking rubric).You will receive your mark along with your assessor’s feedback approximately one week afterthe due date. Feedback will be given to you as either embedded commentary within yoursubmission or an alternative medium. Information about how to access and review yourfeedback is provided by the Student Support Team.GSB005 Managing Operational Improvement: Unit Guide25How are my results reported?Your marks for assessments are recorded in the Grades section of myABS.HD High Distinction 85 – 100 %D Distinction 75 – 84%C Credit 65 – 74%P Pass 50 – 64%F Fail 49% or lessPenaltiesABS applies generic penalties for assessments that are submitted after the due date.The assessor may also deduct marks based on the assessment guidelines outlined in yourStudent Handbook. This may include matters such as exceeding the specified word count,over-reliance on appendices or other errors in formatting and/or style conventions.Please refer to your Student Handbook for further information.Applying for an Assessment ExtensionIf you anticipate that you will not be able to submit your assessment task by the due date,due to circumstances beyond your control, you may apply for an assessment extension.Please refer to your Student Handbook for information on how to apply for an assessmentextension.GSB005 Managing Operational Improvement: Unit Guide26DESCRIPTION OF ASSESSMENT TASKSAssessment Summary Assessment TaskLearningOutcomescoveredDue DateLength% of overallgradeReport1,2,3Week 32000 words35%Report1,2,5Week 73000 words45%Engagement andParticipation1,2,3,4,5Ongoing butcompleted byWeek 7See below20% Assessment Task 1Forces of Change and Digitalisation for Operational ImprovementDue: Week 3Value: 35%Format: ReportWord length: 2000 (executive summary, references and appendices are excluded)Learning outcomes: 1, 2, 3Task descriptionThe objective of this assessment task is to understand external forces of change impactingindustries/sectors and the types of challenges organisations are facing in the light of thesechanges. This assessment task begins the process of understanding the main drivers behindoperational strategies for improvements from both macro and micro perspectives. It requiresyou to demonstrate an understanding of external forces of change within an industry or sectorthat you are working in or familiar with.Additionally, this assessment task requires you to identify a workplace or service setting suchas a department/division/SBU. You are required to either analyse your own organisation or analternative one (use a pseudonym for anonymity or made up name) as agreed by your facilitatorand or coach.Your report should also draw upon operations and digital strategies, models and approachesdemonstrated through the prescribed text (Hill & Hill 2017/018) and other academic and greyliterature (examples include industry/sector and Government publications) supported by aGSB005 Managing Operational Improvement: Unit Guide27minimum of five (5) scholarly or peer-reviewed journals. You can also include two (2) relevantscholarly articles from the recommended readings section in the unit guide (listed underweekly content). The report comprises three main sections followed by recommendations anda conclusion to form an integrated report (see report structure below).Your task is to produce a report pitched to a senior executive group on forces of change andproposed benefits of adopting digitalisation as an enabler for delivering organisational andoperational improvements.In summary you are required to address the following as shown in the task content breakdown:Task Content BreakdownExecutive SummaryInclude an abstract or summary of the key content that is covered in the report includingfindings and key recommendations (Approx. one page).IntroductionInclude an introductory statement summarising the purpose of the report and areas that willbe covered in the report including sections or topics (Approx. 100 words).1. Forces of ChangeDiscuss digitalisation and forces of changes impacting your industry or sector including yourorganisation. Forces of change (refer Perkin and Abraham 2017 textbook) include changingcustomer or market requirements, changes within the industry environment (such as withIndustry 4.0 and the Internet of Things IoT and competition). Reflect on your chosenorganisation and immediate challenges including responses to forces of change (Approx. 400words).2. Current Area of OperationsDescribe an area of operations within your chosen organisation such as a department,division or SBU where operational performance is not meeting expectations or objectives.Choose one (1) operational performance dimension for improvement (for examplequality/conformance) to apply to your chosen scenario or real-life work area using the orderwinners and qualifiers framework (refer Hill & Hill 2017/2018 textbook).Discuss possible contributing factors or reasons behind these operational gaps or problems(e g. behavioural, people, or process related) and impacts of these operational performanceproblems on other organisational areas or external stakeholders (Approx. 500 words).3. Digitalisation Rationale and Benefits for Operational ImprovementDiscuss the rationale and benefits (value proposition) of how digitalisation through a digitalproject initiative improve operations.Discuss the relative merits of digitalisation and how it is transforming workplaces and servicesincluding case examples drawn from the scholarly and grey literature. Explain howdigitalisation can overcome the operational performance gap (Approx. 500 words).GSB005 Managing Operational Improvement: Unit Guide284. Risks, Barriers, Enablers and DigitalisationDiscuss, risks, barriers and enablers of digitalisation (supported by scholarly sources) and whatorganisations need to consider when adopting and implementing digital projects in operations.Include examples drawn from scholarly and grey literature including models/frameworks(Approx. 300 words).5. Key RecommendationsRecommend priority areas for design and implementation of operational improvementsincluding people, processes, systems and change considerations. Include several high-levelstrategies/activities using bullet points or a list order (Approx. 100 words).6. ConclusionConclude with a concise summary of key points and findings or observations discussedincluding any additional reflections and final observations about digitalisation for operationalimprovement (Approx. 100 words).Assessment Submission RequirementsYour assessment is to be written in a report format which includes the headings and numberingsystem detailed above. That is:• Executive Summary• List of Figures or Tables• Table of Contents• Introduction1. Forces of change2. Current Area of Operations3. Digitalisation Rationale and Benefits for Operational improvement4. Risks, Barriers, Enablers and Digitalisation5. Key Recommendations6. Conclusion• Appendices (include additional information such as models or frameworks)Assessment Criteria:Please refer to the detailed marking rubric on the next page.Receiving feedbackAll assessments are marked on a scale of 1-100 and weighted according to the assessment’svalue (see above). You will receive your mark along with your assessor’s feedback one weekafter the due date. Your feedback will be given to you as either embedded commentary withinyour submission or an alternative medium. Information about how to access and review yourfeedback can be provided by the Student Support team.Your mark for this assessment will be recorded in the Grades section of myABS.GSB005 Managing Operational Improvement: Unit Guide29Rubric: Assessment Task 1 Assessment criteriaStandardnot metMinimum standardStandard achieved (pass)(Credit)(Distinction)(High Distinction)Criteria 1Identification of keyforces of changeincluding Industry4.0, industry/sectorchanges andorganisationalchallengesCertain aspects of thepast standard havebeen achieved, but notto a fully satisfactorylevel.Adequately describes theorganisation’s capabilitiesin light of existing forces ofchange.Pass standard met. Inaddition:Credit standard met. Inaddition:Distinction standard met.In addition:Clearly articulates howindustry/sectors areadapting operationsstrategies by responding tothe needs of Industry 4.Adds insight byidentifying additionalforces of change throughindependent research,e.g. through industryreports or journalarticles.Provides an accurate andhighly convincingdiscussion articulatingthe need for a review ofoperations.15 marks1 mark6 marks9 marks10 marks12 marks15 marksCriteria 2Discussion ofworkplace area ofoperations Discussionof operational issuesand operationalperformance gaps inneed of improvement.Certain aspects of thepast standard havebeen achieved, but notto a fully satisfactorylevel.Workplace choice orsetting does not meettask brief.Workplace area ofoperations and setting Isappropriate choice.Adequately describes thetype of organisation andindustry/sector andspecific workplace area ofoperations.Provides minimal criticaldiscussion or analysissupported by scholarlyliterature.Briefly links order winnersand qualifiers tooperational improvement.Pass standard met. Inaddition:Credit standard met. Inaddition:Distinction standard met.In addition:Clearly articulatesworkplace operations inneed of improvements.More analysis of orderwinners and qualifiersframework needed.Quality of independentlysourced research(academic articles andindustry reports) is highand relevant to thespecific workplace andorganisation.Connection betweenoperational performancechallenges and gaps andorder winners/qualifiersis exceptionally wellwritten and clearly laidout.25 marks1 mark10 marks15 marks17 marks20 marks25 marks GSB005 Managing Operational Improvement: Unit Guide30 Criteria 3Discussion ofrationale for andbenefits ofdigitalisation relatedto overcoming theworkplaceoperationalgap(s)Discussion ofrisks, barriers andenablers.Certain aspects of thepast standard havebeen achieved, but notto a fully satisfactorylevel.Clearly discusses risksaround digitalisation foroperational improvementand barriers or enablersincluding how these will beaddressed.Discussion is primarilydescriptive rather thandemonstrating criticaldiscussion.Pass standard met. Inaddition:Credit standard met. Inaddition:Distinction standard met.In addition:Discusses rationale andbenefits with briefreference to workplacearea of operations.Discussion of digitalisationrisks, barriers and enablerssupported by minimalindependently sourcedresearch.Discusses rationale andbenefits with brief clearreference to workplacearea of operations andlinks to digitalisation forimprovement.Discussion of risks,barriers and enablersaround digitalisationincludes adoption andimplementationconsiderations supportedby recent scholarlysources.Formulates high levelcritical discussion that isparticularly clear anduses convincinglanguage, and solidevidence from recentscholarly and othercredible sources.25 marks1 mark10 marks15 marks17 marks20 marks25 marksCriterion 4Research andapplication oftheoreticalframeworks forproposed strategies.Certain aspects of thepast standard havebeen achieved, but notto a fully satisfactorylevel.Demonstrates minimalresearch of five (5)academic or scholarlyjournals. Additionalcredible sources include aminimum of two textbooks.No evidence of a credibleindustry/sector sourceNo evidence of a relevantframework such as orderwinners and qualifiers.Pass standard met. Inaddition:Credit standard met. Inaddition:Distinction standard met.In addition:Demonstrates evidence offive (5) recent academic orscholarly journals.Additional credible sourcesinclude more than three (3)textbooks.Includes at least threerelevant models andframeworks.Evidence of a minimum ofone credibleindustry/sector source.Demonstrates solidevidence of five (5) ormore recent academic orscholarly journals fromvarious journals.Additional crediblesources include morethan three (3) textbooks.Makes plausible andmeasured connectionsbetween theory fromindependently sourcedresearch.Includes more than threerelevant models andframeworks.Formulates originalinsights into the broaderfield of operationsmanagement throughsophisticated integrationof independently sourcedresearch, models andframeworks.Evidence of an extensivelist of credibleindustry/sector sources. GSB005 Managing Operational Improvement: Unit Guide31 Evidence of a minimumof several credibleindustry/sector sources.20 marks1 mark8 marks12 marks14 marks16 marks20 marks GSB005 Managing Operational Improvement: Unit Guide32 Criterion 5Presentation, writingand compliance withthe assessmentsubmissionrequirements.Certain aspects of thepast standard havebeen achieved, but notto a fully satisfactorylevel.Assessment is submittedas a report following therecommended reportformat, meets theprescribed word countwithin a 10% margin, iswritten in clear Englishwith a logical flow betweensections, is proofread andedited and applies correctHarvard(AGPS) orAustralian stylereferencing with in-textcitations and presentationof the reference list.Pass standard met. Inaddition:Credit standard met. Inaddition:Distinction standard met.In addition:The report is clearlywritten, contains tablesand/or graphics which arecorrectly referenced andlabelled throughout thereport.The report is virtually freefrom any referencing,grammatical orformatting errors andreads with fluency.The report is impeccablydesigned fromcoversheet through totable of contents, toheadings, subheadingsand reference list andappendices (if applicable)and would be ready forsubmission to theexecutive of a largeorganisation withoutamendments/editing.15 marks1 mark6 marks9 marks10 marks12 marks15 marksLate penalty (maximum – 45 marks)Applicable only in the event of late submission without anapproved extension. Please refer to the policy outlined in theStudent Handbook.1 day late2 days late3 days late4-6 days late-10 marks-20 marks-30 marks-45 marks GSB005 Managing Operational Improvement: Unit Guide33Assessment Task 2:Operational Improvement philosophies, approaches and practicesDue: Week 7Word length: 3000 (executive summary, references and appendices are excluded)Value: 45%Format: ReportLearning outcomes: 1, 2, 5Task descriptionThe objective of this assessment task is to identify types of operational performance gaps orproblems in the workplace or service setting and how operational improvements could beaddressed or remedied through adoption and application of operations managementphilosophies, principles and methods.Imagine you are tasked as a senior project leader to review a specific department or workplacearea (a made-up or real organisation and its current operations using a pseudonym) as agreedby your facilitator and or coach.The selected organisation and department or area of operations for assessment can remainthe same as that used for assessment 1, However, assessment Task 1 focused on digitalisationfor workplace operational improvements, Task 2 focuses on non-digitalised solutions forworkplace operational improvements.This task requires students to undertake desk-based research drawn primarily from academicand scholarly sources applying such insights to a real-world context namely an organisationyou currently work in or an organisational setting you are familiar with.This assessment requires students to select two (2) contrasting approaches or methods usedfor operational improvements such as Lean or Agile. Students are required to criticallyexamine the underpinning philosophies, principles and methods and application of twoapproaches to operations management.Research should include operations improvement theories, perspectives, methods and,practices from prescribed textbooks (Hill & Hill 2017and Slack & Brandon-Jones 2019) andacademic and grey literature. A minimum of five (5) scholarly or peer-reviewed journals isrequired to demonstrate currency in the research. You can also include two (2) relevantscholarly articles from the from recommended readings section in the unit guide (listed underweekly content).You are then required to critically evaluate and discuss the respective approaches includingimplications for adoption and implementation of such approaches and methods to theGSB005 Managing Operational Improvement: Unit Guide34respective workplace area or setting. Discussion would include strengths and shortcomings,cultural, behavioural and other considerations.Additionally, these two contrasting approaches are examined for complementary or similarelements to support the two (2) operational improvement initiatives.Your task is to produce a report pitched to a senior executive group on two (2) operationalimprovement approaches and methods to improve current operations and or service delivery.In summary you are required to address the following as shown in the task breakdown below:Task content breakdownExecutive SummaryInclude an abstract or summary of the key content that is covered in the report includingfindings and key recommendations.IntroductionInclude an introductory statement summarising the purpose of the report and areas that willbe covered in the report including sections or topic (Approx. 100 words).1. Area of operations for operational improvementsDescribe an area of operations within a chosen organisation such as adepartment/division/SBU where operational performance is not meeting expectations.Select two (2) specific operational problems/issues needing improvement within the chosensetting. Discuss contributing factors or reasons for these operational gaps or problems (e g.behavioural, people, or process related) and impacts of these operational performanceproblems on other organisational areas or external stakeholders (Approx. 400 words).2. Approaches 1 and 2 (Includes names of approaches)Critically discuss related operations management philosophies/principles and methods drawnprimarily from recent scholarly literature (examples of approaches include Lean, TQM orKnowledge Management to name a few). This discussion provides a brief background onorigins of these approaches to focus more on how these approaches are evolving includingrecent case examples where these approaches have improved operational performance(Approx. 1600 words in total for both approaches).3. Discussion/ImplicationsCritically examine and appraise respective operational improvement approaches andpractices. Evaluate the relative, strengths (value) and limitations (shortfalls) of theserespective approaches in terms of adoption or implementation in workplace or service deliveryoperational areas (how these approaches could assist in addressing operational performancegaps and, how both approaches contrast and are complementary (Approx. 600 words in totalfor both approaches).GSB005 Managing Operational Improvement: Unit Guide354. Key Recommendations: Recommend priority areas for design and implementation ofoperational improvements including people, processes, systems and change considerations.Include several high-level strategies/activities using bullet points or a list order (Approx. 150words).5. Conclusion: Conclude with a concise summary of key points and findings or observationsdiscussed including any additional reflections about types of approaches for operationalimprovement and any future considerations for operational improvement strategies (Approx.150 words).Assessment Submission Requirements:1. Your assessment is to be written in a report format which includes a numbering systemusing the following headings:• Executive Summary• Table of contents• List of tables and figures(optional)• Introduction1. Area of operations for operational improvements2. Approaches 1 and 2o Approach 1 (heading title for example TQM)o Approach 2 (heading title for example Kaizen)3. Discussion/ implications4. Key Recommendations5. Conclusion• Appendices (includes additional information such as models or frameworks)2. Your report must not exceed 3,000 words. A 10% allowance is acceptable. Theexecutive summary, table of contents, references and appendices are not included inthe word count as noted above.3. You need to include a minimum of five (5) relevant academic or peer reviewed journalarticles in your assignment. You can search the AIM Library database, or use some ofthe ones provided in the Additional resources section under each topic in my ABS. Youmay also have to search other online industry related articles to support your research.4. Appendices and tables may be used for additional or detailed information such as nonacademic models.5. Your report should be submitted to the Assessment section of myABS as onedocument. You do not need to supply an assignment cover sheet with this assessmenttask as your electronic declaration when submitting your document is sufficient.GSB005 Managing Operational Improvement: Unit Guide36Assessment CriteriaPlease refer to the detailed marking rubric on the next page.Receiving feedbackAll assessments are marked on a scale of 1-100 and weighted according to the assessment’svalue (see above). You will receive your mark along with your assessor’s feedback one weekafter the due date. Your feedback will be given to you as either embedded commentary withinyour submission or an alternative medium. Information about how to access and review yourfeedback can be provided by the Student Support team.Your mark for this assessment will be recorded in the Grades section of myABS.GSB005 Managing Operational Improvement: Unit Guide37Rubric: Assessment Task 2 Assessment criteriaStandardnot metMinimum standardStandard achieved(pass)(Credit)(Distinction)(High Distinction)Criteria 1Discussion of selectedimprovement methodsCertain aspects of thepast standard have beenachieved, but not to afully satisfactory level.More academic sourcesneeded.Demonstrates researchof two types ofimprovement methodsand minimum academicsources.Pass standard met. Inaddition:Provides a soliddiscussion of twoapproaches usingacademic and othersourcesCredit standard met. Inaddition:Provides more extensivediscussion of the twoapproaches supported byindustry and academicsourcesDistinction standard met.In addition:Provides acomprehensive andcritical discussion of thetwo contrasting methodsincluding scholarlyresearch.25 marks1 mark10 marks15 marks17 marks20 marks25 marksCriteria 2Application andimplementation ofoperational improvementapproaches or methodsCertain aspects of thepast standard have beenachieved, but not to afully satisfactory level.Describes how aselection of methods willfacilitate improvedoperations.Pass standard met. Inaddition:Considers how the typesof organisational and oroperational improvementapproaches, methods orphilosophies could fitwithin the organisationcontext.Credit standard met. Inaddition:Substantiates selectionof strategies withindependently sourcedresearch material that ishighly relevant and lendscredibility to thestrategies.Distinction standard met.In addition:Expresses the applicationof each strategy in aparticularly well writtenand well-structuredmanner.35 marks1 mark15 marks21 marks24 marks28 marks35 marksCriterion 3Research and applicationof theoreticalframeworks for proposedstrategies.Certain aspects of thepast standard have beenachieved, but not to afully satisfactory level.Demonstrates sufficientresearch through thecorrect application andreferencing of at leastfive (5) academic orscholarly journals anduses additional sourcesincluding textbooks andother credibleindustry/sector sources.Includes relevantoperational ImprovementPass standard met. Inaddition:Demonstrates furtherresearch initiativethrough the correctapplication andreferencing of additionalacademic and industrysources.Credit standard met. Inaddition:Makes plausible andmeasured connectionsbetween theory fromindependently sourcedresearch and theproposed strategies.Distinction standard met.In addition:Formulates originalinsights into the broaderfield of operationsmanagement throughsophisticated integrationof independently sourcedresearch. GSB005 Managing Operational Improvement: Unit Guide38 concepts andframeworks related tothe two operationalimprovementapproaches.25 marks1 mark10 marks15 marks17 marks20 marks25 marksCriterion 4Presentation, writing andcompliance with theassessment submissionrequirements.Certain aspects of thepast standard have beenachieved, but not to afully satisfactory level.Assessment is submittedas a report following therecommended reportformat, meets theprescribed word countwithin a 10% margin, iswritten in clear Englishwith a logical flowbetween sections, isproofread and edited andapplies correct Harvardreferencing with in-textcitations andpresentation of thereference list.Pass standard met. Inaddition:Credit standard met. Inaddition:Distinction standard met.In addition:The report is well written,contains tables and/orgraphics which arecorrectly referenced andlabelled throughout thereport.The report is virtually freefrom any referencing,grammatical orformatting errors andreads with fluency.The report is impeccablydesigned fromcoversheet through totable of contents, toheadings, subheadingsand reference list andappendices (if applicable)and would be ready forsubmission to theexecutive of a largeorganisation withoutamendments/editing.15 marks1 mark6 marks9 marks10 marks12 marks15 marksLate penalty (maximum – 45 marks)Applicable only in the event of late submission without anapproved extension. Please refer to the policy outlined in theStudent Handbook.1 day late2 days late3 days late4-6 days late-10 marks-20 marks-30 marks-45 marks GSB005 Managing Operational Improvement: Unit Guide39Assessment Task 3:Engagement and ParticipationDue: Throughout the unitValue: 20%Task DescriptionEach week, you are required to:• Complete the topic by topic self-assessment multiple choice and true/false questions inmyABS.Assessment Format:Engagement and participation for this unit will be assessed via the topic by topic self-assessmentquestions, which can be found in myABS.Assessment Criteria:The results for each of your topic by topic self-assessment questions in myABS will build to formyour overall Assessment Task 3 result.

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