Create a semiannual production plan for your new business idea, product, or service using notional demand and inventory data. This initial production plan is based on your market estimates of what you intend to sell and produce. The final paper is managin

SAMPLE1 x20190920002129mba_690_milestone_one1 x20190920002135mba_690_milestone_two1 x

 Create a semiannual production plan for your new business idea, product, or service using notional demand and inventory data. This initial production plan is based on your market estimates of what you intend to sell and produce. The final paper is managing the project to implement your intended new product/service into the marketplace, but you have to create a production plan that is supported by your market forecasts, and that is the purpose of this assignment.

 Prompt: The plan should replicate the techniques in the text and can be submitted in a basic tabular (spreadsheet) format. It must include the following: 

 Estimates of labor hours consumed 

 Estimated number of worker requirements considering a standard work week, current inventory levels, receipts of new inventory during each month, and varying demand levels for each month of production For service businesses that do not include inventory or raw goods for the assembly line, the inventory of the support materials/equipment or consumable materials can be used. Specifically, the following critical elements must be addressed: 

 Create a semiannual production plan using notional demand and inventory. 

 Estimate the labor hours consumed.

  Estimate the number of worker requirements considering a standard work week, current inventory levels, receipts of new inventory during each month, and varying demand levels for each month of production. 

Rubric Guidelines for Submission: This short paper should adhere to the following formatting requirements: it is submitted as a Word document, 1 to 2 pages (not including title and reference pages), double-spaced, using 12-point Times New Roman font and one-inch margins. All APA citations should reference the course text and at least two additional resources.

Attached are two essays that may be of help to you. Thank you!

PRODUCTION PLAN

PRODUCTION PLAN 4

Semiannual Production Plan

MBA 690

February 20, 2017

Semiannual Production Plan – Coca-Cola Company

The production plan created will be a semiannual one (6 months), using notional demand and inventory. Notional demand is the aggregate goods quantity that will be demanded if all the markets are to be in equilibrium during the period the production plan is to be valid (Stevenson & Sum, 2002). The labor hours consumed will also be estimated. In addition, there will be an estimate of the number of worker requirements with consideration for the standard work week, current inventory levels, receipts of new inventory during each month, and varying demand levels for each month of production.

Given an estimated notional demand of 19500 units, the average notional demand should be 19,500/6 which is equal to 3250 per month (Dey, Cheffi, & Nunes, 2014). To produce these units per month given a standard labor rate of 0.64, the workforce required will be:

3250*0.64 = 2080 units.

Units per hour given 160regular hours available = 2080/160 = 13 workers.

Opening Inventory: 2500 units

Current workforce: 14

Regular hours available: 160

Overtime hours available: 20

Standard of Labor: 0.64

Month

1

2

3

4

5

6

Demand

500

6000

2000

1500

4000

5500

Production

3250

3250

3250

3250

3250

3250

Cumulative Demand

500

6500

8500

10000

14000

19500

Cumulative Production

3250

6500

9750

13000

16250

19500

Excess Units

2750

0

1250

3000

2250

0

Units Short

0

0

0

0

0

0

Since the workforce that is needed is 13 workers, the company will have to lay off one worker to minimize costs while maximizing profit.

The table below shows the estimated production costs:

Cost

Per Unit ($)

Total Cost ($)

Materials

40

40*19500 = 780000

Labor

10

10*19500 = 195000

Laying off

1000

1000*1 = 1000

Total Cost

976000

The semiannual production plan above shows that the total cost of production for the six months period is $976,000.

References

Dey, P. K., Cheffi, W., & Nunes, B. (2014). Production Planning & Control. PRODUCTION PLANNING & CONTROL, 25(9), II.

Johnson, L. A., & Montgomery, D. C. (1974). Operations research in production planning, scheduling, and inventory control (Vol. 6). New York: Wiley.

Stevenson, W. J., & Sum, C. C. (2002). Operations management (Vol. 8). New York, NY: McGraw-Hill/Irwin.

Running head: OPERATIONS MANAGEMENT 1

OPERATIONS MANAGEMENT 10

Briana Reaves

Professor Rayford

MBS 690

Southern New Hampshire University

Introduction

Operations management as is known today started during the 20th century. During this century, many organizations experienced growth which necessitated operations management approaches for proper handling of business processes. The Second World War also proved to be very supportive of operations management. The War necessitated the development of means to help in the efficient allocation of resources, and the industrial revolution that followed the War further increased interest in operations management. Founded in 1972, Community Health Center Inc. is one of the organizations that have experienced operations management first hand. Community Health Center Inc. has been part of and a recipient of the significant forces behind shifts and changes in operational management in recent years, and how it has responded to these forces in terms of addressing the ensuing obstacles, business operations, organizational structures, and operations management philosophy interesting.

Significant forces behind operations management and how they impacted business operations of the organization

One of the greatest forces behind operations management is the growing interest in concepts like Total Quality Management (TQM). Throughout the 1980s, TQM emerged as a particular area of interest to operations managers. TQM was seen as the best way of overseeing all processes of an organization to improve the quality of output of every process (Bayraktar et al., 2007). Years that followed the 1980s witnessed an explosion of interest in increasing quality. For the service industry, especially, quality became very crucial as it was the selling point. Healthcare organizations included in their mandate to provide affordable care the idea of quality. As one of the organizations that were formed during this period, Community Health Center Inc. had created a selling point by focusing on quality.

The 1970s is a period in which there was a lot of interest in the development of information systems. At the time, there were massive research and developments in computer integrated systems to help in the management of information. Although the computational power of most of the systems developed during this time was very low, computers remained a crucial aspect of operations management. Computers were used to store information relating to different processes, retrieve information, plan inventories, make projections, and establish the point of efficiency. Community Health Center Inc., as do other healthcare organizations of the time, were very lucky to have computers at their disposal. In 1972, for instance, Regenstrief Institute developed the first electronic medical record. Although the first EHR systems were very expensive to be afforded by the then smaller organizations such as Community Health Center Inc., their availability prompted many of these organizations to develop cheaper internal systems to streamline the storage and management of patient information (Evans, 2016). Besides TQM and information systems, technological advancements in the areas of production have also played a big role in pushing operations management towards what it is today. Advancements in medical technologies, for instance, have made it possible for healthcare organizations to streamline operations as they are efficient.

Key obstacles to management as a result of the evolution of operations management

Any process of evolution brings with it rapid shifts and changes that make the business environment very unstable. The evolution of operations management brought with it many shifts in the way business operations are carried out, and some of these changes necessitated the restructuring of organizational processes. There have been many operations management philosophies that have been developed over time and many of them are still in the testing phases. One challenge faced by early adopters is higher risks especially when organizations are yet to effectively train staff on new techniques. Also, rapid technological advancements in the field of operations management force organizations to adapt quickly to new technologies or else risk going obsolete and old-fashioned. In many cases, adoption of any new technology, especially in the healthcare industry, comes at huge costs that many organizations are not always able to suffice. This sometimes forces organizations to sacrifice other important business aspects to adopt technology to keep pace with the rest of the players in the industry.

Another obstacle that organizations have had to deal with concerning the evolution and development of operations management is environmental consciousness. Previously, companies did not have to be concerned so much about how their operations impacted the environment. Of late, however, governments have come up with regulations to govern the interactions between organizations, people, and the physical environment. Things like climate change and environmental pollution have become a big concern for modern operations managers, and this has resulted in the development of concepts such as the triple bottom line and lean manufacturing. Triple bottom line (TBL) encourages operations managers to not only focus on profits but also to pay attention to the environment and communities (Gimenez, Sierra & Rodon, 2012).

Community Health Center Inc. has invested in research and innovation as a way of staying ahead in matters of technological advancements. For instance, the organization has over the years taken part in the national All of Us initiative which pioneers research and development in the area of health. The organization further works with the Weitzman Institute in research and innovation, and this helps it to keep tabs with the latest in the area of technology. Remaining ahead of the rest in matters of technology is often the best way to make sure one is not left behind. Besides this, Community Health Center Inc. has also tried to incorporate the concept of sustainable business operations in its operations as a way of addressing the challenges associated with environmental conservation.

Changes to operations management philosophies and organizational structures

The recent few years have seen many business operations become very complex. This has been prompted by various factors including liberalization and opening up of borders, new consumer demands, globalization, technological advancements, and the emergence of new business challenges. In response, operations managers have had to come up with new operations management philosophies as well as re-engineer organizational structures. One of the key changes in operations management is the introduction of business process management (BPM). BPM involves a focus on key business processes individually to identify areas of improvement. In recent years, many organizations have shifted focus from systems theory to BPM. Systems theory looks at processes as a single system with integrated processes and aspects. In contrast, BPM tends to analyze every process individually to establish issues, and this gives operations managers a better understanding of each process and how they integrate with the rest of the organization (Del Giudice et al., 2018).

Also in response to the evolving complexities of business operations, many organizations have invested in research and development of inventory management approaches to minimize costs and improve efficiency. Just-in-time (JIT) system, for instance, has become very popular in the management of inventory. JIT was introduced by Toyota but it has since become widespread. Today, even healthcare organization appreciate the benefits of aligning inputs with operations management. Under the JIT philosophy, inventories are held only to the level they are required in the production of goods and services. Also, lean production has gained prominence in healthcare. It involves, for instance, eliminating unnecessary tests and procedures and forecasting only on practices that add real value to patients (Protzman, Mayzell & Kerpchar, 2018). Lean has been leveraged in healthcare to increase the quality and safety of care while at the same time reducing the overall cost of care.

Another way that organizations have tried to respond to the growing complexities in business operations is through the adoption of Collaborative Planning, Forecasting, and Replenishment (CPFR). CPFR is an emerging supply chain management philosophy whereby trading partners work together through the use of standardized business procedures and information technology to increase their intelligence, planning, and forecasting of the market. As processes become complex, it had dawned on many organizations that working together is mutually benefiting. This approach encourages organizations to work closely with suppliers and customers so that all of them get the best out of the supply chain management process.

Other changes include globalization, e-commerce, and outsourcing. Many organizations have assumed a global perspective in efforts to take advantage of wider markets. One of the key aspects of globalization is going digital and abandoning traditional brick and mortar stores. As a result, many companies now maintain websites and mobile applications from where customers can access goods and services. Besides having websites and mobile platforms, business enterprises are now utilizing modern means of communication and marketing through things like social media. The internet has become an important asset in marketing. Outsourcing has also become rampant. Operations managers understand the importance of outsourcing processes that the business itself does not enjoy sufficient leverage to engage in. At the same time, however, operations managers are aware of and plan for the challenges associated with outsourcing.

Business operations of Community Health Center Inc.

Organizational processes

Community Health Center Inc. is a community-based health organization albeit with a national reach. The organization offers a variety of healthcare services including medical and dental services, behavioral health, urgent care, and school-based health. These services are provided by a team of dedicated professionals from different disciplines such as research and training teams, medical team, and support staff. As a community health provider, the organization makes use of simple organizational processes. The process starts at the reception where a patient is observed for the seriousness of his/her conditions. After this point, a patient is invited into a triage where a doctor does a physical examination and decides the necessary tests. After these tests, a treatment plan is designed. As with most healthcare organizations, Community Health Center Inc. works under the First come first served regime. However, patients who require urgent care are given priority.

How business operations support the organization’s strategic plan, mission, and vision

The mission of the organization is to provide healthcare for everyone, and it is a non-profit organization. This means that making profits is not a priority for the organization. Rather, the organization depends on grants and donations from the government, other organizations, and well-wishers. The organization focuses on providing social services and primary care especially to low-income persons who may not be able to access these services from other institutions. To achieve this mission, Community Health Center, Inc. has adopted a business model that is based on the cooperation with different agencies, commitment, and promotion of human rights and dignity, and consumer control.

Also, the organization is determined to go beyond traditional care to offer and promote preventive care, treatment, and management of illnesses all in one visit. This multifaceted approach to care ensures that the organization has a wider angle to care. CHC also utilizes modern technology and innovative techniques to ensure care is taken where it is needed when it is needed. Making healthcare affordable is yet another business aspect that the organization uses to achieve its mission. Its focus on the underserved is particularly important in designing affordable care to those who may not afford the same care elsewhere but need it to lead healthy and happy lives.

Factors that affect productivity and profitability

One of the factors that affect productivity at CHC is technology. The technology behind processes such as billing, patient records management, inventory management, and referrals is very critical in affecting how efficient and effective things are done. Better technologies are associated with higher productivity. Personnel factors also affect productivity. Mood, motivation, inspiration, and satisfaction, for instance, affect how productive the medical and support staff will be. It is for this reason that the organization has taken time to develop effective leadership to ensure the working environment is conducive for everyone. Financial factors also affect productivity. Access to experienced staff and the best technology depends on the availability of financial resources. CHC is a non-profit organization. However, some of the factors that affect profitability include salaries and wages, rent in places where the organization does not own premises, and other expenses. The number of patients served is also a factor of profitability whereby many people served attract higher profits.

Trends in production, quality, resource, and information management and their impact on business operations

One key trend in healthcare is telehealth. This is the provision of healthcare services over electronic media as opposed to physical contact between a patient and a doctor. Telehealth is increasingly changing the healthcare environment, and it remains to be seen how CHC will incorporate it into its operations. If successfully used, telehealth could create new opportunities for serving many people and reducing traffic at the physical health centers. Drug management is yet another trend that is slowly taking shape in the healthcare industry. The Internet Of Medical Things (IoMT) technology, for instance, is expected to assist in the administration of drugs. This technology will make it possible for practitioners to know exactly when a patient took a particular drug or even alert the hospital when a wrong prescription is given to a patient. The impact of drug management is that it will increase treatment monitoring and adherence while also reducing medical errors associated with the wrong prescription. There is also a trend in patient safety as a way of minimizing costs. Patient safety, defined as the prevention or reduction of patient harms, is expected to reduce the cost of care. It will reduce the level of readmission and the need to use extra resources to address issues of patient harms. Smart biosensors, big data, AI, and medical record accessibility are all trends that are expected to revolutionize information management.

Conclusion

In summary, Community Health Center Inc. has experienced the impacts of operations management first hand. Developments in TQM and information systems are some of the forces behind operations management. Some of the obstacles brought about by developments in operations management include unstable technological environment and environmental consciousness. However, CHC has established systems and mechanisms to turn these obstacles into assets. Some of the adjustments CHC has had to make in response to the complexities brought about by operations management include the adoption of business process management techniques, just in time philosophies, collaborative planning, forecasting and replenishment, globalization, and e-commerce. Factors that affect productivity include personnel, technology, and financial factors. Some of the trends that have an impact on business operations of CHC include drug management, telehealth, and patient safety.

References

Bayraktar, E., Jothishankar, M. C., Tatoglu, E., & Wu, T. (2007). Evolution of operations management: past, present and future. Management Research News, 30(11), 843-871.

Del Giudice, M., Soto-Acosta, P., Carayannis, E., & Scuotto, V. (2018). Emerging perspectives on business process management (BPM): IT-based processes and ambidextrous organizations, theory and practice. Business Process Management Journal, 24(5), 1070-1076.

Evans, R. S. (2016). Electronic health records: then, now, and in the future. Yearbook of medical informatics, 25(S 01), S48-S61.

Gimenez, C., Sierra, V., & Rodon, J. (2012). Sustainable operations: Their impact on the triple bottom line. International Journal of Production Economics, 140(1), 149-159.

Protzman, C., Mayzell, G., & Kerpchar, J. (2018). Leveraging lean in healthcare: Transforming your enterprise into a high quality patient care delivery system. Productivity Press.

Running head: OPERATIONALIZATION Reaves 1

OPERATIONALIZATION Reaves 9

Briana Reaves

Professor Rayford

MBS 690

Southern New Hampshire University

Introduction

The Community Health Center focuses on delivering high-quality services to consumers who are patients in the healthcare sector. Total quality management (TQM) is a significant area of interest that the organization focuses on to ensure that it improves its services and operations so that it can meet the objectives. Meeting the objectives includes high customer satisfaction and developing a healthy society. To ensure total quality management, CHC employs new technologies that will boost the operations. In this case, the organization has transformed most of its services that are now computerized. Over many years, CHC changes its operations from manual to digital platforms in the areas of communication, diagnosis, data storage, analysis, billing, among others. This has led to efficiency in the organization. Currently, CHC will go-ahead to implement the Entity-Relationship management (ERP) system that will help in integrating all other systems in healthcare. In this case, the applications needed for the case management service will be integrated with the rest of CHC’s operations. The above will allow the services to continue flowing efficiently as before despite the inclusion as a new unit. Generally, TQM is supported by the elements that include training, ethics, teamwork, leadership, communication integrity, and trust.

The organization will apply the statistical process controls. It’s recommendable to use the fishbone procedure that allows it to create the problem statement and brainstorm the leading causes of the issue being addressed. In this case, CHC will be able to determine the methods to apply, materials needed, determine the equipment and machines, human resources, and the environment.

Project the potential costs, risks, and benefits of operationalizing your business idea

CHC has set its operational costs at an amount of $100,000 that will be used initially. The value of the option will come in two divisions. The first portion is considered in the start-up. The healthcare extension to newer services will get motivated by its ability to bring together trained employees under CHC. The above will be managed by the company wing that will mandate to focus on the new move. The infrastructure will be planned for and probably needs more value with the current prices. This approach for urgent care unity. With the critical care unit, CHC will get to compete with the hospitals that have always been ahead in competition. The new operations in case management will promote the care centre to gain more partnership with other insurance and government-funded plans such as the affordable care act. The above will benefit the company leading to more funds at this disposal as more patients will seek medical services with it if they cause several care plans.

However, construction of case management in the different locations it operates will consume huge funds; this leaves the CHC at risk of suffering a financial problem. Possibly, it could take at least a year to get back to its current financial position. Another chance will include resource commitment to the will be limited by the fact of cost-sharing in the initial stages (Meredith, Mantel, and Shafer, 2017). The above will need the organization to secure new resources, including the human resources for case management. Failure to do so will affect efficient and waiting times in CHC. The vendor commitment to deliver the needed funds will also be a risk where delays can occur.

Work breakdown structure

The hospital will need to break in its services and operations. With broken tasks to different tasks, healthcare can accomplish it on time. The jobs are decomposed in a hierarchical structure that will be followed as an essential guide in working on the extension of the healthcare services, which is treated as a project (Kerzner, 2017). The project team will use the structure to create its deadlines, schedules and other plans to ensure that the project is ready on time. CHC has already set aside the funds for the construction as well as other infrastructure this making it read to commence with the project.

Justification of task and subtask in work breakdown structure

The duties will be assigned to the different persons that will be assigned various roles during the development of the project. In this case, both the right team that will handle the project and the persons appointed to follow-up with the project will need to have a good focus on it. Some of the company officials assigned will include the financial officer who will be responsible for ensuring the locations are done right. Also, they will work as an oversight team that will determine whether the organization is on the right track and if the projects are worth the cost. The project team will be the most interested in the work breakdown structure; in this case, it will provide an essential guide that will help in dividing the tasks and subtasks. Handling tasks and smaller subtask makes the project more efficient in its building since small units are manageable.

Interestingly, task allows the organization to make an assignment of roles that will allow parallel working on a different mission by different persons who belong to the overall project team (Kerzner, 2017). The building of the case management service premises with having a sub-team that will handle the construction work. Another group will hand the determination of the equipment to have case management service. In this case, the CHC will not just wait for the completion of the premises to determine and procure the needed resources and equipment for the case management units.

Key milestones, deliverables, and resource requirements associated with operationalizing your business idea based on your breakdown structure

The organization has three main milestones that may get considered concerning the operationalizing of the CHC. In this case, the set milestones include as follows;

1. Set up a case management facility building that will be the permanent location of the service.

2. Equip the facility with the necessary equipment, machines and all other necessary technological equipment that will be needed (scanners, printers,etc.)

3. Market the care centre and ensure there is the installation of all necessary inputs such as technologies that will aid in various things such as communication with the rest of the CHC units. Also, the IT will include connection of the health applications operating in it to be integrated with the other systems of organization. This might requires it to consider implementing an ERP system in the future.

The main deliverable, in this case, will be as a result of the second and third milestones that will include the equipment and technologies installation. The best outcome, in this case, will be excellent service delivery. Being a non-profit organization, the CHC main aim is to deliver efficient and satisfactory services that will lead to the saving of lives. In this case, the major part of its mandate will be ensuring high customer satisfaction. However, despite being a non-profit, it will also need to consider the returns made so that it can continue growing as well as maintaining the service delivery.

Moreover, this will allow it to pay its staff lead by the medical unit. Fortunately, in the case where it receives caseworkers from the government, the wage burden will reduce, and the organization will have more funds at its disposal. The care unit cannot estimate how fast it will peak. Thus the organization can only work with an estimation of the group, making enough returns that will lead to, repayment of the expenditure in at least two years.

Assessing potential obstacles and impediments to meeting scope-time-cost objectives of the project, supporting your assessment with rationale

The new plans will be successful with the well-organized project teams that are dedicated to seeing the case management service a reality. However, the financial obstacle is a significant issue to the company where the CHC has no income-generating avenues as it targets the persons who cannot get the services elsewhere. Generally, poor and lower incomes limit patients to access medical services from many healthcare organizations. In this case, it targets both the insured and uninsured persons. The small returns made from its 14 primary care services, and its many other service locations across the state. Thus, the low returns rate may affect its operations in the next few years before the case management service peaks. Again, in the case where the project costs raise, the organization will need to seek more funds where it will have to apply for more grants from the government or find credit from a financial organization or any other lending organizations. Failure to do so will bring the project to a halt, and the time estimated to comp-lotion will be affected (Kerzner, 2017). The issue can also delay the commencement of operation of the case management service unit since it will also need to meet the operational costs such as costs for resources, wages, and salaries.

Risk mitigation strategies to address the obstacles, impediments, and risks identified

The barriers identified many results to delay of the project commencement. Thus, the company needs to employ various tactics that will ensure that it does not fail (Shenhar and Dvir, 2017). Majorly, all the mitigation plans are directed and aimed at ensuring that the CHC meets its financial requirements. In this case, it will need first to ensure that the funds currently set aside for the construction work as well as buying of the necessary equipment are well utilized. One way to ensure that it does not find the challenge of changing market value is to estimate the changes that night occurs. In this case, it will be essential to determine whether the cost of materials will rise in the coming years. Same will be done in the affairs of equipment and machinery. Thus, in the case where the trends and estimation show a possible rise in prices, then CHC will better procure and purchase the materials and equipment likely to rise in price values. The organization has enough stores that can keep the machines and equipment. Again, it will need to consider the costs of the materials required for the construction site. Thus will also eliminate the expenses that might arise in the future.

Additionally, each of the care centres will be supposed to submit specific small fractions or their revenues to support the new plans. This approach will ensure the case management service unit will have enough funds for its immediate commencement on completion. In the case where the mitigation plans are well followed, then the CHC new pans will succeed.

References

Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Khan, A. (2016). Project scope management. Cost engineering, 48(6), 12-16.

Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project management: a managerial approach. John Wiley & Sons.

Shenhar, A. J., & Dvir, D. (2017). Project management research—The challenge and opportunity. Project management journal, 38(2), 93-99.

Case management development project

Premises construction

Aquiring equipment and machines

Technology installation ,implementaion and aquiring of human resources

Planning for the work

Delegation of work

Contruction of the care unit

determination of required equipment and machines

Budgeting and procurement

Purchase

Reserach and development

Determination of required technologies

Designs and development

Implementation