Sample OPM

Pearson
Higher Nationals in
Business
Unit 16: Operations and Project Management
Assignment 01
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attached to the attached.
Higher National Certificate/Diploma in Business
Assignment Brief
Student Name /ID Number
Unit Number and Title Unit 16: Operations and Project Management
Academic Year 2019/20
Unit Tutor
Assignment Title Understanding of operations and project management to make an

effective and immediate contribution to the way in which an
organization conducts its business
Issue Date 20/06/2020
Submission Date 05/08/2020
IV Name & Date
Submission format
Section A: The submission should be in the form of an individual written report. This should be written in
a concise, formal business style using single spacing and font size 12. You are required to make use of
headings, paragraphs and subsections as appropriate and all work must be supported with research and
referenced using Harvard referencing system. The recommended word limit is 2,500–3,000 words,
although you will not be penalised for exceeding the total word limit.
Section B: The submission should be in the form of a portfolio completed by each member in the group.
Each section of the portfolio should be written in a concise, formal style using 1.5 spacing and font size 12.
All work must be supported with research and referenced using Harvard referencing system. The
recommended word limit is 2,000–2,500 words, although you will not be penalised for exceeding the total
word limit.
Unit Learning Outcomes:
LO1 Review and critique the effectiveness of operation management principles;
LO2 Apply the concept of continuous improvement in an operational context;
LO3 Apply the project life cycle (PLC) to a given context;
LO4 Review and critique the application of the (PLC) used in a given project
Assignment Brief and Guidance:
Section A:
Scenario:
you are required to select an orgnisation (in Sri Lanka) of your choice to review and critically
analyze the effectiveness of operations management principles, and apply the concept of
continuous improvement to the organisation.
You are to produce a formal business report which should contain the following:
1. An introduction to your chosen organisation.

2. An explanation of operation vs operations management
3. Conduct a review and critique of the implementation of operations management
principles within your chosen organisation.
4. Analyse to which extent the operations management of the chosen organisation meets
the requirements of the organisation.
5. Discuss continuous improvement as a philosophy and describe the Lean principles.
6. Prepare a continuous improvement plan based on your review and critique of
operations management principles within the organisation.
7. Using continuous improvement principles, make at least two justified recommendations
which could improve the operations functions identified in the chosen organization.
Section B:
Scenario:
In small groups (more than 5 members per group) you are required to conduct a small project
(community project). Then you need to provide an individual portfolio (case) by applying the
project life cycle to the project, and to review and critique the application of the PLC. You are
to provide theoretical and/or conceptual arguments to justify the use of project
methodologies, tools and leadership within the given project.
You are to produce a portfolio of evidence containing a set of documents which summaries the
following stages of the PLC:
• Project initiation.
• Project planning.
• Project execution.
• Project closure.
This could include information on the following:
1. An overview of the project you have chosen.
2. A description of the PLC and an explanation of each stage.
3. How each stage of the PLC applies to your given project, including supporting
documentation for each stage (e.g. business case, the project plan, cost-benefit analysis
and work breakdown structure).
4. Review and critically analyze the effectiveness of the PLC in application to your project
using the appropriate theories, models and concepts.
Grading Criteria Achieved Feedback
P1 Conduct a review and critique of the

implementation of operations management
principles within an organisational context .
P2 Prepare a continuous improvement plan
based on the review and critique of perations
management principles within an organizational
context.
P3 Apply each stage of the PLC to a given
project, producing necessary supporting
documentation for completing the project
e.g. a business case, project plan, work
breakdown structure
P4 Review and critique the effectiveness of the
PLC in application to the chosen project using
appropriate theories, concepts and models.
M1 Review and critique the implementation of

operations management in relation to Six Sigma
methodology and Lean principles
M2 Analyse the effectiveness of a continuous
improvement plan using appropriate theories,
concepts and/or models.
M3 Analyse the rationale for the project
methodologies, tools and leadership within the
PLC for the given project
M4 Critically analyse how the use of appropriate
theories, concepts and models in the PLC will
differentiate between large and small-scale
projects .
D1 Apply appropriate theories, concepts and/or
models to justify strategies of a continuous
improvement plan for achieving improved
efficiency
D2 Critically evaluate the PLC through a
practical and theoretical exploration of its
effectiveness
Table of Content
Acknowledgement .................................................................................................................... 12
Executive Summary .................................................................................................................. 13
Section A .................................................................................................................................. 13
1.0 Review and critique the effectiveness of operations management principles. ....................... 16
1.1 Review and critique the effectiveness of operation management principles (P1 & M1) .... 16
1.1.1 Operations Vs Operational management ................................................................... 16
Business operations are everything that happens in a company to run it, and earnings are
collectively called operations, while business management is the management of business
practices to create the highest possible level of efficiency within an organization (Kenton,
2020). ................................................................................................................................ 16
1.1.2 Operational management principles .......................................................................... 17
1.1.3 Review and critique the implementation of operations management in relation to Six
Sigma methodology and Lean principles ........................................................................... 23
2.0 Apply the concept of continuous improvement in an operational context ............................. 36
2.1 Preparing the continuous plan and evaluating its effectiveness (P2, M2, D1) ................... 36
2.1.1 Improving the effectiveness and efficiency of the operations function ....................... 37
2.1.2 Improving quality ..................................................................................................... 48
2.1.3 Evaluation of the effectiveness of Continuous improvement plan .............................. 54
2.1.4 Recommendations .................................................................................................... 59
References ................................................................................................................................ 61
Section B .................................................................................................................................. 65
3.0 Apply each stage of the PLC to a given project, producing necessary supporting
documentation for completing the project (P3) .......................................................................... 65
3.1 An overview of the project .............................................................................................. 65

3.2 Project life cycle .............................................................................................................. 66
3.2.1 Phases of Project Life Cycle ..................................................................................... 66
3.2.2 Applying the phases of Project Life Cycle to the Project ........................................... 68
3.3 Supporting documentation for completing the project. ..................................................... 71
3.3.1 Business case ............................................................................................................ 71
3.3.2 Project plan............................................................................................................... 71
3.3.3 Cost-benefit analysis ................................................................................................. 72
3.3.4 Work breakdown structure ........................................................................................ 73
4.0 Analyze the rationale for the project methodologies, tools and leadership within the PLC for
the given project (M3) ............................................................................................................... 74
4.1 Agile methodology .......................................................................................................... 74
4.2 Project management Tools............................................................................................... 76
4.2.1 Gantt Chart ............................................................................................................... 77
4.2.2 Critical Path .............................................................................................................. 79
4.2.3 Network diagram ...................................................................................................... 81
4.2.4 Pert Chart ................................................................................................................. 83
4.2.5 Stakeholder matrix .................................................................................................... 85
4.2.6 RACI Diagram.......................................................................................................... 87
4.3 Project Leadership ........................................................................................................... 89
5.0 Review and critique the effectiveness of the PLC in application to the chosen project using
appropriate theories, concepts and models. (P4) ........................................................................ 92
5.1 Milestones ....................................................................................................................... 92
5.2 Project Targets ................................................................................................................ 92
5.3 Project Deliverables......................................................................................................... 93
5.4 Project Benchmarking ..................................................................................................... 93
5.5 Project Key Performance Indicators................................................................................. 94

5.6 Project Monitoring .......................................................................................................... 94
6 Critically analyze how the use of appropriate theories, concepts and models in the PLC will
differentiate between large and small-scale projects (M4) ......................................................... 95
7. Critically evaluate the PLC through a practical and theoretical exploration of its effectiveness.
(D2) .......................................................................................................................................... 98
References .............................................................................................................................. 101
Appendix………………………………………………………………………………………..107
Acknowledgement
In preparing and performing this assignment, I would like to convey my gratitude to my lecturer
at Esoft Metro Campus Negombo Branch, Miss. Kalani Prasadika, for the continuous support,
help and for the guidelines she provided in making this assignment a success and for the
inspiration which lead in putting me through a challenging Project assignment.
I would like to thank my class mates for sharing valuable contents and knowledge in finishing
this assignment on time.
Last but not least, I would like to thank my Parents, in providing all the help, inspiration, love
and care that I needed in completing this assignment and for the continuous support which lead
me to where I am today.
M.A. Shalith Fernando

Student ID No: 14126
Executive Summary
The aim of this report is to understand the theory of the contemporary operation as a function of
a modern organization and to explore key benchmarks and processes which will enable an
effective critique of an operation function along with the fundamentals of project management
utilizing the prescribed, project life cycle.
Section A of this report, the Author has selected the company Brandix and has written and
explained about its operational function and has reviewed and critiqued the effectiveness of
operation management principles. Later on, a critique implementation of operations management
in relation to Six Sigma methodology and Lean principles can be identified. And the Author has
applied the concept of continuous improvement in an operational context and has prepared a
continuous plan evaluating its effectiveness.
Section B of this report, the Author together with the team members have come up with the idea
of conducting a community project. An overview of the project has been provided and has
applied each stage of the Project Life Cycle project along with the supporting documentation for
completing the project. After this the Author has analyzed the rationale for the project
methodologies, tools and leadership within the PLC for the conducted community project and
has reviewed and critiqued the effectiveness of the PLC in application to the project using
appropriate theories, concepts and models. Later on to the end of this report, it has been critically
analyzed on how these theories, concepts and models in the PLC will differentiate between large
and small scale projects and has successfully evaluated the PLC through a practical and
theoretical exploration of its effectiveness
Section A
Introduction to Brandix
Figure 1 Brandix Logo
Source work adopted from Brandix, (2020).
Brandix Apparel Limited is a garment manufacturer based in Sri Lanka. It is considered to be the
leading garment manufacturing company in the country. The company has branches in India,
Bangladesh and the United States. Brandix plays a key role in the Sri Lankan economy as it is a
major contributor to gross domestic product. It is the largest employer in Sri Lanka’s export
sector and the largest foreign exchange earnings company (Brandix, 2020).
Brandix was founded in Sri Lanka in 1969 with the help of Martin Trust, an American who is
considered the father of the modern clothing industry in Sri Lanka. The company began
operations in 1972 as a conglomerate that was formally part of the Omar Group (Brandix, 2020).
In 2002, the company was registered as the Companies Act no. 7 of 2007 registered as Brandix
Pvt Ltd. In 2008, the company opened a subsidiary in Seeduwa, and the Brandix subsidiary
provided the world’s first LEED (Leadership in Energy and Eco-Design) platinum certification.
The company is headquartered in Colombo and has home branches in Seeduwa, Mirigama,
Batticaloa and Pannala (Brandix, 2020).
In 2009, the company was recognized by the Ceylon Chamber of Commerce as one of the top 10
corporate companies in the country. Brandix also became the first clothing company in the world
to obtain the ISO ISO 50001 system certification system in 2011 (Brandix, 2020).
The company has also shown great interest in sustainability and intends to achieve 100% carbon
neutrality by 2023 as part of the sustainable development program. In June 2019, the Batticaloa
subsidiary became the first factory in the world to achieve Net Zero Carbon status (Brandix,
2020).
At the 2018/19 National Export Awards, the Brandix Lanka Group received the Exporter of the
Year award from the Export Development Committee. Ashroff Omar is the CEO of the company
(Brandix, 2020).
This space is left intentionally

1.0 Review and critique the effectiveness of operations management
principles.
1.1 Review and critique the effectiveness of operation management
principles (P1 & M1)
1.1.1 Operations Vs Operational management
Business operations are everything that happens in a company to run it, and earnings are
collectively called operations, while business management is the management of business
practices to create the highest possible level of efficiency within an organization (Kenton, 2020).
Operation management is the management of business practices to create the highest possible
level of efficiency in an organization. It deals with the conversion of materials and labor into
goods and services as efficiently as possible to increase the organization’s profits. Operation
management teams try to balance costs and revenues to maximize operating profits (Kenton,
2020).
Operations management involves the use of resources from personnel, materials, equipment and
technology. Business managers acquire, develop and deliver goods to customers based on
customer needs and company capabilities (Kenton, 2020).
Operations management addresses a number of strategic issues such as determining the size of
production facilities and project management methods and implementing the structure of
information technology networks. Other operational issues include inventory level management,
including stages between process and raw material acquisition, quality control, materials
handling, and maintenance policies
Operational management includes studying the use of raw materials and ensuring minimal waste.
Operations managers use a number of formulas, such as the economic order quantity formula, to
determine when and how much a stock order will be and how much stock should be available
(Kenton, 2020).
1.1.2 Operational management principles
Back in 2006, Heizer and Render stated that differentiation, cost reduction, and feedback can be
achieved if managers use 10 areas of business management principles to make effective
decisions. These are known as operational decisions in favor. 10 areas of business management
decisions that maintain the mission and implement management strategies are discussed. Design
of products and services determines the expected result from the conversion of inputs to outputs
(Kemunto, 2020).
At this level, capacity, production costs and quality requirements are set. Operating practices in
the manufacturing and services have various tangible or intangible properties and are being
argued that appropriate results have been achieved and that random quality control will be
carried out during the production process (Ladki, 2020).
The complexity of business models, offerings, networks and systems of Brandix has never been
greater. This greater complexity results in higher costs and reduced operating margins, long
market times and deteriorating customer experience. The reasons for the growing complexity are
partly rooted in the nature of the garment and textile industry and partly related to current
business trends (Ladki, 2020).
Brandix is specially related in the manufacturing garments and exporting them worldwide. The
company has been evolved and continued at an incredibly fast pace with a major upgrade of
technology from every 5 to 10 years. The extent of these evolutions is usually not well predicted
since it could lead to the creation of parallel organizations and the introduction of additional
patched layers of network technologies and IT systems in addition to the existing ones (Ladki,
2020).
10 Operational management principles
1. Reality
Operations management should focus on the overall problem rather than the techniques
themselves. This is because no tool alone will be able to present a universal solution. Here the
operations management must focus on the problem and not only pay attention to the methods and
techniques used to solve the problem since no plan can provide a solution to all questions
(Bhasin, 2020). Unfortunately, this operation management principal cannot be identified at
Brandix (Developed by Author).
2. Organization
In a production plant, everything within an operation is interconnected. All of these elements
must be consistent and predictable. Without this, the operation will not be able to achieve a
profitable result. All the processes in an organization are related to one another. It is crucial to
predict all the elements and to have consistency to achieve profitable outputs (Bhasin, 2020).
This operation management principal is practiced at Brandix (Developed by Author).
3. Humility
The trial and error process is extremely expensive, so it is important that managers understand
that they have limitations. This will save the company’s’ money and time and help with
production in the long run. This operational management principle has been successfully
implemented by Brandix (Bhasin, 2020).
It was stated that Brandix as a premier provider of inspired solutions to global apparel brands,
has continued in focusing on building value as the company grows in size and capability. When
Brandix was awarded Exporter of the Year, CEO of Brandix, Ashroff Omar stated that these
awards reaffirm that the company is on the right path, it is with due humility that the company
accepts them for the contribution to Sri Lanka’s export earnings (Fashion Network, 2020).
4. Success
Although there are different definitions of efficiency in your manufacturing plant, the interest of
your customers should always be considered. To be successful, you need to make your customers
happy and come back (Bhasin, 2020).
In the formative stages of many Sri Lankan export companies, the assistance of the Export
Development Committee is very visible from advising on procedures and aligning products with
markets and facilitating, the contacts between exporters and customers, advertising Sri Lankan
products in global markets and motivating exporters to greater heights the committees has played
an important role (Tukatech, 2020).
At Brandix, the company often remembers with gratitude the many invaluable contributions it
has received from the Sri Lankan Committee on Export Development over the years. The
company continues to benefit from the insight, experience and advocacy offered by the board
and has no qualms about praising its officials individually and collectively for the commitment
(Tukatech, 2020).
After a victorious test run, Brandix successfully installed and implemented the Tukatech’s design
software system and streamlined its design process. Since then it was noted that an increased
approval rate by 180%, and improved overall productivity by 33% (Tukatech, 2020).
5. Responsibility
Responsibility is crucial in running a production business. It is expected that operators will be
able to set rules and measurements, while also regularly checking that these objectives are met
(Bhasin, 2020).
The Brandix Board successfully acknowledges its responsibility for ensuring the integrity of this
Sustainability Report and confirms that the contents of the report have been collectively
reviewed in conjunction with the assurance reports obtained from various internal and external
assurance providers (Brandix Lanka Limited, 2020).
While growth has been an overarching priority for the Group, doing so sustainably is of equal
importance. The company strongly believes that it is their responsibility to maintain an equitable
balance between the resources they use and the resources they put back. As such, the company
strives to lead by example in realizing its vision to be the most sustainable Apparel manufacturer
in South Asia (Brandix Lanka Limited, 2020).
Accepting responsibility has help Brandix to light up its environmental footprint and has placed
in a broad 10 year strategy (2010 – 2020) accompanied by a set of actionable targets to
spearhead to their journey towards becoming a fully environmentally sustainable operation by
2020. The strategy embodies will enable the company to commit to managing its environmental
performance so as not to disrupt the unique biodiversity of the countries in which the company
operates (Brandix Lanka Limited, 2020).
6. Causality
The problems are very similar to the symptoms in which these two things usually have caused. If
you want to solve the problem forever, you also need to remove the cause. Effective operations
management depends on finding the right cause of a problem. A problem will keep on surfacing
if its origin is not attacked and solved (Bhasin, 2020). Unfortunately, this operation management
principal cannot be identified at Brandix.
7. Change
Sometimes change is good. With the new theories and solutions available in manufacturing
processes, things need to change. This will ensure long-term stability management. Change may
seem scary to some people, but an operational manager should never fear change. New ideas and
methods are introduced in the market from time to time. To be relevant for an extended period,
an organization should embrace the change (Bhasin, 2020).
The Organization Change process can be identified at Brandix’c casual wear section and is been
done to meet its customer's demand more efficiently and effectively. The concept is to achieve
the required results by enabling structures that focus much on dedicated customer. Team changes
their thinking pattern to create flexible processes, speedier solutions, more innovative products,
to satisfy the customers. Hence the team starts to think about end customers’ needs beyond
departmental boundaries to meet the objectives the organization goals. However, the company
understands that the change is inevitable and needs to start. Also, it understands that the
organization design changes alone will not enough if there is no change in the existing culture
(Brandix Lanka Limited, 2020).
8. Customer Collaboration
Understand what customers are buying and using. This will provide a thorough insight into what
you can do to improve your product and properly organize production families (Bhasin, 2020).
It was identified that customer collaboration at Brandix is very low. Implementing customer
collaboration will help the company to grow at a greater rate and will be a lot beneficial to the
company in both the short run and long run. Mentioned below are a few of the benefits that
Brandix could gain and which would lead the company to a greater success by implementing this
(Developed by Author).
• It helps in problem solving
• Helps employees to learn from each other
• Opens up new channels for communication
• Boosts morale across the company
• Leads to higher retention rates
• Makes the employees work more efficient
(Moseley, 2020).
9. Knowledge of the Competition

It is important to analyze the competitors and understand their customers, practices, products and
all forms of competitive advantage (Bhasin, 2020).
Intensified competition between other garment factories such as Star Garment can lead to
increasing customer demand and leading to the sustained introduction of new products, services
and tariff plans and growing at an average while older obsolete products will not be phased out
due to perceived risk to eliminate customers. The below flow chart will illustrate the generated
results from the random checks that are used to develop appropriate feedback measures (Ladki,
2020).
The Direct Competition in the apparel industry is an increasingly critical issue as lawmakers
begin to open the field to alternative providers and in light of the pre-competitive stance of the
garment industry. The higher competition from the big players such as MAS and Hidramani
affects Brandix’s growth in the industry as they have better resources such as owning washing
plants, testing laboratories, embroidery machines and mostly their owning and tying up with
packing and sewing accessory supplying factories (Ladki, 2020).
As the competitors are also looking for opportunities where they can find a marketing advantage
due to the economic recession, Brandix should take pre-emptive action to improve their
marketing strategies and tactics regularly, the competition will leave the company behind in the
marketplace (Ladki, 2020).
10. Quality control

Quality control is essential in the production process. Without quality control, your customers
may be dissatisfied with the product you are creating. You need to use the best materials,
processes and partners for a quality and durable product.
In this area of strategic decisions, business managers address the satisfaction of consumer
expectations regarding product quality. Brandix’s approach involves enforcing quality standards
in operational processes to meet product quality requirements. For example, an enterprise uses a
threshold for deficiencies and related problems in manufacturing operations. These business
management standards are derived from Brandix market research data and conventions in the
consumer goods industry. To maintain a high productivity level in quality management,
corporate and local standards are used for some product lines in Brandix to support the
company’s overall strategies and product development (Brandix Lanka Limited, 2020).
1.1.3 Review and critique the implementation of operations management in
relation to Six Sigma methodology and Lean principles
Six Sigma focuses on reducing process variation and improving process control, while lean
waste disposal (processes and value-added processes) and promotes work standardization and
flow. The distinction between Six Sigma and Lean has blurred, with the term lean Six Sigma
being used more and more often because an aspect of both approaches is needed to improve the
process in order to achieve positive results (Asq, 2020).
Lean Six Sigma is a fact based, data driven philosophy of improvement that values error
prevention before error detection. Customer satisfaction and best results help reduce variation,
waste and cycle time, while encouraging the use of labor and flow standardization, thus creating
a competitive advantage. It is used wherever variants and wastes already exist, and every
employee should be involved (Asq, 2020).
Brandix intends to implement both Lean and Six Sigma since in helps in providing customers
with the best possible quality, price, delivery and a newer feature or a skill. There is a lot of
overlap between the two disciplines however both approach their common purpose from slightly
different angles (Asq, 2020).
• Lean focuses on reducing waste, while Six Sigma emphasizes reducing variation (Asq,
2020).
• Lean achieves its goals with less technical tools such as kaizen, workplace organization,
and visual inspection, while Six Sigma typically uses statistical data analysis, experiment
design, and hypothesis testing (Asq, 2020).
Often, successful implementations begin with a lean approach, making the workplace as efficient
and effective as possible by reducing waste and using value flow maps to improve understanding
and fluidity. If problems remain in the process, several Six Sigma technical statistical tools can
be used (Asq, 2020).
1.1.3.1 Six Sigma
Six Sigma is a method that offers organizations tools to improve the capabilities of their business
processes. This increase in efficiency and reduction in process variation helps reduce errors and
improve profits, employee morale, and the quality of products or services (Asq, 2020).
Six Sigma helps the organization more in focusing on the customer and on streamlining
processes and ensuring that the company retains as much revenue as customers. After all,
customers are a source of revenue for any organization. Since Brandix is a manufacturing
organization, customers are mainly focused on their needs and sometimes their needs seem
unpredictable. This turns out when process improvement is needed, as there are many variables
that are difficult to measure when it comes to customer needs and wants. With the help of Six
Sigma, Brandix can maintain its customer focus while being better able to respond to challenges
that may arise at any time and will be also able to make better use of opportunities that may arise
without major notice (Anexas, 2020).
Six Sigma is a business management strategy used primarily to identify and correct errors and
deficiencies in the production or service process. Six Sigma is commonly used in the
manufacturing companies to develop new features and processes for new goods and services,
improve the accuracy, timeliness and integrity of customer communication and new connections,
updating on providing quality goods and services, reducing response times for complaints will
improve user experience among other companies (Anexas, 2020).
Mentioned below are some of the main benefits for Brandix by implementing the Six Sigma
mythology.
• Reduction of billing errors, timeliness of billing.
• Timeliness and quality of new schemes launched from time to time
• Improving average unit revenue
• Reducing the number of customers complains
• Improving sales productivity
(Khatri, 2020).
Today, Six Sigma has expanded its roots deep into entrepreneurial to provide services and
products that deliver greater value and offer immense customer satisfaction. This process
improvement methodology is crucial in choosing the right improvement project. Once a project
is selected, improvement teams use a DMAIC (Define, Measure, Analyze, Identify, and Control)
in problem solving approach to improve projects and deliver tangible results (Rongala, 2020).
DMAIC is one of the best six sigma problem solving processes that has found widespread
acceptance around the world. This approach is mainly used in case of problems with an existing
product or service. Deviation from the customer's request can be a big problem and these
changes can take many forms. Six Sigma reduces all versions of a project, DMAIC identifies key
results, tasks, standard tools, and requirements that the team must use to solve the problem.
Mentioned below illustrates how Brandix implements DMAIC in order to achieve customer
satisfaction (Rongala, 2020).
1. Define
In the Defining phase, the company forms a team that includes members from different
departments dictated by the problem. The team clearly identifies the problem and quantifies its
financial and qualitative impact on the company. The group defines measurements to assess the
impact of the problem in the past and also to document improvements when the problem is
resolved (Bhargava and Bhardwaj, 2020).
2. Action
In the action phase, the company studies and discusses the process and measurements associated
with the problem. The group produces process maps and analyzes the accuracy and precision of
measuring systems. The group establishes new measurements. The group uses various tools to
identify the main possible causes of the problem (Bhargava and Bhardwaj, 2020).
3. Analysis
In this phase of the analysis, the company identifies the main significant problems, what is
actually causing the problem. In this way, they use various statistical tools to test hypotheses and
experiment with the procedure. Once the cause and effect relationship is understood, the team
can determine how best to improve the process and how much benefit to expect from the
improvement (Bhargava and Bhardwaj, 2020).
4. Improvement
In this improvement phase, the company makes changes to improve process efficiency. Using
the measurements already introduced and performed, the team monitors the process to verify the
expected improvement (Bhargava and Bhardwaj, 2020).
5. Control
In this control phase, the company selects and implements methods to control and further change
processes in the future. These specific methods may include documented procedures or statistical
methods of process control. This important step ensures that the same problem will not return in
the future (Bhargava and Bhardwaj, 2020).

1.1.3.2 Lean Principles
Lean is defined as a set of management practices to improve efficiency and effectiveness through
waste disposal. The basic principle of leanness is to reduce and eliminate activities without
adding value and waste (Asq, 2020).
Lean manufacturing is a system of techniques and activities for managing a production or service
operation. Techniques and activities vary according to current use, but they have the same basic
principle: the elimination of all non-value-added activities and waste from the company (Asq,
2020).
Advantages of implementing lean management to Brandix

The growing popularity of Lean principles stems from the fact that they actually focus on
improving all aspects of the work process and include all levels of the company hierarchy (Asq,
2020). Mentioned below are some of the main benefits that could be gain by implementing this
strategy
• Focus
By using Lean, the company will be able to reduce waste activities. Therefore, workforce will be
focused on activities that bring value (Asq, 2020).
• Improving productivity and efficiency

When employees focus on delivering value, they will be more productive and efficient as they
will not be bothered by a vague task (Asq, 2020).
• Smarter procedure
By setting up a towing system, the company will only be able to supply work if there is actual
demand (Asq, 2020).
• Which leads to the next one

Better use of resources. When the company’s production is based on actual demand, the
company will only be able to consume as many resources as needed (Asq, 2020).
As a result, the company will be much more flexible and will be able to respond more quickly to
consumer demands. In the end, Lean Management Principles will create a stable production
system for Brandix with a greater opportunity to improve overall efficiency (Asq, 2020).
The seven wastes in Lean are considered to be the root of all unprofitable activities within the
organization. 7 wastes consist of:
1. Defects
Mistakes are the most obvious of the seven wastes, although they are not always the easiest to
detect before they reach the customers. Any defects in production or in the products themselves
come at a high cost (BTOES Insights, 2020).
Defects can be manufacturing errors or service errors. The mistake is costly for the organization.
In most organizations, the total cost of errors is often a significant percentage of the total cost of
production (Clothingindustry, 2020).
Causes of Defects
• Little or no process control
• Poor or non-compliant quality standards
• Inadequate education or training
(Clothingindustry, 2020).
2. Excessive production
Overproduction leads to high inventory levels, which can lead many problems to the company.
In a lean methodology, batch processing, creating more supply than demand are considered as
two of the most deadly forms that overproduction (BTOES Insights, 2020).
Manufacture more than the customer's requirements. There are two types of overproduction
• Quantitative - production of more products than necessary
• Early - making products before needs
Excessive production is costly to the production plant, as it impedes the smooth flow of materials
and impairs quality and productivity. The production of overproduction is called just in case,
while lean production is called only on time (Clothingindustry, 2020).
Causes of overproduction
• Misuse of automation
• Just in case logic
• Long process setup
• Unleveled scheduling
• Unbalanced work load
• Redundant inspection
3. Transportation
Transport is the movement of material from one location to another. This is considered as a
waste since it adds zero value to the product (BTOES Insights, 2020).
Excessive movement and handling can cause damage and can lead to deterioration. Materials
should be delivered to use only when necessary (Clothingindustry, 2020).
Reasons for waste transport

• Poor plant placement
• Poor understanding of the production process
• Large batch sizes, long shelf life and large storage areas
4. Waiting
People usually spend a huge amount of time waiting for things in our work life. The time waiting
for an engineer or team member, often with more bureaucratic processes, is a particularly
dangerous and widespread form of waste that can take a long time to rehabilitate or reduce
(BTOES Insights, 2020).
Typically, more than 99% of a product’s life cycle in traditional mass production is spent on
hold. This includes waiting for material, manpower, information, equipment, and so on
Reasons for waiting

• Abuses of automation
• Unbalanced workload
• Unplanned maintenance
• Long process setup times
• Quality issues above
• Mood planning
• Poor communication
5. Inventory
Inventory costs money since every piece of product tied to raw materials, work in progress, or
the finished product has a cost, and until it’s actually sold, it’s a cost (BTOES Insights, 2020).
Any type of inventory such as raw material, processed or finished product does not add value to
the product and should therefore be eliminated or reduced. Excess stocks consume floor space
and hide problems related to process incapacity. The result of excess stock is a longer delivery
time, obsolescence, damaged goods, transport and storage costs and delays (Clothingindustry,
2020).
Causes of excess stocks

• Compensate for inefficiencies and unexpected problems
• Product complexity
• Mood planning
• Poor market forecast
• Unbalanced workload
• Unreliable shipments from suppliers
6. Motion
Wasting motion is best explained as the unnecessary movements of any type of machine that
requires more effort than necessary to operate, and workstations are far apart, requiring
movement between (BTOES Insights, 2020).
Any movement that must be performed by an employee who does not add value to the product is
considered unnecessary (Clothingindustry, 2020).
Causes of shifts
• Poor efficiency of people and machines
• Inconsistent methods of work
• Poor object or cell layout
• Poor workplace organization and household management
7. Processing
Using small suitable machines where need them in the flow is much more useful than massive
machines that can stop the whole process all day (BTOES Insights, 2020).
Take unnecessary steps to process parts, such as remanufacturing, inspecting, and rechecking.
Unclear and unclear customer requirements cause the manufacturer to add unnecessary
processes, which incurs costs for the product (Clothingindustry, 2020).
Causes of over processing of waste

• The actual customer requirements are not properly defined
• Product changes without process changes
• Enough processing to adjust to the expected outage
• Lack of communication or additional copies or excessive information
• Redundant permits
In order to gain a competitive edge, implementing lean manufacturing is considered as a
keystone for success in today’s global market. Lean manufacturing has enabled the company to
increase its production, reduce costs, improve quality and increase profits by following five key
principles.
1. Identifying value
The first lean principle that defines value is also the first step on the path to slimness. This step
can be implemeted by Brandix to determine what customers’ value and how the company’s
products and services meet those values (Crawford, 2020). In this case, the value requires:
• Designing products for customer needs
• Remove features that do not specifically meet these needs
(Crawford, 2020).
By designing products that meet specific needs, the company will be able to eliminate wasteful
steps that may be required for unwanted features. Design for Six Sigma is one method that can
help the company in recognizing the value. If implemented by Brandix, this step can
systematically define, measure and analyze what the customers want and can design products
tailored to its customers (Crawford, 2020).
2. Identifying Value Stream

Another principle of lean manufacturing is to map the flow of value. Value flow is the entire life
cycle of the products, which includes product design, customer use of the product, and product
disposal (Crawford, 2020).
All the processes and materials needed to deliver a product to customers create value. Lean
thinkers map value flows to analyze delays, inefficiencies and production constraints, and steps
to create value. This step will be very beneficial for the company since it will help in eliminating
the steps that does not crete any value. Marked process steps that do not create value due to
technological or production constraints become opportunities for improvement (Crawford,
2020).
Value stream mapping is a simple but engaging experience that recognizes any action that
implements a product or service through any process. This process can be in planning,
production, procurement, personnel relations, administration, delivery, or customer service
(Crawford, 2020).
The idea is to draw a map of the material and product flow through the process on one side. The
goal is to identify each step that does not create value, and then find ways to eliminate those
wasteful steps. Mapping the value of current is sometimes called process transformation. After
all, this brings a better understanding of the whole business (Crawford, 2020).
3. Establishing Flow
The third lean principle is to create flow. Efficient product flow requires that products move
without interruption from production to shipment, and can be achieved through a strategic
organization of the work surface. In here, every factor from people and equipment to material
and shipping, must be taken into account so that products can move smoothly through the
production process (Crawford, 2020).
If implemented, this step would be very beneficial to Brandix since it ensures smooth
progression from production’s start to the finished product delivered to the customer. This lean
manufacturing principle ensures the product will flow smoothly to the customers. The goal in
creating value stream flow is having continuous, synchronized production (Crawford, 2020).
4. Establishing Pull
The fourth principle of leanness, closely related to flow generation and requires the company to
use a traction based production system. Traditional manufacturing systems use a push system
that begins with the purchase of inventory and revenue by pushing material through the
manufacturing process, even if there is no order. Although push systems are easy to create, they
often result in large inventories and a large amount of work in progress (Crawford, 2020).
Lean manufacturing principles are key to disposing of excess waste. Establishing moves is no
different. Once the flow is introduced, customers will start drawing value from the next activity
on the upper flow. Pull creates the model on time or on demand. The production process does not
begin until customer orders are received. Pulls removes unfinished stock and waste due to
incorrect production forecasts (Crawford, 2020).
If Brandix is planning on implementing the Pull system, the company could easily,
• Increase its output
• Maximize usable workspace
• Reduce inventories
• Eliminate overproduction and underproduction
• Eliminate errors caused by having too much work in progress
(Crawford, 2020).
5. Seeking perfection
The ultimate principle of lean manufacturing requires perfection from the company. Although
the search for perfection may seem easy, it is often one of the most difficult principles to assert
ourselves successfully in the workplace. The pursuit of perfection requires the company to
continually improve its practices and often require shifts in workplace culture (Crawford, 2020).
If this step is implemented by Brandix, the company could make the lean thinking and process
improvement part of its corporate culture. As this continue to pile up, it is important to remember
lean is not a static system and requires constant effort and vigilance to perfect. Every employee
at the company should be involved in implementing lean (Crawford, 2020).
Kaizen, a philosophy of continuous improvement, helps the company in making this shift by
creating a culture where workers seek perfection. Kaizen focuses on small, gradual changes and
needs help from every worker employed in the company from manufacturing plants, to improve
business practices. Kaizen will eventually help the company in achieving greater efficiency,
lower costs, higher productivity and higher quality products (Crawford, 2020).
2.0 Apply the concept of continuous improvement in an operational
context
2.1 Preparing the continuous plan and evaluating its effectiveness
(P2, M2, D1)
Continuous improvement aimed at improving the organization’s performance through some
targeted incremental measures in the production processes. The continuous improvement focuses
on linear and incremental improvisation within the existing operations. It makes use of statistical
techniques. In the context of Brandix, continuous improvement can be understood as the process
to improve the quality of the fabric used to prepare the final clothing accessories (Hargrave,
2020).
A continuous improvement plan is a document containing the strategies for making the product
better. It is different from the reactive plan that defines the course of actions of a team within a
company for managing crises. It helps in determining the bottlenecks and weak points in the
established programs and processes and assists in finding ways to improvise them (Hargrave,
2020).
There are wide ranges of methods that are being used by the top organizations to carry out the
continuous improvement. These methods include six sigma, lean thinking approach, PDCA
cycle, and Total Quality Management. All of these methods emphasize teamwork and high
employee involvement, reducing the fluctuation in the process output and systemizing processes
(Hargrave, 2020).
A textile industry like Brandix is more into lean manufacturing processes. The approach focuses
on zero waste concepts from the operations. The lean thinking approach emphasizes on flow. It
allows consumers to pull products through the process. Lean manufacturing leads to
simplification of the organization’s production line to reduce the fluctuations, thereby improving
the performance (Hargrave, 2020).
2.1.1 Improving the effectiveness and efficiency of the operations function
2.1.1.1 Considering operations as a cross functional activity

The simplest definitions among functional groups are groups made up of people from different
functional areas of the company, such as marketing, engineering, sales and human resources.
These groups take many forms but are most often set up as working groups designed to make
decisions at a lower level than is usually the case in a company. They can either be the basic
form of the organizational structure of the company or exist in addition to the main hierarchical
structure of the company (InfoQ, 2020). Mentioned below are the reasons why Brandix carries
out cross functional activities.
• Cross-functional collaboration does not only means achieving the set operational goals
but also offers the company to gain additional benefits such as improved productivity,
more efficient processes and transformational changes in the organization (InfoQ, 2020).
• Embracing technology, such as cloud management applications, communication tools,
and more, can facilitate operation during functional activities (InfoQ, 2020).
• The success of a multifunctional group requires the harmonization of goals and individual
incentives (InfoQ, 2020).
• Reforming teams to improve the flow of communication and increase transparency will
help the individuals in overcoming the differences and helps to focus more on results and
outcomes (InfoQ, 2020).
Bringing people from different professions together can improve problem solving and lead to
more thorough decision making. Teams foster a spirit of collaboration that can make it easier to
achieve customer satisfaction and corporate goals at the same time (InfoQ, 2020).
There are many steps in a company to put together a successful team with common goals,
complementary skill sets, communication, and empathy. A successful, mutually functional team
that brings together talent from across the organization is seen as the holy grail of effective
management. The combination of innovation and speed to marketing gives the company an
undeniable advantage over the competition (InfoQ, 2020).
2.1.1.2 Continuous improvement as a philosophy and approach
Ever since the industrial world began the fierce global competition, the general term continuous
improvement has become the focus of debate. Although global continuous improvement is
approved as a scale to achieve top quality to achieve a higher level in a highly competitive
market, there are still differing views on the approaches they bring (Singh, 2020).
To be able to compete in this ever changing environment, these companies need to look for new
methods that allow them to remain competitive and flexible at the same time, allowing them to
respond quickly to new demands. In order for these companies to remain competitive, maintain
their market share in this global economy and satisfy both the external and internal economy and
satisfy both external and internal customers, it has become necessary to continuously improve
production systems. Over the past three decades, the manufacturing industry has undergone an
extraordinary level of change, which has included drastic changes in management approaches,
manufacturing and process technologies, customer expectations, supplier attitudes, and
competitive behavior (Singh, 2020).
In today's highly dynamic and rapidly changing environment, global competition between
organizations must lead to greater demands from manufacturers. In the global market, there has
been increased pressure from customers and competitors in production and services.
Organizations today constantly need to maintain low quality costs, reduce waste, trim production
lines, and accelerate production to achieve and maintain competitiveness. Much of this can be
done by implementing continuous improvement, which we define as a culture of continuous
improvement, focused on waste disposal in all organizational systems and processes, and by
involving all organizational actors (Singh, 2020).
Many researchers generally define continuous improvement as a culture of continuous

improvement aimed at disposing of waste in all systems and processes of the organization. It
involves everyone involved in improvement without necessarily investing large capital
investments. Continuous improvement can happen with evolutionary improvement, in which
case the improvements are gradual or radical changes that occur as a result of an innovative idea
or new technology. Often, major improvements occur over time as a result of a number of
gradual improvements (Singh, 2020).
In any field, improvement is achieved through the use of a number of tools and techniques
designed to find sources of problems, waste and variants, and to find ways to reduce them. In
recent decades, continuous improvement has been studied from several perspectives. The various
principles of continuous improvement needed to achieve a continuous cycle of gradual
improvements, significant obstacles to implementing the continuous improvement approach, the
need to continuously improve the modern manufacturing scenario, Kaizen, Kaizen types in terms
of TQM, continuous methodologies and improvement strategies useful in effective
implementation of continuous improvement activities with effective guidance and significant
benefits following the successful implementation of continuous improvement strategies (Singh,
2020).

2.1.1.3 Application of lean principles within the cycle of Continuous
improvement
Lean is a philosophy based on reducing waste in all aspects of the company, including customer
relations, product design, supply networks, production flow, maintenance, engineering, quality
assurance and factory management. The term slimness was coined as a result of a research team
that analyzed and defined Toyota’s manufacturing system in the 1980s. Although the main theme
of Lean is waste reduction, it includes a package of manufacturing philosophies and tools
(Reliabilityweb, 2020).
5S
The 5S philosophy is designed to organize the workplace to create an environment that will
achieve optimal production. In general, 5S is associated with household and shade boards. 5S
can be used in other ways for maintenance and reliability. 5S is another integral part of the lean
production system and its use in maintenance will result in more organized and thus productive
maintenance workgroups (Reliabilityweb, 2020). Mentioned below is how Brandix should
implement this.
1. Sort
Here all sort of assets based on risk, so the company can put all its efforts on focusing in the
correct area (Reliabilityweb, 2020).
2. Set in order
Here the company should have an excellent work management system that helps in setting
priorities based on criticality and the company should have appropriate asset strategies
(Reliabilityweb, 2020).
3. Shine
Here the company takes pride in asset reliability and is able to understand the health of an asset
to repair it before it breaks (Reliabilityweb, 2020).
4. Standardize
Here the company will have as many standard tasks as practical (Reliabilityweb, 2020).
5. Sustain
Here the company should keep to standards and have a controlled change management process
for the standards (Reliabilityweb, 2020).
Single Minute Exchange of Dies
The Single Minute Exchange of Dies is a system for dramatically reducing the time required to
complete equipment changes. The essence of the SMED system is to convert as many transient
steps as possible into external ones, which are performed during the implementation of the
equipment, and to simplify and streamline the remaining steps (Leanproduction, 2020). If
Brandix plans to perform this operational function, the company should follow the next steps
• Step One - Determine the pilot area
In this step, the target area for the SMED pilot program needs to be selected (Leanproduction,
2020).
• The second step - identify the elements
In this step, the team should be involved in determining all elements of the transition
(Leanproduction, 2020).
• Third step - Separate external elements
In this step, it is necessary to identify the elements of the replacement process that can be
performed with small changes during the operation of the equipment and move them outside the
replacement (Leanproduction, 2020).
• Step 4 - Convert internal elements to external ones
In this step, the current transition process needs to be carefully examined, with the aim of
converting as many internal elements as possible into external ones (Leanproduction, 2020).
• Step 5 - Simplify the remaining elements
In this step, the remaining elements need to be reviewed with a view to streamlining and
simplifying so that they can be completed in less time (Leanproduction, 2020).
The benefits that Brandix could derive from this operating function
• Lower manufacturing costs where replacements means fewer equipment breaks fast
• Smaller batch sizes which means fast changes allow more frequent product changes
• Improved responsiveness to customer demand
• Lower stock levels
• Easier startups which means standardized replacement procedures improve consistency
and quality
(Leanproduction, 2020).
Kanban
The Kanban method is a tool for designing, managing and improving flow systems for working
with knowledge. This method also allows organizations to start with their existing workflow and
drive evolutionary change. They can do this by visualizing their workflow, limiting the work in
progress, and stopping the beginning and starting to finish (Sabry, 2020).
The Kanban method is named after the use of kanban, which means visual signaling mechanisms
to control unfinished work products. A general term for systems using the Kanban method is
flow, which reflects that workflows are continuously running through the system rather than
being organized in different time frames (Sabry, 2020).
Kanban can be used in Brandix as it is knowledgeable with any work settings and is especially
useful in situations where work arrives in an unpredictable way or when a company wants to
schedule work as soon as it is ready instead of waiting for other work items (Sabry, 2020).
If Brandix uses this feature, the company must follow the rules below to ensure that Kanban is
set up correctly in the workplace.
• The parties should withdraw the items in the exact amounts set by Kanban.
• The supplier manufactures the products in the exact quantities and order specified by
Kanban.
• No objects may be made or moved without Kanban.
• Kanban should accompany every subject at all times.
• Errors and incorrect amounts are never sent to the next follow-up process.
• The number of Kanbans is carefully reduced to lower stocks and reveals problems.
(Sabry, 2020).
Cellular Manufacturing
Cellular manufacturing means the producing workstations along with its equipment are arranged
in a series that supports a smooth run of materials and components throughout the production
process of the company with minimal delay. The implementation of this lean method often
represents the first major shift in production activity and is a key factor in increasing the speed
and flexibility of production and reducing capital needs (Meadows, 2020).
Instead of processing several parts before sending them to the next machine or process step,
Cellular Manufacturing wants to move products through the manufacturing process one at a time,
at a speed determined by customer needs. Cellular Manufacturing can also offer companies the
flexibility to change the type of properties of a product on the production line in response to
specific customer requirements. The approach aims to reduce the time it takes for one product to
run through the entire production process (Meadows, 2020).
This one-part flow method includes special analytical techniques to evaluate current operations
and design a new production layout on the cells that will shorten cycle time and transition times.
For a mobile design to work, an organization often needs to replace large production machines
with small, flexible machines of the right size to fit the cell. The equipment must be modified to
stop and signal when the cycle is complete or when problems occur, using a technique called
autonomy (Meadows, 2020).
This transformation often shifts workers ’responsibilities from looking at a single machine to
managing multiple machines in a production cell. Although plant floor workers might need to
feed or unload pieces at the beginning or at the end of the process sequence, they are generally
free to focus on total productive maintenance implementation and process improvements. With
this technique, production capacity can be increased or decreased by adding or removing
production cells (Meadows, 2020).
2.1.1.4 Six Sigma for Continuous Improvement
Perhaps the most recognized version of Lean in the business, Six Sigma, is a model of
continuous improvement that focuses on eliminating variability and improving predictability in
the organization. Six Sigma’s goals are to achieve stable and predictable process results with
clearly defined measurable processes and a commitment to continuous quality improvement
(Portland Community College, 2020).
Six Sigma is a disciplined data based approach that uses extensively to achieve all the potential
for continuous improvement. It uses a set of quality management methods based on statistical
analysis and relies on the infrastructure of people in the company who are trained professionals
for these methods to see them (Portland Community College, 2020).
Six Sigma professionals have to pass a series of certificates recognized by different color bands.
Each role has specific responsibilities, so success at Six Sigma rests on each role being
completed by a qualified professional (Portland Community College, 2020).
With statistical tools, certification programs, defined roles and responsibilities, Six Sigma is a
highly structured model of continuous improvement, ideal for organizations that are already
organized in a structured and corporate way (Portland Community College, 2020).
Mentioned below are some of the advantages that Brandix could gain by implementing Six
Sigma for continuous improvement.
• Customer driven
• It is set as a limit of 3.4 errors per million products or services, with the end customer not
being considered an error.
• It deals with the entire process of making a product or performing a service, not just the
end result.
• It is more proactive rather than reactive, as it determines how improvements can be made
before deficiencies or deficiencies are identified.
• Six Sigma performance certificates will definitely stand out among its competitors. This
is especially valuable for a special manufacturing company that produces precision
goods, such as medical technology, where quality is the customer’s top priority and the
customer expects to bear the cost of the Six Sigma process. Even companies that are
unable to implement Six Sigma due to cost or practicality may benefit from a partner or
employee to learn and implement some of the basics of the system, in particular the
philosophy of proactivity and customer satisfaction that underpins Six Sigma.
(Portland Community College, 2020).

2.1.1.5 Impact of technology upon operational functions and information
flows
Software systems that can be used
• Enterprise Resource Planning systems (ERP)
Enterprise Resource Planning is business process management software that enables an
organization to use a system of integrated enterprise management applications and automate a
number of back-end functions related to technology, services, and human resources (Beal, 2020).
ERP software typically combines all aspects of operation, including product design,
development, production, sales, and marketing, into a single database, application, and user
interface. ERP software is considered a type of business application, that is, software that will be
used by larger companies and often needs dedicated teams to customize and analyze data and
manage upgrades and deployments. Today, most organizations implement ERP systems to
replace older software or to include ERP applications because there is currently no system (Beal,
2020).
• Supply Chain Management Systems (SCM)

Supply chain management systems are inter organizational systems that enable companies to
effectively manage the flow of goods from suppliers to customers. The supply chain is a network
of organizations and facilities that convert raw materials into products supplied to customers.
Supply chain management is therefore the active management of supply chain activities to
increase customer value and achieve sustainable competitive advantage. Supply chain companies
represent a conscious effort to develop and manage supply chains in the most efficient and
effective ways (Hayes, 2020).
Supply chain management systems cover everything from product development, procurement,
production and logistics, and the information systems needed to coordinate these activities. The
organizations that make up the supply chain are linked between physical flows and information
flows. Physical flows include the transformation, movement, and storage of goods and materials.
They are the most visible part of the supply chain, and information flows are also important
(Hayes, 2020).
• New Product Development systems (NDP)
New product development systems cover up the complete process of placing a new
manufactured product on the market. A central aspect of new product development is product
design, along with various business aspects. New product development is generally described as
the transformation of a market opportunity into a product available for sale. A product can be
tangible or intangible, and sometimes services and other processes are different from products
(Rouse, 2020).
The development of new products requires an understanding of the needs and desires of
customers, the competitive environment and the nature of the market. Cost, time and quality are
the most important variables that drive customer needs. With these three variables, innovative
companies extend their continuous practices and strategies to better meet customer needs and
increase their own market share through regular product development. Many uncertainties and
challenges companies have to face throughout the process. The use of best practices and the
removal of barriers to communication are the main concerns for managing the development of
new products (Rouse, 2020).
• Customer relationship management Systems (CRM)

Customer Relationship Management systems refers to the principles, practices, and guidelines
that an organization follows when interacting with customers. From an organizational
perspective, this whole relationship includes direct interactions with customers, such as sales and
service-related processes, forecasting, and analyzing customer trends and behaviors. Finally,
Customer Relationship Management systems serve to improve the overall customer experience
(Hargrave, 2020).
Customer Relationship Management systems elements range from a company website and
emails to mass mail and phone calls. Social media is one-way businesses that adapt to trends that
benefit their bottom line. The essence of Customer Relationship Management systems is to
create a positive customer experience to keep coming back so that the company can create a
growing customer base of returning (Hargrave, 2020).
2.1.2 Improving quality
One of the most important things for both the company and its customers is maintaining a
consistent level of quality. Constantly improving certain quality processes will result in allowing
the company to constantly manage the quality of its offerings according to new and continuously
changing industry standards. Continuous quality improvement departments and professionals in
Brandix mainly focus on achieving maximum customer satisfaction while minimizing the cost,
delivering quality products by improving processes and setting up global quality management
systems. All these things matter to the company because when the competition gets stiffer and
customer expectations are raised, the company will need to have the systems and infrastructure
in place (Portland Community College, 2020).
2.1.2.1 Reducing defects through Total Quality Management, concept of

Kaizen and Process e-engineering
1. Total Quality Management
Total Quality Management is a management method that encourages all employees to get
involved in the continuous improvement of the production of goods and services, and its goal is
to avoid mistakes. It is assumed that a culture of continuous improvement will bring quality
results that will meet the needs of the customer (Barone, 2020).
Total Quality Management has eight key elements that are the building blocks of the philosophy.
The foundation of total quality management is based on ethics, integrity and trust between all
levels of the organization. The bricks laid on the foundations are training, teamwork, and
leadership that have an inspiring vision. Communication is a mortar that connects joint quality
management and the success of the philosophy depends on effective communication between all
the levels of the organization (Barone, 2020).
Principles Total Quality Management is applied in Brandix to a variety of reasons with a focus
on long term change over short term goals and it is designed to provide a cohesive vision for
systemic change. These techniques is applied to all departments within in the organization since
this helps to ensure that all employees are working toward the goals set forth for the company
and improving function in each area (Barone, 2020).
If Total Quality Management were used for error analysis processes, employees at all levels
would communicate positively with the common goal of achieving the necessary understanding
of chronic and sporadic losses, and then conclude together. Effective joint quality management
would improve teamwork, ownership, and the relationship between maintenance and other
functions (Barone, 2020).
Mentioned below are some of the advantages that Brandix gained by implementing Total Quality
Management
• Lower costs
Total quality management lowers the cost of the entire business infrastructure and organization.
As a comprehensive quality management program, Total Quality Management helps different
departments of Brandix to communicate their needs, problems and desires with each other so that
feasible solutions can be found to help the organization reduce costs in the supply chain,
distribution departments for the chain, shipping and receipt, accounting and management without
altering productivity or the ability to act quickly (Writing, 2020).
• Improved reputation
Total quality management programs have the advantage of improving the reputation of the
company and the products in the market as defects and defective products are detected much
faster than in a system that is not a complete quality management system and often before they
are sent to the market or found in the hands of the public (Writing, 2020).
2. Kaizen
Kaizen is a Japanese term that simply means continuous improvement. This is the Japanese
business philosophy regarding processes that continually improve business and involve all
employees. Kaizen sees productivity improvement as a gradual and methodical process
(Hargrave, 2020).
The kaizen concept encompasses a wide range of ideas. It includes a more efficient and effective
work environment by creating a team atmosphere, improving day-to-day procedures, ensuring
employee engagement, and making work more fulfilling, less strenuous, and safer (Hargrave,
2020).
Brandix has adopted the kaizen concept. Most notably, Brandix employs the kaizen philosophy
within its organization and has esteemed it as one of its core values. Within its production and
manufacturing system, the organization encourages and empowers all employees to identify
areas of potential improvement and create viable solutions (Hargrave, 2020). Implementing of
Kaizen occurs in three stages in the organization. They are,
• Encourage cooperation
Awareness training for all employees is mandatory. To further encourage employee
participation, promote specific Kaizen activities and consider the distribution of monetary or
tangible benefits following the introduction of Kaizen solutions (Hargrave, 2020).
• Training and education

To understand what is and what is not the essence of Kaizen, targeted training of employees is
required. The group leaders in the company are trained to understand Kaizen in the context of the
organizational vision, which they thoroughly follow to achieve the desired business goals. They
also teach about the need for impartial evaluation and strategies to improve participation
(Hargrave, 2020).
• Improving quality levels

After completing the training phase, providers continue to focus on long-term implications,
widespread use, alignment with organizational goals, and planning goals. The management of
the organization will form a central department to carry out the evaluation and implementation of
Kaizen (Hargrave, 2020).
In implementing this concept, Brandix won the prestigious Nagaaki Yamamoto Kaizen General
Award in recognition of its unwavering efforts to accelerate the improvement of productivity,
quality and safety in the work environment. Brandix demonstrates responsible business practices
through a strong collaborative approach to human resources that strengthens relationships to
achieve healthy and sustainable communities in which they live and work. Fully committed to
environmental protection and also consistently implements environmental protection measures
with large investments in environmentally friendly strategies (The Island, 2020).
Mentioned below are some of the advantages that Brandix gained by implementing kaizen
concept
• Teamwork increases tremendously as a result of it and people are able to think beyond
the needs of their specific department.
• Increased Efficiency
• Employee Satisfaction
• Improved Safety
• Wasteful processes are reduced
• Reduced need for inspection
• The long term and short term goals of the company were identified easily and there are
systems to ensure that these goals are achieved.
(Hargrave, 2020).
3. Business Process Reengineering
Business Process Reengineering involves a radical overhaul of core business processes to
achieve dramatic improvements in productivity, cycle times, and quality. When renovating
business processes, companies start with a blank sheet of paper and rethink existing processes to
bring more value to the customer (Bain & Company, 2020).
They usually adopt a new value system that puts more emphasis on customer needs. Companies
are reducing organizational layers and eliminating unproductive activities in two key areas. First,
they transform functional organizations into cross-functional groups and can be also used to
improve data dissemination and decision making (Bain & Company, 2020).
Transforming business processes is a dramatic change initiative that contains five main steps.
These steps needs to be understand well since this steps helps the company leaders in,
• Refocusing on company values and customer needs
• Redesigning on core processes, often using information technology to enable
improvements
• Reorganizing the organization into cross functional teams with end to end responsibility
for a process
• Rethinking basic organizational and people issues
• Improving business processes across the organization
(Bain & Company, 2020).
If Brandix plans on adapting this concept to improve the quality of its products, mentioned below
are the two main reasons why Brandix should think of implements this concept
1. Reduce costs and cycle times
Business Process Reengineering will help the company in reducing costs and cycle times by
eliminating unproductive activities and the employees who perform them. Reorganization by
groups reduces the need for management layers and speeds up the flow of information and
eliminates errors and recoveries caused by multiple transfers (Bain & Company, 2020).
2. Improve quality
Business Process Reengineering will help the company in improving the quality by reducing the
fragmentation of work and establishing clear ownership of processes. Workers are given
responsibility for their results and can measure their performance based on quick feedback (Bain
& Company, 2020).

2.1.3 Evaluation of the effectiveness of Continuous improvement plan
Continuous improvement is the process of intervention in issues to improvise performances. This
aims at creating a sustainable culture by making each and every employee a part of the waste
elimination process. For the application of continuous improvement processes, various programs
are being used, such as Total Quality Manufacturing, lean thinking, Six Sigma and PDCA cycle.
The Six Sigma talks about reducing the fluctuation in the processes whereas Total Quality
Manufacturing focuses on increasing the level of satisfaction external and internal consumers.
The lean approach aims to improvise the flow of the production line. The lean and six sigma
strategy is designed to reduce waste and eliminate variations (InfoQ, 2020).
2.1.3.1 Effectiveness of the continuous improvement plan

Imagine a workplace where productivity is constantly improving, innovation is always pursued
and new opportunities are often discovered. A continuous improvement approach can help
manufacturers to operate at a higher level. The process of continuous improvement is one of the
continuous improvements in which the company continues its normal business activities, while
constantly looking for new opportunities to add value to its products, services and processes.
Continuous quality improvement can bring big changes over time. However, it is entirely driven
by the input of employees, as its effectiveness relies on the team’s commitment to the process.
With practice and overtime, a company learns how to organize effectively, identify
opportunities, and change accordingly. They also learn how to identify areas where value is
added, where value is absent, and how to dispose of invaluable waste (McKewen, 2020).
It is clear that Brandix has adapted its approach to continuous improvement and realized the
immense benefits. Some of them are,
• Increased productivity
• Improved quality
• Reduced costs
• Reduced delivery times
• Greater employee satisfaction and morale
• Reduced employee turnover rate
(McKewen, 2020).
For Brandix, adopting a Lean and continuous improvement approach has made a positive impact
on the company. Brandix is a full line manufacturer and distributor of high quality of apparel
which is located in Seeduwa, Sri Lanka. The company of more than 60,000 employees
specializes in various types of casual wear, intimate wear, sleep and loungewear and active wear
(Accenture, 2020).
As the company began to grow in demand, quality control problems and additional challenges
developed. Employees struggled to properly meet demand and fulfill orders, leading to errors,
wasted materials, and customer retention challenges. The new level of demand has further
created labor problems. The challenges led to employee turnover and the company had difficulty
identifying and training qualified employees. Recruitment and training of new members were
identified as rising costs of the company (Accenture, 2020).
In an effort to mitigate the situation, Brandix has partnered with Accenture to engage with Lean
and continuous training to improve and improve operational efficiency through an agreement to
outsource business processes in Sri Lanka. Employees at the company began learning a number
of Lean methods, such as Six Sigma and 5S, and learned to identify and eliminate waste,
minimize residues, and streamline major production areas (Accenture, 2020).
A verification system has also been set up to ensure quality throughout the production process.
The company’s management teams have also established a standardized on-board training
process to address work issues. It was stated that the processes helped Brandix to focus more on
improving management skills, reducing errors and at the same time increasing the productivity of
all employees (Accenture, 2020).
Due to the implemented changes and improved communication among employees, Brandix was
able to improve quality, reduce mistakes and ensure that orders were completed on time and
correctly. Continuous improvement is a process of continuous processes by which manufacturers
who practice the Lean philosophy can achieve advanced improvements in their organization on a
daily basis (McKewen, 2020).
2.1.3.2 Limitations of the continuous improvement plan
Although each organization faces different challenges in its efforts to improve processes, its
effective operation will require dedication, clarity of vision, and patience. It is no secret that
launching an initiative for organizational change can be a stressful endeavor. Here are 5 factors
identified by Brandix that most often consider professionals to improve processes and their
hostage efforts (Kohlenbach, 2020).
1. Poor planning
Process improvement experts know that the first step should be to establish a framework for
process improvement. But organizations that are new to business process management or those
that have given up hope of taming their processes and don’t recognize the importance of it. Or if
they have a framework, it’s very basic (Kohlenbach, 2020).
To overcome this limitation, the author recommends that company strive for success by
appointing someone to take ultimate responsibility for the process. This person will work with
the management team to obtain the necessary resources and prioritize any changes. One of the
main procedures is the responsibility that Brandix is supposed to set for a common vocabulary.
For example, not everyone in a company understands the difference between a policy and a
process. Terms can mean different things to different people, so providing communication across
the organization using common definitions to eliminate wasted time and effort and helping to
clarify discussions and decisions (Developed by Author)
Starting initiatives to improve processes in the company is because it is often better to take the
time to develop a solid framework before rushing through other changes (Kohlenbach, 2020).
2. Indifferent execs
When the senior management team isn’t fully committed to meeting the objectives of the
company, they leave the employees adrift. Priorities change, people and teams aren’t empowered
to accomplish their assigned goals, and there is a lack of clarity around roles and responsibilities.
Chaos can ensue due to the lack of effective communication (Kohlenbach, 2020).
Everyone at the company needs to understand why the company is taking on a project and what
the upcoming changes will mean to them as individuals to facilitate real commitment to change.
Teams need to comprehend the impact the change will have on the organization and on their day
to day lives and roles. This is the responsibility of the exec team. Failing to embrace this part of
their role is a key reason why business process management projects fail (Kohlenbach, 2020).
3. Resistant teams
In the recent conducted survey at Brandix, it was identified that when faced with organizational
change, three types of behavioral patterns has been identified. The first type consists of about 20
percent of employees, who will embrace the change and be excited and eager to get involved in
the project. Harnessing this enthusiasm can carry the project to success, and can positively
impact the mindset of the next group, who are willing but may be unsure about what is involved
(Kohlenbach, 2020).
About 60 percent of employees make up the second behavior type. They have no objection to the
project, and can execute effectively with education, guidance and reassurance about their role.
The last group will always be naysayers, and consists of the remaining 20 percent of people.
They are actively negative toward the project. Either they will adapt or leave (Kohlenbach,
2020).
4. Unmanageable processes
Process differences between jobs or business units are common, especially in organizations that
have locations in multiple countries or regions. Customer segmentation or local practices
sometimes lead to changes in services, which further complicates matters. Although these
practices may make it difficult to standardize processes, they do not make them impossible.
Effective control of process variants can be achieved by mapping the global standard procedure
and process variations. This helps the company identify differences (Kohlenbach, 2020).
When jobs or offices claim that their existing process is better or cannot be changed due to a
local habit or a unique requirement that cannot be understood by people outside the area, the
company asks them to document the reasons and insist on facts, not opinions. The company will
require teams to indicate a specific law or contract that requires a specific procedure or step, and
explain why the proposed standard procedure does not meet the requirement. Insist that they
quantify the cost of additional steps or services they need that other facilities do not
(Kohlenbach, 2020).
Hard analysis often causes objections and versions to evaporate. If the objection is withheld and
the required analysis is prepared, the facts will help the firm to determine whether it is justified
to create and manage a version of the procedure or an exception (Kohlenbach, 2020).
5. No experimentation
The very definition of organizational agility tests new things, measures results, and then quickly
takes them away or changes direction, depending on the results. There are ways to quickly
monitor organizational skills, but it can take some time. When something goes wrong, contractor
teams need to guide people to identify the root cause, not focus on who is to blame (Kohlenbach,
2020).
Organizations that reward ingenuity and experimentation master the art of organizational skill.
Trying something new should be rewarded, even if the idea fails. Allow a percentage of an
employee’s time to search for new ideas, as Google does, and allocate resources to support pilot
projects. This communicates to the organization that initiative and skill are valued and
encouraged. Over time, this relationship will permeate an organization that will establish a more
agile and innovative culture (Kohlenbach, 2020).
Identifying these factors that limit success in process improvement and commit teams to optional
practical training for them will help the company create a culture of process improvement.
Through a variety of business process management approaches, process professionals can
actively support business transformation and get rid of factors that hinder the success of their
process improvement (Developed by Author)
2.1.4 Recommendations
As already mentioned, a continuous improvement plan is a set of activities aimed at the gradual,
continuous improvement of products, services or processes through continuous review,
measurement and action (Developed by Author)
As mentioned above, Brandix has successfully implemented a lean manufacturing method of

continuous improvement, which has really improved its deliveries and quality but only in an
internal manner. Yet another dimension that can be facilitated through external feedback
gathered from the customers locally and internally. The author recommends that Brandix should
start to simultaneously work upon gaining better customer feedback to facilitate continued
product design improvement (Developed by Author)
This combined effort will enable them to suggest improvements in the product demanded by the
customers who may exceed the customers’ expectations which would result in customer
satisfaction and will make them feel that they are getting value for money proposition. Thus this
would add to their customer satisfaction, retention and self sustainable associations which would
be mutually beneficial for the company’s long term goals (Developed by Author)
The reasons transformations fail vary from is a lack of employee engagement to inadequate
management to poor cross functional collaboration. More often, however, points of failure can be
traced to the same underlying cause as an incomplete or inaccurate understanding of business
opportunities before lean execution (Developed by Author)
Company leaders often find themselves simply working lean and not using leanness to turn their
strategy into action and cultivate a culture of customer satisfaction and employee motivation.
They do what they can rather than what they should, often because they should seem impossible.
This traditional approach actually sets the limits of the potential for improvement and sabotages
the transformation before it even begins (Developed by Author)
In order to overcome this, Brandix should launch a successful lean transformation that
significantly increases enterprise values and the company must overcome these common barriers
to a change initiative. Implementation requires an accurate diagnostic approach that identifies
existing opportunities and formulates a plan to achieve results. Also, it would be beneficial for
the company if the high level managers of the company are given proper training and
understanding regarding the concept of continuous improvement. Because when proper training
is given to the managers, the mangers could teach the employees how to tackle situations and
through better understanding and communications, the company could easily handle the
situations and eliminate the barriers that are affecting the company’s improving process
(Developed by Author)
The author recommends that Brandix should create a team within the company and train them to
identify the barriers and how to overcome them. With practice and time, the company can learn
internally how to effectively organize work, identify opportunities and change accordingly, as
well as learn how to identify areas where there is added value, where value is absent, and how to
dispose of invaluable waste (Developed by Author)

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Section B
3.0 Apply each stage of the PLC to a given project, producing
necessary supporting documentation for completing the project (P3)
3.1 An overview of the project
In Esoft Metro Campus Negombo, following a Higher National Diploma, under the subject
Operation and Project Management, our batch (Batch 26) along with 03 other batches (Batch 18,
22 and 25) came up with the idea of doing a community project. This project was about
collecting funds and donating 02 Projectors to a school in a rural area which was still in a school
stage.
After findings and group discussing among the teams mates and other batches, we were able to
come across a school that is still on its way towards development. The selected school is Pannala
National School and it the only main school located in Pannala. This school was originated as a
cooperative school during 1850 to 1960. This school was originated as a boy’s school. According
to the collected historical facts, this school was first built with clay and covered with cadjans.
Back then, there were two separate schools as girls' and boys' school. At present those two
schools are combined as one school.
This project was be commenced on 30th July 2020. With gathered information regarding
Projectors, we were able to identify that the cost of the two projector costs around Rs.50, 000/-.
Which each was costing Rs.25, 000/-. In order to collect funds, our team mates along with our
other 03 batches, we came out with the idea of printing a ticket book. Here, one ticket book
consists of 10 tickets and per ticket is priced at Rs.150/-, which is a very reasonable and an
affordable price. These printed ticket books will be distributed among our team members and
other batches. If we are able to collect funds more than the estimated amount, all the collected
excess funds will be also donated to the school.
3.2 Project life cycle
3.2.1 Phases of Project Life Cycle
A project life cycle is a sequence of phases through which a project goes from beginning to end.
The number and sequence of the cycle are determined by management and various other factors,
such as the needs of the organization involved in the project, the nature of the project, and its
scope. The phases have a well-defined start, end, and control point and are time-limited. The
project life cycle can be defined and changed according to the needs and aspects of the
organization. Although each project has a specific beginning and end, the specific objectives,
results and activities vary widely. The life cycle is the basic foundation of the actions to be taken
in a project, regardless of the concrete work (Invensis Learning, 2020).
Project life cycles can range from predictive or planned approaches to flexible or change-based
approaches. In the forecast lifecycle, the characteristics are defined at the beginning of the
project, and any changes in scale are carefully considered. In a flexible life cycle, a product is
developed in multiple iterations, and the exact extent of the iteration is defined only when the
iteration begins (Invensis Learning, 2020).
Although projects are unique and highly unpredictable, their standard framework consists of the
same general life cycle structure, consisting of the following phases:
• Initial phase - Start of the project
• Planning phase - Organizing and preparing
• Implementation phase - Project implementation
• Termination phase - Completion of the project
(Invensis Learning, 2020).
Initial phase
The initiation phase is intended to define and approve the project. The project manager takes
over the given information and creates a project document. The project charter approves the
project and documents the main requirements for the project (Invensis Learning, 2020). Includes
information such as:
• Purpose, vision and mission of the project
• Measurable goals and performance criteria
• Developed description of the project, conditions and risks
• Name and authorization of the project sponsor
• Concerned stakeholders
(Invensis Learning, 2020).
Planning phase
The purpose of this phase is to define a detailed strategy, how the project should be implemented
and how to achieve success (Invensis Learning, 2020). Project planning consists of two parts.
They are
• Strategic planning
• Implementation planning
Strategic planning develops the overall approach to the project while planning the
implementation means the ways of using them (Invensis Learning, 2020).
Implementation phase
In this phase, the decisions and activities identified in the planning phase are implemented. At
this stage, the project manager must monitor the project and prevent any errors. This process is
also called monitoring and control. After the satisfaction of the client, sponsor and stakeholders,
the process moves on to the next step (Invensis Learning, 2020).
Termination phase
This is the last phase of any project and means the official completion of the project (Invensis
Learning, 2020).
3.2.2 Applying the phases of Project Life Cycle to the Project
3.2.2.1 Initial phase

The first phase of the project life cycle is the initial stage. Here the lecturer shared information
regarding this project and divided the classmates into groups. The group consists of 10 members.
After the students were divided into groups we were able to share our ideas and thoughts among
our teammates and we successfully came across the idea of doing a community project
With the gathered information collected through communicating with other team members, we
were able to come up with the idea of donating two projectors to a school that is still developing.
After a few more findings, we were able to find and select the National College located in
Pannala which was still in its developing stages (Developed by Author).
In order to make and collect the funds, our team members came up with the idea of a ticket
issuing program and issuing them at a very reasonable and affordable price. With all the gathered
information, the ideas were shared with the subject lecturer and we were able to move forward
with the project. After the project approved, our team members visited the school and notified
them of this project that our team will be conducting. After further discussion, the team was able
to get the due date and time. In order to move forward in making this project a success, a project
proposal was created and was submitted to the top level management of the Esoft Metro Campus
in Negombo (Developed by Author).
Mission Statement
“Our mission is to build our teams members with confidence, trust and leadership skills in order
to help and provide a successful future for all children at Pannala National School.”
Objectives
• To build trust and confidence among team members
• To collect the appropriate funds
• To complete the project before the given deadlines
• To improve the learning skills at the school
3.2.2.2 Planning phase
The second phase of the project life cycle is the planning stage. The main plan of this project is
to donate a projector to the children at Pannala National School. Donating these two projectors
will benefit them in their learning skills, more efficient when taking down notes and interactive
presentations will keep children at school engaged in participating (Developed by Author).
With the collected ideas from the team members and through discussions with other batches, the
team came across the idea of issuing ticket books. Here a ticket would be priced at Rs.150/- and
will consist of 10 tickets. These tickets books will be issued to all batches (Batch 18, 22, 25 and
26). Through this project, the team members along with the other batch mates will give them the
abilities to grow individually according to their skills and though good communication skills
would help each and every individual in the project which leads to boosting their creativity
3.2.2.3 Implementation phase

The third phase of the project life cycle is the implementation phase. Here a single team member
should sell the 10 tickets and from a single individual, an amount of Rs.1500/- will be collected.
The price of these two projectors was estimated at Rs.50, 000/-. Selling of these tickets and the
collection of funds will be completed before 20th of July 2020 and on 28th of July 2020, the
projectors will be purchased. Team leader, Chandani Nirukshika, will compare the project at
every stage will be looking at the performing rate of the project and will make the required
adjustments to keep the project in succession. Project progress reports will be adhered to in order
to ensure the project plans are being followed properly and to prevent larger milestones and
deadline disruptions (Developed by Author).
3.2.2.4 Termination phase
The fourth phase of the project life cycle is the Termination phase. It can be concluded that this
community project was a success. The team was able to achieve all the objectives of this project.
It was noted that through this project, all the team members were able to participate provide their
time, knowledge, skills and funds to make this project a success and received positive feedback
for the hard work and commitment towards their dedication (Developed by Author). Mentioned
below are some of the images captured when the donation was made to Pannala National School.
3.3 Supporting documentation for completing the project.
3.3.1 Business case
A business case is the rationale for carrying out a project, program or portfolio. It assesses the
benefits, costs and risks of alternatives and provides a rationale for the desired solution
(Apm.org, 2020). Mentioned below is the business case of the conducted project.
Project overview • This project is based on donating two projectors for the
students who are studying at Pannala National School, which is
a school that is still in a developing stage to interactive new
learning experiences
Objectives • To build trust and confidence among team members
Deliverables • 02 Projectors
• Quotation of projectors
• Project plan
• Grant chart, Critical Path, PERT Chart, Stakeholder Matrix,
RACI Diagram and Work Breakdown Structure
• Time management and conflict resolution skills
• Creativity and learning
Costs • A cost of a single projector costs around Rs.25, 000/- and two
projectors were bought which would lead to a total cost of
Rs.50, 000/-
Benefits • Easier note taking for students
• Better interactive learning experience for teachers and students
• Greater teaching versatility for teachers
• Better use of class time for teachers and students
Project limitations • Time limitation

• Took a long time to collect the funds
3.3.2 Project plan
A project plan is a formal document designed to guide the supervision and implementation of a
project. A project plan is the key to a successful project and is the most important document to
be created when starting any business project (Techopedia, 2020). Mentioned below is the
project plan of the conducted project.
Start date End date
06/06/2020 13/06/2020 Initial discussions
13/06/2020 20/06/2020 Planning the project
20/06/2020 27/06/2020 Discussions with Pannala National School
27/06/2020 04/07/2020 Designing the tickets
04/07/2020 10/07/2020 Collection of funds
20/07/2020 28/07/2020 Asking for quotations
28/07/2020 29/07/2020 Buying the Projectors
30/07/2020 30/07/2020 Donation
3.3.3 Cost-benefit analysis

Cost-benefit analysis is the process companies use to analyze decisions. The firm or analyst
summarizes the benefits of the situation or action and then deducts the costs associated with the
action. Mentioned below is the Cost-benefit analysis of the conducted project.
Costs Benefits
Purchasing and donating these two projectors helped the
The cost of 02 projectors students to enhance their learning abilities new through a
Rs.25, 000/- x 2 = Rs.50, 000/- digital way and the teachers could use this as a new
attractive way to teach their students.
3.3.4 Work breakdown structure
A Work Breakdown Structure is a hierarchical breakdown of the work to be carried out by the
project team in order to achieve the project objectives and generate the necessary results. A
Work Breakdown Structure is the cornerstone of effective project planning, execution,
controlling, monitoring, and reporting. All the work contained within the Work Breakdown
Structure to be identified, estimated, scheduled, and budgeted (Visual Paradigm, 2020).
Mentioned below is the Work Breakdown Structure of the conducted project.
Donation of Projectors to Pannala

National School
1. 2. 3. 4.
Planning Collecting funds Purchasing Donation
1.1 Initial 2.1 Designing 3.1 Asking for

discussions a ticket quotations
1.2 Finalizing the 2.2 Printing 3.2 Selecting a

project tickets vendor
2.3 Collecting 3.3 Purchasing

funds from team
members projectors
4.0 Analyze the rationale for the project methodologies, tools and
leadership within the PLC for the given project (M3)
4.1 Agile methodology
Agile is a process by which a team can manage a project by dividing it into several stages and
involves continuous collaboration with stakeholders and continuous improvement and iteration at
each stage. Agile’s methodology begins with customers describing how the final product will be
used and what problem it will solve. This explains customer expectations of the project team.
Once work begins, teams circulate through a process of planning, implementation, and
evaluation which could change the final offering to better meet customer needs. Ongoing
collaboration is crucial, both among team members and with project stakeholders, to make
comprehensive decisions (Wrike, 2020).
The agile philosophy focuses on empowered people and their interactions, and on early and
continuous delivery of value to the company (Wrike, 2020).
Agile project management focuses on achieving maximum value in terms of business priorities
over time and budget, especially if the drive to achieve is greater than the risk (Wrike, 2020).
The principles include:
• The project breaks down the request into smaller pieces, which the group prioritizes in
order of importance.
• The agile project encourages cooperation at work, especially with the client.
• An agile project reflects, learns and adapts at regular intervals to ensure that the customer
is always satisfied and has results that bring benefits.
• Agile methods include planning through implementation, allowing the organization to
create a working mindset that helps the group respond effectively to changing demands.
(Wrike, 2020).
Benefit for companies’ implementing this methodology
• Agile approaches empower those involved; build responsibility; promote diversity of
ideas; enabling the early release of benefits; and encouraging continuous improvement.
• Agile helps build customer and user engagement because change is gradual and
evolutionary, not revolutionary: it can therefore be effective in supporting the cultural
change that is the key to the success of most transformation projects.
• Agile allows “gremlins” decisions to be tested and rejected early: tight feedback loops
provide favorable benefits that are not as visible at the waterfall.
(Wrike, 2020).

4.2 Project management Tools
Project management tools are helping an individual or a group to effectively organize work and
manage projects and tasks. The term usually refers to project management software that you can
purchase online or even use for free. Despite their name, project management tools are not just
for project managers. Project management tools are designed to be fully customizable to meet
the needs of groups of different sizes and with different goals (Wrike, 2020).
Common features of a project management tools

Project management tools usually define the various features offered. They include, but are not
limited to:
• Planning
Project management tools allow you to schedule and delegate work in one place with tasks,
subtypes, folders, templates, workflows, and calendars (Wrike, 2020).
• Collaboration
Email is no longer considered as the only form of communication. Use project management tools
to assign tasks, add comments, organize dashboards, and verify and approve (Wrike, 2020).
• Documentation
Avoid missing files with file management features: edit, version, and save all files (Wrike,
2020).
• Evaluation
Track and evaluate productivity and growth through resource management and reporting (Wrike,
2020).
4.2.1 Gantt Chart
Gantt chart is a project management tool that helps plan and plan projects of all sizes, although
they are especially useful for simplifying complex projects. The deadlines and tasks are changed
into a horizontal bar chart showing the start and end dates along with its dependencies, schedules
and deadlines, including how many tasks are completed at the stage and who owns the task. This
is useful for monitoring tasks when there is a large group and multiple stakeholders when the
scope changes. The solutions that integrates Gantt charts, give managers visibility in team
workload as well as current and future availability, allowing for more accurate planning. Gantt
maps have been around for almost a century, invented around 1910 by the American machinist
Henry Gantt (Apm, 2020).
The basic concept of the Gantt chart is to determine which tasks can be performed in parallel and
which should be performed in series. Combining this with project resources, we can examine the
trade-off between scope (more or less work), cost (using more or less resources), and project
time scales. By adding additional resources or reducing the scale, the project manager can see the
effect on the end date. To create a chart, you need to know all the individual tasks needed to
complete the project, estimate how long each task will take, and which tasks depend on the
others. The process of combining this information alone helps the project manager to focus on
the essential parts of the project and begin to establish a realistic time frame for completion
(Apm, 2020).
Why use a Gantt chart?

• Establish an initial project schedule
• Allocate resources
• Make project adjustments
• Monitoring and reporting progress
• Schedule control and communication
• Show milestones
• Identify and report problems
(Apm, 2020).
Gantt chart of the project
4.2.2 Critical Path
The critical path is the longest sequence of activities in the project plan, which must be
completed in time for the project to be completed on time. An activity on a critical path cannot
be started until its previous activity is completed; if it is delayed by one day, the whole project is
delayed by one day, unless the activity following the delayed activity is completed the day before
(Business Insight, 2020).
A critical path is very useful in managing any project. Once a critical path has been identified, it
is clear where the effort cannot be jeopardized. If any of the activities on the critical path change,
this will affect the project completion date (Business Insight, 2020).
The work required to complete the project needs to be broken down and all activities identified.
Once we know how long each activity will last, we will be able to use this information to
understand the duration of the project (Business Insight, 2020). A network schedule of activities
needs to be established. Each activity within the schedule is presented as follows:
• Early start - the earliest time for the activity to start according to logical constraints.
• Duration - Estimated time to carry out the activity.
• Early Extension - An early time when an activity can end according to logical constraints.
• Slow start - the last time when the activity can start according to logical constraints and
without affecting the total duration of the project.
• Float - the time until which the activity can be postponed without affecting the overall
duration of the project.
• Slow completion - The last time when the activity can be completed according to logical
constraints and without affecting the total duration of the project.
(Business Insight, 2020).
To determine how long it will take to complete the sequential work, we need to perform what is
known as the front gateway. The early start of the first activity is zero and the early end is
calculated by summing the duration (Business Insight, 2020).
Critical Path of the Project
E
16 days
A B C D G H
Start
7 days 7 days 7 days 7 days 5 days 1 day
F
8 days
4.2.3 Network diagram
The network diagrams serve as a visual representation of the project. The network diagrams
complement the PERT and Gantt charts. When it comes to planning and tracking a project from
start to finish, network diagrams are invaluable in today’s world. The critical path and scope of
the project are determined. An effective network diagram of the project schedule will serve as a
clear and concise presentation of the project (Sinnaps, 2020).
The arrow diagram and the advantage diagram are two types of grid diagrams that exist. In the
arrow diagram, nodes are used to display events and arrows are used for activities, while
activities are displayed in the order they appear in the priority diagram. In arrow diagrams, each
event node refers to the moment at which the activity begins or ends. The event node only
happens when all activities entering the node are completed and the arrow represents the activity
that takes place during the event. If we used a task example in a project that is location
exploration options, the event nodes would identify the beginning and end of this particular
activity, and the arrow would identify the activity only (Sinnaps, 2020).
Network diagrams that use the arrow and node method allow you to clearly show the
dependencies of a project. Using the Gantt chart or the online project management software, the
updated Gantt-flow, activity dependencies are clearly identified. Project leaders and teams
clearly understand what activities or tasks need to be completed in order for others to start, and
therefore assign them a critique of some, more important tasks (Sinnaps, 2020).
Network diagrams are useful in project management in several ways. Some of the benefits of
using network diagrams include:
• Network diagrams help evaluate the time estimate for the project
Network diagrams draw a clear picture of how different tasks fit the project and their specific
interdependencies. This allows a useful estimate of the duration. By developing the critical path
and the activities that are on it, a fairly precise duration of the project is created that can be used
to communicate with stakeholders (Sinnaps, 2020).
• Network diagrams help in planning, organizing and controlling
Due to the sequential visualization of all project tasks and activities and all their dependencies,
project planning is an easier undertaking, and at the same time we can take into account the
criticality of each task. A recording of the activities helps to organize the project. Cloud project
management applications further help in this area with a feature called Test-mode, which allows
PMs to create various network diagrams before selecting the one that suits them best (Sinnaps,
2020).
• The interdependencies of the tasks are clearly defined

With the help of a visual presentation of the project tasks, their dependencies, criticality and
duration are all clearly defined. This allows for a more efficient workflow in the project, as team
members receive a more in-depth understanding of the individual tasks and how to perform them
in order to achieve the goal and objective of the project (Sinnaps, 2020).
• The workflow of the activity is defined

The workflow of the project is important for planning and understanding. Which activities
depend on each other and what their sequence is are presented with network diagrams. Network
diagrams show which workflow activities are completed and when, which are in progress, and
which still need to be done. In this way, the Prime Minister can assess the performance and
status of the work process in the project (Sinnaps, 2020).
• Network diagrams determine the possibilities for scheduling

Some activities or a project in general may need to be shortened in duration. This may need to be
done for several reasons. Because network diagrams explain everything clearly, it is easier to see
which activities can be shortened or even omitted, depending on their criticality (Sinnaps, 2020).
The progress of the project is constantly being noted: Because the visual network diagram
represents everything related to the project, this is clearly visible and the prime ministers can
judge how they and their team can and do poorly (Sinnaps, 2020).
4.2.4 PERT Chart
PERT Chart is a project management tool that provides a graphical representation of the project
timeline. The Program Review Technique (PERT) breaks down individual project tasks for
analysis. PERT maps are considered a priority over Gantt maps because they define task
dependencies, but are often more difficult to interpret. The PERT table uses circles or rectangles,
called nodes, to represent project events or milestones. These nodes are connected by vectors or
lines that represent different tasks. Dependent tasks are subjects that need to be performed in a
certain way (Kopp, 2020).
The PERT chart is a visual representation of a set of events that must occur during a project. The
direction of the arrows indicates the flow and sequence of events required to complete the
project. The dotted lines of activities represent virtual activities - objects located on the second
PERT path. Numbers and time schedules are assigned and displayed within each vector. These
scales have their own different definitions and terms, the most important of which predict how
long the final design of the project will take. Optimistic time refers to the shortest duration, while
pessimistic time is logically the longest time that can last and the most likely time shows a
reasonable estimate of the best case scenario, while expected time presents problems and
obstacles (Kopp, 2020).
Advantages of using PERT charts

The PERT chart allows managers to estimate the time and resources required to manage a
project. This assessment includes the ability to track the resources required at any stage of
production throughout the project (Kopp, 2020).
PERT analysis includes data and information from several departments. This aggregation of
information promotes departmental responsibility and identifies all responsible parties
throughout the organization. It also improves communication between the project and allows the
organization to commit to projects that are important to its strategic positioning (Kopp, 2020).
Finally, PERT graphs are useful for what if analyzes. Understanding the possibilities regarding
the flow of project resources and milestones allows management to achieve the most efficient
and beneficial project path (Kopp, 2020).
PERT chart of the Project
4.2.5 Stakeholder matrix
The Stakeholder Matrix is a project management tool used to analyze stakeholders in a project to
determine the actions needed to align their objectives with the project (Project Management,
2020).
Figure 2 Stakeholder matrix
Source work adapted from Mindtools, (2020).
Benefits of implementing stakeholder analysis to the project

Stakeholder Matrix can help the project identify:
• Interests of all stakeholders who can influence or influence the project
• Groups to be encouraged to participate in the different phases of the project
• Ways to reduce potential negative impacts and manage negative stakeholders
• Possible problems that could disrupt the project
• Communication planning and stakeholder management strategy in the project planning
phase
• Key people to distribute information during the implementation phase
(Project Management, 2020).
Stakeholder management and project success
Involving stakeholders throughout the project life cycle is critical to the success of the project,
although it is not a guarantee. Managing stakeholder expectations and ensuring their active
involvement is very important in the project for the following reasons:
• It is indispensable for the continuation of the project and its successful completion
• Gives individuals the opportunity to express their ideas and concerns about the project
• It gives a sense of responsibility and increases responsibility
• It enables effective risk identification and response planning
• It opens up great learning opportunities for both the project team and stakeholders
(Project Management, 2020).

4.2.6 RACI Diagram
RACI stands for responsible, accountable, consulted, informed. The RACI scale is a way to
assign responsibilities and roles to team members in charge of generating results in a project. It
defines their roles and responsibilities in the team and the entire project. It is a simple tool that
accepts every task in a project and assigns its roles and responsibilities. This makes it clear who
is doing the project, and we avoid any confusion, which can slow down production and consume
costs. The RACI model is a simple tool used to identify roles and responsibilities and to avoid
confusion about these roles and responsibilities during the project (Harned, 2020).The acronym
RACI means:
• Responsible: A person who works to accomplish a task. They are responsible for carrying
out the work or decision. As a rule, this is one person; examples are a business analyst,
application developer, or technical architect. (Harned, 2020).
• Accountable: the person responsible for the proper and thorough performance of the task.
This must be one person and is often the contractor or sponsor of the project. It is a role
that is responsible and approves of their work (Harned, 2020).
• Consulted: People who provide information about the project and with whom there is
two-way communication. Usually, this is more people who are often experts in matters
(Harned, 2020).
• Informed: People have been constantly informed about progress and with whom there is
one-way communication. These are people who are affected by the outcome of tasks, so
they need to be kept up to date (Harned, 2020).
Without clearly defined roles and responsibilities, it is easy for projects to get into trouble. When
people know what management expects of them, it is easier for them to complete their work on
time, within budget, and at the right level of quality (Harned, 2020).
The RACI matrix basically helps you set clear expectations regarding the roles and
responsibilities of the project. So you no longer have people working on the same task or against
each other because the tasks were not clearly defined on the front. The RACI matrix also
encourages team members to take responsibility for their work or, if necessary, postpone
someone else (Harned, 2020).
RACI Diagram of the project
Geethisha
Chandani
Prashan
Shaveen
Ravisha
Supuni
Shalith
Nimna
Revin
Dilini
Roles
Team Members
1. Initial discussions R I C C C I A A I C
2. Planning of the project R A R I I I I C C A
3. Discussion with Management C R A I
4. Designing the tickets R R I A C
5. Collection of the funds A R C I I I I C C C
6. Requesting quotations C C A R R R I I I R
7. Purchasing the projectors C A C I I C R R A I
8. Donation R I A C A I I C R I
4.3 Project Leadership
A project in any business organization is an essential and critical enterprise that requires
concentration and full commitment of all participants, as the success or failure of any
business project determines the direction a particular company leads in the current and future
business environment. Project management is a key task that can be set by any individual,
especially in a modern technological business environment, where change is inevitable. The
overall success of any project is largely attributed to the managers responsible for the project,
as in addition to making critical project decisions, they have all the authority to oversee and
monitor each project process (Hamdan, 2020).
Similarly, when a project fails to achieve its key goals and objectives, the lead managers or
leaders are responsible. The injustice is usually attributed to the failure or inability to use the
powers granted to them for the success of the project. It is important to note that every project
implemented by a company wants to achieve specific goals that will increase a particular
business process for greater profitability, performance, high productivity and overall success
of each company in its efforts. Therefore, project management is a crucial role that managers
or any individuals tasked with taking the leadership role in any project should take seriously
and use all effective leadership skills to ensure project success (Hamdan, 2020).
Project management is a duty that requires individuals assigned to use effective management
skills and qualities to ensure the overall success of the project for the benefit of both project
teams and specific business organizations. The following are key management features and
styles that ensure efficient, effective and reliable project management (Hamdan, 2020).
The leader for the project from batch 26 was Chandani Nirukshika. She had the ability to
share a clear vision on the project which inspired the other team members. Excellent
communication and interpersonal skills, positive attitude and enthusiasm and excellent
decision making skills are the reasons behind the success of the project. As the team leader,
she committed to the project and displayed confidence in it impacts positively on the team
and forms the basis of a happy, productive environment which the other team members felt
good and free in sharing their ideas and thoughts (Developed by Author).
Team player, transformational and team building traits
A project is a feat that an individual cannot perform. Therefore, there must be a project team
made up of individuals from different departments who differ in characteristics, behavior, and
ideological perspective. The key goal of the project must be regardless of the composition of
the project team. Therefore, the skills and qualities of the project team’s team players are
mandatory and necessary. Being a team player means that a leader should not use an
authoritative approach, but a team building and transformational leadership style (Hamdan,
2020).
The style ensures that the leader acts as a member of the project team and participates in all
tea-related processes, while motivating each individual to play their specific role to ensure the
overall success of the project. Leadership characteristics ensure effective project management
that brings project success while benefiting both the project team and a particular
organization (Hamdan, 2020). Mentioned below are some of the qualities a project manager
should have:
• Flexibility
Changes during project progress are an unavoidable attribute associated with rapid changes in
market requirements, technological developments, changes in costs, and changes in the target
preferences of the population. Therefore, for successful project management, project
managers should be flexible. To ensure flexibility, managers should ensure at the planning
stage that they leave room for the effective acceptance of all necessary and useful changes
that would ensure the success of the project (Hamdan, 2020).
• Effective communication skills

Communication is an important process in any project. Therefore, effective leaders should
ensure that they use effective communication skills and strategies that will ensure the
effective flow of information within the project team. Project managers should develop
reliable communication channels to ensure the understanding and responsibility of each
member of the project team in their specific roles or tasks. Effective communication ensures
the success of the project in achieving the main goals and objectives (Hamdan, 2020).
Conclusion
Project management is a demanding task that requires effective leadership styles and the
overall success characteristics of an individual project. Effective project management
requires team building, flexibility, communication and effective strategic skills. It is therefore
clear that managers have a major and key role to play in project management, as their
approach determines the overall success or failure of any particular project (Developed by
Author).

5.0 Review and critique the effectiveness of the PLC in
application to the chosen project using appropriate theories,
concepts and models. (P4)
5.1 Milestones
Milestones are the marker in a project that signifies a change or stage in development.
Milestones are an important component of project management, as they show key events and
map forward in the project plan. Milestones act as signposts through the course of the project
and help in ensuring that the project is on track (Harned, 2020). Mentioned below are some of
the milestones of the conducted community project.
• Finalizing the project
• Collecting funds
• Purchasing the projectors
• Donating
5.2 Project Targets

Project Targets refer to a set of fixed goals or objectives that determine how a particular
project is expected to be carried out and what result or impact the project is expected to bring.
Mentioned below are some of the project targets of the conducted community project.
• To build trust and confidence among team members
5.3 Project Deliverables
The term deliverables results is a project management term traditionally used to describe
quantifiable goods or services to be provided after the completion of a project. Deliverables
can be tangible or intangible in nature (Bloomenthal, 2020). Mentioned below are some of
the deliverables of the conducted community project.
• Strong work ethic and team spirit
• Teaches conflict resolution skills
• Making the documentations such as grant chart, PERT charts etc
• Gathering of new knowledge
• Time management skills
• Gathering the quotations of projectors
• Fosters creativity and learning
• Builds trust among the team members
• Encourages healthy risk taking
5.4 Project Benchmarking

Benchmarking is the comparison of planned or actual processes, practices and activities with
other comparable organizations. It is often done to identify best practices that can be
implemented in an organization to improve its project management company (PM Tips,
2020).
The idea of selecting a community project was in regard to the previous projects that were
done by ESOFT Metro Campus in Negombo. It was noted that on 23 rd of December 2013.
Here as the project conducted by the students was planned to donate some dry foods,
pharmaceutical goods and some gifts to children who live in an orphanage and the theme of
their project was “Give a real meaning to this Christmas”. After gathering the information
about this project, our project members decided on doing a community project of purchasing
two projectors and donating them to a school which was in a developing stage (Developed by
Author).
5.5 Project Key Performance Indicators
Key performance indicator is a measurable value that shows how effectively the project is
achieving its main goals and objectives. Mentioned below are the projects’ Key Performance
Indicators.
Key Performance Indicators Performance rate (%)
Fund collection rate 90%
On-time fund receiving rate 87%

Timely donations 100%
No of participants for the event 15%
5.6 Project Monitoring

• Verbal Communication
It can be noted that due to communications with the entire team members is what made this
project a success. All the ideas were communicated, gathered and shared from all the students
from batches 18, 22, 25 and 26 (Developed by the Author).
• Diary notes
Diary notes were kept by all the students from all the 04 batches. Here notes were taken down
when the project leaders were givng tips and instructions of their tasks and the outcomes of
this project (Developed by the Author).
• Meetings
Meetings were conducted every week. All the students from the 04 batches were invited to
the meeting where the team leaders would notify them on the progress on the project, what
should be done, handing over tasks and giving them instructions to achieve them in a given
time period (Developed by the Author).
• Monitoring reports
Monitoring reports were made and were kept with the Lecturer of the subject. Some to the
reports that were the basic details of the project, preciously purchased bill quotations of
projects, details of all the students from the 04 batches, newly gathered quotations and the
purchasing details (Developed by the Author).
6 Critically analyze how the use of appropriate theories, concepts
and models in the PLC will differentiate between large and small-
scale projects (M4)
Large scale businesses are deliberately organized and structured. They follow a
predetermined hierarchy, while small businesses are often poorly structured and operate
informally. PLCs in large companies maximize their success due to their structure. PLC
ensures its dominance in the field of expertise. At each stage, it determines clear command in
the production line. Small businesses do not have this feature and are often flawed. Small
businesses focus on increasing sales and increasing profits in any way. No doubt they can
succeed in their goals, but they cannot avoid failure. A small business PLC says nothing
about what to do with the final goods or services. In the event of a failure a PLC would likely
focus on devising a plan on how to stop the production process (Developed by Author).
Mentioned below are the main differences between large scale projects and small scale
projects.
Small Scale Projects Large Scale Projects
Usually completed by an Usually have large teams working

Number of team individual or a small team on them
mates Emphasis is placed on completing
the project
The typical time for development They usually take months to years
Time duration
is in the order of hours to weeks to complete
In large scale projects, they first

In small scale projects, they
develop a business case and
establish the terms of reference,
undertake a feasibility study.
appoints a project team and
Then they establish terms of
Initiation phase finally sets up the project office
referencing, select a project team,
sets up the project office and
perform a phase review.
In large scale projects, they create
a numerous number of plans since
the projects they handle are large
in scale. Firstly they create a
project plan, a resource plan, a
financial plan, a quality plan, a
risk plan, an acceptance plan, a
Here small scale projects create a communications plan and a
project plan, a quality plan as well procurement plan. Secondly they
Planning phase
as creates a communications plan contract suppliers. Thirdly they
in order for the project to succeed will define the tender process and
will be issuing Issue a statement
of work, request for information
and a request for proposal. Finally
they will negotiate with supplier
contracts and perform a phase
review
Just like small scale projects,

large scale projects also build
deliverables along with monitor
and control. Here they perform
management tasks such as time
management, cost management,
Here small scale projects build quality management, change
deliverables along with monitor management, risk management,
Execution phase
and control issue management, procurement
management, acceptance
management and communications
management. After completing
these tasks they performs a phase
review
Large scale projects will perform
project closure, document project
Small scale projects will perform closure report and complete
Closing phase project closure and a review project closure actions. Then they
project completion will review project completion
and undertake post
implementation reviews
Source work adapted from Project Management Methodology, (2020) and Cs.ucf.edu,
(2020).

7. Critically evaluate the PLC through a practical and theoretical
exploration of its effectiveness. (D2)
All projects consist of several different phases that form the life cycle of each project. In the
early years of development of modern project management practices, it was common to see
that each phase of a project was planned, planned, and managed as a separate project, from
the beginning to the end of each phase. Often, a new project manager would take over when
the next phase began. This has usually resulted in much unresolved designs or other conflicts
being postponed to the next phase, particularly in design, construction and field operations
projects, as well as in IT projects (Archibald, Filippo and Filippo, 2020).
For example, the field manager of a new process plant had to solve problems in the
construction phase that should have been solved in the planning phase. Power plant operating
costs often increased because designers and constructors made short reductions to reduce
costs and increase profits, but this shortcut increased the power plant’s operating and
maintenance costs. As the discipline of project management matured, it was found that
overlapping these phases, when practical, would save a lot of time and money, and ensure
that one project manager maintains responsibility for the entire project life cycle, forced
conflict resolution as soon as possible (Archibald, Filippo and Filippo, 2020).
As the power of business process and project management information systems has grown in
recent decades, based on the rapid advancement of computer aided systems and information
technology in general, the power and benefits of documenting and integrating all phases of a
project lifecycle have become more apparent and important. This has led to the development
and application of a number of project life cycle process models consisting of many phases or
phases and related decision points for the many different project categories and subcategories
that exist. Models within each category and subcategory show similarities, but in most cases,
there are large differences between individual subcategories. Of course, the simplest four-
phase life cycle model that begins, organizes, implements, and closes will be the same for all
categories, but such a simple model has little practical value in actually planning, approving,
planning, and supervising any complex project (Archibald, Filippo and Filippo, 2020).
It can be concluded that implementing the project life cycle process was a very effective
towards making this project a success. Mentioned below are some of the effectiveness that
our project teams gained when making this project a successful one
• Allowed all the team members to involved and participate in the formation, planning
and to the implementation stages of projects and all the team members were able to
understand the processes easily (Developed by Author).
• Team members were able to record and document the best practices so that processes
of the donation of the projectors can be continuously improved at each project stage
• This helped and provided the team members in giving a better understanding of their
roles and responsibilities in this community project and the methods and tools for
planning, evaluation, planning, monitoring and control that were appropriately linked
to the whole project life cycle management process. This included the most important
assignment of qualified persons to the roles of project executive sponsor and project
manager at appropriate points in the project life cycle phases (Developed by Author).
• This enabled team members to use efficient project management software packages
that were integrated with all relevant enterprise information systems (Developed by
Author).
Project lifecycle model allowed the team to use systems thinking in creating, planning and
managing the project through all its phases and to assess the success and value of the project
and the results of the project was created. This was considered as one of the greatest benefit
to the whole team (Developed by Author).
Whether it’s a new process plant, a highway, a new business process or system, or a new
product, a project won’t be as interesting as a project manager or an organization responsible
for just one phase or one aspect of one phase of the entire project. Without a model for which
each subcategory of the project is a well-documented, integrated, understandable picture, it
will be difficult to achieve all the benefits of modern, systematic project management
(Archibald, Filippo and Filippo, 2020).
Mentioned below are some of the recommendations provided by the Author in order to
improve the project management.
• Look for ways to improve visibility and awareness. Often, one of the biggest reasons
for a project or a team falling behind schedule can be tied back to this. Using social
media platforms and different messaging applications that can regularly notify the
team of changes or responsibilities can make all the difference (Developed by
Author).
• Hold the team members accountable for updating work. This will allow the ball to be
transferred from one responsible to another and also help to create accurate reporting
• Creating a daily habit of the team. If team members are logging in daily to interact
with their work, things won’t fall behind, and this will prevent inaccuracies in both
the project timelines and reporting (Developed by Author).
• Utilize project templates. This will not only help simplify the project creation process
but will also help create consistency. If every team member is familiar with the
template process, creating and managing becomes routine. This will also help to
generate useful reporting (Developed by Author).
• Not to over complicate the project. If the project is too big and contains too much
information and too many lines, the team members will have trouble creating,
navigating and updating them. This process should be quick and easy, and it should
ultimately streamline the processes of the project and not make them more difficult
References
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[Accessed 5 August 2020].
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and-example> [Accessed 22 July 2020].
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Academic Year 2019/20

Assignment Title Understanding of operations and project management to make an

Issue Date 20/06/2020

Submission Date 05/08/2020

IV Name & Date

LO1 Review and critique the effectiveness of operation management principles;

LO2 Apply the concept of continuous improvement in an operational context;

LO3 Apply the project life cycle (PLC) to a given context;

Assignment Brief and Guidance:

1. An introduction to your chosen organisation.

P1 Conduct a review and critique of the

M1 Review and critique the implementation of

Executive Summary .................................................................................................................. 13

1.1.1 Operations Vs Operational management ................................................................... 16

1.1.2 Operational management principles .......................................................................... 17

2.0 Apply the concept of continuous improvement in an operational context ............................. 36

2.1.2 Improving quality ..................................................................................................... 48

2.1.3 Evaluation of the effectiveness of Continuous improvement plan .............................. 54

2.1.4 Recommendations .................................................................................................... 59

3.1 An overview of the project .............................................................................................. 65

3.2.1 Phases of Project Life Cycle ..................................................................................... 66

3.3 Supporting documentation for completing the project. ..................................................... 71

3.3.1 Business case ............................................................................................................ 71

3.3.2 Project plan............................................................................................................... 71

3.3.3 Cost-benefit analysis ................................................................................................. 72

3.3.4 Work breakdown structure ........................................................................................ 73

4.1 Agile methodology .......................................................................................................... 74

4.2 Project management Tools............................................................................................... 76

4.2.1 Gantt Chart ............................................................................................................... 77

4.2.2 Critical Path .............................................................................................................. 79

4.2.3 Network diagram ...................................................................................................... 81

4.2.4 Pert Chart ................................................................................................................. 83

4.2.5 Stakeholder matrix .................................................................................................... 85

4.2.6 RACI Diagram.......................................................................................................... 87

4.3 Project Leadership ........................................................................................................... 89

5.1 Milestones ....................................................................................................................... 92

5.2 Project Targets ................................................................................................................ 92

5.3 Project Deliverables......................................................................................................... 93

5.4 Project Benchmarking ..................................................................................................... 93

5.5 Project Key Performance Indicators................................................................................. 94

References .............................................................................................................................. 101

M.A. Shalith Fernando

Figure 1 Brandix Logo

Source work adopted from Brandix, (2020).

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9. Knowledge of the Competition

10. Quality control

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Advantages of implementing lean management to Brandix

• Improving productivity and efficiency

• Which leads to the next one

Reasons for waste transport

Reasons for waiting

Causes of excess stocks

Causes of over processing of waste

2. Identifying Value Stream

2.1.1.1 Considering operations as a cross functional activity

Many researchers generally define continuous improvement as a culture of continuous

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This space is left intentionally