Student Assignment Covering Form

Course/Unit Information

Course Pearson BTEC Level 5 Higher National Diploma

Unit No. Unit 26

Unit Name Principles of Operations Management

Unit code A/618/5078

Batch POMONL2204B

Instructor Information

Name Mr Paul Gulston

Phone +971 503301705

Email paul@westford.org.uk

Assignment Information

Full/ Part Assignment Full

Date Assignment Issued 11th April 2022

Date Assignment Due 22nd May 2022

Student Information
(To be filled by the student prior to submitting the assignment)

Name

Email

Date of Submission

Student Declaration

pg. 1
I, _____________________ hereby confirm that this assignment is my own work and not copied
or plagiarized. It has not been submitted as part of any assessment for this qualification. All the
sources from which information has been obtained for this assignment have been referenced as
per the Harvard Referencing format. I further confirm that I have read and understood the
Westford University College rules and regulations about plagiarism and copying and agree to be
bound by them.

Students Signature : (signed)

Student Name :

Date :

Turn it in :

pg. 2
 Achievement Feedback Summary
Assessor’s Name Mr Paul Gulston

Pass Merit Distinction Grades Awarded

LO1 Analyse the effectiveness of operations management in contributing to organisational objectives across a wide range of
organisations and sectors.

P1 Analyse the role and P1 Achieved / Not

effectiveness of operations M1 Critically analyse the Achieved
management across a range of relationship between 
sectors to meet different D1 Justify the impact of effective
organisational objectives. effective operations management operations management and P2 Achieved / Not
and the achievement of tactical operational techniques on Achieved
and strategic business objectives. achieving objectives in complex
P2 Discuss the contribution of and dynamic trading
M1 Achieved / Not
effective supply chains to the environments, making valid
organisation.  recommendations and solutions. Achieved

LO2 Apply a range of techniques and analytical frameworks used D1 Achieved / Not
by operations managers to support decision making and address Achieved
problems.
P3 Devise solutions to given P3 Achieved / Not
operations management Achieved
problems using a range of
techniques and analysis D2 Critically evaluate, giving P4 Achieved / Not
M2 Evaluate different techniques
frameworks. evidence-based Achieved
and analytical frameworks used
by operations managers to solve
recommendations, different
problems and achieve high
techniques and frameworks used M2 Achieved / Not
operational performance.
by operations managers to solve Achieved
 P4 Appraise the use of digital complex problems and drive
technologies for effective organisational performance
operational performance.
D2 Achieved / Not
Achieved

LO3 Apply the concept of continuous quality improvement in an

operational context
P5 Evaluate a range of
approaches to continuous
quality improvement.  and techniques within the
P5 Achieved / Not
Achieved
D3 Produce a continuous quality
M3. Critique a range of total
improvement plan underpinned by P6 Achieved / Not
quality management approaches
theoretical concepts that justify Achieved
approaches and solutions
continuous improvement plan to
regarding costs, benefits, and
achieve organisational objectives. 
sustainable performance.

pg. 3
P6 Prepare a continuous M3 Achieved / Not
improvement plan based on Achieved
operational activities in an
organisation.  D3 Achieved / Not
Achieved

LO4 Conduct a strategic risk analysis (SRA) on the operations P7 Achieved / Not
functions of an organisation. Achieved

P7 Discuss the role and P8 Achieved / Not

importance of SRA for an D4 Critically evaluate the Achieved
organisation.  M4 Assess a range of contingency significance of strategic risk
plans and strategies available to analysis for organisations
the organisation as it seeks to operating in diverse and complex M4 Achieved / Not
manage organisational and environments.  Achieved
P8 Undertake a SRA for an stakeholder risk.  
organisation using risk
identification and mapping.  D4 Achieved / Not
Achieved

[To Achieve a PASS, all P grade

PASS/ descriptors should be achieved; To
MERIT/ Date:
achieve a MERIT, all P and M grade
Overall Result/Grade DISTINCTION descriptors should be achieved; To
/REDO achieve a DISTINCTION, all P, M
and D grade descriptors should be
achieved.]

Summative
Feedback:

Overall Feedback on
current work
emphasises how the
student can improve
and achieve higher
grades in the future.

pg. 4
Table of Contents
Introduction......................................................................................................................................3
Task 1 – Role and effectiveness of operation management and the relationship between O.M. and
tactical and strategic business objectives.........................................................................................4
Task 2 - Contribution of effective supply chains to Toyota and its operations...............................5
Task 3 - Impact effective operations management and operational techniques on achieving
objectives in complex and dynamic trading environments..............................................................7
Task 4...............................................................................................................................................9
Devise solutions to given operations management problems at the organisation chosen, using a
range of techniques and analysis frameworks.............................................................................9
Proceed to evaluate different techniques and analytical frameworks used by that can be used
by the operations manager to solve problems and achieve high operational performance.......10
Task 5 - Use digital technologies for effective operational performance at the organisation.......10
Task 6.............................................................................................................................................12
Prepare a continuous improvement plan based on operational activities in the organisation.. .12
Evaluate a range of approaches to continuous quality improvement for the organisation........13
Critique a range of total quality management approaches and techniques within the continuous
improvement plan to achieve organisational objectives............................................................13
Task 7.............................................................................................................................................14
Discuss the role and importance of SRA for the organisation...................................................14
Conduct an SRA for the organisation, applying risk identification and mapping.....................15
Assess a range of contingency plans and strategies available to the organisation as it.............16
Critically evaluate the significance of strategic risk analysis for organisations operating........17
Task 8 - Different techniques and frameworks used by operations managers to solve complex. .18
Performance indicators (KPIs) for monitoring results from......................................................18
Optimise productivity................................................................................................................18
Waste Management...................................................................................................................19
Invest in technology...................................................................................................................19
Integrate all aspects....................................................................................................................19
Conclusion.....................................................................................................................................19
References......................................................................................................................................21

pg. 5
Introduction
Operations management is the multidisciplinary organisation of best practices to guarantee that
the business accomplishes ideal efficiency and productivity in utilising business assets. It
generally centres around arranging, putting together, and administering the change of materials
and work (likewise called inputs) into items and administrations (yields) in an ideal way. Tasks
Managers are straightforwardly answerable for overseeing business processes (which
incorporates planning, arranging, and further developing execution) and activities system.
Indeed, the job of a task’s chief can shift from one organisation to another, yet it is many times
focused on three principal regions (Ahmad Khan et al., 2021)

 Human asset management (HRM) - Every association need individual. An

organisation utilises staff individuals to accomplish the work essential to make items
or offer help to the people who do.
 Asset Management - Assets, for this situation, imply structures, plant, hardware, gear
and stock - things straightforwardly and by implication associated with maintaining
the business (Arguello, 2020).
 Cost Management and Reduction - A critical level of the cost of creating labour and
products is the cost of obtaining unrefined components, keeping items in stock (for
example, stock capacity costs ), and conveyance of items to clients, and it looks to
diminish these costs by making available cycles more effective (Ahmad Khan et al.,
2021).

The assignment's focus is based on developing an understanding of the operation management of

Toyota Corporation's operations. The automotive company operates globally with its high-end
operation management system improving its work efficiency and productivity. The assignment is
divided into different parts evaluating its operational efficiency, how the firm manages its supply
chain, and how it can compete in the global market to form a perspective and provide
recommendations to enhance the efficiency of the firm's success (Arguello, 2020).

Task 1 – Role and effectiveness of operation management and the relationship between
O.M. and tactical and strategic business objectives
Among the various topics of Operations Management, supply chain management shows up
repetitively in writing nearby. Tending to the subject, the connections among automakers and

pg. 6
providers in Toyota's creation, strategies and supplies, item and interaction improvement, buying
and H.R. from fourteen organisations. The creators reasoned that the connections between client
and provider follow an acquainted model, with long haul authoritative connections and a great
relationship. However, the cost is the fundamental request winning rule in determining providers
via automakers (Arguello, 2020). The subjects in the review were: stock management, reception
of the without a moment to spare way of thinking, reception of the ABC stock bend and milk run
assortment, transport in the supply interaction and coordinated factors administrators and I.T. in
the supply chain (ERP). The automakers' activity management rehearses and their providers are
focalised, albeit, in the automakers, these practices are more evolved (Arguello, 2020).

It is yet resolving the issue of supply chain management, including various arrangements in the
relationship structure between an automaker and four of its providers in a supply chain of Toyota
Corporation. The topics utilised for the proposed investigation were: kinds of connections,
strategic cycles, item arranging, creation management and execution estimation (Buhari, 2013).
The design of the chain is a deciding variable in the manner the automaker's relationship with its
providers is directed. Creation management and execution estimation. The overview results
demonstrate that the setup of the chain is a deciding component in the manner the automaker's
relationship with its providers is directed (Buhari, 2013).

Project management and new item advancement are likewise Operations Management themes
that regularly appear in writing. The utilisation of particularity in item plan and creation between
a business vehicle maker and two motor providers. The creators found that the idea of seclusion
can be applied to the creative interaction without fundamentally having the item planned in
modules (Buhari, 2013). The fuse of change management in the item improvement process in car
parts organisations because of Advanced Product Quality Planning (APQP). The elements that
stood apart in acquiring improved results were: the development of the group; aggregate
conversation of cutoff times, bringing about responsibility; the job of the undertaking chief,
giving input among members; and the presence of goal proof of senior management support
(Dorr, 2017).

The points of interest of computerisation project management in the auto business by creating
and testing a calculated model to embed hierarchical learning in project management proposed
by the conventional strategy of the Project Management Institute (PMI), the creators infer that

pg. 7
the utilisation of authoritative learning with regards to project management processes permits
organisations to appreciate more prominent advantages than those accomplished in the single use
of a task management system (Dorr, 2017). Rehearses connected with H.R. management are
likewise essential for the points connected with Operations Management. The basic execution of
projects and instruments to tackle issues is not enough; fundamentally, associations animate
learning and participation among their representatives through the advancement of H.R., so such
improvement drives are, in fact, nonstop (Dorr, 2017). The fundamental areas of activity
management in Toyota's tasks are as follows,

• Enhancements in supply and conveyance strategies; expanded contact with providers.

• Gradual enhancements in the assembling system to work on quality and diminish
costs.
• Decrease in the level of verticalisation; interest in apparatus and gear for the new
motor ages; Development of new items.
• Rethinking machining of minor parts for the motor; constants changes in item
configuration, extending the blend (Dorr, 2017).
• Extension of creation limit; expansion in the supply nationalisation record;
advancement of the item plan region on the planet.
• Execution of a management framework because of lean assembling; stock decrease;
effective utilisation of management devices to lessen costs and work on quality.
• Executing a management framework considering lean assembling, increment of the
nationalisation of supply, and enhancements in supply chain management (Edenlike
and Falcone, 2020).

Task 2 - Contribution of effective supply chains to Toyota and its operations.

The main interest of the supply chain is to lead to a process vision leading to the analysis and
resolution of interdependent problems most often treated independently. This desire for
integration and coordination of activities complicates the management of flows. A “rereading” of
the processes is necessary to visualise the interactions between subsystems better. From a "
customer-supplier " perspective, the supply chain can be analysed as a sequence of production or
transport processes from a "customer-supplier" perspective (Edenlike and Falcone, 2020). The
production process is defined here with such granularity that its production relates to one or more

pg. 8
finished products or component references. This direct relationship between process and
nomenclature makes it possible to pose the problem of the synchronisation of processes, the
intermediate states of a product obtained within a process thus defined as not being the subject of
any request by another process. Any supply chain's production or assembly process mobilises
other production processes that manufacture the required components (Edenlike and Falcone,
2020).

When these upstream processes are internal to Toyota, the management of these processes is
facilitated because they fall within the same legal scope. It is no longer the same when the
upstream processes belong to other legal entities, their objectives, structures and procedures not
having, a priori, hardly any reason to be compatible with those of their client; this problem is
complicated for suppliers working for several customers who may have conflicting requirements
(Edenlike and Falcone, 2020). Understanding the interdependencies between the customer's
processes and those of the supplier is facilitated by analysing the consequences of positioning the
point of order penetration (PPC) in the supplier's processes. After first defining the PPC, its
impact depends on the supplier's interaction between BOM and production ranges (Edenlike and
Falcone, 2020).

For the supplier, there are similar mechanisms for production contingencies. He must also plan
for safety stocks in his production site to be able to meet his commitments. Finally, he can
mobilise additional resources (overtime, etc.) to make up for specific disruptions. The
mechanisms of reactivity to transport hazards are of three types:

One can imagine setting up safety stocks in Toyota; in synchronous production, it is customary
to consider the possibility of delayed delivery by introducing an additional safety time in the
factory before delivery to the line into the transport ranges. For consumption of a reference given
at time t by a substation on the line, the vehicle must arrive at t- x, x depending on the distance to
be covered and the type of flow (direct flow, collection round, etc.). This recycled safety stock
can be physically unloaded upon receipt at the factory or be positioned in a trailer parking area
provided for this purpose. The emergency system used in the automotive industry is more
complex because the supplier must reproduce a certain number of references which must also be
cycled. Depending on its geographical location its mode of production, the reaction time will be
greater or less (Edenlike and Falcone, 2020).

pg. 9
The supplier can finally adopt the characteristics of the batches transported by carrying out a
splitting to avoid any defusing at its customer and counter the factory stops. This non-exhaustive
list of possible corrective mechanisms makes it possible to build scenarios that can be tested in
the simulation model describing the functioning of the part of the supply chain concerned by
synchronous supply. This simulation makes it possible to assess the robustness and relevance of
the decision-making alternatives considered. The simplified representation of the processes is
relevant, and the laws used to simulate the incidents are realistic (Huda, Asha and Kabir, 2021).

Task 3 - Impact effective operations management and operational techniques on achieving

objectives in complex and dynamic trading environments.

Operational efficiency is the ideal utilisation of assets, for example, time, H.R., hardware, stock
and cash, to complete business exercises. Toyota is seen as more productive, light-footed and
beneficial. A functional productivity attitude intends to decrease or restrict the time labourers
spend on non-esteem added exercises or wasteful cycles. A functional proficiency exercise can
make a business considerably more aggressive and beneficial by augmenting how much worth-
added work that representatives do (Huda, Asha and Kabir, 2021). An appraisal of the ongoing
circumstance commonly incorporates:

• An appraisal of Toyota's monetary exhibition;

• The estimation of representative efficiency measures and their examination among
Toyota and its rivals (utilising the worth creation list, for instance);
• Office visits, meetings and studios with proprietors, management and representatives
to grasp the business, including:
• Its vision, targets, procedures and culture
• Its arrangements and hierarchical design (Huda, Asha and Kabir, 2021)
• Its cycles, work processes (utilising, for instance, an interaction guide) and
bottlenecks
• The investigation of wellsprings of waste (for instance, pointless endeavours and
developments as well as exercises in futility, assets or space) directed by the
standards of lean assembling (VAP);

pg. 10
 • The assessment of Toyota's productivity in different regions like quality control,
stock management and work strategies (Huda, Asha and Kabir, 2021)

The most well-known key presentation markers for functional productivity should be visible in
the components distinguished underneath,

Quality

It is, in many cases, estimated by checking out at the level of dismissed items. This pointer is
frequently joined with a client related marker, like the level of profits or the number of client
grievances (Huda, Asha and Kabir, 2021).

Productivity

It (or creation costs) is a significant pointer for Toyota. This pointer is frequently estimated by
contrasting the time apportioned with the execution of a given undertaking with the time
essential to achieve it as a general rule.

Conveyance time

Frequently thought to be the primary measurement, lead time estimates the time from receipt of
the request to definite conveyance. The objective is to lessen creation time, waste, and blunders
while developing consumer loyalty. For the most part, this action affects different pointers
(INFLUENCE OF INTERNET BANKING SERVICE QUALITY ON CUSTOMER
SATISFACTION- AN INDIAN EXPERIENCE, 2020).

Wellbeing and security

Toyota is accustomed to following the number of days without mishaps or days without minor
occurrences. The COVID-19 pandemic added another aspect to this action, as Toyota needed to
guarantee that no workers were tainted with the infection.

pg. 11
Task 4
Devise solutions to given operations management problems at the organisation
chosen, using a range of techniques and analysis frameworks.

Finding and taking care of issues is something we should continually do as people. In the
business climate, the circumstance is the same. Blunders and disappointments are usual inside
every office that makes up an association. For that reason, the Problem Management process is
so significant for Toyota. To simplify it, issue management mediates when there is a progression
of episodes that are rehashed without tracking down a conclusive arrangement (INFLUENCE OF
INTERNET BANKING SERVICE QUALITY ON CUSTOMER SATISFACTION- AN
INDIAN EXPERIENCE, 2020).

Issue management is a proactive methodology since it spotlights examining the reasons for
occurrences and tracking down conclusive arrangements. These goals should likewise be
recorded to forestall further occurrences. The principal exercises of issue management are:

• Issue control.
• Blunder examination.
• issue avoidance
• Creation of management data for the assistance community.
• Serious issue survey gatherings (INFLUENCE OF INTERNET BANKING
SERVICE QUALITY ON CUSTOMER SATISFACTION- AN INDIAN
EXPERIENCE, 2020).

The issue control stage permits Toyota to recognise and record the issue, arrange it (type, need,
and so forth), and afterwards look for the reason for the breakdown. For Error Analysis, blunders
are distinguished, recorded, assessed and settled. Correspondence of the assistance place's
answer is also started so that the subtleties can be placed into the CMDB information base. Issue
anticipation arises because of the past two stages. Here an assessment of the design of the
frameworks is made, and it is resolved which are the weakest focuses that could cause
disappointments later. Counteraction procedures are made to avoid issues (INFLUENCE OF

pg. 12
INTERNET BANKING SERVICE QUALITY ON CUSTOMER SATISFACTION- AN
INDIAN EXPERIENCE, 2020).

Proceed to evaluate different techniques and analytical frameworks used by that

can be used by the operations manager to solve problems and achieve high
operational performance.

A performance control mechanism is established through the improvements or changes made

earlier to prevent any problems in future processes and the like. A complementary tool for Lean
Six Sigma is value stream mapping. It is focused on analysing data and material flows of the
production process to eliminate problems that prevent delivering a good product. A value stream
map is drawn by placing each stage of a production process to implement it. Then, in each phase,
the information required by the client is analysed. Then everything that does not add value is
identified and removed from the map. Finally, actions are implemented to improve establishing a
defined map without these logistical wastes. Six Sigma is a good business strategy within the
supply chain but applicable in other areas. By identifying and eliminating production defects,
Toyota can focus on the quality of its products, thus increasing its reputation and credibility not
only with customers but also with partners and investors (La and Yi, 2015).

In addition, Lean Six Sigma seeks consistency in the way processes are carried out, ensuring
quality and conformity to the specifications of the final products. It allows Toyota to organise its
processes efficiently, creating differentiating elements for customer satisfaction. Solve any type
of problem in the processes is based on five pillars:

• Defines the goal of a logistics project and the client's requirements in this regard.
• Measures all the probabilities or variables that this process may have to specify the future
performance.
• If variations could jeopardise the procedures, it analyses and determines all possible solutions
(La and Yi, 2015).
• Eliminate, change or improve the causes of the variations through methods such as the
implementation of machinery, new products, the addition of professionals in charge, etc.

pg. 13
Task 5 - Use digital technologies for effective operational performance at the organisation.
The massive introduction of high technologies has considerably impacted the organisation of
work and jobs. For some, it is responsible for the destruction of jobs and the rise in
unemployment. In contrast, it allows others to create new activities and revitalise the economy.
In this article, we have focused on the impact of digitalisation not on employment but the
relationship to work (La and Yi, 2015). The question is not the replacement of Man by the
machine but the repercussions of the generalised use of specific technology of information and
communication on one of the modes of human activity and contribution from individuals to
society: work. Condition of modern man by man's status considering that he is now a member of
a whole that goes beyond him and from which he cannot escape. With the introduction of
technology into "the system that man forms with the world", implicitly, the fear is to undergo in
organisations, as in all spheres of society, a phenomenon of tipping, resulting in the observation
that " technology, which [is] a solution, becomes a problem (MACHINE LEARNING-
STRUCTURAL EQUATION MODELING ALGORITHM ON ONLINE SHOPPING
CUSTOMER SATISFACTION MEASUREMENT, 2020).

Innovation based disruptors such as Toyota have succeeded in competing with traditional
companies thanks to technological and digital tools. These startups have placed online platforms
at the heart of their business model. The main advantage of these platforms is dematerialisation.
The strength of the digital platform offered by a startup lies in its universal character and in
standardised processes that do not have to be adapted or very little to local cultural differences.
For the authors, the dematerialisation of the relationship between supply and demand is
explained by reducing the asymmetry of information between the buyer and the seller and; the
risk of marginalisation in the event of moral hazards on the part of the supplier. Digital has
offered startups the possibility of creating universal, transferable platforms that allow customers
to know and choose the offer they want (MACHINE LEARNING-STRUCTURAL EQUATION
MODELING ALGORITHM ON ONLINE SHOPPING CUSTOMER SATISFACTION
MEASUREMENT, 2020).

With the introduction of digital, some consumers have begun to view large corporations as
ancient structures. This situation can be explained by the individualisation of workstations, the
disengagement of employees, the reduction of employee initiatives and, in general, the

pg. 14
dehumanisation of Toyota. To remain competitive, they must modernise and digitise. They are
obliged to change their mode of organisation to be able to offer innovative and high-performance
products. It can be noted that the birth of opportunities linked to the development of
entrepreneurship has favoured the appearance of the opportunity paradigm, which has impacted
the relationship to work. The dominant company, such as Toyota, in a market, believed that it no
longer had to worry about the innovations of its competitors. Digitalisation has enabled Toyota
to question itself and innovate. For management, it is no longer just a question of producing
innovation to control the market but of developing agility by seizing opportunities (MACHINE
LEARNING-STRUCTURAL EQUATION MODELING ALGORITHM ON ONLINE
SHOPPING CUSTOMER SATISFACTION MEASUREMENT, 2020).

Task 6
Prepare a continuous improvement plan based on operational activities in the
organisation.
The conceptual approach for developing the operational improvement plan includes reviewing
specific operation and maintenance management elements, with a direct contribution to the
performance results, the turbomachinery's current dynamic condition, and the resulting
operational reliability dashboard for each equipment type. The operational improvement plan
generates several specific containment and sustainability actions to propose a successful strategy
that maximises effectiveness, reducing the number of failures to obtain the required operational
reliability and maintainability (MACHINE LEARNING-STRUCTURAL EQUATION
MODELING ALGORITHM ON ONLINE SHOPPING CUSTOMER SATISFACTION
MEASUREMENT, 2020). The process of evaluating the improvement plan for Toyota is as
follows,

• Measure and evaluate management, performance and reliability indicators: Analyse

the results of the indicators, correlate them, rank them and determine those that need
to be improved.
• Assess and define deviation factors: Assess current operational performance to
identify performance gaps, including opportunities for improvement based on
statistical failure analysis, Pareto elaboration, and missed opportunity analysis.

pg. 15
 • Specific actions: propose specific actions to correct causes of deviations and close
performance gaps (MACHINE LEARNING-STRUCTURAL EQUATION
MODELING ALGORITHM ON ONLINE SHOPPING CUSTOMER
SATISFACTION MEASUREMENT, 2020).
• Correlate sub-elements of the operational reliability system: Determine the sub-
element and necessary tools that will support the improvement of the identified
factors.
• Prioritise actions: Execution actions will be prioritised considering the impact on the
installation and execution feasibility.
• Formalise: Once the actions have been prioritised, responsible persons and
compliance dates are determined. It must have documentary evidence.
• Execute actions: Once formalised, the document must be disseminated and applied,
and its progress must be periodically reviewed (Nsubuga Mayanja, 2020).

Evaluate a range of approaches to continuous quality improvement for the

organisation.
Continuous improvement is an interaction that plans to work on the items, administrations, and
cycles of an association through an overall mentality, which frames the premise to guarantee the
adjustment of the circuits and a consistent discovery of blunders or regions for development. It is
a viable technique to accomplish complete quality, additionally called greatness, which is the
advancement that the idea of value has gone through. Quality is, in this way, the most advanced
stage inside the progressive changes that the term quality has gone through over the long haul.
From the start, the quality methodology was coordinated only to the nature of the item.
Gradually, it was coordinated towards clients and later likewise to intrigue bunches for the
association: investors, staff experts, providers, and society. The idea of value affirmation is
acquiring strength, which can be characterised as a phase that permits ensuring the consistent
degree of nature of the item or administration given by the association, which gives more
prominent unmistakable quality and significance to the association's continued improvement
(Nsubuga Mayanja, 2020).

pg. 16
 Critique a range of total quality management approaches and techniques within the
continuous improvement plan to achieve organisational objectives.
Total quality and continuous improvement depend on the PHVA cycle, Deming cycle, or PDCA:
Plan, Do Check, Act. This cycle is one of the fundamental apparatuses for continuous
improvement in associations, broadly involved by Quality Management Systems to permit
organisations to thoroughly develop intensity and the advertised items. It additionally serves to
for all time work on quality, working with a more prominent piece of the pie, cost advancement
and, obviously, better benefit and efficiency of the association (Nsubuga Mayanja, 2020).

The advancement of absolute quality and continuous improvement has led to models of
greatness, which can be characterised as non-administrative systems considering a progression of
standards that act as self-evaluation guides. Along these lines, associations can check that they
are going down the correct way to accomplish business excellence by accomplishing and
keeping up with complete quality and continuous improvement of every one of their cycles and
circuits (Nsubuga Mayanja, 2020).

Task 7
Discuss the role and importance of SRA for the organisation.
The essential target of Strategic Risk Assessment is to construct trust and assist with making
investor esteem. The entire structure is essentially founded on this standard. However, fulfilling
the investors goes first through better utilising Toyota's assets. SRA likewise supports direction
by recognising significant risk areas and recommending activities to address them. Undertaking
risk management is likewise expected to add to building entrust with financial backers by
investigating the venture's business processes to recognise any glitches or delicate exercises as to
key business targets (Towson, 1995).

A simple risk management strategy offers Toyota a few benefits. The reception of extensive
business risk management can undoubtedly give a few benefits. Risk management makes it
conceivable to recognise "the general degree of risk that an organisation consents to take to meet
its level of esteem". Risk hunger alludes to the level of risk that is likewise considered in the
meaning of the procedure to the extent that the consequences of the system should be following
the association's craving for risk. Toyota's risk management framework subsequently assists
management with deciding on a system relating to the association's hunger for risk. A connection

pg. 17
is then settled between development, risk and results and permits a substance to recognise,
survey risk and layout satisfactory levels viable with the targets set by Toyota. This accepts that
risk management goes through a period of recognisable proof and risk evaluation (Towson,
1995).

Conduct an SRA for the organisation, applying risk identification and mapping.
A system's decision requires measuring the cost/benefit proportion of every one of the potential
techniques. Accordingly, an organisation which will have for objective to grow universally
cannot execute a methodology of evasion of the risk of the trade. Besides, risk management,
based on the nature of the data it produces, better coordinates capital necessities and their
assignment (Zhen et al., 2019).

Categories of risks faced by Toyota

Risk categories Type of risk

Financial risk: changes in interest rate, currency,

credit, financial instrument value and liquidity.

Financial risk (currency, operational, Operational risk: technical faults, accidents, human
market, credit, interest rate) errors, loss of critical employees.

Market risk: changes in competition, in the number of

products sold per customer, loss of market share.

Change in control, regulation, national and

Government Regulation Risk
international laws

Economic risk Changes in macroeconomic factors.

Commodity risk Changes in commodity prices

Environmental risk Environmental incidents, environmental laws and

pg. 18
 regulations

Political risk Conducting business in an international context

Liquidity risk Difficulties in meeting commitments and deadlines

Technology risk A rapid change in technology

Severe climatic conditions, unfavourable to Toyota's

Risk related to weather conditions
activity

Supplier risk Dependence on critical suppliers, insecure suppliers

Cycle risk Natural cyclical trend

Seasonality risk Seasonal models

Financial instrument value risk

Distribution risk Changes in distribution channels

Insufficient quantities of reserves, poor quality of

Natural resource risk
reserves.

(Zhen et al., 2019)

Assess a range of contingency plans and strategies available to the organisation as it

seeks to manage organisational and stakeholder risk.

Risk managers frequently would zero in on specific risks, exceptionally functional ones. Risk
management was seldom applied in an efficient and incorporated manner across Toyota. This
way of dealing with risk management comprising of safeguarding against specific risks has the

pg. 19
significant disadvantage of the shortfall of a functioning risk management system across
movements of every sort. Therefore, the climate and the solid consciousness of risks have
changed the attitudes of risk administrators towards a more incorporated way to deal with risk
management, which likewise appears to compare to the association vision of corporate
administration. Concentration on corporate administration has consistently preferred Toyota's
monetary or investor approach (Zhen et al., 2019).

Toyota is diminished to the leading two entertainers: investors and supervisors. This approach
has shown its cutoff points concerning business execution. Accordingly, everybody concurs
today to incline toward the organisation approach of Toyota, including all partners. Business risk
management and excellent corporate administration lead to widening the field of activity of both
the players and the cycles considered and like this to include every one of the partners in
deciding a risk-supporting strategy. This risk management reasoning is the cornerstone for
constructing the whole engineering of a risk management program. The writing regarding this
matter characterises a program that includes the cycles of recognisable proof, assessment and
reaction to risk. This means fundamental for sound risk management should be enhanced by data
and correspondence, checking and control processes (Zhen et al., 2019).

Critically evaluate the significance of strategic risk analysis for organisations

operating in diverse and complex environments.

In this case, the shareholders transfer their risks in return for remuneration to the agents
(managers). It is up to the latter to protect the leading financial players from financial and
informational risks, misappropriation, over-remuneration, devaluation of assets, market, capital
loss, bankruptcy and strikes. Nevertheless, faced with the increasing complexity of the business
environment and the irruption of several actors in the business sphere, Toyota must face a
diversity of risks beyond the strict financial framework. Hence the need to resort to another
partnership approach for Toyota. In this model, Toyota is no longer limited to satisfying the
interests of shareholders. The value created by Toyota is also due to the contributors of human,
organisational and commercial capital (Zhen et al., 2019).

This broader vision of Toyota's players carries many risks (including environmental, societal,
political, strategic, informational, etc.) due to the diversity of interests. Corporate governance
must ensure a fair balance between the various stakeholders. This integrated partnership

pg. 20
approach is also the one favoured by risk management. Indeed, faced with the development of
the principles of good governance, institutional investors are showing an interest in risk
management. Companies that will have an integrated risk management infrastructure. This
integrated risk management can reduce the volatility of financial performance and should enable
companies to raise funds at a lower cost. Shareholder confidence would be increased. Better risk
management creates value in various ways: first, it reduces the likelihood of encountering
difficulties; second, it reduces the risks for managers who have invested a certain amount of their
assets in company shares; finally, it can reduce the tax burden weighing on it and the associated
insurance premium (Zhen et al., 2019).

Task 8 - Different techniques and frameworks used by operations managers to solve

complex problems and drive an organisation's performance.

In order to improve the performance of Toyota, operation managers must bet on the cohesion
between all the elements and the teams. Before increasing Toyota's costs or adding staff, it is
essential to analyse its processes and optimise the use of the resources already in place. To
optimise Toyota's ways of doing things, managers must first remember their raison d'être and
identify its short, medium and long-term objectives, define how it will try to achieve them, and
set up a control system to check the adequacy between the objectives and the results by
specifying the most important indicators for Toyota. Thus, managers will be better equipped to
stay ahead of the Toyota market, adapt to the vagaries of a changing environment, and seize
growth opportunities (Arguello, 2020).

Performance indicators (KPIs) for monitoring results

It is also essential to choose how the results will be measured. Performance indicators (KPIs)
must be aligned with Toyota's strategy and objectives. There are several dimensions to
performance. It does not necessarily translate into dollars. For example, Toyota's primary goal
might be to be among the top five most recognised companies in a given market, be an employer
of choice, or be recognised as a responsible company (Arguello, 2020).

pg. 21
Optimise productivity

The first reflex to reduce bottlenecks and catch up with delays (backlogs) is often to add
resources and thus increase production capacities. Instead, managers should ask if they are
making the best use of company resources. It may be wise to turn to lean management or lean
manufacturing to gain efficiency and help managers create better quality products or services
with less time and fewer resources (Arguello, 2020).

Waste Management

Lean management is concerned with optimising business processes. This involves identifying the
processes and analysing all the stages with the teams concerned. This makes it possible to see the
flow of data or resources, identify the sources of waste in the various processes, and eliminate
them (or reduce them if it is impossible to avoid them altogether). By minimising the tasks that
have no added value, we give added value to the whole process (Arguello, 2020).

Invest in technology

Judicious use of technology can improve digital workflow, operational processes, employee
training, and several other aspects of a company's business. Technology improves the
organisation's efficiency by automating certain operations, thus freeing Toyota workers from
routine tasks to devote themselves to tasks that add value to Toyota. In addition, it improves
certain aspects, such as traceability, which makes it possible to understand customer needs or
prevention better. For this last point, we can give the installation of a sensor in the equipment as
an example. Sending a signal to say that it is time to maintain the machine or to replace a part,
this one will make it possible to anticipate breakages and be in planning mode instead of being in
reaction mode. This avoids stoppages in the production chain and costs (Arguello, 2020).

Integrate all aspects

Just like the human body, businesses are living organisms that function through the work of
different organs. Therefore, we must keep in mind that it is essential to act simultaneously on
several components of Toyota to make it more efficient (Arguello, 2020).

pg. 22
Conclusion
Starting from the objective of verifying the perception of the importance attributed to the themes
of Operations Management by its practitioners, it was possible to arrive at some exciting
contributions for the academy and companies. The first one consisted of the empirical revelation
of seven themes most referenced in the contents of the primary documents that guide the
production system adopted by the companies studied: (1) lean production systems, (2) quality
management, (3) human resources management in operations, (4) production and process
management; (5) Total quality management, (6) Design, measurement and improvement of
work; and (7) performance and productivity measurement. It was also possible to verify that
these seven themes that emerged as the most mentioned in the analysed production systems show
a high level of adherence to these practices to the requirements of the SPE. The results also show
the concern with people in productive operations, with a more significant mention of actions that
improve qualification and obtain the worker's commitment.

pg. 23
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