GROUP 9

COURSE TITLE: OPERATIONS MANAGEMENT

COURSE CODE: SMS 312
NAMES INDEX NUMBERS
AMOUSSOU GUENOU ELIKA 0320160071
TETTEH RUTH PADIKIE 0320160072
AMENYO DOROTHY 0320160068
DEGBOE JENNIFER 0320160069
AWUDI BERNICE 0320160070
AYITEY DELALI 0320160073
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I. DESCRIBE THE DIFFERENCE(S) BETWEEN BATCH AND FLOW PRODUCTION.

ANSWER:
Flow production requires special equipment. Achieving high utilization is important due to high
budget requirements. It is also about selling large quantities of an ideal stock product. While
flow manufacturing resembles a seamless business model, batch manufacturing allows changing
products to meet the needs of a particular customer or group. I mean the work required is
specialized, but the skill and repetitiveness can be excellent compared to mass production which
requires relatively more talent. The main advantages of assembly line production, as opposed to
serial production, are lower unit costs and longer production times.
for example;
Batch production is typically expected in baking and athletic shoe manufacturing.
Flow production, eg B. Automotive, telephone, television.

II. CRITICALLY EVALUATE THE REASONS WHY CADBURY SCHWEPPES USES

BATCH PRODUCTION WHEN MAKING CHOCOLATE BARS.

Batch manufacturing has several advantages. Here's why.

For example, Cadbury Schweppes chose batch processing for chocolate production because it
reduces initial costs (mechanical set-up costs). After all, the production process is unified, and
many products can be made.
For example, there are hundreds of types of chocolate. When stores bought batches of chocolate
and demand dropped, Cadbury Schweppes could shut down production without incurring large
costs.
Other benefits of continuous manufacturing, such as reduced start-up and operating costs. One of
the main advantages is that it reduces the time it takes to manufacture a single product, as many
products are manufactured in one process at the same time.
Acquisition costs may be lower as associated equipment is typically cheaper than manufactured
machines. Batch production is common in many situations because the time saved is often worth
the cost-effective investment. Acquisition and operating costs are further reduced if such
manufacturing systems are designed with replaceable parts. Best of all, processes can be adapted
to product requirements instead of replacing complete production plants. Rather than stop
making white chocolate entirely, Cadbury Schweppes was able to add coconut milk to its white
chocolate production to create a regular white chocolate bar. (d) By using this manufacturing
method, the running cost can be reduced until the final stage. Because many programs are
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designed to run at unpredictable times, the cost of downtime is usually minimal. For example,
Cadbury Schweppes can use the chocolate chip process to order all the chocolate it needs for the
day before it stops production. Unlike continuous production, batch production can often be
scheduled with downtime in mind without significant cost impact. Changes in manufacturing
processes or product designs fall into this category. Instead of candy bars, make chocolate cakes
or little bunny-shaped chocolates.
Batch assembly lines are generally easier to modify than other methods. This is especially
useful when new features, upgrades, or changes to existing functionality are required. You can
even fix the error without replacing all the devices and applications involved.
This flexibility is often seen as a great advantage. Additionally, with the many products and
product sizes available, one system is usually suitable for a variety of specific brands and
designs. In addition to the advantages of batch production, industrial and commercial production
have several advantages. For example, mass production of goods is often more profitable. Batch
system flexibility enhances time and cost savings per item. Since the number of people making
batches is reduced, manpower can also be reduced.

III. WHAT KIND OF INFORMATION DID XEROX DISCOVER IN ITS BENCHMARKING

STUDY?
- Japanese machines sell for the same price as Xerox machines. That means it costs less to
manufacture than Xerox. In addition, Japanese manufacturers have achieved some economies of
scale in their manufacturing processes, resulting in lower operating costs and cost of goods sold.
- The quality of Japanese machines is not proportional to the price difference. This means that
Japanese machines can achieve higher quality standards at lower prices than Xerox. The
Japanese industry's quality standards are sufficient to be competitive in the market regarding the
final quality of the devices.
-Xerox's supply His chain was more complex, with nine times as many suppliers. This means
that the Japanese company was able to establish a lower supply chain in the manufacturing
process. A small number of suppliers and an unhealthy network help Japanese companies
achieve economies of scale.Large orders from a small number of suppliers can lead to higher
discounts and higher profits.
-The performance and quality of Xerox's manufacturing process was also poor, with his
competitors rejecting 10 times as many machines as him. This was probably due to an error
introduced or not detected in a previous process. Rejection due to poor quality can cost a
company a lot, so quality must be built into the entire process from planning to launch. Japanese
companies have successfully achieved extensive quality control in their production activities.
- Time to market, a key factor for successful growth, may have been faster for Xerox. Perhaps it
wasn't or wasn't focused on the final stages of product launch or the overall planning process.
However, time to market is critical to gaining a quick market advantage. Due to its long time-to-
market, Xerox did not invest in selfishness and overtook another competitor who was able to
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bring new products and innovations to market quickly and turn them into quick successes and
large market share. I even lost.
- Xerox is significantly underperforming its competitors and needs significant (18%) and steady
growth over five years to catch up. Industry inefficiencies mean that if the company makes
significant changes to improve its operations, it can only expect to catch up with its competitors
for a few years.

IV. CRITICALLY EVALUATE WHICH OF THE THREE PERFORMANCE OBJECTIVES

(QUALITY, SPEED, DEPENDABILITY, FLEXIBILITY, COST) YOU THINK ARE THE
MOST DIFFICULT TO DISCOVER ABOUT YOUR COMPETITORS’ PERFORMANCE.

Quality is a complex performance measure you'll find in a competitive industry. While the
quality of the final product can be easily determined by analyzing the product, processes and
components, it is more difficult to define the quality of the effort put into creating the product.
Different departments may have his KPIs, strategies, motivations, etc., which are likely to be
integrated throughout the organization's business processes, so they can be difficult to distill.
These quality standards and criteria may also be driven by different industry concepts such as
TQM, Kaizen (continuous improvement), etc., and may be adopted by different industries at
different paces. Also, the different strategies available are unlikely to differ due to national or
cultural norms that may apply to international competitors. Due to cultural influences, the
Japanese way of embracing the lean manufacturing paradigm can be very different from the
Xerox way. Ways of working, strata, working conditions, trade unions, etc. can all contribute to
the quality of work that can be extracted from the workforce. Morale and motivation have a huge
impact on productivity and are not easily measured in any company. The size of the organization
can also have a significant impact on the difference. Large companies have a lot of workflows,
which can lead to long lead times for approvals, etc., which can be avoided in small companies.
Smaller companies, on the other hand, may have limited resources (employees, specialists, etc.)
that can be retrained in various roles throughout the manufacturing process.