Objectives
This assessment task relates to
course learning outcomes numbers 1 to 5.
Purpose
The primary
purpose of this assessment task is to help students develop skills in the use
of Operations Management principles, theories and models in the analysis of the
current operations of a manufacturing enterprise. The assignment requires you
to analyse the current situation. The objective is to identify and specify the
problems that exist – DO NOT TRY TO ‘SOLVE’ THE CASE.
The secondary
purpose of this assignment is to give students the opportunity further develop
analysis and problem identification skills, as well as generic academic
research and writing skills within the framework of a formal essay.
Description
Assessment task
2 requires the writing of an academic essay. This essay should be an
‘argumentative essay’, and must therefore contain an argument that is used as
the structuring element of the paper. The assignment is based on a short case
study that describes a manufacturing organisation that is going through a
process of growth and change. The purpose of the essay is to identify the
operational issues within the case, and to identify root causes of the problems
that are evident. Students are expected to engage in extensive research within
the academic literature relating to operations management. Some research into
the industry of interest would also be beneficial.
Details
The assessment
item is based on the case study titled Hawkesbury
Cabinets Pty Ltd (a fictitious company). You should read, and carefully
analyse, the case and respond to the issues presented at the end of the case
study within the context of an academic essay.
Case Study: Hawkesbury Cabinets Pty Ltd
Hawkesbury
Cabinets Pty Ltd designs and manufactures custom-built kitchen cabinetry. The
company was founded in Mulgrave, Sydney in 2008 by siblings Fung and Mei Chen.
Fung is a master cabinetmaker and Mei is a qualified interior designer. The
company had originally set out to service the needs of the growing Chinese
community in the Hawkesbury. As the reputation of the company grew however,
Fung and Mei found that their client base became more and more diverse. Fung’s
duties had evolved over time, and he now fulfilled the role of production and
operations manager. Mei, on the other hand, had found an interest in the
financial and overall management of the enterprise and so she had effectively
taken on the role of general manager. So while there was no formal
identification of roles for the two owners, there was a fairly comfortable
distribution of managerial responsibilities.
Traditionally,
Hawkesbury Cabinets had focused entirely on custom-made kitchens, with the
customer consulting with Mei to develop a unique kitchen designed specifically
for the client’s needs. As the company’s reputation grew and sales increased
however, several low volume contracts had been signed to supply small ‘spec’
builders1 with a range of high quality, but
standardised kitchen cabinetry. These contracts required Hawkesbury Cabinets to
manufacture a limited range of kitchen cabinets in small batches. Batch sizes
ranged from a single kitchen up to five kitchens of similar specifications. The
client builders imposed more stringent delivery requirements and were far more
price sensitive than custom-made kitchen buyers. Whilst the custom-designed
cabinetry continued to account for the majority of the company’s sales, the
builders’ kitchens were becoming increasingly important. Currently, the
standardised kitchens accounted for 40 percent of factory volume and 25 percent
of revenue.
Hawkesbury
Cabinets operates a single manufacturing facility in Mulgrave, where both
custom and standard kitchen cabinets are manufactured. The cabinet-making
equipment consists mainly of high quality general purpose machines in order to
provide the flexibility needed for producing a wide variety of custom designed
cabinets. The factory layout has various types of equipment grouped together.
Saws and cutting tables are in one section, routers and shapers in another,
whilst lathes and other less frequently used machines are kept away from the
work area in their own section. There are also several assembly areas located
strategically throughout the factory. Painting and finishing is done in an
environmentally controlled section towards the rear of the facility. The
quality of Hawkesbury Cabinets’ finished products is held in high esteem, and
reflects the quality of the materials chosen and the craftsmanship of the
individual cabinetmakers. Both the custom and the standard cabinets had to
compete for processing time on the same equipment by the same craftspeople.
During the past
few months, sales of the builders’ line of kitchens had steadily increased,
leading to more regular scheduling of this work. However, when scheduling
trade-offs had to be made, the custom kitchens were always given priority
because of the higher sales and profit margins.
Thus scheduled
lots of standard cabinet components were left sitting around the plant in
various stages of completion. This increase in the volume of work in process
had changed the previously spacious manufacturing area into a factory clogged
up with partially completed work.
As she reviewed
the progress of Hawkesbury Cabinets, Mei Chen was pleased to note that the
company has grown. Sales of custom kitchens remained strong, and sales of the
builders’ line were steadily increasing. However, the company accountant argued
that profit margins were not
Assessment Task
After you have
carefully read and analysed the case study, write an essay discussing the
operational issues facing Hawkesbury Cabinets. The essay should identify and
discuss the operational aspects that are affecting the organisation, paying
attention to both medium-term and day-to-day implications. Your argument should
address the following three issues with responses integrated within the essay.
- The current production systems and processes used by Hawkesbury Cabinets (a technical analysis).
- The effect of the new builders’ kitchen line on Hawkesbury Cabinets’ operations(problem definition).
- The effect the move to producing builders’ kitchens might have on the company’s financial structure. (broader organisational issues caused by operational problems).
Your essay should be
a properly constructed academic essay. It should contain an effective
introduction, body and conclusion. The introduction should introduce the essay
and include your argument. The body should present the evidence you have
collected to support your argument, and the conclusion should restate your
argument, summarise the evidence and make a conclusion regarding your argument.
The essay should
contain a coherent, but necessarily restricted review of the academic
literature on the Production and Operations Management topics in question. The
literature review should be integrated into the essay, not a separate section.
Do not use headings or include an abstract. A reference list is compulsory. Do not include a bibliography.
Further information regarding formatting of assignments is available on the
course website.
This assessment
item involves researching your assigned topic to enhance your understanding of
Operations Management models and utilisation of academic literature. Whilst
you should avoid using only textbooks, the prescribed textbook for
the course must be cited in regard to broad operations management principles.
You will be expected to present information and evidence from, and cite, at least eight relevant peer-reviewed,
academic journal articles (minimum requirement). Refer to your recommended
readings for examples of academic journals.
While you can cite these you must find eight (8) journal articles not listed in
the course materials. The quality and number of citations will demonstrate the
breadth and depth of the literature used to formulate your argument. Your marker is interested in the analysis
that you have developed from your review
of the literature and how well you use the literature to respond to the topic.
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MGMT20130 – OPERATIONS MANAGEMENT
Assessment item 2 - Marking criteria for individual essay
Assignments will be assessed on
the extent to which they meet each of the following criteria:
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CONTENT: Does your essay demonstrate:
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Weighting
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a thorough knowledge and critical analysis of the
problem(s) identified in the case study expressed within a well developed
academic essay?
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20%
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a critical review of the academic literature
relevant to the problem(s) identified in the case study? (Should be embedded
in the discussion, not presented as a separate section.)
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20%
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appropriateness of evidence-based responses to the
case study topic question(s) including an effective analysis of the situation
along with relevant commentary on the issues of concern?
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20%
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appropriate use of argument within the paper,
including a properly structured introduction and comprehensive conclusion?
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10%
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relevant and accurate use of the literature?
(minimum requirement to pass this criterion is EIGHT
(8) relevant academic journal articles and
appropriate reference to the prescribed textbook)
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15%
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PRESENTATION:
Does your essay demonstrate:
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clarity of expression/grammar and correct spelling
using Australian English?
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5%
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strict conformity to referencing style of the
Author-date system of referencing as set out in the Australian Government
Publishing Service 2002, Style Manual for Authors, Editors and Printers, 6th
edn, AGPS, Canberra? (Refer to the
Abridged Harvard Referencing Guide)
Or
Strict conformity to
referencing style of the Author-date system of referencing as set out in the
Publication Manual of the American Psychological Association 6th edn? (Refer to the Abridged Guide to the APA
Referencing Style.)
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5%
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appropriate presentation of the paper formatted as
required by the Assignment Writing Requirements document and presented within
the limit of 1200 ±10% words.
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5%
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