Operations Strategy Analysis (Powerpoint + script for presentation)

Operations Strategy Analysis (Powerpoint + script for presentation)

Create Power Point Presentation and script Summary Acting as an operations executive, you will critically analyse and evaluate the operations strategy of your current or any other organisation that you are familiar with. You will produce a PowerPoint slideshow and an oral presentation of your operations strategy analysis Referencing is Australian Harvard (AGPS) Subject Learning Outcomes (SLO) 1. Demonstrate advanced understanding of operations management principles, frameworks, and contemporary topics. 2. Critically analyse and evaluate operations management issues. 3. Clearly, concisely and credibly communicate operations management knowledge to others. Task Over the years these companies realised that achieving excellence in managing their operations would set them apart from their competitors and become their primary means of achieving competitive advantage in the long-term. Of course, if we consider the operations as a significant means of gaining or maintaining competitiveness, then the inverse is also true. The lack of a clear operations strategy, or failing to link it to the overall strategy, could lead to the collapse of a company. Accordingly, operations executives are invited to step back from their day-to-day routines and re-think how to design operations strategy to turn the operations into a source of competitive advantage. With this in mind, you are expected to act as an operations executive and critically analyse and evaluate the operations strategy of your current or any other organisation from service, not-for-profit, public, manufacturing, etc. that you are familiar with. You will produce a PowerPoint slideshow and an oral presentation recorded (Please write script for Presentation so I can record it) Procedures Your oral presentation needs to address the following requirements: Provide information relevant to the operations of your selected organisation, including the 4Vs model discussed in Week 1. Identify the current stage of operations contribution to the organisation’s success using the Hayes and Wheelwright Four Stage model. You need to justify it based on the characteristics of each stage of the model discussed in Week 2. Critically analyse the current operations strategy of the organisation from the following four perspectives. For this part of the assessment, refer to Week 2: • How to shape operations strategy? o top-down perspective o outside-in perspective o bottom-up perspective o inside-out perspective Based on your analysis, critically evaluate and discuss whether (or not) the four perspectives are reconciled. For this part of the assessment, refer to Week 2: Are the four perspective of operations strategy reconciled? Finally, reflecting on the Hayes and Wheelwright Four Stage model and your organisation, articulate a vision for the operations that elaborates what the operations must eventually become and what contribution it should make to the organisation. Please note that we do not want you to provide any recommendations on how the vision can be achieved. This issue will be dealt with in the next assessment. Oral presentation • The presentation should contain no more than 10 slides (i.e., a title slide, main slides and a reference slide) and run for 7–10 minutes (plus 10% i.e. 60 seconds tolerance). • Use AT LEAST SIX (6) academic references. All references must be from credible sources such as recent academic journal articles, books, magazines, company documents and industry-related journals. • Please make sure that you show your reference slide for at least 2 seconds. • Slides are recommended to be prepared using MS PowerPoint. Grading criteria and feedback Your assessment will be marked according to the following grading criteria: • Criterion 1: Application of 4 Vs models and Hays and Wheelwright’s (H&W’s) model (35%). • Criterion 2: Critical analysis of the current operations strategy from the following four perspectives: top-down, outside-in, bottom-up, Inside-out (20%). • Criterion 3: Critical evaluation of four perspectives’ reconciliation and articulation of a vision for operations (20%). • Criterion 4: Engaging and clear communication, highly professional presentation, and well-structured slides (20%). • Criterion 5: Referencing (5%).

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Summary

Acting as an operations executive, you will critically analyse and evaluate the operations strategy of your current or any other organisation that you are familiar with. You will produce a PowerPoint slideshow and an oral presentation of your operations strategy analysis

Referencing is Australian Harvard (AGPS)

Subject Learning Outcomes (SLO)

  1. Demonstrate advanced understanding of operations management principles, frameworks, and contemporary topics.
  2. Critically analyse and evaluate operations management issues.
  3. Clearly, concisely and credibly communicate operations management knowledge to others.

Task

Over the years these companies realised that achieving excellence in managing their operations would set them apart from their competitors and become their primary means of achieving competitive advantage in the long-term. Of course, if we consider the operations as a significant means of gaining or maintaining competitiveness, then the inverse is also true. The lack of a clear operations strategy, or failing to link it to the overall strategy, could lead to the collapse of a company.

Accordingly, operations executives are invited to step back from their day-to-day routines and re-think how to design operations strategy to turn the operations into a source of competitive advantage.

With this in mind, you are expected to act as an operations executive and critically analyse and evaluate the operations strategy of your current or any other organisation from service, not-for-profit, public, manufacturing, etc. that you are familiar with. You will produce a PowerPoint slideshow and an oral presentation recorded (Please write script for Presentation so I can record it)

 

 

 

 

 

 

Procedures

Your oral presentation needs to address the following requirements:

Provide information relevant to the operations of your selected organisation, including the 4Vs model discussed in Week 1.

Identify the current stage of operations contribution to the organisation’s success using the Hayes and Wheelwright Four Stage model. You need to justify it based on the characteristics of each stage of the model discussed in Week 2.

Critically analyse the current operations strategy of the organisation from the following four perspectives.

For this part of the assessment, refer to Week 2:

  • How to shape operations strategy?
    • top-down perspective
    • outside-in perspective
    • bottom-up perspective
    • inside-out perspective

Based on your analysis, critically evaluate and discuss whether (or not) the four perspectives are reconciled. For this part of the assessment, refer to Week 2: Are the four perspective of operations strategy reconciled?

Finally, reflecting on the Hayes and Wheelwright Four Stage model and your organisation, articulate a vision for the operations that elaborates what the operations must eventually become and what contribution it should make to the organisation.

Please note that we do not want you to provide any recommendations on how the vision can be achieved. This issue will be dealt with in the next assessment.

Oral presentation

  • The presentation should contain no more than 10 slides (i.e., a title slide, main slides and a reference slide) and run for 7–10 minutes (plus 10% i.e. 60 seconds tolerance).
  • Use AT LEAST SIX (6) academic references. All references must be from credible sources such as recent academic journal articles, books, magazines, company documents and industry-related journals.
  • Please make sure that you show your reference slide for at least 2 seconds.
  • Slides are recommended to be prepared using MS PowerPoint.

 

 

Grading criteria and feedback

Your assessment will be marked according to the following grading criteria:

  • Criterion 1: Application of 4 Vs models and Hays and Wheelwright’s (H&W’s) model (35%).
  • Criterion 2: Critical analysis of the current operations strategy from the following four perspectives: top-down, outside-in, bottom-up, Inside-out (20%).
  • Criterion 3: Critical evaluation of four perspectives’ reconciliation and articulation of a vision for operations (20%).
  • Criterion 4: Engaging and clear communication, highly professional presentation, and well-structured slides (20%).
  • Criterion 5: Referencing (5%).