managerial systems & operations

8/18/2019 MANAGERIAL SYSTEMS & OPERATIONS

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MANAGERIAL SYSTEMS &MANAGERIAL SYSTEMS &

OPERATIONSOPERATIONS

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TA4LE OF ONTENTS

Se!tion *" Personal Learning Log11111111111111111111111111111111111111111111111115

Introduction................................................................................................2

Topic1: Operations management................................................................2

Topic2: Supply Chain Management (SCM)..................................................2

Topic: In!entory management..................................................................

Topic": T#M and $ean................................................................................

Topic%: &rocurement..................................................................................."

'eerences.................................................................................................."

Se!tion 5" Marston Lo%ge In6entor3 Management S3stem11111111111117

1. Introduction............................................................................................

2. In!entory Management System.............................................................

. In!entory management o Marston $odge or present scenario:............*

". $I+O and +I+O theories or in!entory management................................,

%. Conclusion..............................................................................................,

'eerences..................................................................................................-

Se!tion ." Ris2 Matri8 an% 9or2 4rea2%o:n Str#!t#re )94S+111111*

1. Introduction..........................................................................................10

2. Operations Management in otels.......................................................10

2.1 ouse/eeping..................................................................................10

2.2 $aundry in!entory ser!ice...............................................................11

2. Maintenance....................................................................................12

. e!eloping an ICT system....................................................................12

. Importance o ris/ matri in underpinning proect success..................1

.1 'is/ Matri o Marston $odge..........................................................1

". Importance o 3or/ 4rea/do5n Structure (34S) in proect success....1%

".1 34S o ICT proect in Marston $odge..............................................1

%. 'ecommended proect team................................................................1*

. Conclusion............................................................................................1*

'eerences................................................................................................1,

2


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SETION *" PERSONAL LEARNING LOG

Intro%#!tion

In this learning log6 I 5ill use riscoll7s (2000) re8ecti!e model (3hat6 So

5hat6 and 9o5 5hat) to re8ect upon my learning and de!elopmenteperience during studying this module.

Topi!*" Operations management

The /ey unction o operations management is to transorm the inputs o

any company into output. The inputs are normally laor6 material6

company7s assets6 cash6 capital6 technology6 e;uipment or other resources

pro!ided y the company and output indicate the ecti!eness o operations y est utilising the inputs and transorming

them into outputs e>ecti!ely. I am sure that operations management

lecture 5ill help in understanding the inputs6 process and outputs o

di>erent operations during my uture o.

Topi!5" S#ppl3 $ain Management )SM+

= supply chain is @a system o organisations6 people6 acti!ities6 inormation6

and resources in!ol!ed in mo!ing a product or ser!ice rom supplier to

customerA (Choi and Cheng6 20116 p. %",). In act6 supply chain operations

con!ert inputs in the orm o ra5 material and resources into a


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In my pre!ious o6 I 5as associated 5ith the supply chain department

5here I learned the useulness o supply chain management an

organisation 5ith the help o t5o handy articles such as @est !alue supply

chainA (4ourla/is et al. 2012) and @outcome dri!en supply chainA (Melny/ et

al. 2012). $earning aout ho5 supply chain incorporates unctional areasand its importance or deli!ering the products and ser!ices to the customer

pro!ided me clear insights aout the suect. It is elie!ed that lecture on

supply chain and my personal eperience are so helpul in deerences among them6 they are uni!ersally adopted to impro!e any

process. T#M6 $ean and Si Sigma are closely related to each other and can

"


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e integrated to achie!e process impro!ement goals o any organisation

(4oBdogan6 2010).

The lecture and rie


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4oBdogan6 E. (2010). To5ards =n Integration o The $ean Fnterprise

System6 Total #uality Management6 Si Sigma =nd 'elated Fnterprise

&rocess Impro!ement Methods. ESD Working Paper Series6 Massachusetts

Institute o Technology6 Camridge

Choi6 T?M. and Cheng6 T.C.F. (2011). Supply Chain Coordination under

Gncertainty. Springer

4ourla/is6 M.6 Maglaras6 H. and +otopoulos6 C. (2012) Creating a @est

!alue supply chainAD Fmpirical e!idence rom the Hree/ ood chain6

International Journal of Logistics Management 6 2()6 pp.0 J ,2

riscoll6 . (200*). Practising Clinical Superision! A "e#ectie Approac$ for

%ealt$care Professionals. 2nd ed. Fdinurgh: 4ailliere Tindall Flse!ier

Melny/6 S.=.6 a!is6 F.3.6 Spe/man6 '.F. and Sandor6 . (2012). Outcome?dri!en supply chains. MI& Sloan Management "eie'6 %1(2)6 pp. ?,.

Slac/6 9.6 Chamers6 S. and ohnson6 '. (2010). (perations management .

&earson Fducation

3ieland6 =. and 3allenurg6 C.M. (2012). ealing 5ith supply chain ris/s:

$in/ing ris/ management practices and strategies to perormance.

International Journal of P$ysical Distri)ution * Logistics Management 6

"2(10)


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SETION 5" MARSTON LODGE IN=ENTORY

MANAGEMENT SYSTEM

*1 Intro%#!tion

uring the period o last 1% years there ha!e een !ast enhancements in

the corporate social responsiility. This also ocuses upon the gloal supply

management and in!entory management systems 5hich urther enlighten

the logistics support and impro!ing the condition o people in!ol!ed in it or

product inno!ation and organisational de!elopment ($eenders et al6 2002).

In!entory management system is an in!entory control system through

5hich oects and materials are administered and located (Karma6 2011). It

is used or automation o orders and accomplishment processes through

the list o orders to e recei!ed. It is used to stay a5ay rom o!erstoc/s and

organising the in!entory and cash present in hand or gaining competiti!e

ad!antage (Kora6 2010). The main eatures include order management6

asset trac/ing6 ser!ice management and product identi


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o!erall procedure6 mapping the inormation in a proper diagram through

using appropriate symols and lin/ing the data in a proper 8o5 (Suh et al6

200").

.1 In6entor3 management o< Marston Lo%ge


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through the system instead to local production and eporting rom oreign

countries. =s there is no coordination among the !endors and $odge7s

management eedac/ regarding the cost details can e gi!en to the

in!entory system consisting o gi!ing out order o purchase to the suppliers

and 5are house or ordering deli!eries. $i/e5ise Sales order system /eeps achec/ on the orders re;uired and go!erned y aynor &olo5s/i 5ho can

direct the oLcials or maintaining the status o goods. amie Taylor can run

the =ccounts department or dealing the in!oices and


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soon as they arri!e. They should e mar/ed in the in!entory management

system y sales order system 5hen deli!ered y suppliers. ence the


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ora, 9. B. (20'0). %nventory management system.

11


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SETION ." RIS> MATRI? AND 9OR> 4REA>DO9N

STR@T@RE )94S+

*1 Intro%#!tion

Marston $odge is a " star hotel consisting o 100 edrooms and situated in

a eautiul place in et5een Chester and Manchester. The hotel has a

range o acilities around it 5hich include: gardens6 pastures6 race course

and all importance places li/e airport6 rail lin/s6 hill 5al/ing 5ildlie6 and

3elsh order are near to it.

It is mentioned in the case study that hotel oo/ings ha!e een do5n o!er

the years due to recession e>ects6 poorly cleaned rooms6 lac/ o onsite

acti!ities6 and long ;ueues at chec/ in and chec/ out.

The /ey aim o this report is to analyse the issues that Marston $odge is

acing 5ithin the hotel. The hotel o5ner Musalem =l =rami 5ants to

increase the pro


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5or/ o!erurden on sta>. So6 in all the situations6 ames Thoma (the

operations manager) and im Talot (the head cleaner responsile or all

cleaning standards at Marston $odge) should chec/ each angle and corner

o the guest room including tales6 8oors6 ceilings6 eds6 toilets and other

elongings o the room in order to ma/e sure they are dust ree andcompletely hygienic. The sta> responsile or cleaning can get eedac/

rom the customers 5hen they are lea!ing the rooms. 4y doing this6 they

can use this eedac/ to impro!e the ser!ices or the uture. 9egati!e

eedac/ 5ill enale operations manager to put e>ecti!e strategies in place

to o>er etter ser!ice to guests (O+allon and 'utherord6 2011). These

eedac/s should e monitored through the proper implementation o an

ICT system.

C$eck+in C$eck+out

Chec/?in and chec/?out system in any hotel is one o the important systems5hich need special attention (Kallen and Kallen6 201). This system is

related to cleaning as 5ell. +or eample6 a house/eeping system is said to

e unctional i the ront des/ is a5are o chec/?ins and chec/?outs so that

cleaning o rooms can e arranged accordingly. =s mentioned in the case

study that chec/?in and chec/?out systems are inade;uate and most o the

guests seem unhappy rom the eisting acilities. This also re8ects cleaning

and other house/eeping acti!ities as 5ell. Thereore6 hotel manager and

other responsile sta> in Marston $odge must ta/e this into account

seriously and implementing a proper ICT system is the est solution ormanaging chec/?in and chec/?out system.

515 La#n%r3 in6entor3 ser6i!e

The laundry ;uality control and in!entory system needs to e managed

properly 5hich greatly support hotel operations. In act6 these contriute

greatly to the management o hotels. ones (200,) in this regard asserts

that controlling in!entory and ;uality control through sot5are is important

in order to super!ise and control the laundry system and also to minimise

the loss and damages. Gsing sot5are can reduce the damages as they can

e ;uic/ly traced and recorded and hence immediate action can e ta/enon urgent asis. This not only reduces costs and ependitures ut also

contriutes greatly to the increment o hotel7s pro


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It is also e!ident rom the comments o laundry sta> in the case study that

the laundry system in Marston $odge al5ays has prolems due to high sta>

turno!er. The system at the hotel is not unctioning 5ell and thereore

re;uires proper planning. In this regard6 the hotel can put into practice a

sot5are system to e>ecti!ely control and manage the laundry system. 4yimplementing this solution as a part o ICT strategy 5ill help operations

manager and the head or laundry responsile to replace the manual

system 5ith computerised so that turno!er o people cannot a>ect the

laundry system.

51. Maintenan!e

ayes and 9inemeier (200*) argue that maintaining essentially re;uired

acilities is also a massi!e department 5hich is accountale or upholding

all interior and eterior acilities in the hotel. Interior acilities reer cleaning

and maintenance o all urniture inside the hotel 5hereas eterior acilitiesinclude the outside loo/ o the hotel. =s compared to eterior acilities6 it is

more critical to maintain the attracti!eness o interior loo/s o the hotels

especially in an en!ironment 5hen the hotel is too usy all the time.

=ccording to ones (200,)6 interior loo/s ha!e a considerale impact on the

enoyment and perceptions o guests 5hile their stay at the hotel.

Three /ey sta> memers Sonia &rentergrass (head o acilities

management)6 arren a5es (hotel maintenance manager) and Eiri4a5e

(ICT manager or inrastructure) are responsile or interior and eterior

maintenance. Thereore6 it is necessary or them to de!elop an e>ecti!e

strategy to maintain the eautiulness o costly urniture. The maor

responsiility applies to the hotel maintenance manager to loo/ into the

matters o room redecoration6 uilding 5or/s6 eternal cleaning6 and

electrical re


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Computer sot5are(operating system6application sot5are ormanaging hoteloperations)

o Chec/?inPchec/?outo $aundry system

records

Telecommunication technology

&hones (oth landline andmoile phone)6 a andemail

Communication including:o Heneral en;uirieso 4oo/ing

9et5or/ingtechnology

3ireless connection65esite6 internet caQ etc.

+acilities including:o Online oo/ingo Communicationo Fmailo =d!ertising

=udio!isualsystem

&roectors6 e;uipment oronline !ideo conerencing

etc.

o Sta> training Rde!elopment

o 3or/shops Rseminars

Credit cardsystem

eit and credit cardincluding Master card6 Kisacard6 =merican epress

o +or illing R in!oicing

Security system 'oom security cards6 CCTKcameras

o +or saety andsecurity o guestsand hotel sta>s

Source! Mpofu an- Watkins+Mat$ys /0112

.1 Importan!e o< ris2 matri8 in #n%erpinning proe!t s#!!essotel industry carries di>erent types o ris/ actors and they are associated

5ith di>erent ser!ices o>ered y hotels. otel7s management should e

capale o handling and managing ris/s at the right time. = general opinion

eists that hotel industry in!ol!es non?haBardous materials such as

e!erages and ood and thereore the ris/ le!el is lo5 (Saouma6 2012). 4ut

in reality6 se!eral operations in hotels need haBardous chemicals and other

materials or cleaning6 storage6 polishing6 coo/ing in order to maintain high

le!el standard o house/eeping and other hotel operations

(Cholamandalam6 2010). 4ased on this discussion6 it seems that managing

hotel ris/s y de!eloping a comprehensi!e ICT system is etremely

important in relation to pro!ide guests a sae and sound en!ironment or

enoying during their stay.

The ris/ matri6 in the contet o hotel ris/ management6 has een

etensi!ely used y the eperts and organisations to assess and e!aluate

the ris/s associated 5ith the proects (4arth6 200,N 4har5ani and Mathe5s6

2012N Saouma6 2012). In addition6 se!eral types o ris/ matrices ha!e een

used to:

'an/ ris/ actors y


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&resent ris/s graphically using particular tools such as ris/ map7N

elp management in addressing ris/ actors 5ith etreme impactsN

and

&romoting meaningul discussion 5hich aims to


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associated 5ith ICT components' Technical

ris/s

'is/s o system ailures6 system deects6

inappropriate solutions

% " 20

'" Ineperien

ce ris/

$ac/ o implementing ICT can result in

udgement errors and improperly using ICT

technical acilities

" " 1 M

'% Security

ris/

ac/ing attempts6 /ey card security6

pass5ord securities etc.

" " 1 M

' Sta/eholde

r ris/s

The solution cannot e accepted until

appro!al is ta/en rom all sta/eholders

" " 1 M

'* &ersonnel

ris/

$ac/ o sta>6 loss or o!er dependence on

/ey proect sta>

" 12 M

', Kendor

ris/

=dditional contracts 5ith hard5are and

sot5are !endors or implementing

communication6 security6 and net5or/ingsystem

- $

'- Time

in!estmen

t

Time in!estment or implementing ICT

system

- $

Source! Department of &reasury an- 3inance /01/2

"igure - Ris matri/

Probability

Impact

1*

=lmostCertain

U,0V (%)

% 10 1% 20 2%('16 '2)

$i/ely%0 J ,0V

(")

" , 12 1('"6 '%6

')

20(')

&ossile0 J %0V

()

-(',6 '-)

12('*)

1%

Gnli/ely10 J 0V

(2)

2 " , 10

'areW10V (1)

1 2 " %

Ris2 riteria

Insigni<cant (1)

Minor(2)

Moderate ()

Maor(")

Catastrophic (%)

ighMedium

$o5


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(1 Importan!e o< 9or2 4rea2%o:n Str#!t#re )94S+ in proe!t

s#!!ess

Kalacich et al. (200-) de


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o< MarstonLo%ge

*1 ICTproector

Marston$odge

1.1Initiation

1.1.1 'is/ identi


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tale 2 and


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Reecti!e proect

management. &roect Management Institute6 /7t$ Annual

SeminarSymposium6 9e5 Orleans6 $ouisiana

ones6 T.. (200,). Professional Management of %ousekeeping (perations.

"th edition6 ohn 3iley and Sons

Eendric/6 T. (200-). I-entifying an- Managing Pro5ect "isk! Essential &ools

for 3ailure+Proo8ng 9our Pro5ect . 2nd edition6 =M=COM i! =merican Mgmt

=ssn

Mpou6 C.E. and 3at/ins?Mathys6 $. (2011). Gnderstanding ICT adoption in

the small


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&roect Management Institute (201). A :ui-e to t$e Pro5ect Management

6o-y of ;no'le-ge! PM6(; :ui-e. %th edition6 &roect Management

Institute6 Incorporated

&ycrat6 M. (2000). (perations management . &earson South =rica

Sachs6 I. (2011). Performance Drien I& Management! 3ie Practical Steps

to 6usiness Success. Ho!ernment Institutes

Saouma6 '. (2012). "isk Management in t$e S'e-is$ %otel In-ustry . $=&

$amert =cademic &ulishing

Sharma6 E.E. (200). &ourism an- $ospitality . Sarup R Sons

Kalacich6 Heorge6 .H. and o>er6 .=. (200-). Fssentials o Systems =nalysis

and esign. "th edition6 &rentice allP&earson Fducation Inc

Kallen6 H.E. and Kallen6 .. (201). C$eck+in C$eck+(ut! Managing %otel

(perations. -th edition6 &rentice all

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