MGT530 Critical Thinking Writing Rubric - Module 14 Exceeds Expectation Content, Research, and Analysis 25-30 Points Requirements Exceeds Expectation Includes all of the required components, as specified in the assignment. 29-35 Points Content Exceeds Expectation Demonstrates substantial and extensive knowledge of the materials, with no errors or major omissions. 37-45 Points Analysis Exceeds Expectation Provides strong thought, insight, and analysis of concepts and applications. 13-15 Points Sources Exceeds Expectation Sources go above and beyond required criteria, and are well chosen to provide effective substance and perspectives on the issue under examination. Meets Expectation Below Expectation Limited Evidence 19-24 Points Meets Expectation - Includes most of the required components, as specified in the assignment. 13-18 Points Below Expectation - Includes some of the required components, as specified in the assignment. 7-12 Points Limited Evidence Includes few of the required components, as specified in the assignment. 22-28 Points Meets Expectation - Demonstrates adequate knowledge of the materials; may include some minor errors or omissions. 15-21 Points Below Expectation - Demonstrates fair knowledge of the materials and/or includes some major errors or omissions. 8-14 Points Limited Evidence Fails to demonstrate knowledge of the materials and/or includes many major errors or omissions. 28-36 Points Meets Expectation - Provides adequate thought, insight, and analysis of concepts and applications. 10-12 Points Meets Expectation - Sources meet required criteria and are adequately chosen to provide substance and perspectives on the issue under examination. 19-27 Points Below Expectation - Provides poor thought, insight, and analysis of concepts and applications. 10-18 Points Limited Evidence Provides little or no thought, insight, and analysis of concepts and applications. 7-9 Points Below Expectation - Sources meet required criteria, but are poorly chosen to provide substance and perspectives on the issue under examination. 4-6 Points Limited Evidence Source selection and integration of knowledge from the course is clearly deficient. MGT530 Critical Thinking Writing Rubric - Module 14 Mechanics and Writing Demonstrates college-level proficiency in organization, grammar and style. 5 Points Exceeds Expectation Project is clearly organized, well written, and in proper format as outlined in the assignment. Strong sentence and paragraph structure; contains no errors in grammar, spelling, APA style, or APA citations and references. Total points possible = 130 4 Points Meets Expectation - Project is fairly well organized and written, and is in proper format as outlined in the assignment. Reasonably good sentence and paragraph structure; may include a few minor errors in grammar, spelling, APA style, or APA citations and references. 3 Points Below Expectation - Project is poorly organized and written, and may not follow proper format as outlined in the assignment. Inconsistent to inadequate sentence and paragraph development, and/or includes numerous or major errors in grammar, spelling, APA style, or APA citations and references. 1-2 Points Limited Evidence Project is not organized or well written, and is not in proper format as outlined in the assignment. Poor quality work; unacceptable in terms of grammar, spelling, APA style, and APA citations and references. 11/23/2018 MGT530 – Operations Management MGT530 – Operations Management Lean Operations and Scheduling Module Introduction Readings Note: The following readings may require you to be logged in to the Saudi Digital Library. You may do that here (https://lms.seu.edu.sa/bbcswebdav/xid-27610786_1). Required Chapter 14 & Supplement to Chapter 14 in Operations Management. Chapter 14 PowerPoint slides (https://lms.seu.edu.sa/bbcswebdav/courses/MGT-530MASTER/Presentations/Stevenson_13e_Chapter_14.pptx) – Operations Management. Albliwi, S. A., Antony, J., Arshed, N., & Ghadge, A. (2017). Implementation of Lean Six Sigma in Saudi Arabian organisations: Findings from a survey (https://search-proquestcom.sdl.idm.oclc.org/docview/1878811879?accountid=142908). International Journal of Quality & Reliability Management, 34(4), 508-529. Elking, I., Paraskevas, J-P., Grimm, C, Corsi, T., & Steven, A. (2017). Financial dependence, lean inventory strategy, and firm performance (https://onlinelibrary-wileycom.sdl.idm.oclc.org/doi/abs/10.1111/jscm.12136). Supply Chain Management, 53(2), 22-38. Haddad, M. G., Zouein, P. P., Salem, J., & Otayek, R. (2016). Case study of Lean in hospital admissions to inspire culture change (https://search-proquestcom.sdl.idm.oclc.org/docview/1862023965?accountid=142908). Engineering Management Journal, 28(4), 209-223. For Your Success In this final module, you will examine lean operations and how lean can relate to a successful implementation of operations management within an organization or an industry. This week: Complete the last Critical Thinking assignment, which has you analyze the operations of two organizations in the same industry. Take the graded quiz, which covers content from Modules 13 and 14 https://lms.seu.edu.sa/webapps/blackboard/execute/content/file?cmd=view&content_id=_3259070_1&course_id=_43144_1&framesetWrapped=true Learning Outcomes 1/5 Learning Outcomes 11/23/2018 MGT530 – Operations Management 1. Analyze the use of lean operations as it relates to the successful implementation of operations management. 1. Introduction Throughout this course, various aspects of operations management have been examined. Included in most modules is some form of process improvement or lean systems approach to operations management. The hallmarks of lean systems are waste reduction and continuous improvement (Stevenson, 2018). Other characteristics of lean systems include cross functional teams, cellular layouts for better communications, visual controls of operations, high quality, minimal inventory, output tied to demand, equipment flexibility, small lot sizes for batch production, and a culture that embraces lean concepts. See how this is the case, even with global giants like McDonald’s (http://www.aboutmcdonalds.com/mcd/country/map.html), in this video. JIT McDonald’s Style Go to the Video (https://www.viddler.com/embed/d097878b/? f=1&autoplay=0&player=full&disablebranding=0) McDonald’s has been in the business of “creating smiles” since 1955 by focusing on their philosophy of quality, service, cleanliness, and value. Its food preparation systems are the focus of this video. This focus on efficiency remains because in today’s fast-paced and competitive business world, organizations must continue to do more with fewer resources. Additionally, it appears timelines have been shortened across the board. There is simply less time between when a customer orders something and when the product or service must be delivered. This creates increased strain on operations managers, and a need for everything to run more efficiently. 2. Lean Concepts https://lms.seu.edu.sa/webapps/blackboard/execute/content/file?cmd=view&content_id=_3259070_1&course_id=_43144_1&framesetWrapped=true 2/5 11/23/2018 MGT530 – Operations Management The concept of lean came from the manufacturing industry, but has now been adapted to fit every industry imaginable. Lean refers to the elimination of waste in processes, leaving only the value-added components of a process. Keep in mind, however, that the customer is the one who determines what is valuable in a product or service. In manufacturing organizations, a lean process is a process that is dissected into small, individual pieces; each piece then evaluated for its value to the customer. Even the relationship between the manufacturer and its suppliers must be reviewed (Elking, Paraskevas, Grimm, Corsi, & Steven, 2017). When components of the process do not add value for the customer, they are assessed and possibly removed from the process. This eliminates overhead, extra steps, extra time, and extra costs, and makes the overall process more efficient. View how Toyota has embraced lean processes. Kaizen, or continuous improvement, is essential to its operations. Toyota Production System (Source: https://www.youtube.com/watch?v=jYI7QvU99dw ) The Toyota Production System, or TPS, emphasizes just-in-time production and Kaizen. 3. Lean Example Previous modules introduced the payroll tasks that an organization handles: time sheets, the payroll https://lms.seu.edu.sa/webapps/blackboard/execute/content/file?cmd=view&content_id=_3259070_1&course_id=_43144_1&framesetWrapped=true process and the printing and mailing of paychecks and pay advices In the process improvement project 3/5 process, and the printing and mailing of paychecks and pay advices. In the process improvement project, 11/23/2018 MGT530 – Operations Management the payroll process was broken down into separate components, and each was reviewed for value added to the customer. Now look at this process as a lean one: Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 The first step was filling out the paper time sheets. The question became whether or not paper time sheets added value to the customer. The answer to that question was “no.” The customer preferred to fill out the time sheets online. This eliminated the need to print out time sheets and route them to individuals in the first place, so it saved on the time it took to print them, the paper and printer ink used, and the time it took to route each time sheet through the organization to the proper department. Overall, a great deal of waste was eliminated from the process and, for the most part, all that was left were those elements that are value added to the customer. It also freed up time for the payroll personnel and allowed them to take on other duties, such as looking at how to improve other processes in the organization. Consider how lean techniques reduced total patient time by 43% without adding people or costs in your required reading by Haddad, Zouein, Salem, and Otayek (2016). 4. Conclusion There are always opportunities to improve an organization. There is no such thing as a perfect process. It is important for organizations to understand that and work toward eliminating waste and only doing what adds value for the customer. Keep in mind that the customer is the one who determines what is value added to a product or service. In closing, view the lean manufacturing process and culture at FastCap®. Lean Manufacturing – Lean Factory Tour - FastCap (Source: https://www.youtube.com/watch?v=jYby_HczyDA) https://lms.seu.edu.sa/webapps/blackboard/execute/content/file?cmd=view&content_id=_3259070_1&course_id=_43144_1&framesetWrapped=true 4/5 11/23/2018 MGT530 – Operations Management Take a trip to the shop floor and see a lean factory tour at FastCap in Ferndale, Washington. Given all that you have learned in this course, how will you apply lean operations to your organization moving forward? Check Your Understanding Read the front of each card and decide if the statement is true or false. “Flip” the card for the correct answer. Check Your Understanding Click Here to Begin References Elking, I., Paraskevas, J-P., Grimm, C, Corsi, T., & Steven, A. (2017). Financial dependence, lean inventory strategy, and firm performance. Supply Chain Management, 53(2), 22-38. Haddad, M. G., Zouein, P. P., Salem, J., & Otayek, R. (2016). Case study of Lean in hospital admissions to inspire culture change. Engineering Management Journal, 28(4), 209-223. Stevenson, W. (2018). Operations management (13th ed.). New York, NY: McGraw-Hill Irwin. https://lms.seu.edu.sa/webapps/blackboard/execute/content/file?cmd=view&content_id=_3259070_1&course_id=_43144_1&framesetWrapped=true 5/5
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