Operations Management in Action at Vacations Inn

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Table of Contents

Abstract3

Introduction4

Operations Management in Action at Vacations Inn4

Quality management4

Capacity planning and facility location5

Aggregate planning6

Work system design and project management7

Inventory planning and management8

Conclusion9

References11

Operations Management in Action at Vacations Inn

Abstract

Operations management is relevant for both manufacturing and services sectors of the economy and provides essential production and operations management strategies and tools. We manage our product and service quality through various statistical procedures. In addition, we use advanced algorithms for various capacity planning decisions. Our locations have also been chosen strategically. Next, we are following a hybrid aggregate production plan for the hotel kitchen. We have also improved our work flows and work environment, while we effectively plan and manage our inventory.

Introduction

The field of operations management is very vast. It involves both production and operations management. In addition, the field has too much significance not only in the manufacturing sector of the economy, but also in the services sector. The services sector also includes critical and support operations. No matter the business, the strategies of operations management will be used and every operations decision will have to be managed very carefully. The decisions in operations management range from determining the various operations strategies, workplace designs, operations facilities decisions, capacity planning, to workforce management (Shim and Siegel, 1999).

Operations Management in Action at Vacations Inn

Quality management

First we conduct the Pareto analysis. This analysis suggests that 80% of the problems are caused by only 20% of the causes. Therefore, we indentify all causes of various identified problems. These could include delayed deliveries of raw materials, defective raw materials, production of defective goods in the kitchen, wrong service, etc. The frequency of these quality defect occurrences are plotted to get the actual distribution of the causes for defects. This enables us to identify the higher 20% causes of quality problems. This analysis is done on a monthly basis (Shim and Siegel, 1999). Next, statistical control charts are employed. These charts measure the number of defects occurring over a service span, such that the variability of service quality is measured. Then certain limits are defined for the statistical control chart. This statistical control chart measures the acceptable variance in our service quality. If multiple defective services are performed due to wrongful delivery and the number moves out of our defined tolerance of 0.5%, then the service process stops and the process is corrected by telling the various personnel about their service quality observations. In this way, the statistical control charts generate events for quality checks while observed service quality compromises are the input variable (Shim and Siegel, 1999).

In addition, acceptance sampling plans will also be developed that will measure the number of defective products getting produced in the kitchen. If the number of defective products (that are rejected by the customers) goes above 0.5%, then the production process will be stopped. These will also be event-driven (Shim and Siegel, 1999).

Finally, we could also develop operating characteristics curve. These curves would indicate the acceptable quality level ...