(I JUST NEED A REVISION) i will attach the original document

Essay Instructions:

This is the feedback i was given last time- "You have a good foundation for your assignment. It is notable that many of your concepts significantly differ than the content incorporated in your prior deliverables. Your conclusion incorporates language that mirrors language returned from Artificial Intelligence tools. The goal of this project is to bring together your previous course work into one toolkit. This process involves reworking prior assignments to remove first-person language and reframing it from the organization's perspective. For your next attempt, it is important to cite any information from external sources or non-general knowledge topics, including those generated by AI. Also, make sure to incorporate the seven elements of forecasting as outlined in the course readings." Instructions- Undergraduate, APA, Essay: 10 page(s) / approximately 2750 words, Literature & Language, 2 sources Deadline: 2023-12-01 06:59 Preferred Writer: No prefered writer needed Topic: Operations Manager Toolkit OM Instructions: Competency Differentiate behavioral traits and highly effective habits of successful operations managers. Distinguish the strategic actions that differentiate between successful domestic and international sourcing plans. Distinguish operational practices that will create an exceptional customer experience. Differentiate the key assessment metrics in achieving an operational project plan. Prioritize three quality measures used in operational design. Relate the seven key elements of designing a forecasting system. Student Success Criteria View the grading rubric for this deliverable by selecting the “This item is graded with a rubric” link, which is located in the Details & Information pane. Instructions You have been promoted to the role of senior operations manager and have been named by the VP of Operations to the organizational one-year elite onboarding program for high-potentials called Emerging Leaders. As an Emerging Leader, you are expected, in fiscal Q1 and Q2, to develop an operations manager toolkit/project guide for the new junior operations managers you will source to this role in the next quarter. The toolkit will be used by your newly hired junior operations managers during the six-month onboarding process within your organization. Developing an onboarding program for new junior operations managers is important because onboarding, according to the Society of Human Resources Management (2016), "is the process by which new hires get adjusted to the social and performance aspects of their jobs quickly and smoothly, and learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization (p. 1)." In addition, sourcing, vetting, background checking, interviewing, and training a newly hired junior operations manager will cost your organization approximately $6,300.00 (per candidate). Consequently, to assist your new junior operations managers in learning, growing, and developing into your organizational culture, you will need to provide them with the tools to succeed. What to Submit You are to develop an operations manager toolkit/project guide that must be inclusive of the following components: a cover page, table of contents, and a reference page supported by research from at least six credible sources. This toolkit, although a written assignment, is very different from you writing a traditional 10-page APA style paper, and is representative of an authentic reference tool you would use in the workplace to onboard a new junior operations manager. Both the reference page and in-text citations must be in APA format. Your newly-hired junior operations manager will require support and your assistance to be successful; therefore, you will need to develop an operations manager toolkit/project guide which will include the following components: An opening statement on the importance of operations manager leadership development A comparison statement on understanding the five organizational leadership styles A description of a successful domestic and international sourcing plan and analysis statement A description outline of an exceptional customer experience program plan and analysis statement A description of at least four internal data collection measurement tools and analysis statement A description of at least three quality measures used in operational design and analysis statement A description of the seven key design elements of a forecasting system and analysis statement An evaluation of the components of your operations manager toolkit/project guide from our readings for forecasting - Within organizations, forecasting is the operational ability to guesstimate what an outcome should be based upon some type of information. Typically, most businesses try to use as much statistical data as they can to drive decisions. however, there are situations where historical lessons might be the only information that a leader can use. The goal of successfully building and executing forecasting strategy is to eliminate emotions from the decision. There are normally two types of decisions that referenced in relation to the decision-making process. These are: Tactical Strategic A tactical decision is a short-term decision that is centered on the day-to-day situations. In contrast, a strategic decision is a long-term decision that is focused on the future of the operation. Regularly, supervisors are accountable for making tactical decisions in regards to the daily issues. In comparison, managers are responsible for defining the strategic objectives for the operation. Both supervisors and managers use forecasting tools as a basis for justification. Presently, most organizations have a software solution that archives performance measures. Frequently, these systems can provide reports and trends based upon the data. A common feature in the average software package is forecasting, which is examining historical data to predict future behaviors. While technology can provide good indicators, it is essential for supervisors and managers to integrate their experience, any relevant information or news that would be outside of the system data, and personal insight when making their final decisions. Job Planning Job planning aligns with forecasting. Simply, an organization's job plan is commonly referred to as their labor model. This shows what positions are needed to provide a service or produce a good. Historically, there are frequent problems with organizational labor models being too thin. If an operation tries to identify and capitalize on labor savings, it is simply trying to optimize efficiencies; however, the reality and regular employee perception is that some employees are spread too thin and doing the work of two people. If this scenario occurs, then there is a high probability for turnover issues, increased need for overtime, and overall employee performance issues due to feelings of frustration. In order to mitigate the probability for labor model issues, the job planning needs to account for risk. Typically, an organization will staff to a job plan, but it is common knowledge across a lot of industries that employees will leave, get sick, or other issues will happen that will lead to a staffing gap. On average a lot of organizations staff heavy when they are busy and reduce labor when they are slow. This approach is problematic because frequently the employees who are training during the busy times are the top performers who are then slowed down as a result of training. This rollercoaster of a lab plan leaves employees with a lack of vision or thought for future growth because they observe the ups and downs of the hiring process. Building a labor model that is centered on average production versus lows or highs will reduce the need for overtime, increase the time for training and development when production is not critical, and help with employee morale because they are not experiencing continual transitions. Trends Typically, an organization will consider a trend after a minimum of three defined data points. Experience In forecasting, there are often senior employees who have experienced certain situations who may have further insight into potential outcomes. Reports It’s a suggestive best practice to use reports within the forecasting approach that showcase how the operation is performing in comparison to the forecast.

Essay Sample Content Preview:

An Operations Manager Toolkit/Project Guide for Newly-Hired Junior Operations Managers Student Name University Course Professor Name Date An Operations Manager Toolkit/Project Guide for Newly-Hired Junior Operations Managers Contents TOC \o "1-3" \h \z \u The Importance of Operations Managers Leadership Development PAGEREF _Toc160402640 \h 3Understanding Organizational Leadership Styles PAGEREF _Toc160402641 \h 4Exceptional Customer Experience Program Plan PAGEREF _Toc160402642 \h 5Exceptional Customer Experience via Operational Practices PAGEREF _Toc160402643 \h 5Techniques Bringing Operations into Compliance with Customer-Centric Methods PAGEREF _Toc160402644 \h 6The Value of Ongoing Improvement and Customer Feedback PAGEREF _Toc160402645 \h 6Internal Data Collection Measurement Tools PAGEREF _Toc160402646 \h 7Strategies that may be used to ensure that Operations are aligned with Customer-Centric Methods PAGEREF _Toc160402647 \h 8Quality Measures in Operational Design PAGEREF _Toc160402648 \h 10Design Elements of a Forecasting System PAGEREF _Toc160402649 \h 11Evaluation of the Operations Manager Toolkit PAGEREF _Toc160402650 \h 13References PAGEREF _Toc160402651 \h 15 The Importance of Operations Managers Leadership Development Operations managers play a crucial role in facilitating organizational performance by acting as the central component that connects strategic planning with efficient implementation (Chang et al., 2013). These individuals serve as the creators of efficient procedures, guaranteeing the seamless progression of tasks that immediately influence the financial outcomes. Operations managers play a crucial role in enhancing resource utilization, coordinating logistical activities, and supervising manufacturing processes. Their responsibilities are vital in ensuring optimal efficiency and productivity levels within a business. Continuous leadership development for operations managers is advantageous and essential for maintaining long-term operational excellence. In the contemporary and ever-changing corporate environment, it is of utmost importance to possess the capacity to adjust, generate novel ideas, and assume a leadership role in the face of change. In light of technological advancements and the dynamic nature of market demands, operations managers need to possess a comprehensive range of skills that incorporates not just technical proficiency but also adaptable leadership attributes. Allocating resources toward continuous leadership development enables operations managers to refine their abilities in decision-making, problem-solving, and team management (Chang et al., 2013). It enables individuals to effectively negotiate intricate situations, enhance operational procedures, and cultivate an environment that encourages ongoing innovation. Operations managers enhance their leadership abilities by remaining informed about industry trends, acquiring proficiency in new approaches, and honing their interpersonal skills. This action enables them to effectively guide their teams through various problems and facilitate sustainable development. The relationship between a proficient operations management team and the achievement of organizational performance is unquestionable. Therefore, the cultivation of a culture that promotes ongoing learning and development among operations managers is crucial in attaining and sustaining operational excellence. Understanding Organizational Leadership Styles There is a range of leadership types for organizations, from democratic to autocratic to laissez-faire to transformational to transactional. According to Day (2000), democratic leadership encourages team members to be involved in making decisions. This encouragement creates an environment where people can work together and value different points of view. Within an authoritarian leadership style, all the power to make decisions lies with the boss. It creates a structured structure whereby people follow orders without question. Laissez-faire leadership means letting team members take complete charge of the decision-making or do what they deem right most of the time. On the other hand, transformational leadership is a style that entices team members to take up the vision, instill excitement and motivation through conversation, and help develop their unique skills. Transactional leadership is a style that revolves around jobs, requisites, and compensation of the work, which stresses on doing it right. The company is informed in this approach that having well-built frameworks and processes is paramount. The Domestic and International Sourcing plan Domestic sourcing is having all products and services originate from an exchange within a country’s border. Conversely, overseas sourcing spreads this practice to worldwide markets by buying products from country-based partners or suppliers. Effective domestic sourcing strategies often complicate activities related to proximity to the manufacturing process and pay off through improving the lead times, streamlining the logistics, and increasing the management controllability over quality and regulation compliance. The basic idea of using local networks, improving current transportation facilities, and dealing with currency fluctuations makes it easy to use domestic sourcing methods. A different approach is necessary to realize a productive foreign sourcing strategy. In this regard, strategic measures such as a complete evaluation of suppliers, risk analysis, and the creation of communication channels whereby cultural and logistical differences can be addressed would ensure successful supply chain management regardless of the geographical location (Ranjitkar et al., 2014). Balancing the impact of global market experience, providing negotiated advantageous conditions, and incorporating solid contractual agreements are critical elements that guarantee the success of any international sourcing undertaking. There is a unique challenge with the local supply of components, experience, and capabilities being tremendously lower than needed for mass production at a globally competitive cost. However, obtaining benefits within the scope of international trade can be associated with such complications as observing the rules and procedures that exist in foreign exchange, managing fluctuations of currencies, mastering the way of communication in a new language, adapting to longer lead times, and the safeguard of supply chains’ resilience towards international risks. Nevertheless, global sourcing has a multitude of merits: the unusual ability to access an extensive range of markets, to exploit efficiency through cost savings, to gain from professional expertise or international cooperation, and finally, to promote innovative ideas through collaboration and exchange. Exceptional Customer Experience Program Plan Exceptional Customer Experience via Operational Practices 1 Streamlined processes. Organizations should put in place good procedures aimed at reducing the number of non-productive hours people spend waiting and service quality levels. 2 Empowered staff. Management should grow a customer-first culture by initiating training and authorizing staff to make decisions, curtail customizing encounters, and provide a variety of options to clients. 3 Customization and personalization. Organizations should personalize goods and services to the preferences of every customer to achieve their distinctiveness. 4 Omnichannel experience. Management should hedge the user experience with a seamlessly incorporated brand channel across platforms. Techniques Bringing Operations into Compliance with Customer-Centric Methods When businesses engage in customer journey mapping, they strive to offer a convenient exploration process to the clients by evaluating and adjusting all interaction instances of the customers with the company. They include the following. 1 Data-driven decision making. Businesses should create customers’ preferences by offering more than the tasks, estimating the demand, and improving the quality of the services using clients’ data. 2 Feedback loops. For companies to continue their growth, they should work out and be prepared to hear and change according to consumers’ feedback. 3 Cross-functional collaboration. Companies should foster inter-department cooperation in line with the expectations of changing customer conditions. The Value of Ongoing Improvement and Customer Feedback Constant improvement of the process of writing customer-led opinions has a great contribution toward operational excellence and customer experience making. The compliments and the complaints of customers present the organizations with a means of identifying the affected parties. They, in turn, can sharpen their focus and put more effort into improving the right areas. The strength of the customers is that they tell organizations what to do; the customers give the information that helps organizations pinpoint the flaws and then implement strategies to achieve strategic excellence. They point out what to do to guarantee that everything is well-placed and focused on the most significant aspects. Businesses adjust to the changing market conditions through dynamism and client feedback (Tingle et al., 2017). Customer service and operations optimization go hand in hand with making necessary adjustments to the services to meet various customer demands, which is key to matching those market needs, which are always changing. This adaptiveness is a tool that develops a stronger interaction with clients and, as a result, increases the well-being of the consu...

Updated on May 27, 2024

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