ASSESSMENT FRONT SHEET LONDON CHURCHILL COLLEGE Programme: Title: Unit Level: Module Tutor: Email: Date Set:

BTEC Higher National Diploma (HND) in Business (34) Operations Management QCF Level 5 Cliff Sikpi cliffsikpi@yahoo.com 1/03/2011

Learners name and statement of authenticity Learners Name: .. Learners ID: Date handed-in:

I certify that the work submitted for this assignment is my own. Where the work of others has been used to support my work then credit has been acknowledged. Signature: . Date:

Key dates Distribution date: .. Submission date:. Return date: 4 weeks after submission Specification of Assessment
INTORDUCTION

The aims of this assignment are to measure the outcome of students learning in terms of knowledge acquired, understanding developed and skills or abilities gained in relation to achieving the learning outcomes (LO) and learning criteria (P, M, D) A case study has been provided to give a general contextual framework to the assignment. The assignment requires you to read the case study thoroughly and answer the questions that follow applying knowledge gathered from the Operations Management lessons in class, your experience of working in industry and your experience of everyday life. Relevant references and academic quotes and use of case examples are required as evidence of broad reading. 1

Merit and Distinction criteria are provided separately after the pass criteria requirements.

THE CASE STUDY A DAY AT THE CHANNEL TUNNEL (SOME TRAVELLERS EXPERIENCE) The Brown family was looking forward to their holiday in France. They had experienced more than their share of difficulties during the year, and felt ready for a relaxing fortnight. They usually crossed the channel by hovercraft but, impressed by the stories of several friends and acquaintances telling of a smooth and trouble-free crossing not in any way influenced by the weather, they had decided to use the shuttle. Armed with a pre-booked ticket for the 2.54 train on a Wednesday afternoon they set out in plenty of time. They arrived early, joining the queue for admission at 1.35 p.m. They were surprised to find that, despite having a prepaid and booked tickets, it still took them fifteen minutes to reach a check-in booth. Here their ticket was checked, and they were given a piece of card with the letter R on it to hang from their rear view mirror. Thats fine said the check-in operator, you are on the 2.54. We are boarding from the terminal today, so just wait in the terminal until your letter is called. After parking their car they bought some duty free goods and then waited. Video screens were calling letters M and N. At 2.45 screens showing N and O, so Brown approached the enquiries desk to find out what was happening. Oh, we had problem this morning so we are running an hour late, said the receptionist, but we are running three trains an hour. While queuing for a coffee, letters P and Q were called, and little later R. It was now 3.15p.m. As the Browns made their way out to the car, they were surprised to hear the public address system call letters S and T. The car park was chaotic. It looked as though almost all the cars were trying to get out at once, and it took the Browns almost thirty minutes to get to passport control and security. Finally, half way up lane three in the marshalling area, they waited to embark. Lane 1was embarked first and seemed endless. It became apparent that cars still on the access road were ushered down lane one and on to the train, presumably to clear congestion. Eventually this stopped and lane 2 was embarked, followed by the first few cars in lane 3. The Browns were now five from the front of the queue and the next train was in twenty minutes. It was 3.55 pm. 2

BACKGROUND The Shuttle The Shuttle carries cars and their passengers between England and France by train through the Channel Tunnel. Services run frequently with a thirtyminute crossing time. Since it is underground, the crossing is not affected by adverse weather, which can make sea crossing uncomfortable or even impossible. Cars are driven unto the train, on two levels, and drivers and passengers remain with their cars throughout the journey. Tickets may be bought in advance, but it is also possible to turn up on spec and buy a ticket on arrival. Figure 1: shows an approximate schematic of the terminal area (Hard copy of this will provided to students) It is the policy of Eurotunnel in the event of difficulty to recover the timetable as quickly as possible and minimize disruption. Keeping our customers informed of the progress of this process is . . . difficult to manage. Alternatives There are several alternatives for motorists crossing the channel. All surface vessels and therefore more or less influenced by inclement weather. This can vary from mild discomfort, particularly those prone to seasickness, through to cancellation of services in extreme conditions. All methods provide terminal buildings with duty free shopping facilities. They are: 1 Ferries: There are a number of alternative routes, but the short crossings have a crossing time of about ninety minutes, with a typical check-in time of one hour. Passengers are not allowed to remain with their cars. The ferries provide restaurants, bars, snack bars and duty free shopping. 2 Fast-craft: Similar in many respects to ferries, but crossing the Channel in only in only forty-five to fifty minutes 3 Hovercraft: A thirty check-in and thirty-five minute crossing. Passengers sit in coach-style seats with little opportunity to move around and limited duty free goods for sale.

ASSESSMENT REQUIREMENT:

Using the case study above and relevant concepts, theories of operations management and literature, respond to the following questions:

1.1Define operations management and explain the importance of operations management with reference to the case (Pass P1) 1.2 In the context of the case: - Explain the need to provide a safety service. -State instance(s) where safety was a concern. - Identify quality failures. -Identify and analyze time factor in the case. -How does the cost element apply to the service users and the providers? -How does the law affect the provision of this service? (Pass P2) 1.3 Identify element (s) of strategic planning in the case and explain the link between operations management and strategic planning (Pass P3) 1.4 Produce a flowchart of the Browns process and use this to identify the following: a) Areas of operational inefficiency b) Areas of quality failure (Pass P4) 2.1 Explain the Three Es (economy, efficiency and effectiveness). Identify where they apply in the case (Pass P5) 2.2 Explain the tension between cost minimization and quality maximization. Briefly discuss these two elements in the context of the case (Pass P6) 2.3 Evaluate the significance of the five performance objectives that underline operations management and briefly apply them to the case under study (Pass P7) 3.1 Define linear programming and give a brief explanation. Explain whether it will be possible to apply it to the case or not (Pass P8) 3.2 Evaluate critical path analysis and network planning briefly. How would this apply in this case? (Pass P 9) 3.3 Discuss briefly how operational planning and control is necessary in this case (Pass P 10) 4.1 In the context of the case produce a set of clearly defined operational outcomes (Pass P 11) 4.2 Produce a network plan of the activities of the operations and indicate the resultant critical path (Pass 12) 4

4.3 How would you define quality in this case? How could that be maintained? (Pass 13) M1How does the layout of the terminal area interact with service provision? Use the schematic of the terminal area (diagram) provided for this question (M1) M2 In the light of the Browns experience, what changes would you recommend? (M2) M3 Evaluate the Ferry as alternative to the Channel Tunnel in your own words (i.e. put forward an argument: for or against) (M3)
D1 Discuss the Eurotunnel policy in the event of difficulty in their operations stated in the case. Criticality is expected here (D1) D2 Discuss how the presence of strong competition will improve the whole Channel Tunnel service delivery (D2) D3 Discuss how operational efficiency might conflict with quality requirements in this case. AS the operations manager, tell the staff what they should do (D3)

Learning outcomes, assessment and grading criteria

Learning outcomes On successful completion of this unit a learner will:

Assessment criterion for pass The learner can:

LO 1 Understand the nature and importance of operations management

1.1explain the importance of operational management 1.2explain the need to produce safely; to cost; to quality and within the law 1.3explaining the link between operations management and strategic planning 1.4produce a system diagram to illustrate a typical business 2.1 explain the Three Es (economy, efficiency and effectiveness) 2.2 explain the tension between cost minimization and quality maximization 2.3 evaluate the significance of the five performance objectives that underpin operations management 3.1 explain linear programming 3.2 evaluate critical path analysis and network planning and control 3.3 explain the need for operational planning and control

LO 2 Understand the link between operations management and strategic planning

LO 3 Understand how to organize a typical production process

LO 4 Be able to apply relevant techniques to the production of an operational plan for a typical business

4.1 Produce a set of clearly defined operational outcomes 4.2 produce a network plan and indicate the resultant critical path 4.3 explain how quality could be defined

Merit Descriptor

Indicative Characteristics

In order to achieve a merit The learner must: M1 Identify and apply strategies to find appropriate solutions

The learner's evidence shows: That judgment has been made for successful research to take place. Problems have been identified and overcome That the case study demonstrates that a range of information sources have been used. That techniques used for obtaining and presenting information gathered is appropriate and justified. That the case study is structured following a logical format. A range of methods have been used to present the information for the case study

M2

Select/Design and apply appropriate methods/techniques

M3

Present and communicate appropriate findings

Distinction Descriptor In order to achieve a merit The learner must: D1 Use critical reflection to evaluate own work and justify valid conclusions D2 D3 Demonstrate convergent/lateral/creativ e thinking Take responsibility for managing and organizing activities

Indicative Characteristics The learner's evidence shows: Conclusion reached through your work has been justified. Your case study provides evidence that self evaluation of your information has taken place and realistic improvements proposed. Activities have been identified and undertaken at the appropriate level and within agreed deadlines. The case study shows that ideas have been generated, decisions taken and problems have generated, decisions taken and problems have been overcome. Convergent and lateral thinking have been applied and receptiveness to new ideas is evident. Your case study demonstrates that innovation and creative thought have been applied.

Assessme nt criteria Requiremen ts Grading criteria Requiremen ts

P1

P2

P3

P4

P5

P6

P7

P8

P9

P1 0

P1 1

P1 2

P1 3

3.1 3.2 3.4 M 1 M 2 M 3

3.3 4.1 4.2 3.5 4.4 4.3 2.1 1.1

1.2 1.3

D1 1.5

D2 5

D3 3.7

3.6 1.4 2.2

Achievement of a pass grade A pass grade is achieved by meeting all the requirements defined in the assessment criteria for each individual unit. Achievement of a merit or distinction grade All the assessment criteria and merit grade descriptors need to be completed within a unit to achieve a merit grade. All the assessment criteria: merit and distinction grade descriptors must be completed within a unit to achieve a distinction grade.

Plagiarism and Collusion

Any act of plagiarism and collusion will be seriously dealt with according to the regulations. In this context the definition and scope of plagiarism are presented below: Using the work of others without acknowledgment or inspiration is plagiarism, even if the words are changed or sentences are put in different order, the result is still plagiarism (Cortell 2003). Collusion describes as the submission of work produced in collaboration for an assignment based on the assessment of individual work. When one person shares his/her work with others who submit part or all of it as their own work.

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Extension and Late Submission If you need an extension for a valid reason, you must request one using a coursework extension request form available from the college. Please note that the lecturers do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick.

Support materials Textbooks

Reasonable library resources are available to help learners in achieving the requirement for the unit Core texts: -Brown S et al- Strategic Operations Management (Butterworth-Heinemann, 2000), ISBN: 0750642572 -Heizer J and Render B Operations Management (Prentice Hall, 2003) ISBN: 013018604X -Waler D L- Operations Management A supply chain approach (Thompson, 1999,) ISBN: 1861524153 Recommended -Galloway L et al Operations Management in Context (Butterworth- Heinemann, 2000), ISBN: 07506 42807 -Slack N et al Operations Management (Pitman, 2000) ISBN: 0273626884 Websites

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http://www./managementhelp.org/ops_mgt/ops http://www.mhh/omc/index.html http://www.bradley.edu~/opman.html http://www.//knowledge.wharton.upen.edu/filenotfoun https://www.secure.progress/en-gb/login/op

ASSESSMENT INFORMATION

Assessors general comments:

Assessors Signature Print Name:

Date:

Learners comments:

Signature Print Name:

Date:

Feedback of this coursework will normally be given to students four weeks after the submission of an assignment.

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