Table of Content

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Table of Content 2

Task 1.0 5

Background of the Company 5

Goals and Objectives: 6

TASK 1.1 Different processes and functions 8

Organization structure 8

2.2 Business functions: 11

5. The interrelationship between different functions and processes: 12

TASK 1.2 Methodology in Mapping the Goals and Objectives of the Organization 12

TASK 1.3 Gateways for Warburton 13

Task two 15

INTRODUCTION 15

PRODUCTION PLANNING 16

Aggregate Production Plan 18

TASK 3.1: 20

TASK 3.2 Cultures 22

Culture: 22

Quality Culture 22

Methods of promoting quality 22

TASK 3.3 23

TASK 3.4 Implication for the proposed changes 24

Chapter 4 26

Risk Assessment 26

4.1 Hazards and Risks 27

4.2 Warburton Bakery stores 27

References 30

Task1.0Backgroundof the Company

Warburtonis the largest wrapped bread brand and the second largest grocery inthe United Kingdom with a market share of 25.2 percent. It isheadquartered in Lancashire, Bolton while employing about 5000individuals in 15 distributions and 14 bakeries depots. More than 800of the workers have worked with the company for more than 15 years.The grocery was first opened in 1870 where in 1876 they startedbaking bread. Each day, more than 2 million products from the bakeryare made and distributed around the country. In essence, this willensure that thousands of retail outlets have fresh baked productsdaily. Warburton is a family business and thus is aligned with familyvalues. The 5th generation of the family is dedicated totraditional baking which has gone for more than 130 years. Warburtonis the market leader and always seeking challenges.

Vision:The vision of Warburton is to be a leader in the market. In thenear future the life of people will change quickly and thus they needto be a convenient product that ensures the health, quality andflavor is adhered. In order to meet the needs of the Customer in theUnited Kingdom, Warburton must create a convenient and a nutritiousproduct to meet the daily needs of the customers

Mission:The stakeholders are an important aspect for the existence of acompany. Thus, in order to run the business well, the main mission isto meet the needs of the customers. In the same regard, the companyaims to satisfy. Any form of business needs five important group ofstakeholders

Customer:Warburton has high quality bakery products where more than half ofthe people in the United Kingdom consume their product and this isaimed to meet the needs of the customers (Warburton)

Shareholder:In order to have a steady growth of Warburton, the company needs toattract more shareholders and investors

Employees:Warburton has employed 5000 individuals in 15 distributions and 14bakeries depots. Thus, it must take the responsibility to promote anddevelop the employees to get the best performance.

Partner:sustainable distribution channel, the company must consider all thepartners within their circles such as retailers, suppliers andsupermarkets.

Community:TheCompany must be adhered to the corporate social responsibility tobuild a better community. Warburton has open sponsorship and socialactivities

Goalsand Objectives:

Objectivesand goals affect the structure and culture of Warburton. Goals:becomea market leader in production of bakery products in UK. The companyaims to meet the customer base and develop new models that bringssufficient income to cover all the expenses despite the high level ofwastage since bakery products are perishable

Objectives

Target

Revenue

Reach over $889.118 billion VND by 2015. The bakery can increase its revenue through promotions and advertising through offering special items on different week days. The company aims to add sales by adapting and careful monitoring to demand, paying attention to customer flow and the sales patterns. The changes that bring added revenue need more momentary value need monetary outlay such as hourly adjustment. The company aims to gain more than 400 million dollars per month by 2014 and more than $ 889 by 2015.

Profit margin

Gross profit should be 20% percent of the total the global leaders. The profit margins should be monitored since fresh offering creates potential of waste not to exceed the operating expenses

Production

  • The baker aims to increase its units per year and introduce newer products aligned to its goals and objective

  • Increase bakery goods and branded flour

  • Meet the production mix by producing 90 of the scheduled vs. Actual products

Sales volumes

  • Expand its volume by 400,000 tons of wheat overseas

Table1: Warburton Bakery Stores Objectives

Value:Torun the business, Warburton needs specific values that make themstand out in the market. The core value of Warburton has some factorsinputs: Dynamic, Innovative, Quality, Leader, Vision and Trust.Additionally, the bakery has achieved a competitive advantage whichincludes satisfaction of the customers, attitude of the employees,quality product and employees responsibilities. The managers createan environment of professionalism for all employees to create, share,respect, and listen to each other. They realized their coreresponsibility and tried to make efforts to achieve their goals andobjectives. Warburton is a company that is responsible to thecommunity through social activities and family values which increasesthe reputation of the company. Through production of high qualityproducts and better customer service, the reputation of the companyhas been upheld. The company has developed a speciality in that theyhave become experts in whatever they do

TASK1.1 Different processes and functionsOrganizationstructure

Theorganizational structure of Warburton is functional with fivedifferent structures. Each of the department needs to work togetherand coordinate effectively to run the company. The structure isimperative for the success of the bakery. Through the use of thisstructure, Warburton can gain competitive advantages for the successof the company from flexibility which means that the employees willbe divided into groups in regard to their ability and line of work.The operations are one of the key function of the organization whichis concerned with the production of goods and the services. The threefunctions production, finance and marketing work together to achieveorganization goals. The rest of the functions are support functionbut must work in unison for the achieving the goals of Warburton

Organizationstructure

Businessprocess

Businessprocess is the collection of the activities that a given organizationuses in creating product and services for the consumers of thebusiness. There are series of steps or activities that are used totransform input into output. The process starts with collection ofinput and completes with the delivery of the products. The customerdemand a product, the company organizes the supply. There are manyprocesses in a company such as marketing process via 7 Ps, Humanresources process through retention and recruitment and financeprocess through budgetary control(Scheer, 2012).

Figure1 The Mapping Process.

2.2Business functions:

Department

Function

Development and research (R&ampD)

The department is responsible for the process of innovation and bring new product in the market

Marketing &amp Sales

Its work is to create a strong relationship with the customers and product promotion through diverse channels such as social networks, newspaper and advertisement. Sales department deal the distribution and aspect selling and also creating sales forecast

Finance

Finance process through budgetary control.

Record all financial activities

Controlling direct and indirect costs

Human &amp Resource

Retention and recruitment

Make personal plan and relations between working labor and high management

Table2 The Functional of Different Department.

BusinessProcess Modeling

Businessprocessing is the modern methodology and term that has evolvedthrough different names and stages. Itis a method that is used for improving the quality and efficiency ofan organization(Devillers,2011 p.94).

BPMN

BPMNis a graphical representation of the business process through the useof standardized objects. It is the set of graphical rules and objectsdefining the connection between the objects.

FlowchartTechnique

Theflowcharts have been the most popular diagram type since it has fewerstandard symbols and can be comprehended by many. The simplicitymakes it significant and an effective tool. BPMN is an advancedversion of flowchart. Flowchart uses the sequential action flow andfails to support the breakdown of activities.

Roleactivity Diagram

RADare abstract behavioral notation describing the desired behaviorwithin the confines of an organization. They are function oforganizations which provide diverse perspective of the process andcan be used in supporting communication for Warburton. They present adetailed view of the process while allowing the activities inparallel.&nbspProcessMapping and 10 activities

ProcessMapping is a workflow diagram that brings a clearer comprehension ofthe series of the process of the parallel processes

  • Ordering raw materials buy product

  • Credit form

  • Sales call

  • Order entry

  • Credit check for the order

  • Credit criteria for the order

  • Review accounts of the order

  • Calculate credit terms

  • Terms approved for the order

  • Credit issue report of the order

SwimLane Flow Chart of the activities

Usesof Mapping and process flowcharts

Theyhelp in developing a clear understanding of how that process is done,to study the process for improvement. It communicates how the processis done and ensures that there is a better communication between thepeople who are involved in the same process. The flow chart improvesthe comprehension of the process and boosts our operational andbusiness performance. The employees can participate in constructingthe process map since it gives the employees with the prerequisite togive a shared view. Process mapping allows illustration andconveyance of the essential details of the process and saves time tosimplify the projects. Process maps helps in understanding thefundamental characteristics of a process to generate usefulanalytical data to draw conclusion, derive findings and formulaterecommendations

5.The interrelationship between different functions and processes:

Thereare many departments for Warburton such as R&ampD, Human resource,marketing, production etc. each of the department has a key missionand function. To achieve the goals and mission of the company, thedifferent departments should be relating well to work together andsupport each other. The company needs many processes to support thedepartments and finish their functions. They will transfer input suchas machinery, building, capital and labor into output. In thecompany, the business function is to pay attention to complete theirmission. Each of the department, the function and processes influenceeach other. The company should ensure that all the process reach themaximal performance (Scheer,2012).A company cannot achieve its objectives and goals when one process isin trouble. The success of the enterprise is dependent on the abilityto communicate the key activities and core functions of the business.The management, functional and cross functional processes must workin unison fro betterment of Warburton

TASK1.2 Methodology in Mapping the Goals and Objectives of theOrganization

Themapping process is a method of diagrammatical modelling. The diagramshows diverse processes and series and it acts as a representation ofwho does what and in which order. The process has been used byWarburton to describe the process in achieving their goals. Thismethod is imperative to present and overview of the key activitiesand gives the manager direction. Therefore, it will improve theprocess inside Warburton. There are diverse methods which can be usedto map the Warburton processes which includes IPO (Input processoutput) for the departments a cross functional diagram and SIPOCdiagram (Karim&amp Arif-Uz-Zaman, 2013).

TASK1.3 Gateways for WarburtonIntroduction

KPIassist in measuring how well the companies, projects, business unitsor individuals perform when compared to their strategic objectivesand goals. KPI that is well designed presents essential navigationtools which give a clear comprehension of the existing performancelevels. For the bakeries, the key performance indicators measure theperformance of business of diverse bakery processes throughmanufacturing supply chain and scope. It supports the old saying ofone not measuring what he/she cannot see. KPI measures the healthperformance of the business. A process of the business defines theorganization where KPI measures business performance process againstthe established standards. The KPI data becomes valuable to themanagers and executives when it is reported to them on a continuousreal time basis instead of biweekly reports. The achievement for thereal time can happen when solution for technology is aligned andintegrated with the established business processes.

2.Efficiency

Effectivenessmeasures the prerequisite to produce the desired results. Whensomething is effective, it means that it has an expected or intendedoutcome or produces a vivid, deep impression. Using KPI, efficiencymeans the cycle time from delivery request, call length, average timefrom request to delivery and the number of alerts. In addition, itmay imply the number of process errors, human errors, and customerratingsQualityGateway and output process at Warburton Bakery Stores

Qualitygateway is presented as the assurance in quality to meet the productneeds. This is the most fundamental process before product deliveryto the market. High quality products upheld the company’sreputation. The stage will present and exact requirement and reducethe problems. Thus, the process of production for Warburton needs topass the test in order to meet the requirements of quality. A higherquality will give the company a prerequisite to sell at higher prices(Robertson&amp Robertson, 2012).

Warburtonproduces different products such as cookies, snacks, differentflavored cakes. For it to succeed in the quality gateway, Warburtonshould make the specification of product through three fundamentalfactors such as behavioral, functional and physical. Each of theproducts has its key specifications which must be satisfied(Robertson&amp Robertson, 2012).

Materialrequirement: To produce high quality products, themanufacturing department must get quality materials from thesupplier. This is the basic reason why Warburton give the materialrequirement from the production input stages (Robertson &ampRobertson, 2012).

Wheat

From farmers, 400,000 tons,

Yeast and salt

Fresh replace, Natural

Steel

Stainless to mild steel

Fabric

Colorful, beautiful, eye catching, diversity, soft , smooth

Table3 Raw Material Requirements.

ProductSpecification for Warburton:product specification is important for any companyto ensure that the products are of high quality before beingintroduced to the market.

Product

Physical

Functional

Bread

Weigh from 200-800 grams

Standard packages

Attractive design

Delicious

Healthy

Fresh

ProductSpecification

Warburtoncan have a check on the quality of the daily products on nutritionpack and property value by testing samples. Warburton is applyingquality management principles derived from international standardorganization. To compete, they must upgrade to the latest ISO9001:2008 standards (Robertson&amp Robertson, 2012).

Tasktwo

TheCross functional recruitment flowchart of Warburton: Thisexplains the core processes and the key activities of Warburton thatleads to its objectives in business. The flowchart is descriptive ofemployee recruitment in Warburton (Appendix 4) (Conger,2015)

IPOproduction department: the technique is descriptiveof three main stages, process, input and output.

Functional Area

Input

Process

Output

Sales and Marketing

Product and Market information and the feasible customers

Support and serve the customers

Revenue and sales

Finance

Financial data and information

Budgetary allocation

Customer credit data and Financial Statement

Human Resources (HR)

Skills dataInformation of a person

Training and personal plans

Certification and training of the employee

Table4: Warburton IOP

Throughthe various processes presented above, Warburton can identify thefundamental activities and perform in sequence for each basicprocess. Warburton must have a good finance resource, machinery, rawmaterials and employees in the input to get the maximum output. Thus,they need to set the plan for monitoring and controlling the entireprocess

PRODUCTIONPLANNING

Planto Promote Objectives and Goals

Thearea of responsibility of Warburton is the external and internalcustomers, market research, customer orientation, time management,product development and corporate responsibility management. Thus, itmust consider all of them.

PlanningPlanningis imperative to achieve the objectives and goals of the company. Theplanning process is inclusive of identifying the objectives and thefuture activities setup. It shows the direction of the management indeveloping the objectives and goals of the company (appendix 5)

Figure2: Planning Elements

Controlling:In business, it has unexpected events and thus it is important forthe manager to have control over the system. The company requires theneed of setting their objectives through the use of SMART. It animperative method to access the objectives validity and has fivefactors that are inclusive of Measurable, Specific, realistic,achievable and time base. The goal is to continue to be the marketleader

Specific:The specific is used rather than vague abstract. Warburton aims toincrease its market share to be more than 20 percent of market sharein bakery

Measurable:the targeted revenue is more than $ 889 by 2015

Achievable:aimsto improve the satisfaction of the customer at the regional andinternational market.

Realistic:HRneeds to improve the skills of the employees and retaining themwithin the business course

Timebased:Theregular progress will be updated every month but achievable in oneyear

Inthe same regard, the objectives are achievable since, it was toocomplex, Warburton could not have achieved what they have achieved.Also, the deadline is aimed at increasing motivational levels toexecute the tasks

Managementthrough objective: The process is popular insetting objectives for modern organization

Management Level

Action Plan

Strategic

For QMS, R&ampD should be the base

Requirement is to improve standards to ISO certification in 2015

Tactical

Production document in process design

Quality in production criteria

Control and monitoring process

Operation

Set rules for workshop performance

Control and monitor performance and delegate manual worker’s tasks

Table5 Management level plan

AggregateProduction Plan

ProductionPlanning is the means where we prepare the production quantities fora given medium. The aggregate planning is the fact that theproduction planning is carried over the lines of production. The maincomplexity is that the demand varies from time to time. Thus, in ourbakery stores, we need to keep the production as stable as feasiblebut also maintaining no experiences and inventory. The costs must bebalanced with subcontracting, overtime, shortages, inventory andchanges in the levels of production. In some of the cases theaggregate planning the problems of planning might need the use oflinear programming and transportation schedules.

AggregateMethods in a production Plan

Levelplans:Thelevel plans produce same quantities and constant workforce eachperiod. It uses backorders to absorb the valleys and peaks of demand.The inventories should be used in a good way to absorb the valleysand peaks of demand.

Chaseplans Thechase plans is used to reduce the finished goods inventories inkeeping with pace of demand fluctuations. It matches the demandthrough vary with level of output rat or workforce

HybridStrategiesThisis an aggregate method that builds up the inventory far ahead of theuse skyrocketing demand and uses the backorders to extreme levelpeaks. it reassign the workers to the preventive maintenance duringthe period of lulls

MasterProduction PlanProductionScheduling

Productionscheduling is the process of controlling, arranging and optimizingwork and the work load in manufacturing or production process. Thisprocess is used to allocate machinery and plant the resources, planHR, purchase materials and plan the process of production. It is animperative tool in bakery where it impacts on the productivity of aprocess. The purpose of scheduling is to minimize the costs and timeof production by telling the production facility when tomanufacturer. Finally, it aims to maximize efficiency of theoperation and reduce the costs.

TASK3.1:

Productdevelopment:Productdevelopment is aimed at determining the possible clients and toretain the current customers. Warburton has diverse developmentstrategies that assist them in becoming a massive market player.Focusing on the main bakery products, Warburton can get morecustomers and enhance expansion to other areas. Product developmentencourages supporting the manager and setting the performancestandards in making the new product strategy (Frankenberg,Badke-Schaub &amp Birkhofer, 2012).

Qualitycontrol:Warburton must ensure that TCM is followed to satisfy the quality ofinternational standards, there are many substitute products andcompetitors. Thus, it means that the company needs to have animprovement its product and services efficiency and quality(Bai, Nunez &amp Kalagnanam, 2012).

WarburtonRisk Management Inthe planning of the project, it will present wealth of informationfor ensuring that the contingency plan is made. Thus, it can supportmanager in managing the risk well. There are diverse causes of risksthat ranges from human, environment and system which affects thebusiness performance directly (Bai,Nunez &amp Kalagnanam, 2012)..

Orientationof the customerThecustomer and business are dependent one another. The company shouldthus focus on the customer-business relationship. When the bakerymeets the satisfaction of the customer, then it benefits since thereare increased sales, customer loyalty and reputation. Thus, the mainpurpose of orientation of the customers is to retain and attractnewer customers (Bai,Nunez &amp Kalagnanam, 2012).

Environment factors

Human factors

System factors

Natural disaster: Flood, earthquakes

Bankruptcy

Cut electricity

Terrorism or theft

Accidents in the working environment

Technical error

Computer virus

Table6 Factors of Risk Management

Contingencyplan:Making contingency plan is imperative for a big company such asWarburton. It has 24 hours security surveillance in securing theirfactory and warehouse. Also the company needs insurance of itsproperties to avoid risks unexpected such as damage and theft.Additionally, it must keep records for the receipts to ensurepurchase performance. When there is a problem in delivery process ofdistribution, the company contacts the supplier to ensure that thereis no delay (Sadgrove,2015 p.57).

Warburtonfollows the United Kingdom safety and health regulations in theworking environment. Thus, the company must focus on the topic sinceall the employees are important in the company process.

CriticalSuccess Factor: CSFsis used by many organizations in measuring the effectiveness of theperformance(Näslund, 2013 p.123).The business outcome is based on the CSPs

CSFs

Target

Satisfaction of the customer

To be more than 80 percent of the national market

Share in the Market

To be over 50 percent and also maintain

Turnover of the Employee

To be over 35 percent annually

Product Quality

Meet international (ISO) standards

Table7: CSFs

Proceduresand policy:The system and office procedure will ensure diverse functions ofdepartments. It will present management guidelines for control anddecision making. Overtime procedure and policy for Warburton(appendix 8)

TASK3.2 CulturesCulture:

Cultureis one of the fundamental aspects that influence the attitude, beliefand value of an organization. At the present, Warburton has 5000employees in 15 distributions and 14 bakeries depots. More than 800of the workers have worked with the company for more than 15 years.The employees are trained on what to do to meet the tall factors ofthe company. Thus, the task culture is necessary for the manager toapply in the company. The bakery has many departments with diversefunctions so each person will perform their tasks in regard to theirskills and abilities. The main goal of the task culture is to ensurethat the mission or job is done as much as possible. The companyrecognizes the opportunities for process improvement. Besides,culture creates a freedom environment within the confines of theworking places to bring innovation and creativity to every individual(Warburton)

QualityCulture

Qualityculture is the set of values that guide how the improvements are madedaily in the working environment and the subsequent outputs. Thequality culture is a set for granted policies which encapsulates theideology of an organization. It is part of the organizational culturewhich Warburton can incorporate as a social glue that assists thecompany to be united. A quality culture is one where each persontakes the responsibility of quality. The integral feature is that theorganization team or workers is both a supplier to, customer of otherworkers in each unit to ensure quality is maintained. Each unitshould ensure quality on their part.

Methodsof promoting quality

MBNQAAward Thisis a method of promoting quality which is presented by the presidentof the United States every year. Warburton should strive to get thisward to demonstrate performance and quality excellence in the areasof manufacturing (Jones, 2014, p.129)

DemmingPrizeDemmingPrize is global award for quality which recognizes that the personfor contributing to TQM and the business for implementing TQM. Thiscan be applicable to Warburton to honor the employees and thebusiness.

TASK3.3

Warburtonis the largest wrapped bread brand and the second largest grocery inthe United Kingdom with a market share of 25.2 percent. It isheadquartered in Lancashire, Bolton while employing about 5000individuals in 15 distributions and 14 bakeries depots. Thus, thecompany needs to be more creative in its strategy to reach diversegoals in future. The company in the beginning has set the goals,objectives, vision and mission to direct the business. Warburton isbake bread and cookies and thus very strict in its quality managementperformance and production measurement to ensure quality from theinput to output. This will improve the reputation of Warburton

Thevision of Warburton is to be a leader in the market. In the nearfuture the life of people will change quickly and thus they need tobe a convenient product that ensures the health, quality and flavoris adhered. In order to meet the needs of the Customer in the UnitedKingdom, Warburton must create a convenient and a nutritious productto meet the daily needs of the customers. Expanding the scales ofbusiness, Warburton should take into consideration of the followingfactors: Each day, more than 2 million products from the bakery aremade and distributed around the country. In essence, this will ensurethat thousands of retail outlets have fresh baked products daily.Warburton is a family business and thus is aligned with familyvalues. The 5thgeneration of the family is dedicated to traditional baking which hasgone for more than 130 years. Warburton is the market leader andalways seeking challenges.

Productdevelopment is aimed at determining the possible clients and toretain the current customers. Warburton has diverse developmentstrategies that assist them in becoming a massive market player.Focusing on the main bakery products, Warburton can get morecustomers and enhance expansion to other areas. Warburton must ensurethat TCM is followed to satisfy the quality of internationalstandards, there are many substitute products and competitors. Thus,it means that the company needs to have an improvement its productand services efficiency and quality.

Inthe planning of the project, it will present wealth of informationfor ensuring that the contingency plan is made. Thus, it can supportmanager in managing the risk well. There are diverse causes of risksthat ranges from human, environment and system which affects thebusiness performance directly.Thecustomer and business are dependent one another. The company shouldthus focus on the customer-business relationship. When the bakerymeets the satisfaction of the customer, then it benefits since thereare increased sales, customer loyalty and reputation. Thus, the mainpurpose of orientation of the customers is to retain and attractnewer customers (Li,Cao et al, 2014 p.67).

Firstly,the organizational structure must be flexible and strong since it hasan effect on management performance, ensure and communicate taskperformance rapidly and correctly. Besides it can help the company toadapt to the market changes. Warburton should perform theiroperations within the confines of Research and development, Humanresource, financial, quality management and production. They shouldensure coordination between different departments. The manager usesthe tools of project management to manage and control all theprocesses and activities such as CPA, WBS and Gant Chart (Li,Cao et al, 2014 p.68).

Inconclusion, to achieve the basic and international standard, thecompany must apply and follow them immediately before the company setup a new plan to achieve. This is necessary for quality management inbusiness. The company must apply the quality management and standardsdepartment to have a strong base in performing their work well

TASK3.4 Implication for the proposed changes

Theproposed changes have an implication on the structure of Warburton.The sole purpose of control and monitoring is to communicate with theoperational plan and process of the project. Thus, the manager needsto use the tool of project management to implement the necessarysystem. The tool maybe inclusive of Critical path analysis, workbreakdown structure and the Gant chart and thus the report willrepresent introduction of new Warburton product through the use ofdiverse methods

Ganttchart:Thechart represent a given task over a period through the use of bar orline. It used to coordinate, schedule the need to complete theobjectives of the company in that the manager can see the connectionbetween time and activities (Append 9)

Workbreakdown structure:WBSis a fundamental management tool that helps Warburton to comprehendthe important task. The tool can be used in setting up the plan andidentifying the next organizational objective (Appendix 7)

CriticalPaths: This is a method that is used to ensureproject completion through focusing on fundamental task. To meet theCPA construct, the planner requires estimating time of elapse for theactivities. It gives management the true date for projects and floatactivities’ flexibility.

Activity

Activity’s name

Predecessor

Duration(months)

A

Research in the market

1

B

Design of Product

A

3

C

Analysis in Manufacturing

A

1

D

Best product design choice

B,C

1

E

Marketing plan

D

1

F

Process of Production

D

3

G

Product design that is detailed

D

3

H

Prototype check

G

1

I

Final product

F,H

1

J

Component of the Order

I

1

Paths

Durations

A to B to D to E

6 = 1 + 3 + 1 + 1

A to B to D to F to I to J

10 = 1 + 3 + 1 + 3 + 1 + 1

A to B to D to G to H to I to J

11 = 1 + 3 + 1 + 3 + 1 + 1 + 1

Critical Path

A-C-Dummy

2= 1 + 1 + 0

Table8: CPA

Fromthe information above, the manager can understand the critical path Ato B to D to G to H to I to J as the longest path in the network.Thus, Warburton need to focus on the process since it is the mostsignificant. The total duration for the project is 11 months tocomplete all the activities.

Chapter4RiskAssessment

Riskassessment is determining the qualitative and quantitative estimateof risk that is related to the recognized threats and concretesituation. It needs calculations of the magnitude and load theprobability that a given loss will happen. The risk accepted iscomprehended and tolerable since the complexity or difficulty ofimplementation of an effective countermeasure for the vulnerabilityassociated exceeds the loss expectation. Health risk assessmentincludes the variations such as severity of the response void of theprobabilistic context.

ForWarburton risk assessment is imperative to identify the hazards andalso determine the how much the company is inputting to get themaximal output. The risk assessment is also imperative since it formsthe integral good of the occupational health and safety managementplan. This is aimed to create risks and hazards awareness, tounderstand who may be at risk, prioritize the control and hazardsmeasure and also determine if the existing measures are sufficient orif there is more that should be done

4.1Hazards and Risks

ahazard is a potential source of harm to the health of a person. Forinstance, if there is water spillage in a room, there is a slippinghazard to the person who passes through it. It the area was preventedvia a physical barrier, the hazard would remain though the risk wouldbe reduced. Risk is the likelihood that a person may suffer adverseeffects or harm if exposed to a hazard (García-Cela,Ramos, Sanchis &amp Marin, 2012, p.798).

Lowrisk – there is no additional control needed unless theyare implemented at lower costs in terms of efforts, money and time.The actions reduces the risk that are assigned lower priority

Medium– The considerations should be whether risks should be lowered whenapplicable to a level that is torelable. The measures of riskreduction should be implemented within the period defined andarrangements made to ensure maintenance of the controls if the risklevels are connected to the harmful consequences.

High– substantive efforts should be made. The measures of riskreduction should be urgently implemented within a specific time andit might be necessary to consider restricting or suspending theactivity.

4.2Warburton Bakery stores

OvertimePolicy

IssueNo: 1 Issue 28/5/2014

Policy:

Innormal working time, the employees of Warburton should work at least35 hours in normal working time. The company must ensure that thecondition of the employees is favorable. Nevertheless, the employeesmay need to work overtime to earn more

Scopeand Purpose:

Theprocedure is to benefit the employees in working overtime

Responsibilities:

CEOof Warburton Bakery Stores

VPHuman Resource

Financialaccountant and manager

Supervisor

Procedures:

  • Work overtime must be accepted by the Human resource manager or supervisor

  • the supervisor and the employees should follow BCEA act

  • employees cannot work over 12 hours a day

  • The overtime limit is less than 10 hours unless there is a collective agreement

  • Employees must sign attendance register when they start working and when they have finished the work

  • The supervisors must authorize any work done over time and cannot be done in the normal working hours

  • Available fund for overtime, if above the limit, the supervisor should record it

  • All overtime activities should be recorded by the supervisor

Documentation:

Workshoppaper

Theovertime permit

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Karim,A., &amp Arif-Uz-Zaman, K. (2013). A methodology for effectiveimplementation of lean strategies and its performance evaluation inmanufacturing organizations. BusinessProcess Management Journal,19(1),pp 169-196.

Scheer,A. W. (2012). Businessprocess engineering: reference models for industrial enterprises.Springer Science &amp Business Media.

Cai,J., Liu, X., Xiao, Z., &amp Liu, J. (2009). Improving supply chainperformance management: A systematic approach to analyzing iterativeKPI accomplishment. DecisionSupport Systems,46(2),pp. 512-521.

García-Cela,E., Ramos, A. J., Sanchis, V., &amp Marin, S. (2012). Emerging riskmanagement metrics in food safety: FSO, PO. How do they apply to themycotoxin hazard?. FoodControl,25(2),pp 797-808.

Jones,M. R. (2014). Identifying Critical Factors That Predict QualityManagement Program Success: Data Mining Analysis of Baldrige AwardData. TheQuality Management Journal,21(3),49. Pp. 128-135

Devillers,M. (2011). Business Process Modeling. pp. 90-130

Table of Content

  • Uncategorized

35

Table of Content 2

Task 1.0 5

Background of the Company 5

Goals and Objectives: 6

TASK 1.1 Different processes and functions 8

Organization structure 8

2.2 Business functions: 11

5. The interrelationship between different functions and processes: 12

TASK 1.2 Methodology in Mapping the Goals and Objectives of the Organization 12

TASK 1.3 Gateways for Warburton 13

Task two 15

INTRODUCTION 15

PRODUCTION PLANNING 16

Aggregate Production Plan 18

TASK 3.1: 20

TASK 3.2 Cultures 22

Culture: 22

Quality Culture 22

Methods of promoting quality 22

TASK 3.3 23

TASK 3.4 Implication for the proposed changes 24

Chapter 4 26

Risk Assessment 26

4.1 Hazards and Risks 27

4.2 Warburton Bakery stores 27

References 30

Task1.0Backgroundof the Company

Warburtonis the largest wrapped bread brand and the second largest grocery inthe United Kingdom with a market share of 25.2 percent. It isheadquartered in Lancashire, Bolton while employing about 5000individuals in 15 distributions and 14 bakeries depots. More than 800of the workers have worked with the company for more than 15 years.The grocery was first opened in 1870 where in 1876 they startedbaking bread. Each day, more than 2 million products from the bakeryare made and distributed around the country. In essence, this willensure that thousands of retail outlets have fresh baked productsdaily. Warburton is a family business and thus is aligned with familyvalues. The 5th generation of the family is dedicated totraditional baking which has gone for more than 130 years. Warburtonis the market leader and always seeking challenges.

Vision:The vision of Warburton is to be a leader in the market. In thenear future the life of people will change quickly and thus they needto be a convenient product that ensures the health, quality andflavor is adhered. In order to meet the needs of the Customer in theUnited Kingdom, Warburton must create a convenient and a nutritiousproduct to meet the daily needs of the customers

Mission:The stakeholders are an important aspect for the existence of acompany. Thus, in order to run the business well, the main mission isto meet the needs of the customers. In the same regard, the companyaims to satisfy. Any form of business needs five important group ofstakeholders

Customer:Warburton has high quality bakery products where more than half ofthe people in the United Kingdom consume their product and this isaimed to meet the needs of the customers (Warburton)

Shareholder:In order to have a steady growth of Warburton, the company needs toattract more shareholders and investors

Employees:Warburton has employed 5000 individuals in 15 distributions and 14bakeries depots. Thus, it must take the responsibility to promote anddevelop the employees to get the best performance.

Partner:sustainable distribution channel, the company must consider all thepartners within their circles such as retailers, suppliers andsupermarkets.

Community:TheCompany must be adhered to the corporate social responsibility tobuild a better community. Warburton has open sponsorship and socialactivities

Goalsand Objectives:

Objectivesand goals affect the structure and culture of Warburton. Goals:becomea market leader in production of bakery products in UK. The companyaims to meet the customer base and develop new models that bringssufficient income to cover all the expenses despite the high level ofwastage since bakery products are perishable

Objectives

Target

Revenue

Reach over $889.118 billion VND by 2015. The bakery can increase its revenue through promotions and advertising through offering special items on different week days. The company aims to add sales by adapting and careful monitoring to demand, paying attention to customer flow and the sales patterns. The changes that bring added revenue need more momentary value need monetary outlay such as hourly adjustment. The company aims to gain more than 400 million dollars per month by 2014 and more than $ 889 by 2015.

Profit margin

Gross profit should be 20% percent of the total the global leaders. The profit margins should be monitored since fresh offering creates potential of waste not to exceed the operating expenses

Production

  • The baker aims to increase its units per year and introduce newer products aligned to its goals and objective

  • Increase bakery goods and branded flour

  • Meet the production mix by producing 90 of the scheduled vs. Actual products

Sales volumes

  • Expand its volume by 400,000 tons of wheat overseas

Table1: Warburton Bakery Stores Objectives

Value:Torun the business, Warburton needs specific values that make themstand out in the market. The core value of Warburton has some factorsinputs: Dynamic, Innovative, Quality, Leader, Vision and Trust.Additionally, the bakery has achieved a competitive advantage whichincludes satisfaction of the customers, attitude of the employees,quality product and employees responsibilities. The managers createan environment of professionalism for all employees to create, share,respect, and listen to each other. They realized their coreresponsibility and tried to make efforts to achieve their goals andobjectives. Warburton is a company that is responsible to thecommunity through social activities and family values which increasesthe reputation of the company. Through production of high qualityproducts and better customer service, the reputation of the companyhas been upheld. The company has developed a speciality in that theyhave become experts in whatever they do

TASK1.1 Different processes and functionsOrganizationstructure

Theorganizational structure of Warburton is functional with fivedifferent structures. Each of the department needs to work togetherand coordinate effectively to run the company. The structure isimperative for the success of the bakery. Through the use of thisstructure, Warburton can gain competitive advantages for the successof the company from flexibility which means that the employees willbe divided into groups in regard to their ability and line of work.The operations are one of the key function of the organization whichis concerned with the production of goods and the services. The threefunctions production, finance and marketing work together to achieveorganization goals. The rest of the functions are support functionbut must work in unison for the achieving the goals of Warburton

Organizationstructure

Businessprocess

Businessprocess is the collection of the activities that a given organizationuses in creating product and services for the consumers of thebusiness. There are series of steps or activities that are used totransform input into output. The process starts with collection ofinput and completes with the delivery of the products. The customerdemand a product, the company organizes the supply. There are manyprocesses in a company such as marketing process via 7 Ps, Humanresources process through retention and recruitment and financeprocess through budgetary control(Scheer, 2012).

Figure1 The Mapping Process.

2.2Business functions:

Department

Function

Development and research (R&ampD)

The department is responsible for the process of innovation and bring new product in the market

Marketing &amp Sales

Its work is to create a strong relationship with the customers and product promotion through diverse channels such as social networks, newspaper and advertisement. Sales department deal the distribution and aspect selling and also creating sales forecast

Finance

Finance process through budgetary control.

Record all financial activities

Controlling direct and indirect costs

Human &amp Resource

Retention and recruitment

Make personal plan and relations between working labor and high management

Table2 The Functional of Different Department.

BusinessProcess Modeling

Businessprocessing is the modern methodology and term that has evolvedthrough different names and stages. Itis a method that is used for improving the quality and efficiency ofan organization(Devillers,2011 p.94).

BPMN

BPMNis a graphical representation of the business process through the useof standardized objects. It is the set of graphical rules and objectsdefining the connection between the objects.

FlowchartTechnique

Theflowcharts have been the most popular diagram type since it has fewerstandard symbols and can be comprehended by many. The simplicitymakes it significant and an effective tool. BPMN is an advancedversion of flowchart. Flowchart uses the sequential action flow andfails to support the breakdown of activities.

Roleactivity Diagram

RADare abstract behavioral notation describing the desired behaviorwithin the confines of an organization. They are function oforganizations which provide diverse perspective of the process andcan be used in supporting communication for Warburton. They present adetailed view of the process while allowing the activities inparallel.&nbspProcessMapping and 10 activities

ProcessMapping is a workflow diagram that brings a clearer comprehension ofthe series of the process of the parallel processes

  • Ordering raw materials buy product

  • Credit form

  • Sales call

  • Order entry

  • Credit check for the order

  • Credit criteria for the order

  • Review accounts of the order

  • Calculate credit terms

  • Terms approved for the order

  • Credit issue report of the order

SwimLane Flow Chart of the activities

Usesof Mapping and process flowcharts

Theyhelp in developing a clear understanding of how that process is done,to study the process for improvement. It communicates how the processis done and ensures that there is a better communication between thepeople who are involved in the same process. The flow chart improvesthe comprehension of the process and boosts our operational andbusiness performance. The employees can participate in constructingthe process map since it gives the employees with the prerequisite togive a shared view. Process mapping allows illustration andconveyance of the essential details of the process and saves time tosimplify the projects. Process maps helps in understanding thefundamental characteristics of a process to generate usefulanalytical data to draw conclusion, derive findings and formulaterecommendations

5.The interrelationship between different functions and processes:

Thereare many departments for Warburton such as R&ampD, Human resource,marketing, production etc. each of the department has a key missionand function. To achieve the goals and mission of the company, thedifferent departments should be relating well to work together andsupport each other. The company needs many processes to support thedepartments and finish their functions. They will transfer input suchas machinery, building, capital and labor into output. In thecompany, the business function is to pay attention to complete theirmission. Each of the department, the function and processes influenceeach other. The company should ensure that all the process reach themaximal performance (Scheer,2012).A company cannot achieve its objectives and goals when one process isin trouble. The success of the enterprise is dependent on the abilityto communicate the key activities and core functions of the business.The management, functional and cross functional processes must workin unison fro betterment of Warburton

TASK1.2 Methodology in Mapping the Goals and Objectives of theOrganization

Themapping process is a method of diagrammatical modelling. The diagramshows diverse processes and series and it acts as a representation ofwho does what and in which order. The process has been used byWarburton to describe the process in achieving their goals. Thismethod is imperative to present and overview of the key activitiesand gives the manager direction. Therefore, it will improve theprocess inside Warburton. There are diverse methods which can be usedto map the Warburton processes which includes IPO (Input processoutput) for the departments a cross functional diagram and SIPOCdiagram (Karim&amp Arif-Uz-Zaman, 2013).

TASK1.3 Gateways for WarburtonIntroduction

KPIassist in measuring how well the companies, projects, business unitsor individuals perform when compared to their strategic objectivesand goals. KPI that is well designed presents essential navigationtools which give a clear comprehension of the existing performancelevels. For the bakeries, the key performance indicators measure theperformance of business of diverse bakery processes throughmanufacturing supply chain and scope. It supports the old saying ofone not measuring what he/she cannot see. KPI measures the healthperformance of the business. A process of the business defines theorganization where KPI measures business performance process againstthe established standards. The KPI data becomes valuable to themanagers and executives when it is reported to them on a continuousreal time basis instead of biweekly reports. The achievement for thereal time can happen when solution for technology is aligned andintegrated with the established business processes.

2.Efficiency

Effectivenessmeasures the prerequisite to produce the desired results. Whensomething is effective, it means that it has an expected or intendedoutcome or produces a vivid, deep impression. Using KPI, efficiencymeans the cycle time from delivery request, call length, average timefrom request to delivery and the number of alerts. In addition, itmay imply the number of process errors, human errors, and customerratingsQualityGateway and output process at Warburton Bakery Stores

Qualitygateway is presented as the assurance in quality to meet the productneeds. This is the most fundamental process before product deliveryto the market. High quality products upheld the company’sreputation. The stage will present and exact requirement and reducethe problems. Thus, the process of production for Warburton needs topass the test in order to meet the requirements of quality. A higherquality will give the company a prerequisite to sell at higher prices(Robertson&amp Robertson, 2012).

Warburtonproduces different products such as cookies, snacks, differentflavored cakes. For it to succeed in the quality gateway, Warburtonshould make the specification of product through three fundamentalfactors such as behavioral, functional and physical. Each of theproducts has its key specifications which must be satisfied(Robertson&amp Robertson, 2012).

Materialrequirement: To produce high quality products, themanufacturing department must get quality materials from thesupplier. This is the basic reason why Warburton give the materialrequirement from the production input stages (Robertson &ampRobertson, 2012).

Wheat

From farmers, 400,000 tons,

Yeast and salt

Fresh replace, Natural

Steel

Stainless to mild steel

Fabric

Colorful, beautiful, eye catching, diversity, soft , smooth

Table3 Raw Material Requirements.

ProductSpecification for Warburton:product specification is important for any companyto ensure that the products are of high quality before beingintroduced to the market.

Product

Physical

Functional

Bread

Weigh from 200-800 grams

Standard packages

Attractive design

Delicious

Healthy

Fresh

ProductSpecification

Warburtoncan have a check on the quality of the daily products on nutritionpack and property value by testing samples. Warburton is applyingquality management principles derived from international standardorganization. To compete, they must upgrade to the latest ISO9001:2008 standards (Robertson&amp Robertson, 2012).

Tasktwo

TheCross functional recruitment flowchart of Warburton: Thisexplains the core processes and the key activities of Warburton thatleads to its objectives in business. The flowchart is descriptive ofemployee recruitment in Warburton (Appendix 4) (Conger,2015)

IPOproduction department: the technique is descriptiveof three main stages, process, input and output.

Functional Area

Input

Process

Output

Sales and Marketing

Product and Market information and the feasible customers

Support and serve the customers

Revenue and sales

Finance

Financial data and information

Budgetary allocation

Customer credit data and Financial Statement

Human Resources (HR)

Skills dataInformation of a person

Training and personal plans

Certification and training of the employee

Table4: Warburton IOP

Throughthe various processes presented above, Warburton can identify thefundamental activities and perform in sequence for each basicprocess. Warburton must have a good finance resource, machinery, rawmaterials and employees in the input to get the maximum output. Thus,they need to set the plan for monitoring and controlling the entireprocess

PRODUCTIONPLANNING

Planto Promote Objectives and Goals

Thearea of responsibility of Warburton is the external and internalcustomers, market research, customer orientation, time management,product development and corporate responsibility management. Thus, itmust consider all of them.

PlanningPlanningis imperative to achieve the objectives and goals of the company. Theplanning process is inclusive of identifying the objectives and thefuture activities setup. It shows the direction of the management indeveloping the objectives and goals of the company (appendix 5)

Figure2: Planning Elements

Controlling:In business, it has unexpected events and thus it is important forthe manager to have control over the system. The company requires theneed of setting their objectives through the use of SMART. It animperative method to access the objectives validity and has fivefactors that are inclusive of Measurable, Specific, realistic,achievable and time base. The goal is to continue to be the marketleader

Specific:The specific is used rather than vague abstract. Warburton aims toincrease its market share to be more than 20 percent of market sharein bakery

Measurable:the targeted revenue is more than $ 889 by 2015

Achievable:aimsto improve the satisfaction of the customer at the regional andinternational market.

Realistic:HRneeds to improve the skills of the employees and retaining themwithin the business course

Timebased:Theregular progress will be updated every month but achievable in oneyear

Inthe same regard, the objectives are achievable since, it was toocomplex, Warburton could not have achieved what they have achieved.Also, the deadline is aimed at increasing motivational levels toexecute the tasks

Managementthrough objective: The process is popular insetting objectives for modern organization

Management Level

Action Plan

Strategic

For QMS, R&ampD should be the base

Requirement is to improve standards to ISO certification in 2015

Tactical

Production document in process design

Quality in production criteria

Control and monitoring process

Operation

Set rules for workshop performance

Control and monitor performance and delegate manual worker’s tasks

Table5 Management level plan

AggregateProduction Plan

ProductionPlanning is the means where we prepare the production quantities fora given medium. The aggregate planning is the fact that theproduction planning is carried over the lines of production. The maincomplexity is that the demand varies from time to time. Thus, in ourbakery stores, we need to keep the production as stable as feasiblebut also maintaining no experiences and inventory. The costs must bebalanced with subcontracting, overtime, shortages, inventory andchanges in the levels of production. In some of the cases theaggregate planning the problems of planning might need the use oflinear programming and transportation schedules.

AggregateMethods in a production Plan

Levelplans:Thelevel plans produce same quantities and constant workforce eachperiod. It uses backorders to absorb the valleys and peaks of demand.The inventories should be used in a good way to absorb the valleysand peaks of demand.

Chaseplans Thechase plans is used to reduce the finished goods inventories inkeeping with pace of demand fluctuations. It matches the demandthrough vary with level of output rat or workforce

HybridStrategiesThisis an aggregate method that builds up the inventory far ahead of theuse skyrocketing demand and uses the backorders to extreme levelpeaks. it reassign the workers to the preventive maintenance duringthe period of lulls

MasterProduction PlanProductionScheduling

Productionscheduling is the process of controlling, arranging and optimizingwork and the work load in manufacturing or production process. Thisprocess is used to allocate machinery and plant the resources, planHR, purchase materials and plan the process of production. It is animperative tool in bakery where it impacts on the productivity of aprocess. The purpose of scheduling is to minimize the costs and timeof production by telling the production facility when tomanufacturer. Finally, it aims to maximize efficiency of theoperation and reduce the costs.

TASK3.1:

Productdevelopment:Productdevelopment is aimed at determining the possible clients and toretain the current customers. Warburton has diverse developmentstrategies that assist them in becoming a massive market player.Focusing on the main bakery products, Warburton can get morecustomers and enhance expansion to other areas. Product developmentencourages supporting the manager and setting the performancestandards in making the new product strategy (Frankenberg,Badke-Schaub &amp Birkhofer, 2012).

Qualitycontrol:Warburton must ensure that TCM is followed to satisfy the quality ofinternational standards, there are many substitute products andcompetitors. Thus, it means that the company needs to have animprovement its product and services efficiency and quality(Bai, Nunez &amp Kalagnanam, 2012).

WarburtonRisk Management Inthe planning of the project, it will present wealth of informationfor ensuring that the contingency plan is made. Thus, it can supportmanager in managing the risk well. There are diverse causes of risksthat ranges from human, environment and system which affects thebusiness performance directly (Bai,Nunez &amp Kalagnanam, 2012)..

Orientationof the customerThecustomer and business are dependent one another. The company shouldthus focus on the customer-business relationship. When the bakerymeets the satisfaction of the customer, then it benefits since thereare increased sales, customer loyalty and reputation. Thus, the mainpurpose of orientation of the customers is to retain and attractnewer customers (Bai,Nunez &amp Kalagnanam, 2012).

Environment factors

Human factors

System factors

Natural disaster: Flood, earthquakes

Bankruptcy

Cut electricity

Terrorism or theft

Accidents in the working environment

Technical error

Computer virus

Table6 Factors of Risk Management

Contingencyplan:Making contingency plan is imperative for a big company such asWarburton. It has 24 hours security surveillance in securing theirfactory and warehouse. Also the company needs insurance of itsproperties to avoid risks unexpected such as damage and theft.Additionally, it must keep records for the receipts to ensurepurchase performance. When there is a problem in delivery process ofdistribution, the company contacts the supplier to ensure that thereis no delay (Sadgrove,2015 p.57).

Warburtonfollows the United Kingdom safety and health regulations in theworking environment. Thus, the company must focus on the topic sinceall the employees are important in the company process.

CriticalSuccess Factor: CSFsis used by many organizations in measuring the effectiveness of theperformance(Näslund, 2013 p.123).The business outcome is based on the CSPs

CSFs

Target

Satisfaction of the customer

To be more than 80 percent of the national market

Share in the Market

To be over 50 percent and also maintain

Turnover of the Employee

To be over 35 percent annually

Product Quality

Meet international (ISO) standards

Table7: CSFs

Proceduresand policy:The system and office procedure will ensure diverse functions ofdepartments. It will present management guidelines for control anddecision making. Overtime procedure and policy for Warburton(appendix 8)

TASK3.2 CulturesCulture:

Cultureis one of the fundamental aspects that influence the attitude, beliefand value of an organization. At the present, Warburton has 5000employees in 15 distributions and 14 bakeries depots. More than 800of the workers have worked with the company for more than 15 years.The employees are trained on what to do to meet the tall factors ofthe company. Thus, the task culture is necessary for the manager toapply in the company. The bakery has many departments with diversefunctions so each person will perform their tasks in regard to theirskills and abilities. The main goal of the task culture is to ensurethat the mission or job is done as much as possible. The companyrecognizes the opportunities for process improvement. Besides,culture creates a freedom environment within the confines of theworking places to bring innovation and creativity to every individual(Warburton)

QualityCulture

Qualityculture is the set of values that guide how the improvements are madedaily in the working environment and the subsequent outputs. Thequality culture is a set for granted policies which encapsulates theideology of an organization. It is part of the organizational culturewhich Warburton can incorporate as a social glue that assists thecompany to be united. A quality culture is one where each persontakes the responsibility of quality. The integral feature is that theorganization team or workers is both a supplier to, customer of otherworkers in each unit to ensure quality is maintained. Each unitshould ensure quality on their part.

Methodsof promoting quality

MBNQAAward Thisis a method of promoting quality which is presented by the presidentof the United States every year. Warburton should strive to get thisward to demonstrate performance and quality excellence in the areasof manufacturing (Jones, 2014, p.129)

DemmingPrizeDemmingPrize is global award for quality which recognizes that the personfor contributing to TQM and the business for implementing TQM. Thiscan be applicable to Warburton to honor the employees and thebusiness.

TASK3.3

Warburtonis the largest wrapped bread brand and the second largest grocery inthe United Kingdom with a market share of 25.2 percent. It isheadquartered in Lancashire, Bolton while employing about 5000individuals in 15 distributions and 14 bakeries depots. Thus, thecompany needs to be more creative in its strategy to reach diversegoals in future. The company in the beginning has set the goals,objectives, vision and mission to direct the business. Warburton isbake bread and cookies and thus very strict in its quality managementperformance and production measurement to ensure quality from theinput to output. This will improve the reputation of Warburton

Thevision of Warburton is to be a leader in the market. In the nearfuture the life of people will change quickly and thus they need tobe a convenient product that ensures the health, quality and flavoris adhered. In order to meet the needs of the Customer in the UnitedKingdom, Warburton must create a convenient and a nutritious productto meet the daily needs of the customers. Expanding the scales ofbusiness, Warburton should take into consideration of the followingfactors: Each day, more than 2 million products from the bakery aremade and distributed around the country. In essence, this will ensurethat thousands of retail outlets have fresh baked products daily.Warburton is a family business and thus is aligned with familyvalues. The 5thgeneration of the family is dedicated to traditional baking which hasgone for more than 130 years. Warburton is the market leader andalways seeking challenges.

Productdevelopment is aimed at determining the possible clients and toretain the current customers. Warburton has diverse developmentstrategies that assist them in becoming a massive market player.Focusing on the main bakery products, Warburton can get morecustomers and enhance expansion to other areas. Warburton must ensurethat TCM is followed to satisfy the quality of internationalstandards, there are many substitute products and competitors. Thus,it means that the company needs to have an improvement its productand services efficiency and quality.

Inthe planning of the project, it will present wealth of informationfor ensuring that the contingency plan is made. Thus, it can supportmanager in managing the risk well. There are diverse causes of risksthat ranges from human, environment and system which affects thebusiness performance directly.Thecustomer and business are dependent one another. The company shouldthus focus on the customer-business relationship. When the bakerymeets the satisfaction of the customer, then it benefits since thereare increased sales, customer loyalty and reputation. Thus, the mainpurpose of orientation of the customers is to retain and attractnewer customers (Li,Cao et al, 2014 p.67).

Firstly,the organizational structure must be flexible and strong since it hasan effect on management performance, ensure and communicate taskperformance rapidly and correctly. Besides it can help the company toadapt to the market changes. Warburton should perform theiroperations within the confines of Research and development, Humanresource, financial, quality management and production. They shouldensure coordination between different departments. The manager usesthe tools of project management to manage and control all theprocesses and activities such as CPA, WBS and Gant Chart (Li,Cao et al, 2014 p.68).

Inconclusion, to achieve the basic and international standard, thecompany must apply and follow them immediately before the company setup a new plan to achieve. This is necessary for quality management inbusiness. The company must apply the quality management and standardsdepartment to have a strong base in performing their work well

TASK3.4 Implication for the proposed changes

Theproposed changes have an implication on the structure of Warburton.The sole purpose of control and monitoring is to communicate with theoperational plan and process of the project. Thus, the manager needsto use the tool of project management to implement the necessarysystem. The tool maybe inclusive of Critical path analysis, workbreakdown structure and the Gant chart and thus the report willrepresent introduction of new Warburton product through the use ofdiverse methods

Ganttchart:Thechart represent a given task over a period through the use of bar orline. It used to coordinate, schedule the need to complete theobjectives of the company in that the manager can see the connectionbetween time and activities (Append 9)

Workbreakdown structure:WBSis a fundamental management tool that helps Warburton to comprehendthe important task. The tool can be used in setting up the plan andidentifying the next organizational objective (Appendix 7)

CriticalPaths: This is a method that is used to ensureproject completion through focusing on fundamental task. To meet theCPA construct, the planner requires estimating time of elapse for theactivities. It gives management the true date for projects and floatactivities’ flexibility.

Activity

Activity’s name

Predecessor

Duration(months)

A

Research in the market

1

B

Design of Product

A

3

C

Analysis in Manufacturing

A

1

D

Best product design choice

B,C

1

E

Marketing plan

D

1

F

Process of Production

D

3

G

Product design that is detailed

D

3

H

Prototype check

G

1

I

Final product

F,H

1

J

Component of the Order

I

1

Paths

Durations

A to B to D to E

6 = 1 + 3 + 1 + 1

A to B to D to F to I to J

10 = 1 + 3 + 1 + 3 + 1 + 1

A to B to D to G to H to I to J

11 = 1 + 3 + 1 + 3 + 1 + 1 + 1

Critical Path

A-C-Dummy

2= 1 + 1 + 0

Table8: CPA

Fromthe information above, the manager can understand the critical path Ato B to D to G to H to I to J as the longest path in the network.Thus, Warburton need to focus on the process since it is the mostsignificant. The total duration for the project is 11 months tocomplete all the activities.

Chapter4RiskAssessment

Riskassessment is determining the qualitative and quantitative estimateof risk that is related to the recognized threats and concretesituation. It needs calculations of the magnitude and load theprobability that a given loss will happen. The risk accepted iscomprehended and tolerable since the complexity or difficulty ofimplementation of an effective countermeasure for the vulnerabilityassociated exceeds the loss expectation. Health risk assessmentincludes the variations such as severity of the response void of theprobabilistic context.

ForWarburton risk assessment is imperative to identify the hazards andalso determine the how much the company is inputting to get themaximal output. The risk assessment is also imperative since it formsthe integral good of the occupational health and safety managementplan. This is aimed to create risks and hazards awareness, tounderstand who may be at risk, prioritize the control and hazardsmeasure and also determine if the existing measures are sufficient orif there is more that should be done

4.1Hazards and Risks

ahazard is a potential source of harm to the health of a person. Forinstance, if there is water spillage in a room, there is a slippinghazard to the person who passes through it. It the area was preventedvia a physical barrier, the hazard would remain though the risk wouldbe reduced. Risk is the likelihood that a person may suffer adverseeffects or harm if exposed to a hazard (García-Cela,Ramos, Sanchis &amp Marin, 2012, p.798).

Lowrisk – there is no additional control needed unless theyare implemented at lower costs in terms of efforts, money and time.The actions reduces the risk that are assigned lower priority

Medium– The considerations should be whether risks should be lowered whenapplicable to a level that is torelable. The measures of riskreduction should be implemented within the period defined andarrangements made to ensure maintenance of the controls if the risklevels are connected to the harmful consequences.

High– substantive efforts should be made. The measures of riskreduction should be urgently implemented within a specific time andit might be necessary to consider restricting or suspending theactivity.

4.2Warburton Bakery stores

OvertimePolicy

IssueNo: 1 Issue 28/5/2014

Policy:

Innormal working time, the employees of Warburton should work at least35 hours in normal working time. The company must ensure that thecondition of the employees is favorable. Nevertheless, the employeesmay need to work overtime to earn more

Scopeand Purpose:

Theprocedure is to benefit the employees in working overtime

Responsibilities:

CEOof Warburton Bakery Stores

VPHuman Resource

Financialaccountant and manager

Supervisor

Procedures:

  • Work overtime must be accepted by the Human resource manager or supervisor

  • the supervisor and the employees should follow BCEA act

  • employees cannot work over 12 hours a day

  • The overtime limit is less than 10 hours unless there is a collective agreement

  • Employees must sign attendance register when they start working and when they have finished the work

  • The supervisors must authorize any work done over time and cannot be done in the normal working hours

  • Available fund for overtime, if above the limit, the supervisor should record it

  • All overtime activities should be recorded by the supervisor

Documentation:

Workshoppaper

Theovertime permit

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