Integrative Learning Project

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Table of Contents

Abstract
Introduction
Organizational setting
Integration of concepts in the organization
Conclusion
Reference List

Abstract

This paper is an integrative learning process which focuses on implementation of business concepts in an organization. While using the example of Cooper Vision Technologies, the paper investigates on the concepts to offer valuable information that can lead to the success of the company.

Cooper Vision Technologies is a company that specializes in selling technologies which include: cameras, lighting, lenses, frame grabbers, cables and software. The company can apply concepts such as global competitiveness, process planning and design, control process, six sigma, lean management, managing process improvement project, supply chain management and capacity planning.

The concepts increase efficiency, improve the processes, reduce wastage of resources, enhance productivity, save on cost, improve quality and increase the revenues. When the concepts are applied, commitment and availability of resources are required. When applied, the company will be able to continue increasing its revenue, compete globally and maintain the company.

Introduction

Organizations have missions and objectives which are the foundation for the business existence. Achieving organizational goals can be challenging in a competitive, unpredictable and variable market. Business processes are important and lead to actualization of goals hence they feature in every stage of business.

The paper will outline the organizational setting of Cooper Vision Technologies Company and offer valuable information that can transform the company. There are eight concepts that can be applied in the company to transform the organization.

Organizational setting

Cooper Vision Technologies Company was founded over twenty years ago by Kevin Cooper. Cooper was involved in sales and marketing of high tech products and had served in management position for a long time. He gained competent experience in imaging, lenses, software, frame grabber and lighting.

The imaging products produced were targeting North America customers. They target medical, military, scientific and other industries in the market.

Cooper Vision Technologies Company distributes imaging components, military components, scientific and security technologies. The company sells cameras, lighting, lenses, frame grabbers, cables and software. Their goal is to provide solutions to customers that are reliable ground-breaking and cost effective.

The company has been in the market for a considerable time to master development and trends in the market. With the assistance of experienced employees and owner in imaging technologies, the company has been able to add value and meet the needs of employees with the available knowledge.

The mission statement is to provide best performing, reliable, affordable and appropriate technology for imaging applications that the customers require. To increase returns and maintain the revenues in the company while cooperating together with the esteemed customers and suppliers, honesty, professionalism and openness in the company business are highly esteemed.

Cooper Vision Technologies Company is keen to maintain long term relationships with the customers. They offer quality products that are certified for sale. The company discourages off counter products that may be substandard and inefficient at times. They investigate on what customers demand and avail the products at affordable prices.

They also give feed back to producers so that the products are configured to meet the customers need. The products differ from others in their quality and affordability. Cooper Vision Technologies Company emphasizes quality and cost effectiveness in every product that they sell.

The company has many vendors of their products in different parts of North America and beyond. Their aim is be able to expand while providing accurate solution to the customers.

The company can grow and increase production. Processes in the organization can be geared towards effectiveness, efficiency and innovativeness. Besides maintaining a good relationship with the customers, the organization should be informed of emerging technologies and engage in research to keep track of the developments. The company is in an industry that is competitive.

There are emerging numbers of producers and products in technology. The company can achieve its goals if it considers adopting the concepts discussed in this paper. Some of the concepts have been successful in other business and have increased efficiency as well as revenues for the company.

To be able to compete effectively in the market, the company can develop strategy based on the concepts discussed and improve its performance. The concepts discussed cover issues in planning, improvements in projects and increased efficiency in the processes.

Integration of concepts in the organization

Operations, strategy and global competitiveness

Jedlicka (2004, p. 12) indicates that global competitiveness is viewed as the presence of an organization having a large market share in the global market. It can also be long term where the organization sustains business in the market for a long term.

In addition, it refers to the organization having a great command of the market share on short term basis. Global competitiveness implies that the organization can utilize the opportunities and overcome challenges in the market to offer goods and services that congregate global markets while preserving its profitability.

Operations are mainly concerned with the internal operations in an organization. The activities within an organization should attain effectiveness and efficiency to realize the strategy. The organization will consider factors involved and make informed decisions.

All the functions of the organization should work towards the common goal. Operations enable the organization acquire global competitiveness by increasing highest production rate, continuous and reliable quality of product, enhance response time and enable flexibility.

Strategies, which are viewed as unique ideas for a company to attain success, can be global competitiveness. A strategy is derived from business objectives. To attain global competitiveness, organizations have ventured in supply chain management.

Global trends have been characterized by shifting values in currency. The major economies have been affected by recent developments and emerging economies of the world. Global trends are affected by national interest and the recent developments in technology. Organizations have been operating as individual entities while others have engaged in joint ventures, foreign subsidiaries and partial ownership.

The unique situations of every organization affect the decisions they make, which can be internal or external factors. Research for development has been adopted for many years.

Many organizations have majored in marketing rather than in creating new products. Funds are directed to existing trends. Competitive organizations take advantage of the reluctance to invest in research and invest in research to become competitive.

Customer’s role in global competitiveness cannot be underestimated. The organization should meet the customers’ needs. Customers look for new technologies, easy to use, convenient and good performance goods. Organizations have to focus on producing products that meet the customer’s needs from time to time.

Commercialization is closely related to global competitiveness. Globally competitive organizations have a tendency to introduce new products, integrate emerging technology, get a noticeable market share and cover a larger geographic area than other organizations.

Getting products to the market within a short period, using a variety of technology in production, introducing a wide variety of products and increasing the number of target markets are some of the measures of commercialization.

Process planning and design

Scallan (2003, p. 56) mentions that process planning and design involves selection of best practices, raw material, equipment and tools that are necessary for the production of desired products. It provides instructions that are applicable in the particular organization. When planning, a design is formulated to enable the planner achieve specific finished products according to objectives.

The process of planning and design assists the organization develop their strategy in attaining organizational goals. It effectively reduces wastage of resources and increases productivity. When planning, long term and short term goals are identified. Planning aids in identifying threats and opportunities, where arrangements to maximize opportunities and overcome challenges can be made.

Moreover, the required human and material capital is identified early to avoid a situation where the process stagnates. Estimated outcomes are identified hence the viability of the business is considered.

Roles of different departments and workforce are identified early enough to avoid cases of unassigned activities and overlapping responsibility. Decision making during implementation becomes informed and reduces conflicts. Most important functions are given attention while dysfunctional processes are discontinued.

When planning, the external environment is analyzed. The analysis considers the number of competitors and the level of competition, availability of similar products in the market, availability of raw materials and customers’ needs. An analysis of the internal environment involves reflecting on the obtainable material and human resources, equipment, tools and knowledge to produce.

The planner designs the business by describing what it will produce, the target customers, the scope of the business and details of location and ownership. Then mission and vision are stated. They provide a course for formulating the organization’s objective and strategy. Tactical plans follow. They enable the organization meet the target by addressing specific objectives and act as an implementation plan.

Finally, the plan includes methods of controlling and measuring the development through monitoring and evaluation. The traditional model of planning consists of: gathering information, stating mission and vision, formulate strategy, implement plan, monitor progress and evaluate the plan.

For an existing business, situational analysis can be provided to assist in making a process plan and design. The appraisal analysis provides accurate information on the current situation of the organization. The situational analysis helps the business recognize and asses environmental trends.

Moreover, to identify competition from competitors and understand patterns which may result in prediction. It is also an effective way of auditing internal resources. Additionally, situational analysis can be effective in amplifying strengths, utilizing opportunities, resolve weaknesses and overcoming threats.

The vision, mission, goals and objectives are important in every business. The vision is responsible for motivating, guiding and directing the entire organization by giving a picture of what the organization hopes to achieve in the future.

The mission answers the reason for establishing the organization and identifies the scope of the business. Goals and objectives identify the expected results and aims of the organization. They are specific, measurable, attainable, time bound and relevant objectives.

Controlling processes

Deekay (2009, p. 1) mentions that the control process begins with an understanding of the existing processes, goals and resources in the organization. To be able to make the decision on the organizational system, process and human resources, the management adopts standards of performance, measurement of performance, compare performance with established standards and correct divergence from performance standards.

Established standards make it easy to determine measurement of performance. From the overall objective of the organization, departments or functions are given specific goals that will contribute to the overall strategy. Regular measurements are determined to follow up on the progress. The activities are determined by the specific goals.

The actual performance is also measured. Formal reports are forwarded to the managers for review. The report should indicate what is achieved, is in progress and has not been accomplished. The actual measurement should be in line with the established standards. Managers review reports to investigate if the established standards are followed. If there is failure, they establish the cause and make arrangement for corrective measures.

Comparison of the ongoing activities with existing standards is a measure of control. The managers review activities and determine the variation. They consider the factors affecting the process and make arrangements so that the organizational goals are met.

Corrections of deviation from established standards are the responsibility of managers. Managers who are allowed to assess and correct mistakes in the organization effectively enhance organizational performance. They establish the cause of differences and implement corrective measures. The control measures are often repeated for success to be realized.

The controlling process can be applied in every business to achieve organizational goals. Organizational functions work effectively and efficiently. Undesirable shortcomings can be avoided during control. The control ensures that the business will be able to function in the future.

In accordance with CliffsNotes.com (2011, p. 1), communication ensures that the plans are followed. Poor performance can be corrected so that the appropriate procedures that enhance productivity in the given area can be achieved. When control is exercised, past mistakes can be avoided. Control makes the management detect any departure from the organizational standards.

Control facilitates the organizational resources and keeps track of the progress. In decentralized organizations, the management can keep track of the developments and progress in business by investigating if the different functions of the organization follow departmental goals. When the situation is smooth, the management should not relax on control, they can get time to formulate policies.

Control is achieved when the management implements budgeting control, cost controls and action approval, which are necessary. Control assists in coordination between different departments of the organization. It enables the management take note of performance. As a result, efficiency is achieved when control is exercised where the managers are motivated by progress.

Early detection of poor performing employees is discovered and corrective measures are used to increase their productivity. Psychological pressure is experienced hence, employees and managers become keen on their performance since control is the tool for measuring performance. Control facilitates the criteria for rewards and punishment for individual work. Employees maximize on their potential.

Process improvement, minimizing variation through six sigma

Six sigma is a concept that emphasizes perfection. The management strategy eradicates defects using statistics and methodology in different industries. Statistical representation quantifies the performance of a product. In one million products, defective products should not exceed 3.4. The aim of adopting six sigma is minimizing defects and achieving reduced variation.

There are two methodologies namely: DMAIC (Define Measure, Analyze, Improve, and Control) and DMADV (Define Measure, Analyze, Design, and Verify). DMAIC enhance the system by increasing accuracy to specifications to existing system. DMADV improves the system in a new product.

Six sigma implies that six standard deviations of the mean and specification limits will result in accurate target of the specifications of the output.

In DMAIC, the process begins with defining the specific setbacks as identified by customers, employees or management. Existing processes are measured and adequate information gathered. The data is analyzed to establish the causes and impacts, while noting all the possible factors involved.

Using the available resources, a new process is established using techniques for present and future use. Control is implemented with an aim of preventing defects in a constant monitoring process.

DMADV begins with defining objectives that are in line with the organizational strategy and customers’ needs. Measure and point out desirable quality, capabilities of product, the process involved and the risks involved.

Analysis follows with creation of design that offers different options, good quality and ends in selection of the most appropriate design. Provide design details, authenticate their applicability, make adjustments and implement them. Finally, make verifications for the design and ensure there is a pilot check for the organization.

Six sigma is effective in cutting on cost and can lead to increased market share. The management of six sigma upholds professionalism. It assumes that the processes in a business are measurable and quantifiable. The leadership of an organization is important in providing guidance and ensuring sustainability, control and stability. Decisions are based on verifiable and reliable data.

The executive leadership in a business provides strategy, goals and vision for the organization. They are the top management and ensure that there are adequate resources to enable employees become innovative and work efficiently. The responsibility of tasks is integrative.

The leaders act as mentors and delegate responsibility, depending on abilities. Devotion is important and the consistent application of six sigma should be followed accurately. Training for new employees is necessary to ensure that they understand and have the ability to contribute in the system.

Six sigma is hierarchical. At the top is the executive leadership, followed by champions, master black belt, black belt and green belt. Trainees are called yellow belt and are at the bottom of the hierarchy.

Six sigma has been criticized that it limits the innovativeness and progress of disruptive technologies. It can only be productive for what has been intended and hardly enables modification of the existing system. However, six sigma encourage savings and cut on cost (Six Sigma, 2011, p. 1).

Process improvement through lean

According to Venitz (2011, p.3), lean is a concept that emanated from the Toyota Production Systems. The concept was applied with an aim to achieve high quality products, utilize the lowest cost and observe a short lead time. Moreover, it was meant to attain large revenues, satisfy the customers’ demands, provide the goods in time and give the best prices.

Lead processes discourage wastage which cause delays and lead to high costs. Waste can occur when there is an over production, over processing, poor transport, motion and inventory. Over production occurs when the organization completes the making of a product and when there lacks demand. Over processing emerges when the tools and the design of a product are poor.

Transport of unnecessary materials for processing and in the supply can cause wastage of time and resources. Motion is the situation where people or machines move very far to perform the functions of the processing. Lack of attention to check on defective tools or materials can waste time. Delays that cause the process to wait to proceed to the next stage of production are wasteful.

Bowie (2011, p. 10) adds that wastes can be eliminated by engaging continuous improvement in the organizational processes. To effective implement improvement, the organization must formulate standards of practice to facilitate improvement. Venitz (2011, p.10) mentions that the standard should apply to every function and process in the company.

Visual management is another basic element that is effective in enhancing improvement. The machines and tools as well as the resources needed for the process should be availed to permit the process of production to remain efficient. One can check on lights, machines condition and condition of the tools. The products should be available and accessible within a specified period.

They can be supplied effectively and availed in small quantities. To ensure that the product is not stagnant, the organization should produce what is required in right quantities. Overproduction stops the flow in business. A single production flow is effective more than multiple flow chains. The products should be supplied for sale in the stores.

Lean concept holds that challenges are real and can be overcome. Furthermore, organizations need to be on a continuous improvement project which is endless and will allow innovations to occur.

Establishing a problem from the facts enable accurate decision making which eventually lead to attainment of goals within a desirable time. Respect for stakeholders and trust is important. Team work and collective decision making are embraced in lean management process.

To effective utilize lean; the organization can design a system. They then point out on the areas that can be improved. Enhance areas that require change and keep redesigning the system to continuous improve. Repetitive improvement strategy will eventually lead to improvements. The design should reduce inventory and the cycle, and increase use of machines and increase production.

Lean significantly increase production by reducing waste, improving the quality of the end product and save on time. Additionally, lean saves on the input cost and enables the product to have flow. When lean is given attention, it can sustain a business and create more opportunities.

Managing process improvement project

Bowie (2011, p.4) notes that a process improvement project is a planned undertaking for an organization that aims at achieving specific goals by use of skills, knowledge and resources during a project in a sequence to achieve enhanced outputs.

The focus is on giving customers value, quality, affordable cost and timely products. The company benefits by minimizing errors, increasing revenue and utilizing resources effectively. They are actions that are taken to identify, assess and improve processes on hand with an aim of meeting goals and targets. Projects are designed by the organization to reach specific goals.

Page (2010, p. 1) mentions that managing process improvement project can be achieved if the following steps are followed. The organization can begin by developing a process for accounting for the project. The issues can be identified and priority be given accordingly. The range of the improvement and basis for boundaries can be stated. Develop a design that will guide the process which will also provide a map for the process.

Determine the time and the available finances for the improvement process. The costs should include the entire cycle. Consider the time available and when the process is likely to be accomplished. Compare the estimated time of complete improvement against the available resources.

Specify the time required for each step and the activities involved within the step as well as the cost. Implement improvement techniques, while paying attention to the sequence. Some of the techniques may include decentralizing the structure and eliminating bureaucracy.

Next, implement control and avail tools for the activities. Develop what the people need and ensure that the process is followed. Identify mistakes and make changes where necessary. The employees can be given training to ensure that they have adequate knowledge to work effectively. Moreover, some processes can be automated in some of the production stages.

Conduct tests that will authenticate the applicable processes as expected. Eliminate the process with mistakes and defects and adopt those that bring quality and improvement. Introduce changes and record the effects of the changes.

This can be in form of communication where information is conveyed to the right publics like customers and employees. Employees experiencing difficulties can be given training. Finally, generate an improvement plan that is continuous. This plan will contain internal controls and basic principles on when the project can be improved.

The entire process takes three phases. Design phase, development phase and implementation phase. Before designing, adequate information should be gathered and research on application of changes in similar organization be investigated.

To develop the design one can use available software such Microsoft Office Project. The manger undertaking the project improvement project should have devotion since additional efforts are required.

The importance of process improvement project is that it enables the organization upgrade practices to emergent ones, ensures sustainability of the project and leads to better results. Cumulative improvement projects may lead to innovation and great revenues for the organization.

Supply chain management

In line with Khan (2011, p. 1), supply chain management is an important management process that cannot be underestimated. It entails arrangements by businesses involved in the distribution of end product or service to the customers. It takes account of making arrangements to avail raw materials, inventory support and completed goods from production to the customer.

Supply chain is a process of planning, designing, monitoring and controlling to attain value for goods by enhancing the infrastructure, managing logistics, balancing between demand and supply and quantifying progress in a competitive market.

Supply chain management is concerned with distribution channels and networks. The location, production facilities, warehouses, numbers and customers have to be addressed in the chain. A strategy is developed to attain maximum control of the process.

Transportation and delivery are arranged by the supply chain manager. Decisions on the best way of supply with the lowest cost are adopted. Communication enables the exchange of relevant and useful information, transportation networks, demand and forecasting. The supply chain management makes arrangement for payments in every function.

The supply chain entities include: the manufactures, the wholesalers, retailers and the consumers. To attain efficiency, the organization should plan, source, manufacture, deliver and return. Planning involves outlining goals and their implementation process.

The metrics designed assists the supply chain managers to monitor movement of required resources, effectively allocate time and manage the delivery of products to the customers in time. Planning is effective in reducing cost and delivering quality and value to the customers. Sourcing is where the organizations investigates the competencies of suppliers and chooses the best to provide supplies.

The supplier is mandated to avail necessary materials for production. The supply managers make arrangements for the products price, deliver to stores and follow up on the payments. They make arrangement on shipment, transportation and approve payments.

Supply managers make schedules for manufacturer of specific products according to demand, when the quality of the product is to be tested, packaging the products and schedule shipment. The results on quality, employees involved and outcome product are assessed. Adjustments are made to improve the manufacturing.

Delivery is significant hence the supply chain manager’s partner with other business in transportation to ensure the product is distributed. To increase efficiency, networks are created between the customer’s orders, carriers and warehouses.

All barriers that may hinder the product are eradicated early to enable transportation and delivery. Delivery of goods occurs simultaneously with invoicing for compensation receipts. Returning products with defects is a tricky process in the supply chain.

An efficient system can enable the return of defective goods to the manufacturers. The return of defective and excess goods to the company encourages the relationship between business partners and encourages future trade relationships. It is also a way of maintaining relationships and creating an avenue for future business relationship.

The cost of supply chain delivery is often extended to the customers as opposed to the producer or manufacturer. The supply chain is affected by globalization trends, sourcing activities, administration and coordination with other businesses.

Capacity, scheduling and location planning

Capacity, scheduling and location planning concepts can effectively enhance a business performance. Capacity is the ability of an organization to produce certain measure of products given available resources and time. Capacity is related to location since the location is determined in decision making. An organization can complete a given task within a specific time.

Problems in capacity emerge when the resources are underutilized or the demand is not met. Capacity, scheduling and location planning aim at reducing inefficiency.

Inefficiency caused by failure in capacity planning lead to increased work during production process and cause sales as well as manufacturing departments encounter problems. Capacity planning increases the organizational revenue when effectively followed. Excess capacity instills additional costs that are needless.

Capacities planning on long- term basis are derived from the strategic plan of the organization. Long- term capacity plans go hand in hand with decisions on location. Short term capacity plans are concerned with schedules and utilization of resources effectively.

Capacity planning can be achieved with the use of overall factors. The plan refers to overall strategy of the organization and schedules that correspond to standards of production. Another technique is bills of capacity which follows manufacturing resource planning. The bills follows sequence and time during work to determine units required. Resource plans in capacity planning emphasize lead time.

Capacity can be enhanced if new technology is embraced and incorporated effectively in the organization. New equipments and resources can also be introduced to improve performance. The number of employees working can also be increased or reduced depending on the required capacity.

The number of shift can be increased for an organization to meet its target capacity. Production facilities can be increased or hired to meet capacity requirements. Capacity planning can be included in the design and monitoring of performance in some contexts.

Capacity planning can occur in anticipation of an increase in demand which can be realized. A company increases the capacity to maintain the customers and avoid competition from competitors. Companies can increase capacity only after an increase in demand. Possible customers may turn away if the capacity is inadequate. Companies that increase capacity only after increase in demand avoid cases of wastage.

Capacity can also be increased systematically and gradually. As the demand in the market appreciates, the capacity is consequently added. Policies in capacity planning impacts the operational costs, lead time, organizational competiveness and customers response (Inman, 206, p. 1).

Conclusion

Cooper Vision Technologies Company in North America sells cameras, lighting, lenses, frame grabbers, cables and software. It can achieve global competitiveness, efficiency, improvement, reduction on cost, reduction on waste and increase revenues if it applies business concepts.

To actualize its mission on providing cost effective, best performance and quality products, it can consider adopting the concepts. The concepts include global competitiveness, process planning and design, control process, six sigma, lean management, managing process improvement project, supply chain management and capacity planning.

Global competitiveness involves delivering products that are quality and meet the needs of the customers. Global competitiveness requires the company to understand global trends, incorporate new technology, provide easy to use products and commercialize the products. Process planning and design emphasize a variety of best practices, raw material, equipment and tools that are required for production.

The controlling processes effectively implement measures of determining progress and monitoring implementation of the stages. The controls enable the company to note necessary and unnecessary processes hence, changes are made in time. Six Sigma is a process that encourages perfection. Defects in the production of goods are minimal hence; the products have a low degree of variation.

Lean is another concept which discourages wastage of resources during production. The lean management leads to improvement where quality products, low cost and a short lead time are observed. Managing process improvement project follows the plan to introduce skills to enhance performance.

Supply chain management involves a reliable and sustainable supply of raw materials, production materials and distribution of the end product. The chain in distribution entails manufacturers the wholesalers, retailers and the consumers where the product is produced and delivered to the customer. Capacity necessitates a company to produce given available resources and time.

Capacity planning relates to location in long term basis and is concerned with schedules in short term basis. The application of the concepts requires availability of resources and devotion of the management and employees. Coordination and communication are necessary.

The concepts are designed to meet the goals of the organization. The production of goods is modeled to meet the needs of the customer, avail the product in time, be of value and have affordable price. The concepts are applicable to Cooper Vision Technologies Company and can enable improvement in production, increase effectiveness and efficiency and boost the revenues.

Reference List

Bowie, J. A. (2011). Managing process improvement Projects. Web.

CliffsNotes.com. (2011). The Organizational Control Process. Web.

Deekay, M. (2009). What is the importance of control in Business? Web.

Inman, R. A. (2006). Capacity planning. Web.

Jedlicka, W. (2004). Strategy, operations and global competitiveness. Web.

Khan, S. (2011). What is the importance of supply chain management? Web.

Page, S. (2010). How to Manage a Business Process Improvement Project. Web.

Scallan, P. (2003). Process planning. Butterworth-Heinemann. Web.

Six Sigma. (2011). What is six sigma? Web.

Venitz, U. (2011). Lean management. Web.

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