Fdrtin Members Guide - Coursework Example

Fеdеrаtiоn members Guide Student’s Name Subject Professor University/Institution Location Date Managerial success results from skills and behaviors which are components of success. These skills are developed and applied through various concepts and principles of product design, layout planning, process design, location planning and capacity management which in response develop the teams managerial skills and expertise. Coaching and empowerment should be enjoined by effective managers in the processes below while providing the guidance to employees. This would mean listening and providing fair assessment of their performance to offer actionable and constructive criticism. Delegating important tasks to the employees increase their buy-in and at the same time avoid micromanaging (Dragoni, et al 2009). Product Design According to Wolf (2012), product design is unending cycle and its concepts and principles are much relevant in offering expertise and managerial skills needed for businesses growth and competitiveness. Product design brings together different members in the organizational structure including the CEO’s, employees, managers, customers and other relevant leaders and officials to articulate the process. This helps team to perform better with an active participation that purpose to drive new economic, social or even aesthetic value. Ultimately, achievement of progress through such participation creates new reputations to designers, deep and valuable process toward change. The design concept focuses on the development efforts in relation to the physical capabilities to the end use. This primarily involves efficiency and longevity concepts. A design should incorporate the ease of manufacturing, use, and handling, durability and portability when it comes to computer hardware and software. The team taking part in the designing process ought to identify to needs of the customers and taste to satisfy their wants. They should also identify the areas of limitation and strength. Skills such as creativity and proper decision-making should be exceedingly considered. Different methods can be included especially in if agreed on by most people in the team. Profoundly, the team ought to establish prevailing conditions for problem solving in the process. The conditions must however favor both small groups of people and an individual. The concepts should later be rated and necessary resolutions made to verify its performance and efficiency. The team can come up with strategies of creating a definite rating scale that is favorable. The other thing is to rank the weights of the concepts then combining them together to choose a perfect and strong concept. The concept may later be developed to be tested by the customers. As Mhatre & Rathore (2009) argues, a good design should therefore be innovative to offer new opportunities for more products. It must also offer satisfying criteria of usage. A good quality of product should be integral in its utility and should be easily understood by the community. It should bring out the aspect of long-lasting and valuable products. It should be honest so as not to manipulate the customers into buying unworthy products. Moreover, it must be favorable to the environment to help in the conservation of the resources available and usage of the ones available in the most minimizing way possible. A precise and small design is more appealing and durable rather than a long one which will last for a few days then disappear into the thin air. A short one will focus on essential and relevant issues on the products designs and hence simple to understand and interpret. Successful product director will ensure that the employees develop their career in the process of product design. Professional development and career planning motivate and increase awareness in employees’ field. This is achieved with the role of loyal managers who can help such team members reach their goals as well as company’s goals. Layout planning As El-Rayes & Said (2009) argues, layout planning is a process which is coordinated through various stages to make it fit to organizational goals. The principles of layout involve integration of pertinent factors including materials, men, supporting activities and machinery in a manner that affect layout. It aims for effective utilization of the inputs including the space, people and machinery. Closeness concept allows a practical minimum distance to move people and material supporting services between operations. Space need to be used both vertically and horizontally. The flow concept aims at streamlining work and ensures logical sequence in such a way that order or the sequence which is formed promotes assemblage of materials. The layout should consider the principle of expansion meaning that it will be easy to expand and without any disturbances to existing production schedules and layout. The layout should consider flexibility for the ease of rearranging or adjustment at least inconvenience and minimum cost. It needs to be versatile to adapt to changes that arise in product design, process improvement and sales requirement. Another principle of layout entails regularity for straight division of the area and relative even areas or sizes. The planning should be orderly to allow clean work areas and fitted with suitable equipment to remove scrap and wastes. Layout planning should avoid unnecessary investment of capital while ensuring convenience for employees in periodic operations and day to day activities. Finally it should incorporate the principle of satisfaction and safety at work for all workers. It entails analysis of the current processes carried out in the organization. Layout Planning rests on three fundamentals which include relationships, space and adjustments. In order to improve managerial skills and expertise of the team related activities require being coordinated in the layout. Each activity should be assigned the space which is necessary in shape, kind and amount. Any adjustments also acknowledge the effect to the organizational relationships (Tompkins 2010). Layout planning is important for product and personnel managers as they carry out their duties which if effectively planned may make their coordination work efficient and effective. This particularly promote professional communication is important for a successful business team. Managers should ensure that communication flows freely. They should do this by establishing routines of collecting and sharing him information which foster environment where most employees are incentivized in sharing as much information as required. This also means developing strong listening skills and ability to ask open-ended questions to clarify and expand employees thinking. Process design Process design entails production of objects which should recognize the purpose of solving human needs. The products and systems should match the scientific principles, human resources and materials technology. Another major principle of process design is making it suitable t be used by many people or capability of being used in larger quantities. The technology developed should solve a range of new problems in design through creative disciplined strategy. As the society need is continually changing the foundation require to develop good solutions at the appropriate time. The design process brings together members of the organization and contributes to some major purposes. The team acquires expertise and understanding through the design making process. They also increase their competency to offer support services as they increase awareness of technological development with its core impacts on society and environment. This also provides an opportunity to use wide range of equipment and materials to realize vital advancements. The team also develops logical thought process with developed senses to retrieve information and also make critical judgments on value. The process design can be technology-led, idea-led, market-led, design or demand-led. This is means that it has to incorporate various departments for different areas. The marketing department should produce specification for products primarily from their research. On the other hand the industrial designers should produce initial ideas in developing a working prototype for manufacturing. The marketing department would then test the prototype to suggest modifications and accept the product to be manufactured and sold. This pays for the consumers will buy products which has taken months of handwork. The process design implies a linear sequence of activities from the start to the end. In some cases, it is required to go back some stages when new information comes to light. Process design activity is problem solving oriented and requires precision of defined problem at start. This is concerned with taste, sensitivity and choice decisions. Value judgments should be made, report what happens and the more creative subjects in process design. The process starts by identifying the purpose or a need for a given situation. This then guides on short and long-term goals of technological development. A short design brief is provided to help visualize and communicate what the need and the strategy to achieve it is. The process is broken into major areas which entails work and the time schedule for every activity and the set deadlines. The brief then provides information which is relevant to generate different possible solutions to satisfy the specifications. Ultimately, details necessary to the solution are developed allowing the solution to be made, tested, modified and evaluated. This is a complex process the foundation should ensure is communicated to guide the managerial structure adopts an effective strategy to improvement. The particular need should be guided by the function, appearance, manufacturing, human factors, safety and time limits. This shows how a product will meet the users’ requirements and increase suitability for the intended use. Effective personnel, product and information directors ensure relationship and openness develop between the managers and employees if the employees respect the manager in the process design. Developed friendly relationship within the foundation present the managers with an opportunity to approach and express their interests in employees’ lives which involves work and outside work aspects. Effective managers encourage and promote openness culture in an inclusive environment which in turn cultivates the various managerial skills in workers. Location planning Location planning should follow criteria as there are any other competitive organizations offering hardware, software and services to many customers. In many areas technological consultant companies are overbuilt and this makes it harder for success. Care is needed when finding the ideal location to build technology service operation facility in order to fit operations needs. There is relevant information and principles that guide in the choice of location. Proper site selection has to take time and money (Kriken 2010). This in turn pays off particularly for the sales and marketing director. Location planning should be related to organizational operations. This means that the managers should understand the intricacies of the business before choosing the occasion for the business. The question of target market, the group to attract in the business, demographics involving age, disposal income and income level should be put into considerations. The choice of area should be convenient to clientele type in the business operation. Determining customers profile is important in location planning as customers generally have various choices and different needs at various times and this should be accounted of. The customers who often visit the premises are of valuable information and the facility should consider nearing such customers. According to Zhang, Pan & Han (2010, October), location criteria involve the factors which have to be present for successful site. This includes town or city population, traffic count in times of the day, visibility, proximity to traffic arteries and accessibility. This potentially impact on success and should not be overlooked. If there is to be chains involving multiple units, the location criteria should be found that work best. Market resource data should be gathered including the people’s lifestyle, average technology expenditures and their family and networks offers accurate information before location. Site success dramatically depends on accessibility and visibility by potential guest. Care should take account of number of lanes, turning signals, speed limits shopping centre location and congestion. Special precaution should be taken in locating the premise to risky places involved with theft, flooding or with high probability of fire risks. If the guest cannot see the location of a premise, they then go to the competitors. Considerations of parking area and visibility offer a greater chance for customers to locate and access the business area. The effort and time spent in site analysis prior to locating the business pays off in near and future operations of the business. It is an important investment the owner can set-up for the business and the examination of location factors help increase chances of business success and service operations. Location principles enhance vision in working group which means that all team members subscribe to overall vision and mission. Managers articulate and promulgate the vision and ensure that the team members are not left on their own devices. This ensures that the organization goal does not lose its site by focusing on specific tasks assigned to them. This means the role of a manager is to ensure that every team member understand their role in organizational big picture and work towards its importance in its strategic location. Capacity Management Capacity management has two components; planning and control. Capacity planning involves creation of sufficient, capable, flexible, valid, resilient, do-able plans that accommodate demands. On the other hand, capacity control ensures that the plans are met through resources management. Consequently, without capacity and the materials that meet demand, the plan becomes invalid (Alp & Tan 2008). In typical business there are four levels which require the capacity planning. This includes business or strategic capacity planning, sales, development and operations management, process scheduling or work flow, and process management. Strategic capacity management as part of business planning includes definition of longer term goals using time phased resources to meet the plan of the business. This focuses on capability, capacity and impact on product introduction. Capacity management will help to manage long term capacity to devise upsize or downsize strategy in managing volume and variety change and strategies to meet and manage seasonal demand and variability. Capacity management focuses on competitive competitiveness and focus to meet critical success factors for the business. It provides a continuous optimal balance of supply and demand on one hand and cost and resources requirement on the other. This works in coordination with financial and demand manages. Optimum balance is achieved in current and future by involving the capacity management in the aspects of product lifecycle. Capacity management should be used reactively. In most cases, capacity management is implemented when there are disruptions occurring as demand exceed supply. Implemented capacity work to resolve these disruptions and significantly lead to some of consequences if it is done sporadically. However constant capacity management ensures that the IT solutions purchased, optimally fit organizational architecture and requirements. This controls the possibility of budget overruns for the anticipated and unforeseen purchases. The second level of capacity management involves developing, sales and operation demands to make it happen by meet the plan (Briscoe & Tector 2011). Workflow management and scheduling is another important part of capacity manages where a sophisticated processes support production scheduling process. This particularly guides in input and output control and brings finite materials in the planning. Capacity management spans the roles of managing director, sales and marketing, product, finance, chief information and personnel directors. Particularly, it ensures professional and results accountability where effective managers strive for high standards with their employees. The standard are measurable and standard-based so as the tam to reflect on performance and enable managers offer credible evaluations. This means that the team should be aware of the general objectives and the specific objectives which apply to the team. Managers should then ensure a reward and recognition mechanism exist for the team members who contribute meaningfully to both team and individual objectives. References Alp, O, & Tan, T 2008, ‘Tactical capacity management under capacity flexibility’, IIE Transactions, 40(3), 221-237. Briscoe, P J, & Tector, E G 2011, ‘U.S. Patent No. 8,023,429’, Washington, DC: U.S. Patent and Trademark Office. Dragoni, L et al 2009, ‘Understanding managerial development: Integrating developmental assignments, learning orientation, and access to developmental opportunities in predicting managerial competencies’, Academy of Management Journal, 52(4), 731-743. El-Rayes, K, & Said, H 2009, ‘Dynamic site layout planning using approximate dynamic programming’, Journal of Computing in Civil Engineering, 23(2), 119-127. Kriken, J L 2010, ‘City Building: Skidmore, Owings & Merrill's Critical Planning Principles for the 21st’, Princeton Architectural Press. Mhatre, R & Rathore, A S 2009, ‘Quality by design: An overview of the basic concepts’, Quality by Design for Biopharmaceuticals: Principles and Case Studies, 1, 1. Tompkins, J A 2010, ‘Facilities planning’, Wiley. Wolf, M 2012, ‘Computers as components: principles of embedded computing system design’, Morgan Kaufmann. Zhang, X D, Pan, H & Han, B 2010, October, ‘Study on location planning with grade nodes of urban logistics’, In Supply Chain Management and Information Systems (SCMIS), 2010 8th International Conference on (pp. 1-7). IEEE. Read More