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Course/Unit Information
Course Extended Diploma in International Business and Strategy
Unit No. 4010
Unit Name Operations and Project Management
Unit code SQA/4010
Schedule Code

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 STUDENT DECLARATION

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previously been submitted as part of any assessment for this qualification. All the sources, from

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 LEARNING OUTCOMES AND ASSESSMENT FEEDBACK

Name of the Assessor

Module Code & Title SQA/4010 Operations and Project Management

Module Learning Outcomes

Critically evaluate how operations management contributes to the competitiveness
LO1
of an organization.
Critically evaluate how quality management processes and supply chain networks
LO2
contribute to achieving the overall strategic objectives of an organization.
Critically evaluate the information management/systems in relation to the operation
LO3
management processes.

LO4 Design a project plan for a given business scenario and implement a project.

Assessment Types Marks Marks Achieved

Executive Summary 10
Introduction & OM Quality Practices 20
Operational Strategies & Supply Chain Role 20
MIS & ICT 20
Project Management Tools & Conclusion 20
Presentation 10
Overall Score 100
Overall Grade Click or tap to enter a date.

Summative Feedback:

Overall Feedback on
current work with
emphasis on how the
student can further
improve in future.

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Internal Verification Done By Date
Assignment Brief
Assessors Decision
The following grading criteria will be applicable for the course, Executive Diploma in
International Business and Strategy:

Marks Grade
70 to 100 A - Distinction
60 to 69 B - Merit
50 to 59 Pass
40 to 49 Fail with Resubmit
0 to 39 Fail with Retake

GENERAL GUIDELINES
(Please read the instructions carefully)

1. Complete the title page with all necessary student details and ensure that the student
declaration is ticked.

2. All assignments must be submitted as an electronic document in MS Word to the LMS

(Use 12 Times New Roman script).

3. All assignments must be submitted with an accompanying Turnitin report.

4. Assignment that is not submitted to the LMS by the prescribed deadline will be accepted
ONLY under the REDO and RESIT submission policy of Westford.

5. The results are declared only if the student has met the mandatory attendance requirement
of 75% and/or a minimum of 50% under extenuating circumstances approved and ratified
by the Academic Director. The student has to repeat the module (with additional fees
applicable) if the attendance is below 50%.

6. The assignment should not contain any contents including references cited from
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7. Students can refer Wikipedia as a source of information, but the references cited in
Wikipedia must be mentioned.

8. Submit the assignment in a MS Word document with the file name being:
First Name Last Name_ abbreviation of the subject.

Example: John Smith_OPM.

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before evaluation:
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Assignment Operations and Project Management

Learning Outcome 1: Critically evaluate how operations management contributes to the

competitiveness of an organization.

▪ PC 1.1: Critically discuss the principles, theories and concepts of Operations Management.
▪ PC 1.2: Evaluate the impact of productivity, workflow and quality on organizational
competitiveness.
▪ PC 1.3: Critically discuss the integration of core operational strategies with the overall business
strategy.

Learning Outcome 2: Critically evaluate how quality management processes and supply chain
networks contribute to achieving the overall strategic objectives of an organization.

▪ PC 2.1: Critically discuss the application of principles, techniques and practices of Quality
Management in operations management.
▪ PC 2.2: Evaluate the critical role of Supply Chain network design in aligning the operations
strategy to the overall business strategy.
▪ PC 2.3: Develop appropriate performance indicators to effect monitoring, control and continuous
improvement of company operations.

Learning Outcome 3: Critically evaluate the information management/systems in relation to the

operation management processes.

▪ PC 3.1: Critically discuss how the synthesis of management information systems assist the
operations management process.
▪ PC 3.2: Evaluate the use of wide range of ICT applications in supporting and enhancing the
management of operations in organisations.
▪ PC 3.3 Critically analyse the appropriate methods, requirements and the use of current and
emerging technologies for the optimisation of operational processes.

Learning Outcome 4: Design a project plan for a given business scenario and implement a project.

▪ PC 4.1: Analyse the principles, practices, methodologies and the tools to develop project
specification, schedule, control and evaluation of projects.
▪ PC 4.2: Evaluate the contribution of Project Leadership during change and management of
stakeholders.
 ▪ PC 4.3: Implement and manage a project using scheduling tools and project controls.

Assignment Task Report [100 Marks] [5000 Words +/-10%)

This task requires you to prepare a Report with the guidelines provided.

Scenario:

You are acting as the operations and quality consultant for a chosen organization (preferably where the
learner is currently working or any other organization of your choice). You have been asked by the board
of directors to prepare a report to review the operations and quality management processes in the
organisation. You are required to look at the existing supply chain networks, operations management and
quality management processes, procedures and systems within the organization, and, evaluate the
competitiveness of the organization in achieving key strategic objectives. It is also imperative to evaluate
the information management/ systems in the organisation in relation to such operations management
processes.

You should make use of relevant academic literature, theories, current issues, principles and concepts in
Operations and Quality Management. You MUST follow the Report format, which should contain the
following sections.:

1. The report should have an Executive Summary (A summary of the entire report in no more than
one page of A4 paper). [10 Marks]
2. You should provide a brief Introduction to the chosen organisation and highlight the operations
management challenges that the organisation currently faces. You should then critically discuss the
application of any three principles in maintaining quality management of the Operations
Management practices. [20 marks]
3. Evaluate the impact of productivity, workflow and quality on organizational competitiveness.
Thereafter, critically evaluate the integration of core operational strategies of the organization with
its overall business strategies, with a special reference to the role of Supply Chain Network design
aligning with the overall business strategy. Develop appropriate performance indicators to
effectively track monitoring, control and continuous improvement of the company operations. [20
marks]
4. Critically discuss the role of management information systems in assisting strategic goals and
operational processes success in your chosen organization. You should critically evaluate the role
of ICT applications in supporting as well as enhancing the operations management in the chosen
organization; and thereafter analyse the actual requirements, appropriate methods, technologies,
including use of Artificial Intelligence, that will help in optimisation of the operational processes
of the organization. [20 marks]

5. Finally, analyse the methodologies and scheduling tools you would like to use to develop the project
specifications, schedule, control and evaluation to effectively implement and manage the project
successfully. Conclude the report with your final findings and analysis, as well as evaluating the
contribution of project leadership to effectively bring about the change and manage all
stakeholders’ expectations. [20 marks]
 6. Kindly note that you should present the whole report written well in a good format, and which
makes good use the Harvard Referencing System (HRS). [10 Marks]

Performance Descriptors

Performance descriptors indicate how marks will be arrived at against each of the above criteria. The
descriptors indicate the likely characteristics of work that is marked within the percentage bands
indicated.
Assessment (70-100%) (60-69%) (50-59%) D (40-49%) E (0-39%)
Criteria Work of an outstanding, Work of a good standard. Work of a pass standard. Fail Fail
TASK 1 excellent & v. good
standard (*)
Executive A critical overview with A synthesized overview of A reasonable overview of Limited overview of Confused overview of
Summary, the help of Executive the Executive Summary, the Executive Summary, Executive Summary. The Executive Summary.
Introduction Summary. Bring out where good use of existing where satisfactory summary work may be an overly Fundamental
and OM relevant authors, rival academic work and is given of the whole descriptive account misconceptions of how to
practices theories, and major debates evaluation of main work is produced work. There is demonstrating only minimal write an Executive
(30 %) in Operations Management given out coherently. Some evidence of engagement interpretation, and very Summary. The work is
to a very good, possibly review of relevant authors, with pertinent issues in limited presentation of the mainly descriptive and
excellent (even rival theories, and major Operations Management. whole summary. No shows little or no
outstanding) standard. debates in Operations Key authors & major counterarguments or understanding of summary
References beyond those Management. Appropriate debates are presented. alternative frames of requirements. Too few
identified in session range of references are Evidence of suitable basic reference are generated or references to appropriate
sources. Introduction utilized. reading. considered. literature and no evidence
should explicitly bring out Introduction should bring Introduction should bring Introduction is not of independent thought and/
OM challenges faced by out good relevant OM out satisfactorily OM satisfactorily bringing out or criticality.
the organisation and review challenges faced by the challenges faced by the OM challenges faced by the Introduction is very sketchy
three OM principles with a organisation and review organisation and review organisation and review and does not satisfactorily
clear brief description of three OM principles with a three OM principles three OM principles. bring out OM challenges
the relevance of such brief description of the faced by the organisation
principles in the context of relevance of such principles and does not review three
the chosen organisation. in the context of the chosen OM principles. A
organisation. description of the relevance
of OM principles has not
been provided.
Literature Demonstrates a clear Demonstrates a good Demonstrates a satisfactory The work may be an overly Fundamental
Review understanding of literature understanding of literature understanding of literature descriptive account misconceptions over
Analysis & reviewed from good reviewed from academic reviewed from academic demonstrating only minimal analysing the case in the
Application of academic resources, peer resources. Good analysis resources. Some analysis interpretation of the context of relevant
OM strategy, reviewed articles and done well in respect to done in respect to literature, and very limited academic thinking. Limited
Quality journals. Critical analysis application of OM strategy, application of OM strategy, evidence of analysis, analysis of a superficial
Management done well in respect to Quality Management Quality Management synthesis or evaluation. nature only lacks any
& Supply application of OM strategy, principles and Supply chain principles and Supply chain attempt at analysis, relying
Chain Quality Management network design Examples network design. The work on description instead.
principles and Supply chain of effective use of academic explores and analyses
Network network design frameworks in order to issues, but is not strong on
Design frameworks. analyse the case scenario. application to the case
(30%) Clear evidence of Examples of sound organisation. The work is
independent thought and argument and solid mainly descriptive, but has
very effective use of evidence. achieved all the
academic frameworks in performance criteria.
order to analyse the case
scenario.
Information An ability to successfully The work demonstrates a The work demonstrates a There may be little evidence No application of
Management synthesize theoretical willingness to question and competence to explore of an ability to apply theoretical principles to the
systems in issues into practice and to explore issues and to issues and to synthesize theoretical principles to the case scenario or a wider
relation to evaluate the possible synthesize theoretical theoretical perspectives and case scenario or a wider context of brand
Operations implications and role of perspectives and practical practical application within context of role of management and new
Management Information Management application within chosen chosen case context of role Information Management product development.
(20%) systems in relation to case context of role of of Information Management systems in relation to Conclusions unrelated and
Operations Management.. Information Management systems in relation to Operations Management. confused or illogical and
Ideas are presented in a systems in relation to Operations Management. Conclusions unrelated to unsubstantiated. Lessons
succinct manner and Operations Management. Some helpful conclusions the scenario. Lessons learned either superficial or
conclusions are well Some meaningful well- and acknowledgement of learned either superficial or lacking. Possibly no real
reasoned which have reasoned conclusions and lessons learned. lacking. attempt to address
relevance to the scenario. attention given to lessons assignment brief in respect
learned which have of actual questions asked.
relevance to the scenario.
Recommenda-
Well-organised, logical, Well-organised, logical, Reasonably well- Poor organisation; gaps Assertions little related
fully supported by supported by evidence, organised, logical, in reasoning; some to evidence, frequently
tions & evidence, conclusions conclusions fairly clear generally supported by obvious conclusions illogical or arbitrary;
Conclusion clear and arise from and arise from results & evidence, conclusions omitted for the list; conclusions if presented
results/discussion; discussion; practical and fairly clear and arise other conclusions not are disorganized;
(10%)
practical and feasible, feasible, with clear from results & especially driven by the alternatives not
with clear consideration consideration of discussion; practical and findings but from considered; no real
of Artificial Intelligence Artificial Intelligence to feasible, with un clear or ‘common sense’. No understanding of the
to analyze operational analyze operational weak consideration of real implications and need to draw
requirements. requirements. Artificial Intelligence to recommendations weak conclusions,
Recommendations Recommendations analyze operational and incoherent. implications and
driven by good driven by decent requirements. recommendations from
deductions from deductions from Recommendations not results.
findings. findings. always driven by good
deductions.

Presentation A balanced, well-structured A balanced, well-structured Case is cohesive, but may Whilst some of the Significant failings in case
(10%) case, generally coherent in case. Overall clear well- be hindered by characteristics of a pass balance, structure or writing
approach. Well-written, written, well presented. inappropriate balance, have been demonstrated, the style. Repeated possibly
well presented and largely Some small repeated errors structure or writing style. work does not address the significant errors in
free of spelling and/or in grammar. Good Some small repeated errors case requirements overall. referencing and/or
typographical errors. application of Harvard in referencing or grammar. Possibly lacking in balance, grammar. Critical failings
Breadth of appropriate, referencing system. Breadth Current and structure or writing style. in case balance. Possibly
current, and of appropriate, current, and relevant references and Some repeated errors in lacking in coherence is
relevant references and relevant references and correct application of the referencing and/or unstructured and/or is badly
correct application of the almost correct application Harvard Referencing grammar. Limited use of presented.
Harvard Referencing of the Harvard Referencing. Method. references.
Method.
Contents
1- Executive Summary ........................................................................................................... 1
2- Operations and Project Management ................................................................................. 2
Introduction ............................................................................................................................ 2
Operations Management ........................................................................................................ 5
Operations Management Challenges ..................................................................................... 6
Principles of Quality Management ........................................................................................ 8
People's Engagement ......................................................................................................... 8
Improvement ...................................................................................................................... 9
Relationship Management ................................................................................................. 9
3- Impact of Productivity, Workflow, and Quality .............................................................. 10
Productivity .......................................................................................................................... 10
Workflow ............................................................................................................................. 10
Quality.................................................................................................................................. 11
Overall Business Strategy .................................................................................................... 11
Economics ........................................................................................................................ 11
Efficiency ......................................................................................................................... 12
Effectiveness .................................................................................................................... 12
Evaluation of Operation Management in Ikea ..................................................................... 13
Organizational Management ............................................................................................ 13
Supply Chain Management of IKEA ............................................................................... 14
Appropriate Performance Indicators .................................................................................... 16
Balanced Scorecard and Dashboard Reporting................................................................ 16
4- Role of Management Information Systems ..................................................................... 17
Role of ICT .......................................................................................................................... 18
Artificial Intelligence ........................................................................................................... 19
Ikea’s AI-Powered Solution ................................................................................................. 19
5- Principles, Practices, Methodologies and the Tools ........................................................ 21
Design Process and Identify Requirement ........................................................................... 21
Process Activities ............................................................................................................. 21
Monitor and Reviewing ................................................................................................... 21
Change and Management of Stakeholders ........................................................................... 22
Conclusion ........................................................................................................................... 22
References ................................................................................................................................ 25
 1. The report should have an Executive Summary (A summary of the entire report in no
more than one page of A4 paper). [10 Marks]

1- Executive Summary
The management of operations routinely struggles with everyday and strategic market

challenges. The administration of projects deals with the planning, coordination,

encouragement and control of capital in order to accomplish particular objectives. The paper

is presenting information about operations and project management. Ikea is the firm that has

been selected for research for operational and project management. Initially, the paper

explains the challenges that have been faced by Ikea. The article focuses on explaining the

quality of total management. Further, the paper considers performance indicators that add

value to Ikea's organization and explain the productivity and workflow. The information also

considers the overall business strategy with the evaluation of organizational management.

Ikea supplies also mentioned with the supply chain management, along with that artificial

intelligence and information management systems are considered to explain the subject

matter and explain the topic fully.

1
Page
 2. You should provide a brief Introduction to the chosen organisation and highlight the
operations management challenges that the organisation currently faces. You should
then critically discuss the application of any three principles in maintaining quality
management of the Operations Management practices. [20 marks]

2- Operations and Project Management

Introduction
Think about all the items and services you use on a daily basis from the clothes you wear and

the breakfast cereal you eat to the car you drive and the phone you use, it's likely these are all

products of different organizations. You might not normally think about the processes that

produce all these goods and services, but that's what the study of operations is all about.

Operations are what companies use to transform resources into goods or services. Most of an

organization's financial and human resources are invested in operations, so operations

management is critical to any organization success. The role of operations management is to

design, plan direct and improve all the activities involved in producing goods or services.

Operations managers are required to make decisions in eight key areas. Some of these are

more strategic, whereas others are more tactical will be considering four of the more strategic

areas. They involve high level planning decisions about how an organization will get from

where it is now to where it wants to be. These areas are strategic operations management,

product design, supply chain management and quality management. The first area strategic

operations management involves long term broad considerations about the viability of a

business. How will it create value for customers and gain a competitive advantage? For

example, you might need to answer a question like what are the unique features of our

apparel business that make it competitive? Successful strategic operations management aligns

an organization's operations to an overall business strategy.

A second area is product design. This is where you make decisions about the features of a
2
Page

product or service. What features will make it a success? For example, a decision about
which features to include in the next release of a company's cell phone line may greatly

impact the success of the phones. A third important area where operations managers make

decisions is supply chain management. This involves managing, monitoring and controlling

all activities along the supply chain. It's about deciding how to guarantee the timely, cost

effective acquisition of inputs and delivery of outputs to customers. For example, you might

need to decide which suppliers to use and how best to transport goods to retail outlets. A

fourth area is quality management. This involves determining how to measure and maintain

quality and how to identify and resolve quality problems. For example, you'll need to decide

what to test to check the quality of a product or service on a daily basis. Operations managers

make decisions that are key to the running of their organizations. Knowing what strategic

areas to consider can make you more effective in your role and add to your organization's

success.

Operational management deals with the preparation, supervision, development, and

restructuring of its corporate practices to deliver products and services. Management of

activities routinely tackles day-to-day and critical market problems. Project management

focuses on budget preparation, coordination, encouragement, and monitoring over particular

priorities. The IKEA group is a global Swedish company based in Delft, the Netherlands,

which designs and produces furniture, kitchen appliances, and home supplies, among other

useful products and even home services prepared to assemble. Created by Ingvar Kamprad,

17, in Sweden in 1943, IKEA has been the largest furniture distributor in the globe since

2008. The Bloomberg Billionaires Index showed that Kamprad, with an estimated net amount

of $59.7 billion, was the eighth wealthiest person in the world in January 2018. The

organization's name is an acronym composed of its founder and the initials of Elmtaryd, its
3
Page

family farm, and the neighboring village of Agunnaryd. Known for its sleek creations for
different appliances and furnishings, the firm also blends its interior design work with

environmentally conscious simplicity. Moreover, the company is well known for its

commitment to cost management, operating information, and constant product growth, which

has driven IKEA to decrease costs by 2–3% on average (Battistoni, et al., 2013).

This corporation, registered in the Hollands and run by the sons of its founding firm Ingvar

Kamprad is a company that is owned by Inter IKEA Systems B.V. The IKEA has a

complicated system, reportedly aimed at preventing more than 1 billion euros in tax payments

in the 2009–2014 period from members of the European Parliament. It is regulated in the

Netherlands as well as Liechtenstein by many foundations. In the financial year 2018, the

IKEA merchandise sold were € 38.8 billion ( US$ 44.6 billion) as of that point in June 2019,

and 433 IKEA stores trade in 52 countries. From September to August 2016, the IKEA

website includes over 12,000 items and IKEA websites viewed by 2.1 billion visitors (Correa,

et al., 2007).

About 1 percent of the world's commercial product use accounts for the business, making it

one of the retail sector's primary wood consumers. The bulk of IKEA's stores are held by

INGKA, one of the 40 wealthiest foundations in the country, a holding firm operated by the

INGKA Stichting Foundation. In 2018, INGKA won 90% of IKEA revenues. The board of

directors monitors the activities and the company's quality control as operations and quality

consultant for Ikea. They examine and assess the organization's current supply chains'

existing networks, control procurement, and quality compliance structures, processes, and

systems to accomplish core strategic goals (Correa, et al., 2007). In combination with specific

operating management procedures, the enterprise's knowledge management/systems must

also be assessed.
4
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Operations Management
By taking the case with IKEA Furniture, the import of organizational management can be

appreciated. IKEA is a Swedish company that offers home decor, electronics, and chairs.

IKEA's mission is to reduce waste and increase low-cost efficiency. At the supermarket, the

organization, keeping consumer information into account, and supplying the goods at

changing prices, wishes to use their store correctly. In handling specific tasks successfully,

the IKEA company succeeds. Management of processes governs commercial machine

enterprise. It focuses mainly on architecture and device improvement, aiming to boost the

organization's financial results. For IKEA, the administration of the organization tracks

operations to guarantee and maintain productivity and efficiency. The achievement of the

main object, i.e., optimize productive efficiency, is deemed vital. To that end, it recognizes

human resource expertise and other technical resources that minimize operating costs. By

tossing out lower-cost projects, IKEA cuts prices (Machuca, et al., 2007).

To achieve optimal performance, it uses maximum energy. Efficiency and effectiveness

contribute to yield growth and enhance capability by leveraging quality-enhancing tools.

Operational control in IKEA Corporation has been described as being of significance. Its

operation and coordination areas cover quality appraisal, marketing, advertising, product

creation and delivery, sales, and support. For the manufacturing sector, operations

management is regarded as essential. This is because the industrial sectors are dealing with

too many manufacturing programs and operations. In general, the companies initiate the

process with raw materials and then process to manufacture products. Therefore, operational

control, particularly for the industrial sectors, has to be part of proper operations. In addition,

separate systems such as consumer preferences, input from service, etc. often involve this
5

service sector (Li, 2014).

Page
Operations Management Challenges
The organization's first field of business management is the expense. The low cost of

production is ensured by efficient operations management. IKEA focuses on low production

costs and meets the technical criteria, reliable execution, efficiency, and environmental

impacts. To produce products, the company uses renewable and recycled products. The bulk

of IKEA products are made of organic and recycled products. The company is known for its

high innovation, quality, and innovative design at an inexpensive price. Instead of naming

sellers for customer service, IKEA uses a self-service setup. It also concentrates on

affordable, modular, and design prepared-to-assemble. The items are shipped in rectangular

boxes to the consumers. The boxed shape of goods tends to extend the company’s supply

chain since both the manufacturers and the customers are convenient to transport. This flat

box approach reduces travel, packaging, installation, and assembly costs. It also offers more

transport and storage rooms. Prices are comparatively lower for the goods set by the

association than for the other organizations. IKEA analyses its rivals' sales plans and

prototypes, and manufacturers own adapted designs to draw buyers at a lower price (Boer,

2003).

Other companies produce furniture ready and installed, which raises prices, while IKEA

manufactures customer-assembled furniture in a flat box and decreases commodity costs.

Supply chain management is another field of operational management that the company relies

on. IKEA has implemented the global supply chain planning system. The goods that are made

by the company are reliable and cost-effective products in contrast to those in the same

market. The new IKEA supply chain management system is set up to monitor, assemble, and

store its design. IKEA's supply chain is broadly distributed in all large parts of the world for
6

both distribution and acquisitions. IKEA's supply chain management includes three primary,
Page
secondary, and tertiary markets. These industries include raw materials essential to

manufacturing goods, supply products, and retail market products to end consumers (Chopra,

et al., 2004).

To ensure a positive environmental effect, supply chain management aims to incorporate a

business in the primary, secondary, and tertiary industries. The top company supplies the

enterprise with raw materials. IKEA only recognizes raw materials that adhere to the

organization's quality standards. The primary sector collects natural resources such as wood,

oil, and minerals and grows them. The secondary industry allows raw materials from the

primary industry to build, process, and grow finished products. To design new goods at a less

expensive to draw buyers, IKEA uses such natural resources. The tertiary industry distributes

the goods to its manufacturers. In retailing, sales, insurance, and customer support, facilities

are offered that satisfy the requirement for customer requirements (Chopra, et al., 2004).

Quality control is the other field of organizational management that IKEA focuses on.

Quality management creates an incentive to increase the organization's performance and

competitiveness. The main priority is to ensure the goods' consistency to address the

consumers' demands and value the company's working staff. In the quality of goods, the

company has adopted some quality management tools and procedures. The quality control

process is carried out in the organization's centralized departments and quality circles. IKEA

will supply high-quality goods at low prices. IKEA enforces its vendors to meet the

company's quality requirements by way of a quality assurance scheme. The product

management board, quality circles, and vendors are active in the quality management and

control process. The IKEA efficiency staircase model is one of the suppliers of the company.

This model reflects the Overall Quality Management (TQM)'s top management contribution
7

value (Chopra, et al., 2004).

Page
The service requirements must be applied to become an IKEA supplier. Quality enforcement

criteria, review, and fulfillment with all IKEA requirements and work actively to track IKEA

articles' compliance with their quality and protection. To supply the products, IKEA

commodity vendors need also fulfill all GO / NOGO specifications. The Client Experienced

Product Quality (CEPQ) is an interpersonal term that defines consumers ' perceptions of

goods and services. CEPQ shall also include recycled materials, non-harmful and secure

materials, simple-to-assemble or build materials, durable and practical (Chopra, et al., 2004).

Principles of Quality Management

The following will be explained three concepts of upholding quality control practices:

People's Engagement

The Eight Definition Principle states that 'people on all level are the core of an entity and

their complete inclusion requires their talents to be exploited to the good of an organization,'

as well as the Seven Definition Principle notes that "the organization must be capable,

motivated and dedicated to value-building. The organization's knowledgeable, motivated, and

loyal citizens maximize their capacity to generate value. Engaging workers ensures that

employees have a stake in their company's interests and principles, are committed to helping

them excel in their organization, and may, at the same time, boost their supremely perfect-

being. A committed worker has a combination of happiness, corporate engagement, work

interest, and empowerment emotions. When we speak about people's participation, all

workers are knowledgeable, inspired, and value-added. A dedicated employee is more

mindful of the value of employment. An employee who works will have a more transparent

look. There are more opportunities for change. Feedback and conversations with managers

would be routine. The efficiency of the working ties with peers, bosses, and subordinates of a
8
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dedicated employee has been substantially enhanced. Significant contact with workers exists

(Luburić, 2015).

Improvement

It is the fifth of seven quality control principles and could be mapped into the sixth concept of

eight quality, the 'continuous improvement' principle. The word "continuous progress" was

changed to "amélioration." The fifth concept of the "management system " Eight Consistency

Principle is no longer in place of the Seven Quality Management Concepts. The Eight

Principle Definition states: 'The organization's permanent goal is to increase its overall

efficiency continually. The Seventh Principle Definition states that 'good organizations have

a constant emphasis on change.' The organization should use a consistent operational strategy

to improve the instruments of improvement for the organizations. The company would offer

instruction to staff on enhancement strategies and equipment. The organization should

enhance goods, procedures, and infrastructure to target each individual in the organization.

The organization should set its steering and leading targets (Luburić, 2015).

Relationship Management

This is that seventh of the seven quality control principles, and it can be mapped to that

eighth in the 'mutually advantageous vendors' concept. "Relationship Management" is

modified from "Mutually beneficial supplier partnerships." The fifth concept of the

"management system " Eight Consistency Principle is no longer in place of the Seven Quality

Management Concepts. The Eight Definitions of Concept state that "A corporation and its

suppliers are interdependent, as well as the partnership between each other, strengthens the

potential of both to generate value.

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 3. Evaluate the impact of productivity, workflow and quality on organizational
competitiveness. Thereafter, critically evaluate the integration of core operational
strategies of the organization with its overall business strategies, with a special
reference to the role of Supply Chain Network design aligning with the overall business
strategy. Develop appropriate performance indicators to effectively track monitoring,
control and continuous improvement of the company operations. [20 marks]

3- Impact of Productivity, Workflow, and Quality

Productivity
The overall production of a business is improved by competitiveness. The company uses its

manufacturing capacity to an optimal degree as the productivity of the company is improved.

Therefore, the best outcomes will be obtained by using all tools accurately and reliably. The

main contribution to increased competition is efficiency. Performance, technology, creativity,

and the capacity to efficiently solve challenges within organizations influence success

directly.

Workflow

In addition to having a framework to represent the operational elements involved in executive

workflows, a workflow control system often needs to provide frameworks for continual

improvement in these elements. The workflow's life cycle demonstrates the will to

continually develop market operations by tracking the current and future strategy review.

These models expand system analysis and architecture methods and illustrate the distinction

between process logic and job logic. Workflow management systems maintain a blueprint for

the corporate framework to enforce corporate power (Muehlen, 2004).

Usually, this model is different from the workflow model based on the operation sequence of

a procedure. The distinction of a process model on the one hand from a resource model on the

other facilitates the independent development of both models, considering how the resource
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life cycle within such an organization usually differs from that of the business's operations.
The separation also helps workflow designers develop workflow models independent of

improvements to the group's organizational framework and increase its solidity (Muehlen,

2004).

Quality

Successful increases in efficiency are becoming a potentially useful way to ensure

competitive competitiveness and boost business results. By being the low-cost market

pioneer, several businesses achieve a comparative edge. These businesses manufacture vast

quantities of mature goods, which gain a strategic advantage at low costs. These businesses

also join markets set up by other companies. They underline the achievement of size savings

and cost gains from both outlets. High efficiency and high power usage will result in low

costs. More specifically, quality gains lead to efficiency improvements, which in turn, result

in lower prices. A quality management approach is also essential to achieve a sustainable,

low-cost advantage (Ganapavarapu & Prathigadapa, 2015).

Overall Business Strategy

The functions are a set of processes that are interdependent and interlinked. At any point, it

absorbs one or more resources as input. The roles of the operation rely on decisions and the

results. Based on the potential situation and demand, strategy plans are made. Here are the

operating features of IKEA furniture:

Economics

Economics means a cost-effective job. This market aspect explains how resources are
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optimally used to do work. The only way to accomplish a particular target is to spend the
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necessary amount of person, money, and time. IKEA furniture analyses the precise need of
capital to carry out the task. Thus the best amount should be used to minimize production

costs, such as products and human capital. The organization reduces needless cost-reduction

activities. For consumers, the commodity would also have cost-competitive (Yuliansyah, et

al., 2017).

Efficiency

To carry out a mission with minimal efforts, performance implies. IKEA analyses and

chooses the optimal means of accomplishing the task. The organization also offers services

and instruction for the mission. In a company, reliability is necessary to execute the

instructions in time. It will also save critical company time and money to boost productivity

in the enterprise. The economy should not, however, be poorly affected by productivity. A

proper connection is needed (Yuliansyah, et al., 2017).

Effectiveness

Efficiency is attributed to better executing a task. Efficiency can minimize effort, however,

long cycles can be needed to achieve the target. Efficiency allows you to find a way to

accomplish objectives that are streamlined. To draw more clients, IKEA hires e-business

tactics. The organization gives internet purchasers promotions and offers. The way to sell

more merchandise is successful. Effective, efficient methodologies can not be applied

economically in the initial state, but seamless and manageable in the future. Three E's must

be considered by companies to ensure quick, reliable, and efficient processing (Yuliansyah, et

al., 2017).
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Evaluation of Operation Management in Ikea
The method of planning and controlling the development of new products and transforming

company operations could be described as satisfying demands.

Organizational Management

The control of operations requires four fundamental steps: inputs, process transformation,

performance, and feedback. IKEA's goods are handled to demonstrate the administration of

the company's operation.

Input: raw material and materials which be used to produce a new product or service. Inputs

Variables can be divided into two categories, based on their use.

Transformed Resources: this kind of data is used to produce a substance from raw

resources. As input for transformation, IKEA uses glue, furnace, frames, and iron nails.

Resource Transformation: These commodities are not used as raw materials and only lead

to achieving the desired goods. IKEA's inputs are converted by equipment, human resources,

and money.

Transformation: This is the actual manufacturing where IKEA's raw material is made. Any

input can be in the form of data, human resources, or physical performance specifications.

For, e.g., the company's transformed information is processed with resource transformation to

produce a new sofa. Plywood would adequately stimulate the production, glues as well as

iron nails. The way inputs are handled for output is, therefore, a method of transformation.

Output: The result of the transformation process is the output. The transformation process

may produce some undesirable outcomes. IKEA company checks the consequences of
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whether they are meeting the quality standard of the organization or not. A damaged or poor-
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quality product cannot be sold and is a loss for the organization. Producing a higher number

of inferior quality products leads to operational failure and poor financial performance

(Jonsson, et al., 2013).

Feedback: Feedback is the suggestion to improve the output. If the production processes can

be modified or enhanced to solve the issues, a better quality product can be expected. IKEA

uses feedback to eliminate production mistakes.

Supply Chain Management of IKEA

Supplies chain control ranges from production to the end of use to all movement or storage of

goods, process work, stock, and transportation of finished items. IKEA's framework is

structured to optimize the efficient distribution and delivery of its structured goods. It can be

broken up into four sections to promote each one's functioning as a single business. Sweden

has all the essential furnishings in the headquarters. "Swedwood," Sweden's oldest distributor

of IKEA raw materials, provides mostly wood of its woods but has pressured IKEA to pursue

other suppliers with the growing demands for raw materials. More surprisingly, these vendors

aren't based more on the global dispersed market but are linked to ECIS (IKEA own system),

which helps them take stock, prediction, and supply chain accountability into account,

effectively allowing them to predict orders. Their suppliers currently include more than 57

raw materials suppliers in the furniture industry. Another essential viewpoint from IKEA here

may be appreciated that its swapping costs are still neglected/reduced to a minimum as it is

still trying to deal with former vendors rather than finding new ones (Abouhenidi, 2014).

The distribution division primarily manages all the worldwide obligations for corporations

(franchises). They also implemented a dynamic communication mechanism (using IT) to

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work with each phase. "Istra" has set up an open tender to determine the manufacture. "Istra."
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Most of the goods in developed countries are more important to keep prices down. The
"distribution centers," which again are not based on the contact and constant assistance, are

responsible for the delivery (transport) of raw materials/ products and designs to suppliers.

IKEA's highly skilled engineering team focuses on design innovations as managers suggest

making practical, quick, well-constructed, inexpensive, easy to install, and long-lasting

goods. All these requests are handled at all stages by a specialist collaborative project team

(IPT). While all the departments mentioned above function separately, they are linked and

monitored by business support centers, which continue to introduce modern technology and

logistics (Abouhenidi, 2014). Similarly, the IKEA transportation manager makes plans on a

national basis for all transport s (in conjunction with product/material tracing support

centers).

The policy of IKEA is that lead time is reduced. Attempts are made mainly at the transport

level of manufacturers, distributors, of which the majority of retail stores have been

attempted. For this reason, goods are delivered directly to the customer's house from the main

fulfillment center (at consumer costs), save time and save IKEA money simultaneously.

IKEA has 41 trading facility bureaux in 30 countries with 1350 vendors for this reason. After

addressing different supply chain phases, it is worth noting that coordination between

vendors, intermediaries, third-party suppliers, and consumers through various transport

channels (strategic supply chain). Based on demands, management decides on procurement

and manufacture, inventory decisions, distribution methods, and paths while taking into

account (Tactical Supply Chain). Development and delivery preparation, market planning and

prediction, entrance and departure travel guarantee order every day (operational supply chain)

(Abouhenidi, 2014).
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Appropriate Performance Indicators

Balanced Scorecard and Dashboard Reporting

A management system, such as a balanced scorecard, is a widespread means of managing and

tracking success metrics. A scorecard is just a journal with a list of metrics of results. The

balanced scorecard grew into a complete strategic management and planning mechanism

from its initial use as a primary performance assessment system. It helps coordinate corporate

practices with the organization's mission and strategy and track success against strategic

objectives. Performance dashboards are being used to track corporate performance

effectively. They are also a sequence that can be readily represented and evaluated in tables,

maps, gauge, and other graphic resources. They will decide if the success metrics are fulfilled

based on their priorities. Otherwise, they would alert guests of the need for disciplinary

measures. Usually, they are confined to summaries, similarities, and patterns. A great

dashboard:

• It's simple to understand and quick.

• It transmits critical data at a glance.

• Contains minimal distractions and enticing graphics.

• Shows details in real-time.

• The floor should be seen with a tablet or a newsletter (Velimirovic, et al., 2011).

1- Critically discuss the role of management information systems in assisting strategic

goals and operational processes success in your chosen organization. You should
critically evaluate the role of ICT applications in supporting as well as enhancing the
operations management in the chosen organization; and thereafter analyse the actual
requirements, appropriate methods, technologies, including use of Artificial
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Intelligence, that will help in optimisation of the operational processes of the

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organization. [20 marks]

 4- Role of Management Information Systems
Ages ago, information used to equal knowledge, information was scarce and therefore

possible to handle, and people able to obtain the information used it as a competitive

advantage. But times have changed and things have become more complex, much more

complex.

Today, information comes in all shapes and sizes and is increasingly growing more and more

manageable, some companies choose to let their information run its own course, something

that will eventually lead to death by data.

Others, think and actively choose to start treating their information as a strategic asset. Let's

have a look at how information can be turned into an advantage. In a typical production line

today. Raw materials go in, products come out, and everything runs smoothly until something

breaks. In this case everything is stopped until spare parts arrive.

But here is how it would work if you proactively utilized your information. The data is now

collected, analyzed and used to keep you one step ahead all the time.

To the mutual benefit of both your production and your finances. The same goes for your

services, marketing and sales, the customers buying your products are different and have

individual needs and preferences as systematic attention to their feedback would allow you to

increase customer loyalty, satisfaction and boost sales. You see, information management can

help you create growth, manage risks and develop new and innovative products.

IKEA's core family organization comprises "INGKA Holding," which is the principal

(parent) enterprise for the IKEA group corporation. INGKA consists of five executive

committee board members called "Kampard" and its wife, and three lawyers. Goran
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Grosskopf, Chairman, and Ingvar Kampard are senior consultants, and several others serve
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their respective territories. IKEA Group's management board consists of, In essence, this

association of businesses carries out all the tasks required to sell the right thing. There are

IKEA Sweden, Swedwood, sourcing, delivery, human resources operation, online

infrastructure, and the marketing divisions (all operating together). IKEA, Sweden, is one of

them. All IKEA (Franchisee) branches are related to a shared inter-IKEA networking

mechanism (monitoring every one of the sales, stocks, currency, inventory, demand, and

supply balance) both at the national and international levels. District administrators supply

the general information unit, coordinating with local stores' distribution

(shift/branch/area/territory managers). This knowledge is disseminated through the Internet

via broad-based networks (last but not least, from the end-user to the primary provider)

(Velimirovic, et al., 2011).

Role of ICT
ICT generally refers to all devices, networking components, applications and systems that

facilitate interaction with the digital world. Sometimes ICT is used interchangeably with IT

or information technology, but ICT is more comprehensive, including more components

related to computers and digital technologies. Components include data, Internet access,

cloud computing software, hardware transactions and communications technology. But more

importantly, ICT encompasses combinations and applications of those components. ICT has

drastically changed how people work, communicate, learn and live and continues to

revolutionize all parts of the human experience, from computers to robots in ICT contributes

greatly to economic development. Some have labeled it the fourth industrial revolution.

Within the ICT market, the advancement of ICT capabilities has made the development and

delivery of various technologies cheaper for vendors and their customers, while also
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providing new market opportunities for businesses. Advances within ICT have brought a
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slew of cost savings opportunities and conveniences ranging from highly automated cost

cutting business processes to the big data revolution that leads to new insights, products and

services to ICT driven transactions like online shopping, telemedicine and social media.

However, ICT is not without its downsides. The digitization of data has led to new levels of

crime, automation, tools and robots that can displace workers. And many believe ICT has

stifled human interaction

Also in the enhancement of education quality, information communication technology ( ICT)

plays a key role. ICT application team and assessment are presently standard in schools

because of their potential to promote management practices from data storage to information

management and decision-making (Velimirovic, et al., 2011).

Artificial Intelligence
The scope of the waste issue faced by the business can not be adequately illustrated. In

comparison, the organization has no say over whether or not the object exits its boxes. Ikea's

furnishings may well remain an omnipresent feature in most homes in the west, but their

stores are flooded by something else – products that consumers return. With goods sold in

433 stores in 13 different countries worth $44.6 billion, nearly one in ten is born, and this

would be a significant concern for the group. However, the Swedish retailer does have a

solution operated by AI. The organization also announced an intelligent consumer return

strategy, which would also reduce its costs by the way. Ikea continued using the AI system,

which offers the most lucrative destinations with returning products, without redirecting the

commodities into the garbage can (Tecuci, 2012).

Ikea’s AI-Powered Solution

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The scope of the waste issue faced by the business cannot be adequately illustrated. In
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comparison, the organization has no say about whether or not the object exits its boxes. Ikea
seeks to deal with this by first stopping these returns. They were founded by Optoro, whose

investor Ikea is a logistics tech firm that uses AI to predict the returned goods' best potential

location. This algorithm aims to decide what makes more sense of Ikea's sales if it is to be

marketed to a third-party distributor, donated to a charity, and returned to the ground. The

project is currently running at 50 of its US sites. As it operates now, this forum is not entirely

separate (Tecuci, 2012).

In the early phases of the process, the sound system also relies on workers' human

involvement. Employees must input details for authentication, such as an SKU number of an

object returned, as well as the return condition. This knowledge helps the Optoro method to

decide when the commodity needs to be accomplished. Furthermore, it includes only items

returned from shopping in-store but is planned to consider internet returns soon. It is still a

significant achievement for the company amid these hitches. This move will allow the

organization to reach "100 percent circularity and zeros waste," says IKEA's Market

Development Manager for Selwyn Crittendon. Companies continually use these technologies

to handle pollution through the vast possibilities of AI (Thomas, 2020).

5. Finally, analyse the methodologies and scheduling tools you would like to use to
develop the project specifications, schedule, control and evaluation to effectively
implement and manage the project successfully. Conclude the report with your final
findings and analysis, as well as evaluating the contribution of project leadership to
effectively bring about the change and manage all stakeholders’ expectations. [20
marks]
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 5- Principles, Practices, Methodologies and the Tools
The designing process and its practices for monitoring are given below:

Design Process and Identify Requirement

This functionality defines a process of preparation. The company manager defines its method

and implementation structure. The manager, therefore, can control such a strategy

successfully. This operation measures the raw materials, technological instruments, and

human capital list in the case of IKEA Furniture. Both these criteria are seen as a contribution

to the next level. This is obtained in enough quantities so that no services are lost to the next

level.

Process Activities

The most significant role is known as the process level. The demands here are vital as the

company strives to manufacture quality products. For instance, IKEA contains processes that

can safely function, produce outcomes on schedule, deliver the highest quality, and low-cost

performance. At the phase level, all these targets should be reached. It requires all the work to

be done separately. There is also adequate feedback in the tasks (Yuliansyah, et al., 2017).

Monitor and Reviewing

The operational manager must carry out control tasks while the operation is processed. Cost,

as well as product quality, are involved in tracking. In the case of IKEA- product quality is

tracked, and the present method rejects the product and is returned to the output for correction

if it fails to reach the quality level. The company wishes to minimize system expenses.
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Operational administrators are also expected to retain the management of costs. The method
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function outcomes are analyzed, and eventually, the department of quality tests the goods
produced to determine product consistency. The quality, as well as the cost of the product, are

established in this analysis. The inspection works well to set the wholesale price for products

to make a profit for the company. With the proper balance of 3E's, organizational activities of

an organization can quickly be done. Economy, productivity, and efficiency are the three E's

(Yuliansyah, et al., 2017).

Change and Management of Stakeholders

"The Seven Definitions of Principles state that" for sustainable performance, companies

maintain their ties with stakeholders, including suppliers. Parties involved may be explicitly

or indirectly concerned with their success by the association. Parties concerned may be from

inside the company or beyond. Customers, vendors, shareholders, associates, workers,

associations, financial firms, or public members are examples of involved parties (Luburić,

2015).

Stakeholders are often designated as interested parties. The management of

interactions with partners, meaning exchanging information, vision, principles, perception,

and suppliers, is not called adversaries. The company creates ties with long-term objectives

that compensate for short-term benefits. Expertise and services are taken together with

collaborators. The company chooses and identifies core providers. The stakeholders interact

simply and freely. Knowledge is shared, and future proposals are shared. The company

creates and strengthens joint operations. The motivational company supports, acknowledges,

and enhances suppliers (Luburić, 2015).

Conclusion
IKEA Corporation is recognized as one of the world's largest retailers. It has set up new,

good quality, low price decorations. These products are designed to suit the demands of
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multiple consumers. It has a wide range of products that are almost all required at home. The
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firm packages its goods with friendly fabrics for the climate. The business aims to deliver

high-quality products at a low price, as per its mission statement. The goal is to decrease

manufacturing costs and gain a competitive advantage by optimizing the supply chain and

cost-efficiency. It uses various tactics to achieve a sustained, modern-day strategic edge.

IKEA retains the factual market's cultural importance. It designs items that complement

clients and so do not compromise the cultural convictions. In social responsibility plays a

vital role. Together with the NGO, it works to protect its consumers' livelihoods. The

company uses various marketing tactics. It offers its goods in the target market at a low price,

which draws more buyers. IKEA has a well-structured transportation network, which offers

many consumers connections to interests. It advertises its goods on TV and in the newspaper

in the promotion aspect of the marketing mix. A catalog has been issued by the organization

in every place worldwide. The multiple-page record is the most useful promotion process.

IKEA is internalization for retailers since its strategic target is established. It also

acknowledges the essence of the local market, and it sells its goods through different outlets.

The enterprise has a vast worldwide network of subsidiaries. It has several clients and

suppliers that help to internationalize the firm. IKEA has extended its activities to numerous

countries over the years. Due to economic limitations and asset advantage, it entered the

Chinese market. The company's success is built on the advancement of a modern business

model. It adopts Porter's generic cost control and differentiation techniques to increase its

performance in the hybrid approach. In all IKEA firms, INGKA Holding B.V is the

controller. Ingvar Kamprad is the managing director of the supervisory board, and his son is

the senior consultant. IKEA group enterprises are IKEA business B.V. Group firms. IKEA

services A.B, with nine branches in Sweden as well as the Netherlands.

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 Anders Dahlvig Chairman and Chief Executive Officer of the IKEA Group. In three

highly-developed markets, the organization aims to strengthen its marketing strategy. Russia,

China, and the United States are these economies. IKEA reveals that the secret to growth lies

in the collaborative relationship between producers and suppliers. The business sells

reasonably easy-to-assemble pieces. The dining tables and side tables are famous around the

globe and come in a different style. The free furniture is often fitted with textile cupboards,

bedding, and accessories. In IKEA shops, a wide variety of products are reasonably spacious.

Although most IKEA furnishings are inexpensive, durability isn't one of its characteristics. In

the majority of situations, consistency is not compatible with affordability. Furniture from

IKEA doesn't last a long time. The dismantling of the table can even minimize its lifetime

during shipping. IKEA Group offers attractive furniture at a low price. This is especially

appealing for someone who just starts. The man's value for his wealth will be improved.

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