CBFS Relationship General Motors Between Leaders and Managers Presentation 2500 words First Question P4 You have to write this 5 points in slides and expl

CBFS Relationship General Motors Between Leaders and Managers Presentation 2500 words

First Question P4
You have to write this 5 points in slides and explain them in (Speaker Not) when you answer this question you have to add another answer it mean you have to write about (GM) company (General Motors).

1. a When you answer the questions you have to write about GM company till question M4

2. Write the point in the slides and Answer them in speaker not

3. Answer the first question form LO3 you will find the file in top

4. You can answer the other questions from internet

5. Try to write more about General Motors company

6. Write a Title in top any points

7. Points in slides explaining in speaker not

Thank you College of Banking and Financial Studies
BTEC Higher National Diploma in Business
Module 4 – Management and Operations
Learning Outcome 4.
Demonstrate an understanding of the relationship
between leadership and management in a
contemporary business environment.
Business Ethics
 Ethics in Business refers to what is appropriate for
business in short and long run.
 Appropriate in business refers to trust of the
customer, log term relation and a specific kind of
horizontal rapport with them.
 Business Ethics is also known as the Corporate ethics.
Ethical Issues in Business
 Food Adulteration
 Unequal Standards among the products.
 Product storage & Logistics responsibilities.
 Environmental safety issues
 Social causes and wellbeing are give less importance
and less money spend on the same.
…………..And Many More
Relationship between Business ,Ethics
and Society
 For a business to sustain society in very important.
 Business serves as the tool to increase the frequency
of economic activities.
 Business is not for ruling or controlling the society.
 Exchange based society continued for a long time in
past with minimum conflicts then modern business.
Corporate Social Responsibilities
 This refers to an idea that business has social
obligations above and beyond making profit.
 Social responsibility involves voluntary actions.
 Social responsibility includes:
– Reactive Strategy: Denying responsibility while
striving to maintain the status quo by resisting change.
– Defensive Strategy: Resisting additional social
responsibilities with legal and public relations tactics.
– Proactive Strategy: Taking the initiative in formulating
and putting in place new programs that serves as role
models for industry.
– Accommodation Strategy : Assuming social
responsibility only in response to pressure from interest
groups or the government.
Benefits of CSR
 Reasonable incentives to employees.
 Retention of talented employees.
 Assigning of right person at right job
 Public Opinion is considered in decision making.
 Community living standards gets improved.
Entrepreneurship
 Entrepreneurship is the process by which individual
pursue opportunities with regard to resources they
currently possess or control.
 Entrepreneurship is an art of converting an idea into
the business.
 Entrepreneurs assemble and then integrate all the
resources needed : money, people, business model
and strategy which is needed to transform an idea into
viable business.
Intrapreneurship
 Intrapreneurship is the process of putting new ideas
into actions within established businesses.
 Various roles of Intrapreneurs:
1.Initiator
2. Facilitator
3. Manager
4. Team Supporter
5. Reactor
Guiding principles for Intrapreneurs
 Develop visions, goals and action plans.
 Be rewarded for the actions taken.
 Suggest, try and experiment.
 Create and develop
 Take responsibility and ownership
Major difference between
Entrepreneurship and Intrapreneurship
 Funding :-
Company/Organisation often has capital to fund
the project.
 Manpower:Intrapreneurs do not have any need to go and
search for manpower as its taken care my Organisation.
 Branding :-
Company’s branding can be used by Intrapreneurs
to get their ideas to take root.
College of Banking and Financial Studies
BTEC Higher National Diploma in Business
Module 3 – Management and Operations
Learning Outcome 3.
Demonstrate an appreciation of the role leaders and
managers play in the operations function of an
organization
Theories for Operations Management
 Six Sigma
 Time based Management
 Kaizen approach
 JIT
 Total Quality Management
 Queuing theory
What is Six Sigma?
 Six Sigma is the measure of the quality that strives for
the near perfection.
 It is the methodology that takes totally into
consideration the data driven approach and focuses
on the elimination of the defects.
 Six Sigma defect is defined as anything that falls
outside of a customer specifications.
 Six Sigma is a reference to a statistical measuring
system.
Definitions
 “Six Sigma is a business improvement approach that
seeks to find and eliminate causes of mistakes or
defects in business processes by focusing on process
outputs that are of critical importance to customers.”
(Snee, 2004).
 “Six Sigma is a useful management philosophy and
problem-solving methodology but it is not a
comprehensive management system. “ (McAdam &
Evans, 2004)
 “A Six Sigma initiative is designed to change the
culture in an organisation by the way of breakthrough
improvement in all aspects of the business.” (Breyfogle
III et al., 2001)
 “Six Sigma is a programme that combines the most
effective statistical and non-statistical methods to
make overall business.” (Pearson, 2001)
 “Six Sigma is a highly disciplined process that helps us
focus on developing and delivering near-perfect
products and services. The central idea behind Six
Sigma is that you can measure how many defects you
have in a process, you can systematically figure out
how to eliminates them and get as close to ‘zero
defects’ as possible. Six Sigma has changed the DNA of
GE – it is the way we work – in everything we do in
every product we design” (General Electric at
www.ge.com)
What was the reason to go for Six Sigma
 Intense competitive pressures because of the rapid
globalization.
 Greater consumer demand for the high quality
products and the services, and little tolerance of the
failures of any type.
 Large amount of the data is available and it increase
the ability to explore understand and use the data.
Inventors of SixSigma
 Motorola is the company which is been known for the
good quality mobiles they produce but they had made
a good contribution by giving the origin of one of the
quality improvement process that is called as six
sigma.
 In 1986 an engineer named Bill Smith sold a plan to
strive for the error-free products 99.997% of the time
.It is the origin of Six Sigma.
Selecting the Right Project for Six sigma
 Assure that you can properly explain the importance
of the project that is the project should be evident or
can be readily demonstrated.
 Take into consideration that the project is completed
in the short period of the time.
 Success of the project should be observed in the
proper context.
Methodology of Six Sigma
 DMAIC
1.
2.
3.
4.
5.
Define
Measure
Analyse
Improve
Control
Again start the cycle from the first step.
Define
 Identify the projects and check that they are
measurable.
 Define the projects including the the demands of the
customer and the content of the internal process.
 Develop the team and assign them the work.
 Define the process map.
Measure
 Define the performance standards
 Measure current level of quality into Sigma. It
precisely identifies all the areas causing the problems.
 Identify all the potential causes which are responsible
for the problems.
Analyse
 Establish the capability of the process
 Define all the objectives of the performance.
 Identify variation sources .
Above step is very important as it include
all the methods of the data analysis.
Improve
 Identify all sort of the potential causes
 Discover variable relationships among the causes and
the effects.
 Establish the tolerance levels for the operating
systems.
 Pursue the method to resolve and ultimately eliminate
problems.
 It is also a important phase as it explore the solution
how to change fix and modify the process.
 Carryout a trial run for the planned period of the time
just to ensure that the improvements that are been
implemented are in the process towards getting the
targeted values or not.
The above step plays a key role in attaining
the improvement in the quality of the products and
services.
Control
 Monitor the improved steps continuously to ensure
long term sustainability of the new developments.
 Try to communicate about the lessons learnt with the
colleagues.
 Document the result and the future activities for the
future reference.
Time based Mangement
 It can be considered and approach which reduces time
and seeks to reduce the level of wasted time in the
production process of the business.
 It leads to quicker response times.
 New product development.
 Reduction in waste and hence leading to greater
efficiency.
JIT
 Its called JUST IN TIME approach.
 It aims to ensure appropriate time management.
 According to JIT approach inputs in production
process only arrives when they are needed.
Kaizen
 It is also called as continual improvement process.
 It aims at continual improvement through small
incremental changes in business to improve the
efficiency.
Total Quality Management
 Total quality Management strives for meeting
customer expectations as defined by the customer.
 It is an integrated effort to improve the quality of
process at various business levels.
 Total quality management embeds quality in every
aspects of the organization.
Objectives of queuing theory
 Describe the queuing process.
 Evaluate the queuing theory.
 Differentiate the behaviour of customer
Queuing theory: Meaning & Significance
Queuing theory is a collection of
mathematical models of various of various queuing
systems. It is based on probability concepts. It gives an
indication of the capability of given systems and
possible changes in its performance with modification
to the system.
Queues or waiting lines arise when the
demand for a service facility exceeds the capacity of
that facility, that is, the customers do not get service
immediately upon request but must wait.
Constituents of queuing system
 Arrival Pattern:- It is the average rate at which the
customers arrive.
 Service facility:-Examining the number of customers
served at a time and the statistical pattern of time
taken for service at service facility.
 Queue discipline: The common method of choosing a
customer for service amongs those waiting for service
is First come first serve basis.
Operational Functions
 Control and Distribution Systems.
 Transformation of raw material into finished
goods/services.
 Process design.
 Capacity management.
College of Banking and Financial Studies
Assignment Brief-2 – BTEC
Higher National Diploma in Business (Level 5)
Student Name /ID Number
Unit Number and Title
Unit No. 4 – Management and Operations (D/508/0488)
Academic Year
Spring 2019 – 2020
Unit Assessor
Dr. Chintan A. Joshi/ Ms. Priya Gopal
I. V. Name
LIVT TEAM
Assignment Title
Relationship Between Leadership and Management
Issue Date
15th April 2020
Last date for submitting PPT
presentation
28th of May 2020
Presentation Format:
This assessment component is designed to assess the command verbs used in this learning outcome
LO3 & 4 through presentation (oral/viva/). Learners are required to prepare a power point presentation
consisting 25 – 30 slides (the recommended word limit is 2500 words including the speaker notes)
explaining the role of marketing and how it interrelates with other functional units of an organisation.
The presentation (expected to be submitted with white background along with speaker notes) must
be submitted in the turnitin ahead of the presentation by the learner. Learners are required to align the
presentation to the command verbs (see page 2) so that you secure desired grades. Word limit in excess
of 2500 will not be penalised. Your presentation is to utilise the use of headings, paragraphs and
subsections as appropriate, and all work must be supported with research and referenced using Harvard
referencing system.
The file must be saved in the format: student St. No-Name -ME-A1- Formative. In case of
extenuating situations, the relevant college policies apply
The assessment will also observe over and above the command verbs, the following transferable skills;
1.
2.
3.
4.
Oral communication,
Critical thinking,
Reasoning,
Creativity
There will be no presentation amid Corona virus scare for Spring 2020. The presentation should
accompany appropriate and sufficient speaker notes.
Source: Customised by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5
1
Unit Learning Outcomes:
LO 3. Demonstrate an appreciation of the role leaders and managers play in the operations function of
an organization.
LO 4. Demonstrate an understanding of the relationship between leadership in management in
contemporary business environment.
Assignment Brief and Guidance:
Source: Customised by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5
2
Based on the case study provided for assignment 1
Supply Chain Strategy in GM
While GM is continually faced with deterioration of reputation owing to the risk of product recalls, the
Chief Executive Mary Barra has sought to make it the world’s most valued automotive company, a status
it long enjoyed in the past. The changes as planned at GM are plenty, but there are some very critical
supply chain issues and amendments that might prove to be game changers in the long term success of
the firm.
GM based its orders to suppliers on highly unrealistic sales forecasts according to the executive. It is
estimated by some analysts that GM can save close to $1 billion per year by improving its purchasing
process. GM has, consequently, begun to reshape its purchasing strategy and is more open to sharing
financial risks with its suppliers (White, 2014). It is vital for GM to improve its supplier relationships in
order to drive maximum value out of purchasing. The task may prove to be somewhat tedious
considering that GM was the least favored automotive company as per suppliers in 2014 (Kelleher,
2014).
Supplier-sourced parts comprise approximately two-thirds of GM’s automotive costs. (University of
New Hampshire Peter T. Paul College of Business and Economics, 2014) Today their Global Purchasing
and Supply Chain (GPSC) organization manages roughly around 18,500 suppliers and spends about
two-thirds of their total automotive costs of sale on material cost, or roughly USD90 billion.
Thus suppliers for GM are a vitally important part of their business. They are key in the development,
production and reliability of their cars, helping meet customers’ expectations for vehicle availability,
affordability and quality. Likewise, GM also realized that they often play a critical role in their suppliers’
business and that success is a mutual proposition. With this GM is actively moving towards an approach
to sustainability in their procurement and supply chain activities with a key focus on: policies and
principles, disclosure, performance and engagement. Through this approach, they are striving to drive
economic value, reduce environmental impact, enhance transparency, and leverage industry and supplier
collaborations. (General Motors, n.d.)
Logistics is another key area of focus in the GM’s current supply chain strategy. As per GM executive
Edgard Pezzo, in the coming years the company will focus on reducing global logistics costs, bringing
suppliers closer to manufacturing facilities, and investing in logistics infrastructure at its plants. The
focus has come due to the increasing logistics costs in North America and globally. While cost is a major
driver, Pezzo argues that the strategy is more centered on waste elimination by efficient routing and
better material order processes. An interesting insight that follows is that logistics has been put at the
forefront in the supply chain improvement strategy. The rationale is to create a logistics team that eagerly
seeks involvement in the development of a vehicle and thereby create a highly efficient supply chain.
GM logistics team is also seeking to expand the services it receives to some emerging markets having
good logistics capabilities. (Ludwig, 2014).
GM was one of the first major automakers to recognize the need to fuel improvements by stepping up
its reverse logistics. To this endeavour GM partnered with UPS Supply Chain Solutions to deliver an
innovative solution for its materials recovery of parts under warranty—a key factor in cutting costs and
achieving high levels of customer satisfaction.
UPS Supply Chain Solutions offered GM solutions to door-to-door package delivery, inventory
management, and the technology needed to streamline and control the GM supply chain. UPS engineers
Source: Customised by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5
3
worked closely with GM to establish an advanced process and analysis centre for warranty parts in Lake
Orion, Michigan which serves as a centralized engine powering the entire process. Another
improvement is a new Web Portal that allows GM engineers and suppliers to gain real time access to
inventory reports, schedules and general information. Dealers too can log on 24×7 to check the status of
their received, outstanding or debited returns. (UPS, n.d.)
Reference:
http://jayandtheworldtoday.blogspot.com/2015/02/general-motor.html
Required.
You have been appointed as Junior Executive, in the Operations Department of General Motors (GM).
The senior management has asked you to develop a power point presentation (with sufficient speaker
notes), which critically evaluate application of operations management at GM and factors that
impact on the wider business environment.
Source: Customised by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5
4
Learning Outcomes and Assessment Criteria
Learning Outcome
Pass
Merit
Distinction
P4 – Explain the key
approaches to operations
management and the role
that leaders and managers M3- Evaluate how leaders
LO3 – Demonstrate an
play.
and managers can improve
appreciation of the role
efficiencies of operational
leaders and managers play
P5 – Explain the
management to
in the operations function
importance and value of successfully meet business
of an organisation
operations management in objectives.
achieving business
objectives.
D2 – Critically
LO4 – Demonstrate an
understanding of the
relationship between
leadership and
management in a
contemporary business
environment.
P6– Assess the factors
within the business
environment that impact M4- Analyse how these
upon operational
different factors affect the
management and decision- business environment and
making by leaders and
wider community
managers.
Source: Customised by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5
evaluate application
of operations
management and
factors that impact
on the wider
business
environment.
5
LEARNER ASSESSMENT SUBMISSION AND DECLARATION
When submitting evidence for assessment, each learner must sign a declaration
confirming that the work is their own.
Please list the evidence submitted for each task. Indicate the page numbers
where the evidence can be found or describe the nature of the evidence (e.g.
video, illustration).
Task ref.
Evidence submitted
Page numbers or
description
Additional comments to the Assessor:
Learner declaration
I certify that the work submitted for this assignment is my own. I have
clearly referenced any sources used in the work. I understand that false
declaration is a form of malpractice.
Learner signature:
Source: Customised by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5
Date:
6
ASSESSMENT RECORD SHEET – FORMATIVE FEEDBACK
Programme
BTEC HND BUSINESS LEVEL 5
Learner name
Assignment title
Relationship Between Leadership
and Management
Assessor name
Unit no. & title
Unit 4 – Management and Operations
Targeted learning
aims/assessment criteria
Ms. Priya/Dr. Chintan
Joshi
First Submission
Deadline
Targeted
criteria
Date submitted
Criteria
achieved
Assessment comments
LO 3
LO 4
General comments
Assessor
declaration
Assessor signature
I certify that th…
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