Table of Contents

LIST OF ANNEXURES ..................................................................................................................................... iii

LIST OF ABBREVIATION ................................................................................................................................ iii
EXECUTIVE SUMMARY ................................................................................................................................. iv
1 INTRODUCTION ......................................................................................................................................... 1
1.2 Company Background ................................................................................................................... 1
1.3 Case Background ........................................................................................................................... 2
2 INTRODUCTION TO OPERATION MANAGMENT ................................................................................... 2
3 ANALYSIS AND APPROACHES TO QUALITY MANAGEMENT .................................................................. 3
4 ANALYSIS AND APPROACHES TO CAPACITY PLANNING........................................................................ 7
5 ANALYSIS OF RISK MANAGEMENT ........................................................................................................ 9
6 ANALYSIS OF PROJECT MANAGEMENT ............................................................................................... 11
7 ROLE OF INFORMATION SYSTEM IN OPERATION MANAGEMENT & OPERATION MANAGER’S
FUNCTIONS ................................................................................................................................................. 14
7.1 Application and recommendation of information system to the MAS ...................................... 15
7.2 Role of Operation Manager & effects of IS on Operation manager’s function .......................... 16
8 CONCLUSION ....................................................................................................................................... 17
REFERENCES ................................................................................................................................................ 18

ii
LIST OF ANNEXURES

LIST OF ABBREVIATION

Total Quality Management (TQM)

Information System (IS)

Operation Management (OP)

Human Resource (HR)

Enterprise Resource Planning (ERP)

Management Information System (MIS)

iii
EXECUTIVE SUMMARY

This case study intends to practically apply the operational management approaches and
techniques in to an identified case in apparel sector. The issue is related with the product design
of a given size (38DDD) in a style. The three main operational management practices which
have been reviewed are as follows; quality management in relation to TQM tool, capacity
management, risk management in relation to operational and supply risk. Further project
management process has been identified with the practical application of a project which serves
to the given case identifying its very own challenges, benefits and drawbacks. The most
appropriate information system techniques have identified for the organization with a critical eye
on each method’s benefits and drawbacks. Finally a comprehensive understanding has given to
the role of operational manager identifying his/her priorities as well. The effects of IS for
operation managers’ functions has been critically viewed. This case study would further assist
for the senior management to set solutions for the given case by overcoming the future
possibilities of reoccurrence of the same case. If the proposed recommendations carry out within
the company; may serve to enhance the global competitiveness of the company along with
reduced cost, enhanced quality and mitigated risk. Further should critically apply the identified
findings of project management and Information System tools in to the operational process to
ascertain a greater achievement.

iv
1 INTRODUCTION

The author who undertakes this study has been worked as a senior technical executive since 2006
up to date (2018) at MAS Holdings (PVT) LTD. The main responsibility of the author is to
engage with the fashion process’s technical components. First the technical team acquire
technical sketch from the relevant client, then conduct initial discussions with the collaboration
of costing, engineering, sewing and pattern teams. After getting the approval from the design
make technical preparation to proceed the production process. Recently an issue rise with a
quality of a product. Through this report the author suggests that the operational management
practices which have learned in the module can be practically applied in his job role.

1.2 Company Background

MAS Holdings (PVT) LTD is a world renowned garment manufacturer in Sri Lanka established
in 1987. The company’s portfolio of businesses holds USD 1.8bn revenues. MAS Intimates is
the largest, division of, the holding providing solutions in the global textile and apparel market. It
has been offering services over three decades including to the world leading brands like
Victoria’s secrets, Marks and spencer, Soma, PINK, H & M, Tchibo, Hanes Brands International
etc. It has over 37 000 employees in 14 factories which are located in Sri Lanka, Indonesia,
Bangladesh and India. Mainly briefs, Bras, sleepwear, performance wear and smart clothing is
embedded in the product portfolio.

Company website: http://www.masholdings.com/

Address: 10th Floor,

Aitken Spence Tower 2,315,
Vauxhall Street,
Colombo 02, Sri Lanka.

1
1.3 Case Background
Recently a quality issue was raised regarding with an order of Victoria’s Secret. The order is
intend to supply T shirt bra in the sizes of 34B, 36C, 36DD and 38DDD. Approvals for the
products were gained by the supplier except for the size of 38DDD. Because customer did not
accept the quality level of that size and deliveries were pushed back. MAS intimates carried out a
research evaluating the competitive products to identify the rejections for above issue. The
findings reveal that a competitor (Regina and Clover) had used the same shape for foam cup
mold and the foam cup covering fabric mold. MAS was not practicing it instead they had used
two different fabric mold shapes to cover each and every foam pad shapes due to the cost. Hence
raising the standards of the products to the international level is being focused instead of cost
cutting. Quality management approaches in operations management will be used to cover this
aspect. An order has been gained of a 200 000 quantity for the spring for the same style. Hence
company will be focusing on capacity planning approaches in operations management to assure
on time delivery. Further they are focusing on adapting with new information and technology
practices to maintain an effective communication with clients as well as for enhance
international competitiveness of products.

2 INTRODUCTION TO OPERATION MANAGMENT

OM can define as administration of business activities to achieve the highest level of operational
efficiency within the organization. The main function is to plan, monitor and control the
efficiency of converting inputs like material and labour into service.

Three main operational issues have been identified referring to the given organization as below.

1. Quality Management
2. Capacity Planning
3. Risk Management

This report will further explore the practical application of above operational practices to the
above case.

2
3 ANALYSIS AND APPROACHES TO QUALITY MANAGEMENT

There are four components in quality definition incorporating excellence, value, conformance,
with standards and meeting / exceeding customer expectations. It has been identified that the
product quality is the main source or the major strength of gaining competitive advantage.
(Shewart, 1931) Further companies use quality control techniques to fulfill predetermined quality
standards. Quality control carries a series of inspections and tests to find out whether the
products have achieved the intended quality level (Hoyle, 1994). Most commonly there are six
core values can be seen in literature of quality. First customer orientation, which intends to
satisfy customer expectations (Drummond, 1992) . Then leadership commitment, all leaders
should be involved in assuring and should compliance with quality standards including top and
middle level management. (Deming, 2000).They should act as role models and should reflect
quality conformance In all aspects of their behavior (Bank, 2000). Thirdly participation of
everyone in the organization is vital to achieve the quality expectations. Employees from every
level should committed to meet the expectations actively not only the leaders (Juran, 1998) .This
aspect can easily achieved by establishing quality circles (K, 1985) Then the continuous
improvements, in a dynamic environment it is not possible to stay stable, organizations should
always struggle to improve the quality continuously. Should increase the all aspects of quality
reducing number of detect (Deming, 2000). Process of orientation is another core value of
quality management. First the process need to figure out the exact requirement of customer, then
need to identify only the necessary activities to fulfill that requirement leaving unnecessary
activities behind. Further clearly identifying the responsible parties for each sub process is
required (Sayel, 1994). Then management by facts, all the operational decisions should be taken
based on documented and reliable data (Juran, 1998). Both quantitative and qualitative
approaches can be used. Especially qualitative approaches can give a thorough understanding for
the situations and issues covering qualitative aspects of the organization (Gummesson,, 1991).

When it comes to the methods and techniques ISO 9000 model is most commonly used
(Lagrosen & Lagrosen, 2005). Certain set of criteria are required to meet by organizations to get
certified. The certification guarantee that the products quality are acceptable. Then quality circles
are formed by companies engaging with small group of employees who will be voluntarily
launch the quality, control activities in workplace (Boaden & Dale, 1992). Then flowcharting can

3
be identified as most frequently use quality tool in companies (Lagrosen & Lagrosen, 2005).
Mapping and graphical representation of processes are use there to get a crucial understanding in
quality perspective. Then QFD or Quality Function Deployment is intended to optimize the
product, development, process. The whole process is centered with a matrix which calls quality
house. It helps to convert customer requirement into the product designs. (Chan & Wu, 2002).
Then Statistical Process Control or SPC can be used to reduce the random variations (Oakland,
2001). Then seven quality control tools including elements scatter diagrams, control charts,
pareto diagrams, Ishikawa diagram, graphs, check sheets and histogram are considered to be as
simple tools which are design to handle quality in term of numeric data. The simplicity of above
methods has lead them to use in daily quality controlling activities (Bergman & Klefsjo, 1994).
But according to the recent literature quality management has now involve with more rational
holistic concepts rather engaging with simple quality controlling techniques. As an example
Total Quality Management (TQM) is considered as a concept which is required the commitment
of the all members within an organization. It covers both hard and soft aspects in quality.
Considered to be as the most critical practice in the quality management. The lack of
commitment will lead to fail the TQM process. The responsibilities should be given for lower
level employees as well. Continuous improvement is an adherence element in TQM (White,
2004).

Application of quality management to MAS.

According to the given case it is clear that MAS Intimates is lagging behind from the
international quality standards of the 38DDD model. According to the new changes that they are
intended to do to enhance the quality of the products involvement of every department including
designing (To align the shape of fabric of cup mold and foam cup covering), procurement ( To
purchase the fabric in required quantity and quality), sewing ( To sew the model product
adhering to the design and predetermined standards) etc. In order to maintain coordination
between efficient communication channel and involvement of all members within the company
is required. Further in order to practically up held the quality of the products, employees should
have a proper knowledge about the quality standards, processes and activities. In the given
organization employee training programs are not launch to enhance he awareness of the
employees. Further line and division of responsibility parties for each actions and activity are not

4
clearly defined. Further waiting time in some activities in the designing process is high. As an
example there is a 25 days delay for 2nd factory integration since first DRA.

Recommendation

MAS can adapt with the quality controlling techniques like Total Quality Management (TQM) to
improve the quality of the products. According to the given scenario it is recommended for the
organization to give highest priority to the quality rather concentrating on cost reduction. When
it comes to the definition of quality it should not include the output but all aspects should cover
from requiring customer expectation, designing, storing, procurement etc. Further as it is
intended to change the design of some products a proper awareness about due changes should
establish among all level of employees in the organization. An effective communication channel
can be used for it. A proper training programs should formulate and launch for respective parties.
Eg: Designers, Cutting department and sewing department. Further leaders should express their
commitment for quality aspects, this will lead to get the attention of their subordinates too.
Further this will mitigate the waiting time among departments as well. Adapting in to teamwork
techniques is compulsorily required in TQM, hence MAS can form effective team for each
activities including team leaders and quality inspectors. Every team should exercise the values
like mutual respect and freedom to express opinions. Because in order to assure the future
wellbeing of total quality maximization of individual contribution to the process is required.
Further everyone should have a sense of responsibility for their own action. This will
automatically increase the participation and ownership aspect of the TQM. Most importantly

5
continuous improvement should be exercised by the company. There is no best quality product,
the quality should be continuously improve. Company can access the international competitors’
quality processes or / and can find new destinations in product quality by their own by investing
on research and development. But initiating TQM within a company requires huge investment in
time, effort, resources along with a proper plan.

6
4 ANALYSIS AND APPROACHES TO CAPACITY PLANNING

Capacity planning is one of the major issue faced by many organizations. This becomes more
critical in an involvement of a complex supply chain. Capacity planning attempts to build a close
link throughout the stages of supply chain (Sarmiento & Nagi, 1999). On the other hand capacity
defines as the upper limit which a given set of machineries, store, plants, workers and
departments (Operating unit) can handle.(Stevenson,1999 In a given company either excessive or
underutilized capacity can remain. Processes, facilities, external sources, worker hours,
operations and product/service are the determinants of effective capacity (Stevenson, 1999).
Capacity is not a stable thing it can be changed as results of tactical and operational decisions.
The intention is to balance the combination of resources in to the production process in a timely
manner to be compatible with the expected demand. (Vonderembse & White, 2004). Uncertainty
of demand can effect on the accuracy of capacity planning. Due to that eventually adjustments
would be required to done in the prevailing capacity plan (Haizer & Render, 2004). Capacity
planning takes different shapes depending on the stock handling methods and organizational
policies. Eg: JIT (Just in Time Method) does not require maintaining a stock at all. While some
companies follow policies like make to order (Production takes place following a placed order,
but process may partly started prior to the order placement) or make to stock (Product is
completely make prior to the order and the customer has to purchase it). Capacity planning can
be made for both short term and long term. Sometimes capacity planning may heavily depend on
the bottle neck resource of the company. Eg: Given machineries may not enough for the meet
forecasted demand, hence capacity plan focused on gaining the maximum output from prevailing
machinery capacity while balancing other resources accordance to machinery capacity
(Stevenson, 1999).On the other hand when formulating a capacity plan financial feasibility
should also considered.

Capacity planning is a core component in the operational planning, ultimately support to achieve
strategic goals of a company by feeding in to corporate strategic plan (Haizer & Render, 2004).
Especially when it comes to the apparel industry which engages with seasonal products and
global market on time delivery is essential to remain competitive. Production and distribution
decision are very crucial in apparel industry (Chen, 2010).

7
Application of capacity planning to the MAS.

MAS is currently been placed with 200, 0000 order quantity for the spring season of
38DDDstyle. They have to efficiently manage their existing resources to fulfill the required order
with a limited time period. If they fails to complete their production in a timely manner in the
required quality another competitor will easily get the opportunity to break in to the market.
Many international competitors may seeking opportunities to enter in to the market with a major
brand like Victoria’s secret. It takes time for staff to get use to a new design of a product.
Initially waiting time among department would be higher. On the other hand new design/
changes in the product design may require certain kind of machineries to be used. In some cases
company outsource components in the production process due to the insufficiency of resources.
Eg: Packing of the products and transportation of completed products, mainly due to the
insufficiency of labour hours. This leads them to lose the control over the value chain and a
proportion from profit margin. Further employees are required to share the work of other
employees in case of the absenteeism. As an example in cutting department if one employee
(36DD) absence another employee who is in to cutting in another model may recruit to cutting in
36DD.

Recommendation

MAS needs to combine their existing resources to meet the demand of 200 000 units from the
changed design product (including 38DDD size). On the other hand need to consider the time
constraint as have to deliver the product before spring season. They can use existing labour to
fulfill the due demand by paying them overtime instead of recruiting part time workers. Because
quality of the product is crucial in apparel sector, new employees may require to go through a
training process which will be inconvenient with the limited time. Further departments can be
developed with advance by allocating necessary machineries and communication methods to
avoid the waiting time. Moreover outsourced activities can be converted in to inhouse activities
by improving the labor and machinery capacity. Eg: Recruiting new transportation methods,
automatic packing machineries etc. Adjustment to existing capacity plan or a radical change in
the capacity plan may give competitive advantage for MAS over other global competitors like
Regina & Clover vendors in Hong Kong.

8
5 ANALYSIS OF RISK MANAGEMENT

Even though a firm is doing everything well still there can be evident some level of risk, a risk
affects seriously for a company operations (Jüttner, 2005). Multiple risks can occur
simultaneously, in such a situation a contingency operational plan is highly recommended to
mitigate severe harms on the supply chain/production process. The most specifically issues can
be raised such as loss of productivity, order rejections, higher unit cost and loss of profit margin
and reputation. Risk can be identified by the fluctuations of performance measures from the
expected. Organizational structure should be compatible with the context and its environment to
avoid the risk (Warren, 1992). Different type of risks can see in the operational management like
supply risk, operational risk, demand risk, finance risk and information risk.

Operational risk deals with an established process rather an unknown circumstance, hence differ
from other kind of risks. (Frame, 2003). Non-conformities with operational process and
inefficiencies are the main reason for it. Disruptions that occurs in the upstream in supply chain
is defined as supply risk (Jüttner, 2005). This is the risk that involves with suppliers and type of
operational risk as well. Suppliers delay, bankruptcy, low quality products, shortage in quantity
are the inputs of supplier risk (Chopra & Sodhi, 2012). Errors that occur in downstream of SC
also acts as supply risk. The disruptions that occur within the organizational boundaries are
referring in to operational risk; Eg: labor disputes, changes in materials, process automation, new
technology (Sweeney, 2013). Labor accidents also considered as a significance operational risk
as it may cause for the respected employee to take long holidays and may interrupt to perform
their usual duties. Another major risk is demand risk, it is related with downstream activities in
the supply chain (Fleischhacker & Fok, 2015). Mainly fragmentation of customers, demand
variability, higher market competition and customer bankruptcy are the sources of demand risk
(Tuncel & Alpan, 2010). Due to that company may face with difficulties in forecasting real
market demand for the product. This may adversely effect on capacity planning as well.
Company may fail to forecast their revenue, cost and profit as well. Deteriorations in customer
demand is directly rooted with the surplus or shortage of inventory. Then finance risk follows
changes that happen in financial market such as changes in inflation, stakeholder requests
interest rate and currency fluctuations. As an example in a high inflation time companies attempt
to lock material costs in long term contracts, disappointing suppliers, in order to avoid the

9
product price raisings. Specifically currency fluctuation has direct impact on companies who
serves to the international market (Manuj & Mentzer, 2008). Finally information risk involves
with distorted or lack of information. This may misleads decision makers in operations
management process. Sometimes leakage of core information may cause to lose the competitive
advantage in the market.

Application operational risk management and Recommendations

It is recommended for MAS to follow balanced score card (BSC) model to measure performance
in four perspectives; customer, internal process, financial performance and learning / innovation
(Kaplan and Norton, 1992). This considers both physical resources (No of sales unit, Unit cost
variations etc) and intangible resources (patents, software etc). A thoroughly measured
performance evaluation will help to identify and manage risks. Scholars are more concern with
improving operational efficiencies which intends to enhance the flexibilities and reduce
variances in the operation process instead of deploying systematic risk management approaches
(Cooke 2004). Operational risk can be mitigated through proper quality control techniques. Eg:
PDCA – Plan, Do, Check, and Act. Further MAS as an apparel company is highly depending on
the quantity and quality of the input materials, hence need to establish long term mutual
relationship with suppliers to reduce the risk related with the suppliers. A well-organized HR
department and a good leadership can mitigate the risks involve with operations. Eg :
Operational risk that involves due to the absenteeism of floor level employees after the new year
season. Leadership provides the necessary motivation and support for the employees to achieve
operational goals. It is difficult for MAS to reduce demand risk as they serve to the international
market, but can assure a constant demand level by assuring the quality of the products (Reduce
order rejections). Further information risk can mitigate by reducing the reaching of confidential
information to members in the supply chain. On the distorted information that use in operational
decision making can be avoided through a proper information audit.

10
6 ANALYSIS OF PROJECT MANAGEMENT

Project management can be defined as the process of applying skills, techniques, knowledge and
tools when implementing activities of the project in order to meet requirements of the project.
Commonly used techniques in project management are milestone and formal planes, formally
evaluated collaborative projects, and providing incentives to increase the motivation. (Project
management institute, 2008). On the other hand client centered project management aims to meet
expectation of clients rather than specifications of the project (Darnall, 1996). The main
components of project management consists with proper planning, coordination, monitoring,
implementation and evaluation. When it comes to the project planning it should match with the
organizational goals and objectives (Du Chatenier, Verstegen, & Biemans , 2010).Well planned
project will meets the budgeted cost, schedules and specified parameters. (Hoboken & Jhone
Wiley and sons, 2006). Project breakdown structure used to divide a larger project into small
parts so it is easy to manage. A list of resources such as money, labor, material, time required can
be prepared after the project breakdown (Vonderembse & White, 2004).

Project management requires a sound motivation process providing incentives, performance

assessments in order to minimize the agency problem and moral hazard and increase the
collaborative effort (Roberts, 2004) (Grandori, 2001). Limitation of time and resources are
inherited in each and every project. Use of formal rules and regulations in project planning will
reduce the overstretching a project. And it will reduce the risk and uncertainty of a complex
project (Laursen, Masciarelli, & Prencipe, 2012).

Project control is important to increase the probability of delivering a project within the budget,
scheduled time and scope. Monitoring project and follow the guidelines of project management
issued by professional organizations such as IMPA can use to control a project (Montes-Guerra,
Ahuja, Ahuja , & Malik, 2015). Project management techniques can be formal or informal.
Examples for formal techniques are Critical Path Method, Program evaluation and review
technique etc. lack of controlling and monitoring is a major reason for failure of a project. And
also poor planning and motivation, uncertainties in environment causes to the project failure.

11
Greater customer satisfaction, timely accurate efficient goal settings, highly accurate risk
assessments and manage resources effectively are the main advantage of project management.
However there are drawback of as well. Company has to incur higher cost to outsource the
project or to hire professional workers. When hire new employees to the project can occur
cultural conflicts and communication problems. Project management highly depend on formal
regulations and planned schedules. These inflexibilities discourages the creativity in the
organization.

Application of project management concept to the MAS Holdings

The company has a problem of meeting customer requirement due to use of two different fabric
mold shapes in order to reduce the cost. In order to overcome the problem company need to
introduce new technology which can produce two fabric molds at a shapes equal to each other.

The project can breakdown to following steps. 1. Introduce new technology, 2. Training
employees and reduce employee resistance, 3. Implement a pilot method 4. Evaluate the results
of the pilot testing and 5. Implementation.

When introduce new technology access to information is the first task. It includes gather
information of the new technology in terms of cost has to incur, user friendliness. After consider
those information organization can decide whether to introduce technology or not. If the
organization introduce the technology implementation should complete within a one week
according to the project plan.

Training program should be started after the implementation. Employees of the organization
should have an understanding and knowledge about the new technology. Simultaneously
organization should workout employee resistance to new technology, otherwise new technology
will not be success. It take three days for the training and seven days to reduce resistance.

Pilot operation starts at the 11th day of the project right after the completion of the training
program. Meaning of pilot testing is applying new technology only to a part of the organization
and obtain results before implementing fully. MAS can produce part of the order using new
technology. Two weeks are allocated for pilot operation.

12
Then have to evaluate the respondents of customer after delivering the products. It will take five
days to obtain approval to the product after the delivering. If customer approves the quality of
the product MAS can implement the technology for whole organization.

As for the plan it will take 25 days to complete the project. Budget for the project is estimates as
$ 50000.

13
7 ROLE OF INFORMATION SYSTEM IN OPERATION
MANAGEMENT & OPERATION MANAGER’S FUNCTIONS

Information system is an integration of components in order to collect, store, and process data
with the aim of providing knowledge, information and digital products (Buckingham, 1987).
And it can be considered as a social system which is embedded in information technology (Land
& Gillers, 1985). Collecting, processing, disseminating all form of information using technology
is defined as information technology (Sarosa & Zowaghi, 2003). Technical factors of
information system cannot separate from its social factors such as human judgements, based on
political views, cultural beliefs etc. due to this information systems are very complex (Symons,
1991). And it is a virtual system where physical system is represented by the data stored in the
firm (McLeod & Schell, 2007). Information systems serves as the communicating and
information providing systems of an organization. It is a combination of application systems,
infrastructure such as hardware and software, and employees who deliver information and
manage the system (Davis & Wong, 2007).

Information system can be classified according to the management layer which uses information
system for their decision making process. So there are three layers can be identified basically and
those are Transaction processing system, Management information system, decision support
system.

Organizations use transaction processing systems to collect, modify and retire the daily
transaction and it is commonly used by operational managers. Consistency, reliability, and
performance are the characteristics of the system (Laudon & Laudon, 2006).

Management information systems uses by middle management of an organization to forecast

future performance based on current performance. MIS provides data which are poor in
analytical capability due to inflexibilities of the system (Laudon & Laudon, 2006)

Decision support systems are used by top managers to make strategic decisions of the
organization using internal as well as external information. These systems are more flexible and
provide more critical information (Laudon & Laudon, 2006).

14
7.1 Application and recommendation of information system to the MAS
MAS is currently use TPS for record payables, sales order entry, and record inventories.
Therefore day to day transaction of MAS process in orderly manner. Use of MIS in different
departments of the MAS. For examples in marketing department MIS use to product
development, product delivery, conduct market research and promotions. In finance department
MIS use to analyze cost and revenues, manage funds, and auditing purposes. Not only above two
departments but also in manufacturing, human resource management department use MIS for
obtain information for decision making. But the problem here is information systems that are
used by these departments are not inter connected they record, store and analyze data separately.
Therefore data in these department may not consistent with each other and data are duplicated.

To overcome these limitations MAS can introduce Enterprise Resource Planning System to the
organization. ERP is a system which manages and integrate core processes of the business using
technology and software. Types of ERP systems are SAP R/3 and B1, JD Edwards, Microsoft
Dynamics AX and NAV. Collecting, storing, managing and interpreting data of different
business activities and different department of the organization is possible with the use of
Enterprise Resource Planning system. Using a Database Management System, ERP manages
common databases that can provide up to date integrated information for decision makers. And it
facilitates the flow of information between different department and communication with
stakeholders outside of the organization.

15
7.2 Role of Operation Manager & effects of IS on Operation manager’s function
Operation manager is the person who is responsible to oversee the production process in a
company. He/ She should assure the smooth and effective running of the production process in
order to meet / exceed customer expectations. They are mainly dedicated to monitor and analyses
the prevailing operational process and formulate strategies to improve it. The main triggers are to
manage the day to day activities, analyze statistics and formulate plans. Here they can get the
support of decision making information system such as ERP, MIS etc. Further they have to
maintain a good liaison with different teams such as gathering details from different departments,
accessing the operational capacity, presenting the findings to stakeholders. Other duties such as
mange quality assurance programs set and review budgets, overseeing the inventory health,
planning and controlling will be needed the support of data management systems. When it
comes to scheduling simultaneously, arranging multiple, projects, ensuring deadlines without
compromising products’ quality is crucial. Assistance of technology like literacy of project
management software is crucial here. A quick exploration and adaption to changes are also
expected by operational managers, operational manager should act as a role model for the
subordinates to coop with changes and accept new technology. They can lead other employees to
successfully adapt with changes. When it comes to customer complaints operation manager
should evaluate it and formulate best methods to overcome those complaints. Then need to
clearly communicate the new plans to the staff. As an illustration the change that going to be
made in the size of 38DDD can be introduced.

16
8 CONCLUSION

Operations management practices can be used in MAS to gain competitive advantage through
enhanced product quality and efficiency. Deviated product quality in 38DDD size can be
resolved through quality management practices. An approach like TQM is ideal which is focused
on continuous quality improvement, total employee commitment, less defects etc. Further the
due order before the summer period can be served using capacity management. Either expansion
of capacity of make the best use of prevailing capacity can be decided through capacity planning.
Moreover operational risk management approaches will support to mitigate the supply,
informational and operational risks. Project management helps MAS to establish a new
technology within the organization to cater the changes in product designs effectively. An
advanced information system like ERP system is recommended to MAS for effectively
coordinate the activities among departments. Operation manager is the key person of a company
to integrate all the operational activities and ensure the success of the operational process.

17
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