'Overall objectives of Holly Farm operations Essay\r'

'i. Executive drumhead\r\nThis exercise take in proposes overall objectives of Holly erect ope balancens, and analyzes how to achieve those objectives in details. symptoms and temperaments of surgical operational troubles ar identified, in regulate to suit the recompense to the case. Solutions of two end-of-case questions argon addressed, and the thought crop is demonstrated thoroughly. Five options aiming at amend the operation be withal provided at the end of the case study.\r\nii. Overall Objectives of the function:\r\nSince Holly lift was shewed by Charles and Gillian Giles, at that dictate were some(prenominal) operational problems within the influencement during the assembly line running process. The objectives of Holly promote operations be to maximally plus the profitability by making utilize of current resources including forgiving resources and material resources, as well as balance call for and control electrical condenser.\r\niii. presage of the caper\r\n1. Time spending on promotion activities was annuld. later on three historic period’ operation, Gillian was un equal to give so a good deal clipping to do the promotional activities.\r\n2. The estimate of mint tour maintained in the level of 15,000 per year, and in that respect was no increase since then.\r\n3. Visitor outlet fluctuated during the sidereal daylight time, and there was a visitants’ queuing problem on weekends. The start opened at 11.00am, scarcely near visitors would arrive later than 12.30pm, so very limited visitors were in the elicit during that time period. However, between 4.00pm and 7.00pm, 4 out of 5 visitors would gather in the same place to watch milking, visit farm sleuth and purchase produce. Moreover, for milking watching on Saturdays and Sundays, visitors would waiting line before 4.00pm, but this activity could not start before 4.00pm.\r\n4. in that location was a strong seasonality on the farm busin ess. unless during April to October, the farm was open to the public, and within separately week of this period, mid-week solicit was too low, and Friday to Monday was high.\r\n5. at that place were not copious growers for impertinent designed activities. Gillian meaned tying up with schools for educational visits, but she did not want to use farm guide round on otiose weekends and Charles needed them three day s a week to do factory farm work. However, most farm workers were glad to do that.\r\n6. The increaseion of the cover s tidy sum was 350 liters per day maximum, and there was further i nose drops was made on any day.\r\n7. There was no separate record unplowed of grouch thresh sales to the compensable farm visitors and those to the farm shop single.\r\niv. Natures of the Problem\r\n1. Symptom 1 is the problem of marketplaceing. The constitution of this might be not enough market research and survey to have got wind out the most potent promotional act ivities.\r\n2. Symptom 2 is the problem of fall exit of visitors, and there are several(prenominal)(prenominal) natures for it. low, not adequate or utile promotional activities might be one of them, since optimizing promotions could best meet customers’ needs and obstruct the trend of visitors decrease (Chandon, Wansink, & group Aere; Laurent, 2000). Second, the availableness and mental object of the farm might be an other one, because the farm could all be open on Friday to Monday, which limited visitor number.\r\n3. Symptom 3 and Symptom 4 are both about seasonality and variance problem. One nature is seasonality and fluctuation itself, because other period of time byout the day or the year was not sufficient for the farm to either open to public, or conduct milking activities. Another nature is the aptitude and accessibility of the farm.\r\n4. Symptom 5 is the problem of pitying resources. The nature for it might be not enough workers to perform new designe d activities, because of wishing of humanity resources in the farm.\r\n5. Symptom 6 is about grouch cream production and low sales. First nature for it is the power of ice cream equipment was limited. Second nature for it might be the once a week deliveries of ice cream was not enough for change ice cream. The last nature could be not effective marketing to get on on ice cream to the public.\r\n6. Symptom 7 is about sales problem. The nature of it might be in enamor accountancy system.\r\nv. Response to unbeliefs\r\nQuestion 1\r\nIf Gillian intends to increase the total number of farm visitors by 50% in 2008, the vital depicted object constraints for Holly Farm are the low lead in mid-week periods from Tuesday to Thursday and high bring during Friday to Monday within these businesses. In order to manage those limitations of capacity, Gillian is expected to promote and embolden t apiece phoner guests with the providing of discounts on the admission charges, and is too supposed to make more than efforts to bring in more families in cars and school students for educational purpose. That could stimulate low demand in the period of mid-week and limit high demand between Friday and Monday, go forthing in smooth demand in the operation (Slack, put up & international ampere; Johnston, 2010).\r\nIn addition, Gillian needs to change the work schedule and augment the number of fertile hours for the employees so as to alter capacity, which is a potential technique to react to the displace demands (Slack, Chambers & Johnston, 2010). For instance, when more visitors are coming and extra demand is happening, Gillian could use their farm staffs who are interested in working extra hours after insideng their natural work to earn more specie for their lives, which is a potential method of clean time for adjusting capacity (Slack, Chambers & Johnston, 2010). The existing farm staffs are more familiar with the conditions of the farm and the farm wo rk, which could reduce the costs of error mistakes that could be happened in new employees.\r\nMoreover, part-time workers could be sedulous during peak demand periods. Furthermore, mixed syllabuss could be employed for Gillian, which entangle managing demand political platform and chasing demand plan (Slack, Chambers & Johnston, 2010). Discounts could be offered during the periods of low demand to encourage customers’ expenditure on visiting Holly Farm (manage demand plan) and capacity could be adjusted through the applying of chase demand plan to overturn the wasteful of extra staff, run across customer demand and restrict the gillyflower of finished goods (Slack, Chambers & Johnston, 2010).\r\nQuestion 2\r\nIf Gillian proposes to increase the come of ice cream flavors from four to ten, there are several aspects that need to be considered, because variation in supply and capacity pass oning lessen the ability of an operation to produce its inputs (Slack, Chambers & Johnston, 2010). In a short, that provide â€Å"reduce its effective capacity” (Slack, Chambers & Johnston, 2010, p.325). To begin with, if the number of flavors will be increased by ten, the working time of ten flavors will be increased as only one flavor made on one day, which will augment throughput time and decrease the effective utilization of capacity (Slack, Chambers & Johnston, 2010). As a result, Gillian needs to take into account the problems that result from increasing working time. After that, when the amount of flavors increased, the queues will be accumulated on account of the retentiveer throughput times (Slack, Chambers & Johnston, 2010).\r\nTherefore, Gillian needs to plan and manage the waiting line of customers and retailers in call of more working hours will be consumed for the ten flavors. Followed that, the inventory will also be influenced due to the increased variability (Slack, Chambers & Johnston, 2010), so Gillia n should to append its inventory level of ice cream (there is only 7,000 liters for its inventory). Lastly, more staff will be recruited for the ice cream factory, since the new three employees’ productivity and efficiency would be decreased with the increasing working hours and duties. Consequently, Gillian should define the base level of capacity high to accommodate its increased number of flavors.\r\nvi. Options\r\n1. Gillian could consider hiring extra staff who set up pass over the promotional activities, because she did not have a lot time to do it. According to Almira (2011), the federation could build a positive material body to the public through effective promotions. It could be concluded that the promotional activities could not be restricted to giving lectures to local anesthetic schools and local organizations, and it should expend on more advertisements on magazines, newspapers and TV programs.\r\nIn addition, Lawrence (1993) claimed that right market research and financial analysis are strong in presenting information to marketers and sellers. From this statement, she also could authorize a market-research company which is able to provide a comprehensive adaption of the Holly Farm’s performance, including financial data, ratio and SWOT analysis, to collect useful information. After that, through these professional surveys, the most effective promotional activities could be figured out, and there would be a more accurate business forecast for improving Holly Farm’s capacity of product and scotch realize.\r\n2. The essential solution of decreasing number of visitors is that increasing customers’ satisfaction. Outstanding reputation could be an intangible advertisement for potential consumers, via viva-voce promotion of current consumers. Schwaiger and Cannon (2005) found that value of reputation demonstrates the firms’ capacity to get more future profits through decreasing transaction costs with the ir stakeholders. Therefore, Gillian could be suggested to do more training for their managers and servicing staff, which could improve their comprehensive skills and abilities to guarantee that they could do their best to meet the demands of visitors.\r\nIn addition, the fictile operation strategies could remedy the emergencies and meet the assorted needs of consumers. Although managing the flexile and specific product could cause the problem of costs, offering the flexible product to meet the specific demands of customers can improve profits significantly (Gallego & Phillips, 2004). For instance, on the one hand, during the busy days, the informative tape could be cancelled for customers who were not interested in it, which could save time. On the other hand, Holly Farm could promote a new time schedule of each 15 minutes from 4:30 pm to 7:00 pm, which could provide a suitable option for visitors and it also avoid crowded situations, and the waiting time could employ to p lay explanatory tape.\r\nBesides that, the respective(a) marketing should cooperate with flexible operation which could bring a refreshed trope for current consumers, even potential ones, thereby attracting more visitors to come to Holly Farm. In order to meet distinct demands of diverse customers, sundry(a) activities packages should be launched during the peak and off-peak seasons. For example, the package could include the maize maze, milking watching, and making DIY ice cream.\r\n3. Concerning human resource counsel, a strategic operation system is required (Onyango & Okech, 2008). The appropriate staff plan and control capacity should be one of the criteria to function the sinless business (Chang, 2011). In terms of the lack of human resource management of Charles and Gillian’s Holly Farm, there could be two study(ip) recommendations in order to improve. Firstly, enough deft employees in each area of antithetical businesses are infallible (Varpilah, Safer, Frenkel, Baba, Massaquoi, & Barrow, 2011).\r\nFor example, different employees are responsible for insideng advertising, and several center on on communicating with sponsorship. In this case, any employee would spare no effort to give way their values to take responsibility for their business. Secondly, in order to control the costs of hiring staff to tie up with educational visits, chance(a) or part-time employees could be infract (Heneman & Milanowski, 2011). Therefore, the money that is saved could be used into other programs such as providing more facilities about educational concept.\r\n4. In the overall operations, the inter-functional accounting management should be playing an important role (Inglis, 2008). The lucid and detailed financial documents are necessary for the organization to conclude the output of different sectors (Jorgensen & Messner, 2010). As there was no separate record between the outcomes of people visiting the farm and people only buying ice cream in special entry, there could be several recommendations to improve such condition. First of all, it would be the best that different records are make for different entries (Jorissen & Otley, 2010). As long as the special entry lead to ice cream shop only is confirmed, there would be two major financial records for the entries, the whole farm visiting and shop buying. According to the statistics, the farm can formulate different promotions and strategies to enhance the profitability.\r\nReferences\r\nAlmira. (2011). familiar relations as promotional activity. a priori and Applied Economics, 11(564), 21-26. Chandon, P., Wansink, B., & Laurent, G. (2000). A benefit congruency framework of sales promotion effectiveness. The ledger of marketplaceing, 64(4), 65-81. doi:10.1509/jmkg.64.4.65.18071 Chang, S. (2011). Study on human resource management in Korea’s chaebol enterprise: A case study of Samsung electronics. The International Journal of piece prefer ence Management, 1-26. doi:10.1080/09585192.2011.579922 Gallego, G., & Phillips, R. (2004). Revenue management of flexible products. Manufacturing & Service operations Management, 6(4), 321 Heneman, H. G., & Milanowski, A. T. (2011). Assessing human resource practices conjugation: A case study. Human vision Management, 50(1), 45-64. doi:10.1002/hrm.20405 Inglis, R. (2008). Exploring accounting and market predilection: An interfunctional case study. Journal of Marketing Management, 24(7), 687-710. doi:10.1362/026725708X345470 Jorgensen, B., & Messner, M. (2010). Accounting and strategising: A case study from new product development. Accounting, Organizations and Society, 35(2), 184-204. doi:10.1016/j.aos.2009.04.001 Jorissen, A., & Otley, D. (2010). The management of accounting add up: Case study evidence from the ‘ descend’ of an airline. Accounting and Business\r\nResearch, 40(1), 3-38. doi:10.1080/00014788.2010.9663382 Lawrence, K. D. (1993). Ma rket research using forecasting in business. International Journal of Forecasting, 9(4), 579-580. doi:10.1016/0169-2070(93)90083-Y Onyango, F. E., & Okech, R. N. (2008). Human resource systems in Kenya: A case study of hotel human resources performance. Cornell cordial reception Quarterly, 49(4), 413-427. doi:10.1177/1938965508326390 Schwaiger, M., & Cannon, H. M. (2005). The role of company reputation in business simulations. dissimulation and Gaming, 36(2), 188-202. doi:10.1177/1046878105275136 Slack, N., Chambers, S., & Johnston, R. (2010).Operations Management (6th ed.) Essex: prentice Hall. Varpilah, S. T., Safer, M., Frenkel, E., Baba, D., Massaquoi, M., & Barrow, G. (2011). Rebuilding human resources for wellness: A case study from Liberia. 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