Operations Of Rolls Royce Motor Cars

Operations Of Rolls Royce Motor Cars The main purpose of this report was to apply information systems and operations to the Rolls-Royce Motor Cars Limited. This report defines the companys operation, offers an input-transformation-output diagram of the operations system. Then it discusses the supply network and the flows in terms of physical and informational. And it identifies the major categories of ICT, E-business and information systems used and the influences on the operations. Rolls-Royce Motor Cars Limited is a system to gain resources from the environment to produce high-quality of motor cars to customers. For the sake of describing the primary, secondary, and tertiary divisions of the operation system, the systems method is applied to show every sub-system of the entire system. 1.0 Introduction In business world, the focus is on how people do business rather than on what people make, so companies pay more attention on operations where most organizations incur the majority of the costs. Nowadays, consumers require higher quality, quicker deliveries and lower costs, operations is adding cross-functional decision making and better deal with information system (Anupindi et al., 2005). In essence, operations management means the generation of consumer value via the efficiently and effectively managing the operation processes (Voss, Tsikriktsis Frohlich, 2002). With added internationalization and competition and in markets, operations management are reducing product and service life cycles, shifting emphasis on consumer concerns, competing for time (Hayes, 2002). As a British manufacturer of luxury automobiles on the base of the Good wood Plant, Rolls-Royce Motor Cars Limited is the present producer of Rolls-Royce branded automobiles. Having been a motoring icon for more than 10 0 years, Rolls-Royce Motor Cars Limited aims at continuing to set the pace into the next century. The main purpose of this report is to apply information systems and operations to the Rolls-Royce Motor Cars Limited. This report will adopt a narrow view of operations, define the companys operation. And offer an annotated input-transformation-output diagram of the operations system presenting the primary, secondary and tertiary inputs and outputs. Following this, it will discuss the supply network of which it is part, and describe the components that comprise this supply network and the flows in terms of physical and informational between the components. Finally, it will identify the major categories of ICT, E-business and information systems used and look at the influences on the operations and supply network in Rolls-Royce Ltd. 2.0 Operations system 2.1 Operations in Rolls-Royce Motor Cars Limited Operations management means the business function conscientious about planning, organizing, and controlling the resources required to generate an organizations services and products (Slack, Chambers Johnson, 2004). Rolls-Royce Motor Cars Limited is a system to gain resources from its environment including materials and staff, to produce high-quality of motor cars to customers all around the world. The operation system is highly standardized, low contact skills, high staff utilization, centralization and low unit costs. The operations function includes all actions associated with generating and delivering motor cars. Rolls-Royce Motor Cars Limited is typical goods producing operations. The percent of the product that is good, namely, motor cars. All micro and macro and operations in Rolls-Royce Ltd are based on its customers and suppliers. The needed components of the whole system are to fulfill the companys mission. The company aims to produces goods with excellent durability and quality, with well function, style, and design. Rolls-Royce Ltd is emphasized on the relations of its suppliers and its consumers for the sake of operating effectively and offering high-quality to the motor cars. 2.2 A holistic view of Rolls-Royce Ltd system The diagram below describes the components through which the entire system of Rolls-Royce Motor Cars Limited contains. The interior process through which the company participates separately could be seen in figure 1. The primary division is conscientious about generating and delivering raw materials for the company, where the secondary division applies the raw materials for the sake of manufacturing or improving the goods of the Rolls-Royce Ltd. With regard to the tertiary division, the services are offered through the organization for the sake of satisfying the requirements of its consumers such as distributing and retailing of the motor cars. For the sake of describing the primary, secondary, and tertiary divisions of the operation system, the systems method is applied to show every sub-system of the entire system. 2.3 Input-transformation-output diagram The input-transformation-output connects the environment to the management control system (Bertrand Fransoo, 2002). For the sake of designing good management control systems, it is necessary to comprehend where in the environment to look the appropriate inputs, the form of transformation perform, and what output to generate (Johnston, 2005). Comprehending the input-transformation-output process assists Rolls-Royce Ltd to determine the certain design parameters of management control system. In accordance with what is shown about every division, the input-transformation-output diagram is produced for the sake of describing the primary, secondary, and tertiary inputs and outputs (figure 2). The input-transformation-output diagram shows what kind of operations management Rolls-Royce Ltd proceeds for the sake of gaining its goals. The company gains inputs from its environment, transforms them into outputs, and delivers the outputs back into the environment. Rolls-Royce Ltd makes a limited product line of motor cars using input-transformation-output process. The company applies lots of manufacturing process having various categories of control systems than applying lean manufacturing ways. The process is visualized for the motor cars to be accomplished and is available to consumers. The input-transformation-output diagram describes what inputs are needed in the whole operation system for the sake of obtaining the prescriptive outputs. The outputs are motor cars, services, and even outcomes of product operations management. 2.3.1 The primary division The primary division of Rolls-Royce Motor Cars Limited is the suppliers, as the organization does not generate the raw materials on its own. The company needs the raw materials from the manufacturers and suppliers to stick to several certain ways and standards for the sake of cooperate with them. The organization generates some measures to estimate the environmental influence of the cars, and assists its suppliers through comprehending the environmental influence of the goods they offer. Rolls-Royce Ltd applies reusing and reusable sources for the sake of generating more motor cars while older cars get the terminal of the lifecycle. The company proposes to the suppliers to recycle the wasteful materials to produce other goods, so as to prevent from the waste which is generated in the manufacturing process. The agents of Rolls-Royce Ltd are conscientious about buying materials, negotiating the prices to the suppliers, test the quality of goods offered and locating orders. The inputs i nclude sheet steel, engine parts, information on raw materials, manufacturing guidelines, procedures, and personnel polices. 2.3.2 Secondary division The secondary part is related to the manufacturing. At the transformation process phase, the materials from the suppliers are applied so as to produce the motor cars. The manufacturers are needed to apply strict standards for the sake of generating high quality cars. Rolls-Royce Ltd forms some relationships so as to obtain support to the actions. One of the companys objectives is to be friendly with the environment, and the company offers high quality cars as it is conscientious about the environment about and people. The transformation process needs equipment, tools, fabrication and assembly of cars, and employees follow instructions. 2.3.3 Tertiary division The tertiary division is responsible for satisfying the consumers requirements. Rolls-Royce Ltd has made available motor cars online to some countries. Rolls-Royce Ltd tries its best to reduce cost in the actions in the operations so as to reach the company goal. The company finds that it is difficult for the consumers to make decisions on empty stomach, so it has offered store restaurants. Although the company does the majority of the operations to the cars to get to the consumers, the consumers can choose, collect, and assembly the cars to reduce the total cost. As consumers choose and buy the motor cars on their own, the company has tried its best to strengthen the performance and aesthetic of the cars. The output in most of the company operations is a mixture of products and services, mainly in high-quality motor cars. 3.0 Supply network 3.1 Supply network of Rolls-Royce Motor Cars Limited Form a wider viewpoint of the operations system, it means the design, operation and development of the interior and exterior systems and resources across the entire company and the supply network generating and delivering the companys services and goods and the value required through consumers (Waller, 2003). The supply network in the company consists of the common statement of businesses where a variety of materials are transformed and moved between different value-added points to maximize the value added for consumers. Because the components forming the supply network have been identified above, the supply network of Rolls-Royce Motor Cars Limited emphasizes on the upstream and downstream of the supply network (figure 2). 3.1.1 Upstream of the supply network The upstream of the supply network in Rolls-Royce Ltd starts while a consumer subscribes online, by phone or in person. The consumers subscription goes to the closest distribution centre and the car of the subscription is collected and distributed immediately to the consumer. Through the comparison between the downstream and upstream, it is differentiated that the retailer that is portion of the supply network does not play any role from the categories of transactions. 3.1.2 Downstream of the supply network One of the agents obligations is to order forms, so while an agent orders a form to the suppliers they setout the materials needed in the company, and they are transported to the secondary division. From the distribution centers, the motor cars are transferred to the retailers in accordance with the place of the store in country, therefore the consumers are able to visit the nearest store to purchase goods. 3.2 Physical and informational flows Relationships and information flows include personal relations across the company and lots of firms in the supply network, relationships between companies such as structures and systems required, and the information flows in terms of informal and formal essential to the different relationships to appropriately function (Roth Menor, 2003). 3.2.1 Physical flows Physical flows move when the informational flows deal with controlling and management of the operation process in Rolls-Royce Ltd. The informational flows in the physical processing could be developed online. Via a determined delivery deadline, the time for physical flows is predetermined in the company. The application of information systems helps to develop planning of the physical flows and the informational flow is important for the company to keep competitive. 3.2.2 Informational flows Information flow (formal and informal) is transmission of information from one place to another in Rolls-Royce Ltd. The company tries its best to manage information flows to improve value chain performance. Figure 4 shows the information flows in supply network of Rolls-Royce Ltd. 4.0 ICT, E-business and information systems 4.1 ICT ICT plays an important role in processing of data into information, in the interaction between sub-systems of a system and between systems in Rolls-Royce Motor Cars Limited. Information communications technologies (ICT) includes E-mail, Web-based ordering, EDI of invoices and payment, and Web-based order tracking. In managing business processes of Rolls-Royce Ltd, ICT acts as sensor, feedback, comparator and actuator. ICT is in favor of determining forecasts to expect environmental disturbances and the trade-offs in buffers to accommodate environmental disturbances in the company. ICT is in favor of all facets of management such as decisions, functions, and levels. At every level, ICT processes data into information for business staff at the level, and ICT transmits the information as data for the following level up in the firm. The perception of boundary has results for the functions included in a specific information system. Having shown role of ICT in fundamental control loop functions, it is also in support of the goal setting process in Rolls-Royce Ltd. 4.2 E-business As a trend in operations and supply chain management, E-business develops pace, quality and cost of commerce communication. E-business covers all mediated information interchanges between a company and its exterior stakeholders (Chase, Jacobs Aquilano, 2006). Rolls-Royce Ltd uses operations information systems in day-to-day actions like transaction processing, process control, and communications. Rolls-Royce Ltd benefits a lot from the E-business. The customers of the Rolls-Royce Ltd can gain information about cars they needed by touching a button. The company can provide better availability of service to permit consumers to shop online, better timeliness of service to provide 24-hour service for purchasing products, and reduced cost in information processing. Through E-business, the operating costs of operations are less expensive, cheaper than brick-and-mortar, and initial cost of operations is cheaper. The company offers better access to consumer markets going everywhere in the world, and improves scheduling as the online capability permits the company more precise and seasonable in scheduling production activities. The firm is more easily study the quality of materials and components in the operation process. In addition, Rolls-Royce Ltd is better buying prices from suppliers, as the company obtains more pricing information and outcomes in lowering costs. Rolls-Royce Ltd enhances car development, as the capability online a ssists to decrease the time-to-market and the cost for new cars. 4.3 Information systems Information systems is applied to support the functional fields of business, is a group of relevant components working jointly to implement input, processing, output, and control activities for the sake of shifting data into information products applied to support operations (Rust Chase, 1999). The application of these systems is much cheaper compared with other systems. This system consists of process control systems, office automation systems, and transaction processing systems, which are major information system in the company. Management information systems are applied to offer feedback on the company actions and sustaining decision making. The system contains information reporting systems, executive information systems, and decision support systems in Rolls-Royce Ltd. Rolls-Royce Ltd can immensely enhance the performance through applying these information systems, and the information interchange between the firm and the suppliers is much faster. These information system influences the value chain in Rolls-Royce Ltd, such as identifying the methods IS may generate competitive advantage, creating a plan for taking advantage of IS, determining the role, and assessing the information intensity of the value chain. In addition, the company makes full use of interprise resource planning (ERP) systems with comprehensive functions for all main business operations across Rolls-Royce Ltd like production, finance, sales, and human resource management. Whats more, Rolls-Royce Ltd takes advantage of computer-based information system for the sake of generating management information, which is high-speed, reliable, accurate and programmable. 5.0 Conclusion In conclusion, Rolls-Royce Ltd can generate competitive advantage through information systems and operations. The input-transformation-output diagram is produced for the sake of describing the primary, secondary, and tertiary inputs and outputs. The supply network of Rolls-Royce Motor Cars Limited emphasizes on the upstream and downstream of the supply network, and information flows in terms of informal and formal essential to the different relationships to appropriately function. ICT plays an important role in processing of data into information, in the interaction between sub-systems of a system and between systems in the company, and Rolls-Royce Ltd benefits a lot from the E-business and information systems. 6.0 Appendices Figure 1 Operations system in Rolls-Royce Motor Cars Limited Figure 2 Input-transformation-output diagram of Rolls-Royce Motor Cars Limited Figure 3 Supply network Figure 4 Information flows in supply network

The Two Towers :: essays research papers

The Lord of the Rings – The Two Towers Frodo and Sam lower down on an elf rope, Sam isn’t very good in that and drops a piece of bread. When Frodo tried to catch it he fell down. It didn’t hurt him because there were only a few more meters. During the night they caught Gollum who wanted them to give him the ring of Power. Sam thought that Gollum only want to kill them, but Frodo knew that the creature Gollum was the person Smà ©agol a long time ago. In the lands of Rohan Aragorn, Gimbly and Ligulas were searching for Merry and Pippin. In the morning a red sun came up, which mean that someone died. A few minutes later they saw a group of horsemen. They let them pass and then they asked if they had seen the two. The cousin of the king, who is the leader of the group, told them that they saw a troop Uruk Hais and that they had killed them. The elf, the man and the dwarf were given two horses. Later in the Fangorn wood they tried to fight against the white wizard, but he is too strong. Shortly after that he showed them his true face. They couldn’t belief their eyes – it was Gandalf. He told them that Merry and Pippin were saved and that he would go to the capital of Rohan. The king wasn’t able to do what he wants when they arrived. Gandalf helped him and the king through his adviser out of his lands because he had a black character. The king decided to go to Helms Clam, where his nation should be saved. Gandalf didn’t have the same opinion and ridded away. On the way there they were attacked by War riders. In the fight Aragorn fell into a river. The kings adviser arrived in Isengard and told Saruman about the plan of the king. With this information Saruman sent his troops to Helms Clam. Merry and Pippin were in the middle of a huge wood with an Ent. The Ent made a Enting to decide if the two were orcs or if they are from Auenland. But M and P wanted him to fight against the dark side. His only answer was that the Ents had never fought a war. The Ents didn’t want to fight, but Merry and Pippin pleased them to bring them to Isengard.

Marketing †product, pricing &description Essay

Initial Product: The Company plans to pursue vigorously and at an accelerated rate the development, production and marketing of artificial lumbar disc . The goal would be apart from being superior to other products it should affordable for the masses in Canada keeping in mind that very few people rely on medical insurances and pay from their own pocket.. Emphasis would be on improving the reliability of the device, and also incorporating digital circuitry or sensors to monitor the position of the device after it has been implanted on to the patient. The company would also like to pay for any revision surgeries for the patients if required. We would also manufacture associated devices/instrumentation required for surgical procedures. Short term Product: In the second year of business the Spinal Dynamics would try to pursue development of a cervical (upper back) artificial disc based on the previous design but much smaller in size. Long Term Product: Plan would be to improve the lumbar artificial disc and come up with better device material, in order to make it more durable and wear resistant. We would also try to incorporate digital circuitry in order to monitor the position of the device post surgically. DESIGN PROTOTYPE The design would be similar to the current Charite disc by Depuy Spine . A polymer sliding core at the middle with two cobalt chrome end plate would be the basic construct design. KEY FEATURES & BENEFITS The strategic product benefit of Prime disc would be its being minimally invasive, ability to alleviate pain and capability to restore normal range of motion. The main benefit would be that the device would be manufactured in Canada, and thus would be first of its kind. Spinal Dynamics would also file for patent protection . It would be economically priced, in order to make it more affordable for the masses in Canada. PRICING PLANS The current market price for an artificial disc implant is approximately 5000USD-10,000USD. The aim of Spinal Dynamics is to minimize the cost of the implant, by manufacturing the implant in Canada at half of the existing price. The price per device would be approximately 1000USD. COMPETITIVE ASSESSMENT Companies Differentiators Medtronic De-puy Synthes Spine. Core Competency brand name Huge range of products Backed by Johnson&Johnson Established brand name Technology/Innovation Highly innovative Highly innovative Specialized in spinal areas Unique distribution NO NO NO PART C: OPERATIONS LOCATION & FACILITIES Spinal Dynamics would be renting a 1500 sq feet area for our office space in Toronto, Canada. The space would be divided into 10 cubicles, with two cabins for the presidents and the senior scientist. 15 Dell Inspiron Desktops would be bought and housed in each cubicle and cabins. An annual license from Abaqus and CATIA would be purchased, which could be renewed from time to time. Apart from these a high speed internet connection, an office LAN would be required. A back up system would be put in place to secure the data files every week. External hard disks and other data storage devices would be bought for this purpose Also a Plotter and two HP Laser printer would be bought. On a parallel level a small office place would be leased in U. S at Toledo, Ohio from where few team members would be working. This group would be dealing with testing and development of experimental protocol for the device. Both the groups would be communicating via emails , phone calls etc. This model would enable Spinal dynamics to save some cost on procuring expensive equipments for testing , and also they can work with various universities in and around Toledo. Apart from this there would be direct communication with experts like Dr Vijay Goel and Lisa Ferrara who all belong to the Advisory committee and currently reside in U. S. R&D Plans: Spinal Dynamics will produce artificial disc implants with the strategic product benefits of being minimally invasive, will alleviate pain and would restore normal range of motion. Spinal Dynamic’s unique product design is based upon extensive market research. Though some reverse engineering concepts would be applied to the pre-existing products in the market, the idea would be to incorporate the best features from all of them. CATIA CAD software in synchronization with ABAQUS an FEA tool would be used for design development. After the design concept is fully developed a prototype will be manufactured. The design team will comprise of 5 team members who will be proficient in CAD/FEA area, this team will be headed by The R&D head Dr Ahmad Faizan. 1) All initial manufacturing work would be done by S&S manufacturing a 3rd party prototype manufacturing company. 2) The design’s functionality would be tested by various experiments, namely using MTS simulator and other biomechanical-cadaveric studies. The protocols would be developed accordingly and approved by the management. The testing could be done at various universities at a much cheaper cost than buying costly equipments initially. 3) Clinical trials would be undertaken through hospitals under the guidance of physicians and patients who would be willing to participate in this trial. Legal aspects would be taken care of, in case the design does not work. The patient’s suitability to the trial would be selected based on the physician’s decision. 4) After the first four stages a pilot manufacturing would be undertaken, and 100 devices would be produced. 5) The device’s testing results would be submitted for FDA and other approvals and accordingly vigorous testing would be undertaken if the need be. 6) After formal approval we would plan to set up a state of art manufacturing shop floor, where the devices would be manufactured and sterile packed. Title Description Start Date Finish Date Remarks Priority/ Sequence Facility development Construction June 2008 Oct 2008 Very important/ First priority Product development Design & prototype June 2009 Should be started as soon as the facility is set up Testing Clinical Trial-short term and long term September 2010 Approvals Obtaining approvals October 2010 Pilot Test Initial Pilot test November 2010 Production Full fledged production.

Kill A Mockingbird Should Not Be Banned - 2068 Words

There has been much controversy over whether or not the novel To Kill a Mockingbird should be banned or not. This novel teaches students about the racism and prejudice of the 1930’s resulting in why the world is the way it is, as well as many important life lessons, therefore it should be continued to be taught in schools. The novel To Kill a Mockingbird should not be banned because it teaches about life in the past and why the world is the way it is now, proving that this novel has the ability to effectively educate kids about the past and potential impact of human behaviour. PARAGRAPH 1- Claim #1: This novel educates students about the racism and prejudice that was present in the 1930’s (reword claim) Support #1: Firstly, one of the main types of racism seen in the novel is racism towards black people. Evidence #1: â€Å"He stood up and pointed his finger at Tom Robinson. ‘—I seen that black nigger yonder ruttin’ on my Mayella!’† **find different quote if possible** Elaboration #1: It is much easier to accuse a black man of committing a crime and have the whole town believe it, rather than a white man. It is Bob Ewell, not Tom Robinson, who had raped Mayella. Mayella does not want to tell the truth because she knows that If her father goes to jail there will be no one to support the family. Also, she is embarrassed of her actions and wishes to protect herself. If she tells the court that she was the one who advanced upon Tom, the people of Maycomb would look down upon her.Show MoreRelatedWhy Not to Ban Harper Lees To Kill A Mo ckingbird990 Words   |  4 PagesTo Kill a Mockingbird by Harper Lee has been challenged/banned countless times since it’s original publication in 1960. 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