OPERATION MANAGEMENT PROJECT REPORT

MANUFACTRING & SERVICE INDUSTRY REPORT.

Team members:
Ganga devi (31-063)
Manisha kumari (31-082)
Nitesh kumar jha(31-088)
Peruri Praveen kumar(31-095)
Amandeep Kaur Johar(31-117)
 SERVICE INDUSTRY

STATUS OF CURRENT OPERATIONS MANAGEMENT PRACTISES

The operation management practices in hotel incredible One, Hyderabad are following:
Front desk operations: The front desk is responsible for handling check-ins and check-outs,
managing reservations, and responding to guest inquiries.
Housekeeping management: The housekeeping department is responsible for maintaining
cleanliness and orderliness in guest rooms, public areas, and other parts of the hotel.
Food and beverage management: In a 3-star hotel, there may be one or more restaurants or bars
that serve food and drinks to guests. The food and beverage management team is responsible for
managing the menus, kitchen operations, and serving staff.
Maintenance and engineering management: The maintenance team is responsible for
maintaining the hotel's physical infrastructure, including HVAC systems, electrical and plumbing
systems, and other mechanical systems.
Staff training and development: It is important for a 3-star hotel to provide adequate training and
development opportunities to its staff to ensure high-quality service delivery to guests. Incredible
one has around 150 members of the staff appointed.
Revenue management: Revenue management involves setting prices for rooms and other hotel
services based on demand and supply factors, to maximize revenue and profitability.
Guest experience management: Guest experience management involves ensuring that guests
have a positive experience during their stay at the hotel, including handling guest complaints and
resolving issues quickly.

FACTORS THAT INCREDIBLE ONE CONSIDERED WHEN CHOOSING

THE LOCATION OF THEIR HOTEL:

Accessibility: The hotel is easily accessible by road or public transportation, so that guests can
easily reach it. Being situated in the centre of the city, Secunderabad and being at a prime and busy
location, this hotel can be easily accessed by people.
Proximity to tourist attractions: The hotel is located near popular tourist attractions, like clock
tower, General shopping bazaar, and as such it is attractive to visitors.
Safety: The hotel is situated in a safe area; surroundings of the hotel are safe and secure.
Convenience: The hotel is located near shopping centres, restaurants, and other amenities to make
the stay more convenient for guests.
Price: The cost of the hotel is reasonable with room tariffs starting from Rs 2499/- being
reasonable for the location and the services offered.
Business opportunities: Since the hotel is located in a business district or near a convention
centre, it attracts business travellers.
Climate: Secunderabad known for its arid climate, the hotel is located in a region where the
climate is pleasant, making it more attractive to guests.
Local culture: The hotel is located in an area with a rich cultural heritage, so that it attracts visitors
who are interested in learning about the local culture.

THE PROCESS FLOW OF THE HOTEL INCREDIBLE ONE

A process flow happens when the Guest comes in the Hotel:
 Guest arrives at the hotel and is greeted by the front desk staff.
 The front desk staff check the guest in and provide them with their room key.
 The guest proceeds to their room.
 Housekeeping staff clean and prepare the room for the next guest.
 The guest may dine at the hotel's restaurant or order room service.
 The food and beverage team takes the order, prepares the food, and serves it to the guest.
 The guest may also use other hotel amenities such as the gym, pool, or business canter.
 Maintenance staff are responsible for ensuring that all hotel equipment and systems are
functioning properly and addressing any issues that may arise.
 The guest checks out of the hotel and settles any outstanding charges.

KEY CHALLENGES
Limited budget: One of the most significant challenges for incredible one or any 3-star hotel is
operating on a limited budget. The management needs to allocate the available resources efficiently
to ensure smooth operations, without compromising on the quality of service.
Staffing: Another challenge for the hotel is staffing. They might face difficulties in hiring and
retaining qualified staff who are willing to work for lower salaries than their counterparts in higher-
end hotels.
Maintaining Quality Standards: Maintaining quality standards can be another challenge. The
management needs to ensure that the hotel meets the minimum standards expected of a 3-star hotel
while also meeting the guests' expectations.
Marketing and Sales: 3-star hotels might face challenges in marketing and sales, as they often
must compete with higher-end hotels and lower-priced accommodations. They need to develop
effective marketing strategies and offer competitive pricing to attract guests.
Technology: In today's digital age, hotels need to keep up with the latest technology trends to
remain competitive. It’s a constant struggle for incredible one to face challenges in implementing
the latest technology due to limited budgets and to keep up with the latest trends.
Maintenance and Upkeep: The management needs to ensure that the hotel is well-maintained and
kept clean and hygienic. This can be a challenge, particularly in older buildings that require more
maintenance and upkeep.
The COVID-19 pandemic has also had a significant impact on the hospitality industry, including 3-
star hotels. Here are some of the ways that incredible one was affected because of the pandemic:
Drop-in Occupancy Rates: One of the most significant impacts of COVID-19 on the hotel has
been the drop-in occupancy rates. With travel restrictions and lockdowns in place, many people
have cancelled or postponed their travel plans, resulting in lower occupancy rates for the hotel.
Reduction in Revenue: The drop in occupancy rates has also led to a reduction in revenue for not
only incredible one but also 3-star hotels. With fewer guests, hotels are not generating as much
income from room rentals, restaurant sales, and other amenities.
Health and Safety Protocols: In response to the pandemic, 3-star hotels have had to implement
health and safety protocols to ensure the safety of guests and staff. This has included increased
cleaning and disinfection, social distancing measures, and the use of personal protective
equipment.
Changes in Guest Behaviour: COVID-19 has also led to changes in guest behaviour, such as a
preference for contactless check-in and check-out, increased use of online booking platforms, and a
greater emphasis on cleanliness and hygiene.
Changes in Staffing: With lower occupancy rates and reduced revenue, the hotel had to adjust
staffing levels, including laying off or furloughing employees.
Adoption of Technology: To meet the changing needs of guests and ensure a safe and seamless
guest experience, incredible one adopted to new technologies such as online check-in, mobile room
keys, and contactless payment systems.
Overall, the impact of COVID-19 on 3-star hotels has been significant, requiring changes to
operations, staffing, and guest experience. While the pandemic has presented challenges, it has also
provided an opportunity for hotels to innovate and adapt to meet the evolving needs of guests in a
post-pandemic world.
LAYOUT
NATURE OF THE PRODUCTION SYSTEM
The production system of a 3-star hotel can be described as a service production system. Unlike
manufacturing systems, where tangible goods are produced, a service production system produces
intangible services that are consumed simultaneously as they are produced.
In a 3-star hotel, the production system involves the coordination of various activities to provide a
range of services to guests, such as accommodation, food and beverage service, housekeeping,
maintenance, and customer service. The hotel's production system is designed to provide a
seamless and pleasant experience for guests while ensuring the efficient use of resources.
Incredible one hotel's production system can be broken down into several components, including:
Input: The inputs to the production system include raw materials, such as food and beverages,
linens, and cleaning supplies, as well as labour and equipment.
Transformation process: The transformation process involves the conversion of inputs into
finished goods or services. For the hotel, this includes the provision of guest rooms, restaurant
service, and other amenities.
Output: The output of the production system is the finished product or service that is provided to
guests. This includes clean and comfortable guest rooms, a variety of food and beverage options,
and other amenities such as a pool or fitness centre.
Quality control: Quality control is an important component of the hotel's production system. It
involves monitoring the quality of inputs, transformation processes, and outputs to ensure that the
final product or service meets the desired quality standards.
Feedback: Feedback is an essential component of the production system. It involves soliciting
feedback from guests to identify areas where the hotel can improve its services and make changes
to the production system as needed.
Overall, the production system of the hotel is designed to ensure the efficient and effective
provision of services to guests while maintaining quality standards and optimizing the use of
resources.

SOURCING PRACTICES OF INCREDIBLE ONE

Local Sourcing: The hotel sources their products and services from local suppliers to reduce
transportation costs, support the local economy, and provide guests with local products and
experiences.
Group Purchasing: The hotel is also involved in group purchasing organizations to leverage its
collective buying power and negotiate better prices and terms with suppliers.
Online Purchasing: Online purchasing platforms such as Alibaba, Amazon Business, and other e-
commerce platforms are used to source products for 3-star hotels. Online purchasing provides
access to a wide range of products and suppliers, and offers competitive pricing.
Negotiation: Negotiation with suppliers is a common sourcing practice in any hotel. Negotiations
are conducted to obtain better pricing, quality, delivery times, and payment terms.
Outsourcing: The hotel sometimes outsources certain services such as laundry, cleaning, and
maintenance to external service providers to reduce costs and increase efficiency.

VENDOR MANAGEMENT
Vendor management in a 3-star hotel refers to the process of identifying, selecting, and managing
suppliers who provide products and services to the hotel. Here are some key aspects of vendor
management Incredible one hotel:
Vendor Selection: The hotel identifies potential vendors that can provide the products or services
it requires. The selection process includes a review of the vendor's reputation, quality standards,
delivery times, pricing, and payment terms.
Contract Negotiation: Once a vendor has been selected, the hotel will negotiate the terms of the
contract. The contract should include details such as pricing, delivery schedules, quality standards,
and warranties.
Vendor Performance: The hotel should monitor the vendor's performance to ensure that they are
meeting the terms of the contract. This includes measuring delivery times, quality of products and
services, and responsiveness to issues and concerns.
Payment: Payment terms should be clearly defined in the contract, and the hotel ensures that
payment is made on time and in accordance with the contract.
Risk Management: Next step is that the hotel identifies and manages any risks associated with its
vendors. This includes assessing the financial stability of the vendor, ensuring that they have the
necessary insurance coverage, and monitoring for any legal or regulatory compliance issues.
Relationship Building: Building strong relationships with vendors is essential for effective vendor
management. This includes regular communication, feedback, and collaboration to identify areas
for improvement and optimize the supply chain.

PRODUCTION, PLANNING AND CONTROL

Production, planning, and control (PPC) are essential functions in the efficient and effective
operation of a 3-star hotel. PPC refers to the processes involved in managing the hotel's operations
to ensure that guests receive high-quality services in a timely and efficient manner.
The PPC process of the hotel typically involves forecasting and planning, scheduling, inventory
management, quality control, monitoring and control, and continuous improvement.

Forecasting and planning involve determining the expected demand for the hotel's products and
services and planning its operations accordingly. This includes determining the required resources,
such as staffing, linens, food, and beverages, to meet guest demand.
Scheduling involves allocating resources to specific tasks and activities. This includes scheduling
housekeeping staff to clean rooms, scheduling maintenance staff to perform repairs, and scheduling
restaurant staff to serve meals.
Inventory management is crucial in the hotel to ensure that the necessary resources and supplies
are available when needed. This includes managing inventory levels of linens, food, and beverages,
and other supplies.
Quality control involves monitoring the quality of products and services to ensure that they meet
the desired standards. This includes regularly inspecting rooms and public areas for cleanliness,
ensuring that food is prepared to high standards, and monitoring staff performance.
Monitoring and control involve tracking the hotel's operations in real-time and making
adjustments as necessary. This includes monitoring room availability, staff attendance, and guest
satisfaction levels.
Continuous improvement involves regularly reviewing the hotel's operations and processes to
identify areas for improvement. This includes soliciting feedback from guests and staff, analysing
performance data, and implementing changes to improve the hotel's efficiency and effectiveness.

INVENTORY PLANNING AND CONTROL

Inventory planning and control are crucial functions in a 3-star hotel to ensure that the necessary
resources and supplies are available when needed. Effective inventory planning and control can
help to reduce waste, improve efficiency, and lower costs. Here are some key aspects of inventory
planning and control of Incredible one hotel:
Inventory Management System: A well-designed inventory management system is critical to
ensure that inventory levels are tracked accurately, and resources are available when needed. This
system should track inventory levels of linens, food, and beverages, and other supplies.
Forecasting: Accurate forecasting of demand for products and services is essential to ensure that
the hotel has the necessary inventory levels. This includes forecasting demand for linens, food, and
beverages based on historical data, occupancy rates, and seasonality.
Reordering and Purchasing: The inventory management system of Incredible one should have a
reorder point and safety stock level set up to ensure that reordering and purchasing of inventory are
done on time. This helps to avoid stockouts and ensure that inventory levels are sufficient.

Inventory Counting: Regular inventory counting is necessary to ensure that inventory levels are
accurate and to identify any discrepancies or issues. This includes performing regular physical
inventory counts, reconciling inventory records, and identifying obsolete or slow-moving
inventory.
Waste Reduction: Incredible one manages an efficient way to minimize costs and improve
efficiency. This includes implementing inventory control measures such as portion control, FIFO
(first in, first out) inventory rotation, and reducing overproduction of food items.

SCHEDULING OF THE JOBS

Scheduling of jobs in a 3-star hotel is crucial to ensure that staff is allocated to specific tasks and
activities effectively and efficiently. Effective scheduling can help to ensure that the hotel operates
smoothly, meets guest needs, and maximizes staff productivity. Here are some key aspects of
scheduling jobs at Incredible one:
Job Analysis: The first step in scheduling jobs is to conduct a job analysis to identify the tasks and
responsibilities of each role of every employee of Incredible one. This analysis should include
information about the necessary skills, experience, and qualifications for each position.
Staff Availability: As already mentioned, the hotel has a staff of 150 members employed. The
hotel has a system in place to track staff availability, including their working hours, vacation time,
and personal time off. This information is considered when scheduling staff to ensure that the hotel
has the necessary coverage at all times.
Demand Forecasting: The hotel usually forecast’s the demand for staff based on occupancy rates,
seasonality, and historical data. This helps them to ensure that there is sufficient staff available to
meet guest needs and perform necessary tasks.
Scheduling Tools: There are a variety of scheduling tools available to help hotels manage staff
schedules. These tools can be used to create and modify schedules, track staff availability, and
communicate changes to staff.
Schedule Review: The hotel follows a system of regularly reviewing and adjusting schedules
based on changes in demand, staff availability, and other factors. This helps them to ensure that
schedules are optimized for efficiency and effectiveness.

SERVICE PROCESS MATRIX

The service process matrix is a tool used to categorize services based on the degree of
customization and degree of labour intensity involved in providing the service. In hotel incredible
One, there is an example of how services may be categorized based on this matrix:
Service factory: in services factory the service that are high in labour intensity but low in
customization. Examples of service factory in hotel incredible One may include cleaning services,
maintenance services, or food and beverage services.
Mass service: These are services that are low in customization and low in labour intensity.
Examples of mass services in hotel incredible One may include check-in and check-out services or
standard room services.
Professional service: These are services that are high in customization and low in labour intensity.
Examples of professional services in hotel incredible One may include concierge services or
personalized room service.

QUALITY MANAGEMENT
Quality management is an essential aspect of operations in a 3-star hotel as it helps to ensure that
the hotel delivers a high level of service to guests. Here are some key aspects of quality
management at Incredible One:
Guest Feedback: The hotel should have a system in place to collect guest feedback, including
surveys and online reviews. This information is used to identify areas for improvement and to
address any issues that guests may have experienced.
Employee Training: Employee training is critical to ensuring that staff members are equipped
with the necessary skills and knowledge to deliver high-quality service to guests. The hotel should
have a comprehensive training program that includes customer service, communication skills, and
technical skills.
Standard Operating Procedures: The hotel has standard operating procedures (SOPs) in place
for all aspects of hotel operations, from housekeeping to food service. These SOPs is regularly
reviewed and updated to ensure that they are effective and relevant.

Continuous Improvement: Quality management should be an ongoing process of continuous

improvement. The hotel regularly reviews its operations and service delivery process to identify
areas for improvement and implement changes as necessary.
Quality Assurance: A 3-star hotel should have a quality assurance program in place to ensure that
all aspects of hotel operations meet established standards. This could include regular inspections
and audits of hotel facilities and processes. Incredible One follows such a program.

AREAS IN WHICH IMPROVEMENT POTENTIAL EXISTS FOR

INCREDIBLE ONE
There are several areas in which improvement potential exists for Incredible One. Some specific
areas that the hotel could focus on to improve its operations and enhance guest satisfaction include:
Technology: The hotel could invest in technology to improve the guest experience and streamline
operations. This could include implementing online check-in and check-out, providing keyless
room entry, and offering mobile device charging stations in guest rooms.
Staff Training: Staff training is critical to ensuring that employees have the necessary skills and
knowledge to deliver high-quality service to guests. The hotel could invest in comprehensive
training programs that cover customer service, communication skills, and technical skills.
Housekeeping: Housekeeping is a critical aspect of the guest experience, and the hotel could focus
on improving the quality and timeliness of its housekeeping services. This could include investing
in new equipment or cleaning products, implementing new procedures for room cleaning, and
providing training to housekeeping staff.
Food and Beverage Services: Food and beverage services are an essential part of the guest
experience, and the hotel could focus on improving the quality and variety of its offerings. This
could include sourcing local or sustainable ingredients, offering more diverse menu options, and
improving the ambiance of the hotel's dining areas.
Environmental Sustainability: The hotel could focus on improving its environmental
sustainability practices by reducing waste, conserving energy and water, and implementing green
initiatives. This could include installing energy-efficient lighting, implementing recycling
programs, and providing guests with information on how to conserve resources during their stay.
Other than these, there are a few other ways how Incredible One can improve their services and
provide utmost client satisfaction. They are:
 Provide an early check in and late check out option.
 Ensuring a seamless check-in process
 Making it easy for the guests to get in touch.
 Offering personalized stays to guests
 Providing free and fast WIFI
 The hotel should celebrate every occasions especially for attracting clients who are not
local.
 The hotel should trach guest preferences
 Developing efficient and customer satisfactory strategies for resolving guest complaints in
hotels
 Seeking feedback from guests and working on those feedbacks

By focusing on these specific areas of improvement, Incredible One can enhance the guest
experience and remain competitive in the hospitality industry.

MANUFACTRING INDUSTRY

Status of Current Operations Management Practices in The Organization

Production Planning: It involves the process of determining the quantity and timing of fan
production to meet customer demand. This process includes forecasting demand, scheduling
production, and allocating resources such as labour, machinery, and materials.

Quality Control: They are very particular about the raw materials which are procured. They
ensure that their products meet the specified standards. The steps involved in quality control
process are inspection, testing, and certification.

Inventory Management: The industry is focused towards maintaining optimal inventory levels,
reducing waste, and minimizing costs.

Important Factors for Choosing the Location

Access to Transportation: The location is easily accessible for transportation of raw materials and
finished products.

Suppliers and Customers: As the industry is in Jeedimetla industrial area it is easier for them to procure
raw materials from the suppliers and deliver finished products to the customers.

Availability of Skilled Labour: The industry is situated in an industrial area, so it is easier for them to
recruit skilled labour. It reduces the training cost for the industry.

Infrastructure: The location has reliable access to electricity, water, and other utilities required
for manufacturing processes.

The Key Challenges of Operations Management

The operation management of table fan guard manufacturing may face several key challenges.
Here are some common challenges that manufacturers may encounter:

1. Supply Chain Management: The plant should maintain smooth supply chain
management for table fan guard manufacturing. Or else challenges may arise in
procuring raw materials, managing inventory levels, coordinating with suppliers, and
maintaining a steady flow of materials to meet production demands.

2. Quality Control: Maintaining consistent quality throughout the manufacturing

process is essential. Challenges can include monitoring and controlling the quality of
raw materials, ensuring proper adherence to manufacturing standards, and
implementing effective quality control measures at each stage of production.

3. Equipment Maintenance: Maintaining and optimizing the performance of

manufacturing equipment is crucial to minimize downtime and ensure continuous
production. Challenges include developing effective maintenance schedules,
coordinating maintenance activities, and addressing equipment breakdowns promptly.

4. Workforce Management: Effectively managing the workforce is essential for

productivity and overall operational efficiency. Challenges include recruiting and
retaining skilled workers, providing adequate training and development programs,
 optimizing labor utilization, and ensuring a safe working environment.

5. Continuous Improvement: Striving for continuous improvement is essential to remain

competitive in the market. Challenges involve identifying areas for improvement,
implementing lean manufacturing principles, fostering a culture of innovation, and
encouraging employee involvement in process improvement initiatives.

The Process Flow Diagram of the Plant

Layout
 The Nature of the Production System

The manufacturing facility’s production system refers to the procedures, activities, and supporting
structures used to convert raw materials and component parts into finished goods. there are certain
common elements and principles that are typically found in manufacturing industries. They are as
follows:

Inputs and Raw Materials: The Industry is having a steady supply of raw materials, components,
and resources for production process. These materials include materials like steel wires, steel
sheets and paints.

Production Planning and Scheduling: They are engaged in production planning and scheduling
to determine the optimal sequence of operations and allocate resources effectively. This includes
setting production goals, estimating time and resource requirements, and developing production
schedules.
Workstations and Equipment: The plant layout consists of workstations and machinery used for
making the table fan guards.

Assembly and Manufacturing: The production system includes various manufacturing processes
such as cutting, welding, moulding, assembly, painting, quality control, and packaging. These
processes are carefully designed to ensure efficient and accurate production.

Quality Control: The unit implements quality control measures throughout the production process
to ensure that the products meet specified standards. This involves inspecting and monitoring to
identify and rectify any defects or deviations.

Sourcing Practices

Table fan guards are typically made of materials like steel. The Manufacturing unit source these
raw materials from suppliers. They established long-term relationships with reliable suppliers and
select suppliers based on factors like quality, price, delivery capabilities, and environmental
sustainability.

Vendor Management

Vendor management of the unit involves the process of selecting, evaluating, and maintaining
relationships with vendors who produce steel wires. It includes activities such as sourcing vendors,
negotiating contracts, ensuring timely delivery, and resolving any issues that may arise during the
transportation process.

Production Planning: Once the demand is forecasted, production planning involves developing a
plan that outlines the production schedule, resource allocation, and materials requirements. It
considers factors such as available machinery, labour capacity, lead times, and inventory levels.

Manufacturing Process: The actual manufacturing of fan guards involves various steps, including
cutting, bending, welding, coating, and assembly. Each step is carefully planned to optimize
efficiency and quality. Machinery and equipment are utilized to carry out these processes.

Quality Control: Quality control is a crucial aspect of fan guard manufacturing. Regular
inspections and tests are conducted to ensure that the produced fan guards meet the required
standards and specifications. This involves dimensional checks, visual inspections, stress testing,
and other quality assurance measures.

Production Planning and Control

Production planning and control play a crucial role in the manufacturing of fan guards. These
processes ensure that the production of fan guards is carried out efficiently, meeting quality
standards, and delivering products on time. Here’s an overview of the production planning and
control for fan guard manufacturing:

Demand Forecasting: The production planning process starts with analysing historical data and
customer demand to forecast the required quantity of fan guards. This helps in estimating the
production volume and scheduling the manufacturing activities accordingly.

Master Production Schedule (MPS): Once the demand is forecasted, a master production
schedule is created. The MPS specifies the quantity and timing of fan guards to be manufactured
within a specific period, usually on a weekly or monthly basis. It considers factors like customer
orders, inventory levels, and production capacity.

Material Requirement Planning (MRP): MRP is used to determine the raw materials,
components, and sub-assemblies needed to fulfil the master production schedule. It considers
lead times, inventory levels, and bill of materials to generate purchase orders or production
orders for the required materials.

Production Capacity Planning: Determining the production capacity is essential to ensure that
the manufacturing facility can meet the demand for fan guards. It involves assessing the available
resources, such as machinery, labour, and space, and aligning them with the production
requirements. Capacity planning helps avoid bottlenecks and identifies opportunities for
expanding production capacity if needed.

Inventory Management: It involves monitoring and controlling the levels of raw materials,
work- in-progress (WIP), and finished goods. Just-in-time (JIT) principles may be employed to
minimize inventory holding costs while ensuring a smooth production flow.

Monitoring and Reporting: Throughout the production process, progress and performance
metrics are monitored to ensure that the manufacturing operations are on track. Key
performance indicators (KPIs) such as production output, cycle time, scrap rate, and customer
satisfaction are measured and reported regularly to identify areas for improvement.

Inventory Planning and Control

Inventory planning and control for table fan guard manufacturing involves effectively
managing the stock of raw materials, work-in-progress (WIP), and finished goods to ensure
smooth production operations and meet customer demand. Here's an overview of the key
steps involved in inventory planning and control.

Demand Forecasting: Analyzing historical sales data, market trends, and customer demand
patterns to forecast the expected demand for table fan guards. This will help in determining the
required inventory levels.

Order Point and Safety Stock: Establishing an order point based on the lead time required to
procure raw materials and manufacture the fan guards. Safety stock is an additional buffer
maintained to handle unexpected demand fluctuations or supply chain disruptions.

Raw Materials Inventory: Maintains an adequate stock of raw materials required for
manufacturing fan guards. Regularly monitor and update the inventory levels based on the
production schedule and supplier lead times.
 Work-in-Progress (WIP) Management: Monitoring the progress of fan guards through the
manufacturing process. Tracks the WIP inventory at various stages to identify bottlenecks or
delays and take corrective actions to ensure smooth flow.

Finished Goods Inventory: Maintains sufficient stock of finished fan guards to fulfil customer
orders promptly. Implement a first-in-first-out (FIFO) system to minimize the risk of
obsolescence and ensure product is new.

Product Process Matrix

The product-process matrix, also known as the operations process matrix, is a tool used to
classify manufacturing processes based on the volume and variety of products being produced.
It helps to determine the most suitable manufacturing process for a particular product. In the
case of table fan guard manufacturing, we can apply the product-process matrix as follows:

Job Shop (Low volume, High variety): A job shop manufacturing process is characterized by low
volume and high variety. Each product is unique or made in small batches, and the manufacturing
process is flexible to accommodate different product variations. In the case of table fan guards, if
they are custom-designed or if there are multiple variations in terms of size, shape, or design, a job
shop process might be suitable. This would involve custom fabrication or assembly of the fan
guards according to specific customer requirements.

Batch Production (Medium volume, Medium variety): Batch production is suitable for
moderate volume and variety. Products are produced in batches, and each batch may have slight
variations in specifications or design. In the context of table fan guards, if there is a moderate
demand for a few standardized designs or sizes, a batch production process can be utilized. This
would involve setting up production runs for specific designs/sizes and producing the fan guards in
batches.

Assembly Line (High volume, Low variety): An assembly line manufacturing process is
characterized by high volume and low variety. It is suitable when a large number of identical or
very similar products need to be produced efficiently. If there is a high demand for a specific type
of table fan guard with minimal variations in design, an assembly line process can be employed.
This would involve setting up a production line with sequential operations to assemble the fan
guards using standardized components or parts.
Continuous Flow (Very high volume, Very low variety): Continuous flow manufacturing is
used for very high-volume production of standardized products with minimal or no variation. It
involves a highly automated and continuous production process. In the case of table fan guards, it
is less likely that a continuous flow process would be applicable since fan guards may have some
design variations or customization requirements. However, if there is an extremely high demand
for a specific design that remains unchanged, a highly automated continuous flow process can be
considered.

Quality Management

Quality management of table fan guard manufacturing involves implementing processes and
systems to ensure that the fan guards produced meet the desired quality standards. Here are some
key steps and considerations for effective quality management in table fan guard manufacturing:

Define quality standards: The Industry defines quality standards for table fan guards,
including specifications, dimensions, material requirements, finishing, and any applicable
industry standards or regulations. This provides a benchmark for measuring the quality of the
manufactured fan guards.

Supplier selection and qualification: They are having reliable suppliers for supply of raw
materials used in manufacturing the fan guards. Assessing their quality management systems,
track record, and ability to consistently meet your quality requirements. Establishing a robust
supplier qualification process to ensure the quality of the inputs.

Employee training: They provide comprehensive training to the employees involved in fan
guard manufacturing. They train them on quality standards, operating procedures, quality control
techniques, and any specific skills required for their roles. Regularly update their knowledge and
skills to keep up with industry best practices.

Quality inspections and testing: The Industry implements a robust system for inspecting and
testing the fan guards at various stages of the manufacturing process. This includes visual
inspections, dimensional checks, material testing, and functional testing to ensure that the fan
guards meet the defined quality standards.
Compliance with regulations: They ensure that the manufacturing processes and fan guards
adhere to all relevant regulations and standards, such as safety regulations, environmental
requirements, and industry-specific certifications.

Specific Area in which Improvement Potential Exist for the Organisation

There are several areas in which improvement potential exists for table fan guard manufacturing
industry. Here are some specific areas that could be considered:

Material Selection: They should try to manufacture the guards with other materials like steel or
any other metals instead of iron.

Design Optimization: The Industry should try new designs for different sizes to make it more
lighter as well as sturdy.

Manufacturing Processes: Assessing the manufacturing processes involved in producing fan

guards to identify potential bottlenecks, reduce production time, and improve overall efficiency.
Exploring advanced manufacturing techniques like 3D printing, laser cutting, or automated
assembly can streamline the manufacturing process.

By focusing on these areas, manufacturers can enhance the overall quality, performance, safety,
and market competitiveness of table fan guards. Continuous improvement and innovation will lead
to better products that meet the evolving needs and expectations of customers.
Similarities:
It may be challenging to identify similarities between a hotel and a fan manufacturing plant
as they are two very different types of businesses. However, here are some potential
similarities:
Customer service: Both businesses may prioritize providing quality customer service to their
clients. In a hotel, staff members work to ensure guests have a comfortable and enjoyable
stay. In a fan manufacturing plant, customer service may involve addressing customer
inquiries or concerns about the product.
Quality control: Both businesses may place a strong emphasis on quality control. In a hotel,
this may involve ensuring rooms are clean and well-maintained, while in a fan manufacturing
plant, quality control may involve testing products to ensure they meet safety and
performance standards.
Maintenance: Both businesses may require routine maintenance to ensure their facilities and
equipment are functioning properly. In a hotel, this may involve repairing fixtures,
appliances, and other amenities in guest rooms. In a fan manufacturing plant, maintenance
may involve repairing or replacing equipment used in the manufacturing process.
Supply chain management: Both businesses may need to manage their supply chains
effectively. In a hotel, this may involve ordering supplies like linens and toiletries to ensure
guests have everything they need. In a fan manufacturing plant, supply chain management
may involve sourcing raw materials and components needed to manufacture fans.
While these similarities may exist, it is important to note that the two businesses operate in
different industries and have different goals, objectives, and operational requirements.

Differentiation:
A hotel and a fan manufacturing plant are two very different entities, with distinct
characteristics and operations. Here are some differences between the two:
Industry: A hotel operates in the hospitality industry, while a fan manufacturing plant is in the
manufacturing industry. The hotel provides accommodation, food, and other services to
guests, while the manufacturing plant produces fans for sale.
Services vs. Products: A hotel provides services to customers, while a manufacturing plant
produces physical products. The hotel offers amenities such as room service, housekeeping,
and concierge, while the manufacturing plant produces fans for customers to purchase.
Labor: The hotel relies on a large workforce to provide services to guests, including
receptionists, housekeeping staff, and restaurant servers. In contrast, the manufacturing plant
relies on a smaller workforce, with workers specializing in areas such as production,
engineering, and quality control.
Location: Hotels are typically located in tourist destinations or areas with high levels of
business activity, while manufacturing plants are often located in industrial areas, close to
transportation hubs, and sources of raw materials.
Revenue: Hotels generate revenue through guest stays and services such as food and
beverage sales, while manufacturing plants generate revenue through the sale of their
products.
In summary, a hotel and a fan manufacturing plant are two very different entities, operating in
different industries, with different labour needs, locations, and revenue streams.