KUD Kibby and Strand CONOPS Operations Management Plan Paper & PPT Use attachments as needed. Attachment 1 is CONOPS Plan Attachment 2 PowerPoint Project.

KUD Kibby and Strand CONOPS Operations Management Plan Paper & PPT Use attachments as needed. Attachment 1 is CONOPS Plan Attachment 2 PowerPoint Project. Only work the item of Process Improvement Plan: Addresses how the operational staff will review data and a process for continuation of improvements.Risks to the operation need to be listed as well along with how they will be mitigated.Must have PowerPoint slides and paper. Kibby and Strand CONOPS 1
Kibby and Strand CONOPS Plan
Alexis Finley
Michael Fleming
Kerry-Ann Gooden
Sean Hall
Park University
2
Table of Contents
Executive Summary
Section 1: Introduction
Mission
Goals
Operational Objectives: Receiving, Production, and Shipping
Operations Management: Assumptions, Barriers, and Constraints
Measurements
Section 2: Forecasting Plan
Data Collection and Use
Statistics and Analysis
Charts and Graphs
Section 3: Operational Design
Receiving
Production
Shipping
Section 4: Production Selection Plan
New Contracts
Section 5: Data Collection Plan
Data Collected and Use
Statistics for Analysis
Graphs and Charts
Section 6: Quality Improvement Plan
Section 7: Process Improvement Plan
References
3
Executive Summary
4
Introduction
Mission
Kibby and Strand is a young textile production company that provides world-class quality
clothing products to retailers throughout the United States through commitment towards
innovation and continuous process improvement for our customers.
Goals
● Provide exceptional quality finished products that exceed customer’s expectations
● Provide 100% of products on or before order deadlines
● Ensure the highest level of customer satisfaction
● Be a pioneer in its sector by investing in people and technology and by producing
products at low cost
● To advance knowledge and pushing the boundaries in fashion, textiles, and design
● To lead and enhance the development of the fashion and textile industry
Operational Objectives
Kibby and Strand’s operational strategy is to provide the highest quality of products and services
to their customer’s order on or before the requested delivery dates. The organization is dedicated
to research and innovation to stay ahead of their competitors since they are new in the industry.
Kibby and Strand focuses on staying ahead of the latest fashion trends by improving their
products and process design in hopes of gaining new and more contracts as the organization
grows.
1. Receiving – the receiving department plays a critical role in the organization such as
gathering data on seasonal trends. For instance, the Receiving Manager will make sure to
5
calculate future sales and order enough raw materials to fulfill customers’ wants for that
specific quarter. In addition, the receiving department will maintain a minimum level of
different materials so production is not halted as anticipated orders come through during
that season. And lastly, the receiving department will maintain a standard number of
employees to ensure delivery of raw materials are processed and sorted in a timely
manner.
2. Production – the production department is responsible for converting raw materials and
other inputs into finished goods. The production department will succeed by maintaining
and developing high skilled machine operators capable of maintaining high use and
efficient automated machinery. In between the processes of production, the department
works to improve the efficiency of the production line so that it can meet the output
targets set by company management and ensure finished products offer consumers the
best value and quality.
3. Shipping – the ​shipping department is responsible for receiving, logging and storing
products until they can be distributed to the customer before their contract deadline. In
addition, the department will be in charge of managing shipping costs when selecting the
most efficient delivery method in order to meet contract commitments. And lastly, the
shipping department employees must fulfill shipping orders by picking the right product
from inventory and packaging the goods to get them ready for shipment.
Operations Management
Assumptions
1. The demand for fashion and textile products will always be a must in society
6
2. Fashion and textile raw materials will always be available with excess supply
3. Machine technology will continue to improve resulting in more efficient products
and lower cost equipment.
Barriers
1. Kibby and Strand will need to have a competitive advantage against their
competitors in the fashion and textile industry.
2. Kibby and Strand is a new start-up company that has not developed their
reputation with society.
3. Manufacturers now face a brutal workforce shortage that threatens to impede
continued growth in 2019.
Constraints
1. Kibby and Strand need to increase their financial stability to maintain larger
inventories of raw materials without needing to sell back to suppliers.
2. Limited resources due to a new start-up company in the industry
3. Hiring candidates to work for Kibby and Strand instead of their competitors by
offering a better compensation package.
Measurements
Many external factors can affect an organization’s productivity such as the national economy, a
recession, inflation, competition, and many more (2020). Kibby and Strand will measure their
operational objectives by:
1. Labor productivity (total output / total input) – has a huge impact on profits and with a
simple equation, can track productivity per individual, team, or even department.
7
2. Efficiency (standard labor hours / amount of time worked) – while productivity measures
quantity, efficiency measures quality.
3. Machine Productivity (number of total garments produced / total stitching machines
used) – another form of measuring line productivity.
Forecasting Plan – KerryAnn
Operations Design – Michael
Contains the production schedule: e.g., 24/7, 2 shifts a day Mon – Fri, etc.
Contains the organization chart, i.e., the chain of command
Includes objectives of each department: receiving, production, and shipping
Contains the assumptions and constraints for operations
Contains the layout of operations, i.e., the “floor plan”
Production Selection Plan – Michael
Data Collection Plan
Data Collection Plan
Measure
Title
Data Type
Operational
Definition
(Continuous
or Discrete)
Stratification
Factors
Sampling
Notes
(By who/what/
(Time Frame,
etc.)
where/when)
Contracts
Discrete
Number of completed
contracts
By customer
Monthly
Who and How
(Person
responsible and
method – Check
Sheet?)
Production
Manager reviews
the files
8
Damaged
Machines
Minutes Continuous
Amount of time
machinery is down
due to damage.
By machine /
Service team
Weekly
Production
manager reviews
the machine and
service log /
Verifies it’s not the
same machine
Defective
products
Discrete
Products that are low
quality and unable to
send to customers.
By product
Weekly
Receiving
Manager will
inspect quality of
materials /
Shipping Manager
will inspect finished
products
Late
Deliveries of
Raw
Materials
Discrete
The number of
deliveries that are
delivered past the
due date on the
original order.
By suppliers
Monthly
Receiving
Manager will
review the original
orders
Late
shipments
Discrete
Number of shipments
delivered past the
due date outlined in
the contract
By customer
Monthly
Shipping Manager
will review delivery
invoices
On-Time
Deliveries
Discrete
Contracts delivered
prior to or on the due
date
None
Monthly
Shipping manager
will review the
delivery log
Output
Discrete
The number of
products that are
manufactured
correctly the first time
through the
production process.
By product
End of each
day
Production
manager reviews
the machine log
and production
schedule
Product
Processing
Time
Minutes Continuous
The amount of time it
takes to produce a
single item.
By product
Once per day
Production
Manager reviews
the machine log
and the production
schedule /
Upgraded
9
machinery needed
to decrease time
Sorting
Products
Discrete
The amount of raw
materials that are
sorted in the
receiving department.
None
Weekly
Receiving
Manager reviews
the sorting logs
Quality Improvement Plan – KerryAnn
Process Improvement Plan – Sean
References
Bolt, C. (2018, December 19). How Manufacturers Will Tackle the Talent Shortage in 2019.
Retrieved April 16, 2020, from
https://www.industryweek.com/talent/article/22026861/how-manufacturers-will-tackle-the-tal
ent-shortage-in-2019
How to Calculate Workplace Productivity. (2020). Retrieved April 16, 2020, from
https://www.smartsheet.com/blog/how-calculate-productivity-all-levels-organization-employe
e-and-software
MBA 576 CONOPS
By:
Alexis Finley
Michael Fleming
Kerry-Ann Gooden
Sean Hall
Executive Summary
Development of Kibby and Strand
Mission
Kibby and Strand is a young textile production company that provides world-class quality clothing
products to retailers throughout the United States through commitment towards innovation and
continuous process improvement for our customers.
Goals
●
●
●
●
●
●
Provide exceptional quality finished products that exceed customer’s expectations
Provide 100% of products on or before order deadlines
Ensure the highest level of customer satisfaction
Be a pioneer in its sector by investing in people and technology and by producing products at
low cost
To advance knowledge and pushing the boundaries in fashion, textiles, and design
To lead and enhance the development of the fashion and textile industry
Operational Objectives
1.
2.
3.
Receiving
a.
b.
c.
Critical role in gathering data in seasonal trends
Calculate future sales to order enough raw materials for the season
Maintain a standard number of employees to sort raw materials in a timely manner
a.
b.
c.
Responsible for converting raw materials and other inputs into finished goods
Developing high skilled machine operators capable of maintaining efficient automated
machinery
Strive for continual process improvement by measuring productivity
a.
b.
c.
Responsible for receiving, logging, and storing products
In charge of managing shipping costs
Employees must fulfill orders by picking the right product from inventory
Production
Shipping
Operations Management
1.
2.
Assumptions
a.
b.
The demand for fashion and textile products will always be a must in society
Fashion and textile raw materials will always be available with excess supply
a.
Kibby and Strand is a new start-up company that has not developed their reputation with
society.
Manufacturers now face a brutal workforce shortage that threatens to impede continued
growth in 2019.
Barriers
b.
3.
Constraints
a.
b.
Limited resources due to a new start-up company in the industry
Hiring candidates to work for Kibby and Strand instead of their competitors by offering a better
compensation package.
Measurements
Kibby and Strand will measure their operational objectives by:
1.
Labor productivity (total output / total input) – has a huge impact on profits and with a simple equation,
can track productivity per individual, team, or even department.
2.
Efficiency (standard labor hours / amount of time worked) – while productivity measures quantity,
efficiency measures quality.
3.
Machine Productivity ( number of total garments produced / total stitching machines used) – another
form of measuring line productivity.
Forecasting Plan(kerry-ann)
Data Items collected and how they are used to forecast work
Statistics required to analyze the data
List of charts and graphs needed to brief leadership on forecasting future work and workload
New assumptions, barriers, and constraints for your data collection plan need to be added to
those already in the CONOPS.
Operations Design (michael)
Detail the design of the receiving, production and shipping processes
Production Selection Plan (michael)
Production selection plan that an operations manager can use in deciding the order in which
contracts should be placed in the production process
Data Collection
Plan
Quality Improvement Plan (kerry-ann)
Quality improvement plan to the CONOPS
List all quality metrics the team feels are important to include workers, management and
other stakeholders
Description how each metric supports the operational objectives with costs for
implementation and measuring each metric
Process Improvement Plan (Sean)
Addresses how the operational staff will review data and a process for continuation of
improvements
Risks to the operation need to be listed as well along with how they will be mitigated.
Conclusion:
This class is hard and alot of work and hair pulling will be happening ;(

Purchase answer to see full
attachment