Operations Management of Cabinet Makers official

Introduction:

“The standardization and the customization of the kitchen cabinets can now become possible” and the Hawkesbury cabinet is the solution. But, the productivity and the management of the production totally depends upon the operational aspects of the organization. The Hawkesbury cabinet is the renowned company which is famous for providing the widest range of the cabinets to the customers. The major purpose of the essay is to explain the operational aspects related to the organization. To manage the operations of the organization, it is essential to manage the technical aspects, issues and the problem definition in an appropriate manner (Nichols, 2010) . The argumentative approach related to the current scenario in contrast to the other organization is being prepared. The major findings covered in the essay are operational aspects, day to day changing process related to the organization and the technical aspects are also being identified on the wide level.

Major Findings:

The operating process is considered as the most important process for any organization. To manage the process in the suitable manner, it is essential to manage the most appropriate elements related to it. In major findings, the argumentative approach related to the technical analysis, problem definition and broader organizational issues are defined appropriately.

“It is essential to manage the operational aspects of the organization to identify the suitable success factors”. It not only strengthen the working process of the organization, but also help in generating the suitable benefits”. This argument is well suited for the current scenario related to the Hawkesbury cabinets (Packet Power Team, 2016).

The Hawkesbury cabinets hold a very impressive and well -defined production system. Both the standard and the custom kitchen cabinets are prepared by the organization for serving the clients in an appropriate manner. The procedure followed by the Hawkesbury is similar to the other organization dealing with the similar or different business. But, technically the organization (i.e. Hawkesbury) has their definite production process. The owner of the company Fung and Mei Chan decided the suitable developmental process for the organization (Aspect Cabinet Makers, 2016). The production design of the Hawkesbury cabinet is highly developed. As mentioned in the case study, there are various types of equipment grouped together. For all these groups, the specific areas are defined. The saws and cutting tables are in one section, routers and shapers are in other section and for painting & finishing the suitable area  are defined separately which are environmentally friendly too. The five cabinets (i.e. standard and custom)  are processed in the organization at the same time by the similar craftsmen (Kepner-Tregoe, 2016). This process is suitable for the small production system, but with the increase in demand, the chances of issues increases. Technically, it may create the problem for the existing process and for the future aspects too. So, to manage the operational aspect, the planning of strategy should be done in an appropriate manner. Other then this, the innovation of multiple processes is also required for the implementation of the suitable procedure (Kanten, Gurlek, & Kanten, 2015).

The formation of the “new Kitchen Builders line’ is the result of the increment in the production and the continuous requirement of the client. In fact, the appropriate schedule should also be identified which is managed for the formation of the custom cabinets. The priority is set for a custom type of kitchen rather than the standard type of kitchen. The major argument is related to the aspect whether the operational aspects can be fulfilled by new kitchen builder line. The positive aspect related to the process is that it is helpful in increasing the demand of the cabinets among the customers and the new development aspects is improving simultaneously (Laan, Dalen, Rohrm, & Simpson, 2016). In fact, due to an increment in the demand, the organization also plans to expand the storage area for the product. But, simultaneously the negative impact of the increment is visible in the reducing demand of the standard cabinets (Saiya, 2005). The custom kitchens were becoming the priority of the customers because of their best output; this is creating the negative impact on the productivity of the standard kitchen cabinet. In fact, the various standard kitchen cabinets are present in the production area in incomplete phase (Davis & Lawrence, 1978). This incomplete standard of the standard cabinets and the increasing demand of the custom cabinet also creates the negative impact on the financial aspects of the organization. By identifying these aspects, it is clearly shown that the introduction of the new kitchen builder line impact the operational aspects of the organization both in the negative and the positive manner (Govindan, Nakade, & Mithun, Syed Mithun Ali;).

By identifying the scenario and explanation provided in the paragraphs above, it is clearly defined that the business is expanding with the rapid speed. The different articles and the evidences prove that the increase in the demand also decreases the storage space for the finished products. In fact, the owner of the organization (Mei Chan) is also worried about the issues occurring in the organization (Milstein, Singer, & Toffel, 2009). The main argument in reference to the scenario is that though there is the presence of various resources and the facilities in the organization,  then also the organization is also facing the issues related to the operational aspects as well as the issues related to the space. Other then the personal assumption, the accounts department of the organization also intimates the owner about the marginal profit. To manage the aspects related to the organization on a broader level, the owner of the organization took various steps for managing the flow of the work. Some of the common aspects are managing the suitable place or rented area to store the unfinished products, management of the financial aspects related to the organization and also identifies the suitable business aspects. By identifying all these aspect, it is clearly defined that the advanced changes are required to change the existing scenario related to the organization (Ribbons, 2015).

Conclusion: The article defined above is helpful in explaining the negative as well as the positive aspects related to the Hawkesbury. The clear and the transparent image of the operational process of the organization are being defined with the help of the articles. According to the current scenario, the organization also needs the improvement (JJ Wang, 2016). To follow the argumentative approach in the essay, various different arguments are framed on the wide level. For these arguments, the counter answers are also provided with the supporting evidences and examples. It is defined that the Mulgrave site of the organization is operating both the custom and the standard cabinets. To manage the work, the expansion of the area is considered as the only option. Other then this, for approaching the arguments in a suitable manner, the operational evidences from various sources can be taken into consideration.

By analyzing all the perspectives and the evidences in the suitable manner, it is quite clear that the operational management is considered as the base for the overall growth and development. All three aspects are helpful in providing the suitable base to the further studies for the future development. So, to maintain and manage the developmental aspects, the strategic approach towards the operational management is essential (Piatt, 2013). The evidences provided above also help in maintaining the suitable coordination and the equilibrium in the operational process.

Bibliography

Aspect Cabinet Makers. (2016). Aspect Cabinet Makers official website. Retrieved from http://www.aspectcabinetmakers.com.au/: http://www.aspectcabinetmakers.com.au/

Davis, S. M., & Lawrence, P. (1978, May). Problems of Matrix Organizations. Problems of Matrix Organizations. Retrieved from https://hbr.org/1978/05/problems-of-matrix-organizations

Govindan, K., Nakade, K., & Mithun, S. (Syed Mithun Ali;). Coordinating a supply chain system for production, pricing and service strategies with disruptions. International Journal of Advanced Operations Management, 8(1). Retrieved from http://www.inderscience.com/jhome.php?jcode=ijaom

JJ Wang, J. L. (2016, August 7). Product co-development in an emerging market: The role of buyer-supplier compatibility and institutional environment. Journal of Operations management. Retrieved from http://www.journals.elsevier.com/journal-of-operations-management/recent-articles/

Kanten, P., Gurlek, M., & Kanten, S. (2015). The Effects of Organizational Structures and Learning Organization on Job Embeddedness and Individual Adaptive Performance. The Effects of Organizational Structures and Learning Organization on Job Embeddedness and Individual Adaptive Performance, 23, pp. 1358-1366. Retrieved from http://www.sciencedirect.com/science/article/pii/S2212567115005237

Kepner-Tregoe. (2016). Operational Improvement . Operational Improvement . Retrieved from http://www.kepner-tregoe.com/operational-improvement/

Laan, E., Dalen, J. V., Rohrm, M., & Simpson, R. (2016, July). Demand forecasting and order planning for humanitarian logistics: An empirical assessment. Journal of Operations Management, 45, 114-122.

Milstein, J., Singer, S., & Toffel, M. (2009). Operational Failures and Problem Solving: An Empirical Study of Incident Reporting. Harvard Business School. Retrieved from http://www.hbs.edu/faculty/Publication%20Files/10-017.pdf

Nichols, M. (2010, march 1). Local-Studies Fact Sheet. Retrieved from http://www.hawkesbury.nsw.gov.au/__data/assets/pdf_file/0019/21466/LSFS0-Local-Studies-your-first-visit.pdf

Packet Power Team. (2016). Measure What You Manage. Retrieved from http://www.packetpower.com: http://www.packetpower.com/operations-management

Piatt, J. (2013, July 9). 8 Steps to Proper Operational Process Change. (P. T. Corp., Ed.) Industry Week. Retrieved from http://www.industryweek.com/quality/8-steps-proper-operational-process-change

Ribbons, S. (2015). Hawkesbury-Nepean value flood management review — developing a strategy where flood depth can be nine metres above flood planning level. Hawkesbury-Nepean Valley Flood Management Taskforce. Floodplain Management Association National Conference. Retrieved from http://www.floodplainconference.com/papers2015/Sue%20Ribbons%20Full%20Paper.pdf?bcsi_scan_f5761508bdf24bd5=bPp9pHOwe6sl2pkANm4sI6sBCswUAAAAHvGFrA==&bcsi_scan_filename=Sue%20Ribbons%20Full%20Paper.pdf

Saiya, C. (2005, June). Six steps to better marketing operations management. Six steps to better marketing operations management. Retrieved from http://www.thewisemarketer.com/features/read.asp?id=73

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