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Australian manufacturing is a diverse and vibrant industry that plays a significant role in the economy. Manufacturing is also an important driver of innovation in industry – responsible for a quarter of research and development among businesses. The textile, clothing and foot wear (TCF) industry, is considered a key sector of manufacturer employing over 39,000 Australians and is crucial to regional economies around the country and is viewed by many as an avenue for our creative industries, fashion in particular. The total industry gross value add was 10% in 2010 – 2011 and employs over 1 million people, many of which are low income earners or from low socio-economic groups. Challenges to compete are coming from globalisation, ageing workforce, the small size of the Australian domestic market, requirements for low carbon production, the impact of terms of trade, the associated rise in the exchange rate of the Australian dollar and competition from Asian markets. In the future the Textile, Clothing and Footwear industry will be influenced by innovation, levels of investment and the efficiency of their operations. Practice Operations by McGraw Hills puts you in the role of key decision maker for manufacturing organisations operating the textile, clothing and foot wear industry. Operations management is the engine that drives a business. You will begin with an overview of the heart of that engine – managing the production process. Review the contract specifications as well as the production process by walking through the Production Floor and Shipping area using the simulation game. Analyse the receiving department functions of managing the supply chain and material inventories to ensure client needs can be met. In order to grow the business, you will choose which new contracts to pursue and to optimize their receiving, production and shipping departments accordingly. This growing business then challenges you to manage both the human and facility resources in order to meet capacity challenges. Customer satisfaction is a key metric for success. And finally, the company puts you in complete control over all areas of operations at the New Branch, with the challenge to build the most profitable company possible through the capstone module. Assignment Intent: The purpose of this assignment item is to enable students investigate, analyse and critique a process through the use of a simulation game that produces specific outcomes. Objective(s): This addresses Subject Learning Objectives 2 and 3. This addresses Program Learning Objective/s 4.1, 4.2 and 5.2. Weight: 30% Task: The individual assessment consists of two parts, a critical assessment and the completion of the McGraw Hill Practice Operations Simulation Module 5: 1. Critical Reflection (10% marks): Having completed Modules 1-4 of the Simulation game whilst working in groups you are required to individually submit a written Critical Reflection (CR) response on how the simulation game was valuable towards your own learning experience, what did you learn, how can you apply at your work place, how can it be improved for future use. You are individually expected to prepare a 1000 word response which is your opinion on this simulation game – not a heavily referenced piece of work. This is an opportunity to demonstrate the tangible benefit that can be obtained from learning operations management as well as managing the supply chain concepts and principles in general. 2. Completion of the McGraw Hill Practice Operations Simulation Module 5 (20% marks): The individual assignment assesses the student’s analytical capability in an operations planning case study including both quantitative and qualitative components and will be assessed via completion of module 5 of the simulation game along with a 1000 word report justifying the recommended solution. McGraw Hill Practice Operations Simulation Modules 1 – 4 with critical reflection (10 marks) MODULE 1: THE PRODUCTION PROCESS This module focuses on the heart of operations management, managing the production process. This module should take between 25-45 minutes to complete. Learning Objectives 1. Understand what a manufacturing process is and how it is organized. 2. Understand the importance of process thinking in operations management. 3. Apply the conversion process of operations management in a simple manufacturing scenario. 4. Illustrate an example of a process-dominant layout, and examine the advantages and disadvantages of such a layout. 5. Understand concepts of setup time, utilization time, production scheduling, and bottlenecks, in a simple manufacturing process. 6. Discuss the role and practice of an operations manager in a simple manufacturing scenario. MODULE 2: MANAGING SUPPLIERS This module unlocks the receiving department and puts you in charge of managing the supply chain and material inventories to meet client needs. This module should take 25-45 minutes to complete. Learning Objectives 1. Understand “make to order” processes in a simple, manufacturing scenario. 2. Analyze and evaluate quality considerations in the production process. 3. Evaluate suppliers and supplier deals, considering supplier quality, reliability, cost, and lead times. 4. Practice raw material purchasing strategies. 5. Identify and analyze issues in managing supplier/buyer relations. 6. Understand the roles and uses of inventory. 7. Apply techniques for effective inventory management. 8. Practice elements of lean and “just-in-time” approaches to supply chain management. 9. Evaluate the benefits and risks of adopting lean systems. MODULE 3: FORECASTING AND CONTRACTS In this module, you will choose which contracts to pursue, and optimize their receiving, production, and shipping departments accordingly. This module should take 25-45 minutes to complete. Learning Objectives 1. Analyze prospective work orders and bid on them strategically. 2. Understand “Make to Batch” processes in a manufacturing scenario. 3. Define an organization’s business by identifying customer needs and how to satisfy them. 4. Explain how strategy exists at different levels in the organization. 5. Understand the difference between market-based and resource-based approaches to strategy. 6. Understand the nature of organizational competencies and capabilities. MODULE 4: HUMAN RESOURCES AND CAPACITY PLANNING In this challenging scenario, you will need to manage both human resources and facility resources to meet capacity challenges. This module should take 25-45 minutes to complete. Learning Objectives 1. Factor capacity planning into strategic decision making. 2. Understand how human and physical resources contribute to operations capacity. 3. Assess difficulties of matching capacity to demand. 4. Analyze the impact of constraints and bottlenecks on a manufacturing process. You are required to complete all 4 modules before proceeding to Module 5. The first four modules will be completed as a group exercise comprising of between 4 – 5 people. For PART 1 of the Assessment Item 1: Module 5 brings all of the components together and is the assessable task which must be completed by each student individually. MODULE 5: THE NEW BRANCH via the CAPSTONE MODULE (20 Marks) In this capstone module, you have complete control over all areas of their operations, and will be challenged to build the most profitable company possible. You should allow between 1 to 3 hours completing Module 5. The aim of this module is to bring together all of the learning’s from the previous four modules to demonstrate critical and integrated thinking. The goal of the module is to work through the scenarios presented and to demonstrate competency in assigning and scheduling production processes, managing suppliers, managing contracts and resources, performing accurate forecasting and selecting appropriate processing methods. In addition to this, managing, selecting and scheduling human resources is also required when strategizing the most profitable company. Demonstration of the recommended solution (10 % marks) along with a 1000 word report (10% marks) is required to justify the selected solution.

Australian manufacturing is a diverse and vibrant industry that plays a significant role in the economy. Manufacturing is also an important driver of innovation in industry – responsible for a quarter of research and development among businesses. The textile, clothing and foot wear (TCF) industry, is considered a key sector of manufacturer employing over 39,000 Australians and is crucial to regional economies around the country and is viewed by many as an avenue for our creative industries, fashion in particular. The total industry gross value add was 10% in 2010 – 2011 and employs over 1 million people, many of which are low income earners or from low socio-economic groups.
Challenges to compete are coming from globalisation, ageing workforce, the small size of the Australian domestic market, requirements for low carbon production, the impact of terms of trade, the associated rise in the exchange rate of the Australian dollar and competition from Asian markets. In the future the Textile, Clothing and Footwear industry will be influenced by innovation, levels of investment and the efficiency of their operations.
Practice Operations by McGraw Hills puts you in the role of key decision maker for manufacturing organisations operating the textile, clothing and foot wear industry. Operations management is the engine that drives a business. You will begin with an overview of the heart of that engine – managing the production process. Review the contract specifications as well as the production process by walking through the Production Floor and Shipping area using the simulation game. Analyse the receiving department functions of managing the supply chain and material inventories to ensure client needs can be met. In order to grow the business, you will choose which new contracts to pursue and to optimize their receiving, production and shipping departments accordingly. This growing business then challenges you to manage both the human and facility resources in order to meet capacity challenges. Customer satisfaction is a key metric for success. And finally, the company puts you in complete control over all areas of operations at the New Branch, with the challenge to build the most profitable company possible through the capstone module.
Assignment Intent: The purpose of this assignment item is to enable students investigate, analyse and critique a process through the use of a simulation game that produces specific outcomes.
Objective(s): This addresses Subject Learning Objectives 2 and 3.
This addresses Program Learning Objective/s 4.1, 4.2 and 5.2.
Weight: 30%
Task: The individual assessment consists of two parts, a critical assessment and the completion of the McGraw Hill Practice Operations Simulation Module 5:

1. Critical Reflection (10% marks): Having completed Modules 1-4 of the Simulation game whilst working in groups you are required to individually submit a written Critical Reflection (CR) response on how the simulation game was valuable towards your own learning experience, what did you learn, how can you apply at your work place, how can it be improved for future use. You are individually expected to prepare a 1000 word response which is your opinion on this simulation game – not a heavily referenced piece of work. This is an opportunity to demonstrate the tangible benefit that can be obtained from learning operations management as well as managing the supply chain concepts and principles in general.
2. Completion of the McGraw Hill Practice Operations Simulation Module 5 (20% marks): The individual assignment assesses the student’s analytical capability in an operations planning case study including both quantitative and qualitative components and will be assessed via completion of module 5 of the simulation game along with a 1000 word report justifying the recommended solution.
McGraw Hill Practice Operations Simulation Modules 1 – 4 with critical reflection (10 marks)
MODULE 1: THE PRODUCTION PROCESS
This module focuses on the heart of operations management, managing the production process. This module should take between 25-45 minutes to complete.
Learning Objectives
1. Understand what a manufacturing process is and how it is organized.
2. Understand the importance of process thinking in operations management.
3. Apply the conversion process of operations management in a simple manufacturing scenario.
4. Illustrate an example of a process-dominant layout, and examine the advantages and disadvantages of such a layout.
5. Understand concepts of setup time, utilization time, production scheduling, and bottlenecks, in a simple manufacturing process.
6. Discuss the role and practice of an operations manager in a simple manufacturing scenario.
MODULE 2: MANAGING SUPPLIERS
This module unlocks the receiving department and puts you in charge of managing the supply chain and material inventories to meet client needs. This module should take 25-45 minutes to complete.
Learning Objectives

1. Understand “make to order” processes in a simple, manufacturing scenario.
2. Analyze and evaluate quality considerations in the production process.
3. Evaluate suppliers and supplier deals, considering supplier quality, reliability, cost, and lead times.
4. Practice raw material purchasing strategies.
5. Identify and analyze issues in managing supplier/buyer relations.
6. Understand the roles and uses of inventory.
7. Apply techniques for effective inventory management.
8. Practice elements of lean and “just-in-time” approaches to supply chain management.
9. Evaluate the benefits and risks of adopting lean systems.

MODULE 3: FORECASTING AND CONTRACTS
In this module, you will choose which contracts to pursue, and optimize their receiving, production, and shipping departments accordingly. This module should take 25-45 minutes to complete.
Learning Objectives
1. Analyze prospective work orders and bid on them strategically.
2. Understand “Make to Batch” processes in a manufacturing scenario.
3. Define an organization’s business by identifying customer needs and how to satisfy them.
4. Explain how strategy exists at different levels in the organization.
5. Understand the difference between market-based and resource-based approaches to strategy.
6. Understand the nature of organizational competencies and capabilities.
MODULE 4: HUMAN RESOURCES AND CAPACITY PLANNING
In this challenging scenario, you will need to manage both human resources and facility resources to meet capacity challenges. This module should take 25-45 minutes to complete.
Learning Objectives
1. Factor capacity planning into strategic decision making.
2. Understand how human and physical resources contribute to operations capacity.
3. Assess difficulties of matching capacity to demand.
4. Analyze the impact of constraints and bottlenecks on a manufacturing process.
You are required to complete all 4 modules before proceeding to Module 5. The first four modules will be completed as a group exercise comprising of between 4 – 5 people.
For PART 1 of the Assessment Item 1:
Module 5 brings all of the components together and is the assessable task which must be completed by each student individually.
MODULE 5: THE NEW BRANCH via the CAPSTONE MODULE (20 Marks)
In this capstone module, you have complete control over all areas of their operations, and will be challenged to build the most profitable company possible. You should allow between 1 to 3 hours completing Module 5.
The aim of this module is to bring together all of the learning’s from the previous four modules to demonstrate critical and integrated thinking. The goal of the module is to work through the scenarios presented and to demonstrate competency in assigning and scheduling production processes, managing suppliers, managing contracts and resources, performing accurate forecasting and selecting appropriate processing methods. In addition to this, managing, selecting and scheduling human resources is also required when strategizing the most profitable company. Demonstration of the recommended solution (10 % marks) along with a 1000 word report (10% marks) is required to justify the selected solution.

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