QSO 321 Homework and Discussion

Module Four Assignment Guidelines and Rubric

QSO‐321‐J7599 People Planet and Profit 23EW3 MA

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Overview

In this assignment, you will apply what you have learned about key concepts regarding opera�ons management. You are encouraged to leverage your work and instructor feedback on this assignment in your course

project, which is due in Module Seven.

Scenario

You work as the chief supply chain officer at Na�onaliTeas, a large interna�onal corpora�on that manufacturers and sells tea worldwide. Its mission is to “Make the world more awake through rejuvena�ng and refreshing

beverages and sustainable prac�ces that upli� workers, communi�es, and souls.” You have recently hired the company’s first project manager and have given them their first project: Revise current workflows related to

packaging at one of your tea factories to be more sustainable and more lean. As this is their first project, you will be helping them complete their task.

Prompt

Read through the Project Charter for Workflow Improvement Word Document, then review the Process Workflow for Tea Produc�on Word Document graphic. A text‐only version is available: Process Workflow for Tea

Produc�on Text‐Only Version Word Document. Based on these documents, recommend removing a total of four steps from the process flowchart that can help make the process more efficient and sustainable. Explain

the implica�ons of the proposed changes, and then help the Na�onaliTeas team address current items in the Issue Log located in the project charter.

Specifically, you must address the following rubric criteria:

• Lean Manufacturing: Evaluate the process flowchart to iden�fy steps that do not add value based on the principles of lean manufacturing. Explain why you selected each step.

• Sustainability: Evaluate the process flowchart and iden�fy steps that should be removed or changed to improve environmental sustainability. Explain why you selected each step.

• Process Changes: Explain the implica�ons, both posi�ve and nega�ve, of removing or changing the steps from the process flowchart you iden�fied in the previous two bullet points. Also explain how those

changes would help alignment to the triple bo�om line (TBL).

• Issue Log: Analyze all entries in the Issue Log from the perspec�ve of a project manager and explain the recommended course of ac�on based on the project charter, no�ng the impact of the issue on scope,

planning communica�ons, and resourcing.

• Opera�ons Management Techniques: Discuss how opera�ons management techniques, including project management and lean manufacturing, can add value to Na�onaliTeas.

Guidelines for Submission

Submit this assignment as a 350‐ to 500‐word Word document. Sources should be cited according to APA style.

Module Four Assignment Rubric

Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

Lean Manufacturing Exceeds proficiency in an
excep�onally clear, insigh�ul,
sophis�cated, or crea�ve manner

Iden�fies steps in the process
flowchart that do not add value
based on the principles of lean
manufacturing

Shows progress toward
proficiency, but with errors or
omissions; areas for
improvement may include
iden�fying more appropriate
steps to remove or change based
on lean manufacturing principles
and product needs

Does not a�empt criterion 20

Sustainability Exceeds proficiency in an
excep�onally clear, insigh�ul,
sophis�cated, or crea�ve manner

Iden�fies steps from the process
flowchart that should be
removed or changed to improve
environmental sustainability
based

Shows progress toward
proficiency, but with errors or
omissions; areas for
improvement may include
iden�fying more appropriate
steps to remove or change based
on environmentally friendly
prac�ces such as reducing waste
or conserving water or energy

Does not a�empt criterion 20

Process Changes Exceeds proficiency in an
excep�onally clear, insigh�ul,
sophis�cated, or crea�ve manner

Explains the implica�ons, both
posi�ve and nega�ve, of
removing or changing the
iden�fied steps from the process
flowchart and how they would
help alignment to the TBL

Shows progress toward
proficiency, but with errors or
omissions; areas for
improvement may include adding
addi�onal relevant details and
examples to support the
explana�ons or greater focus on
alignment to the TBL

Does not a�empt criterion 20



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Issue Log Exceeds proficiency in an
excep�onally clear, insigh�ul,
sophis�cated, or crea�ve manner

Explains the recommended
course of ac�on for each item
listed in the Issue Log, no�ng the
impact of the issue on scope,
planning communica�ons, and
resourcing based on the
iden�fied changes to the process
flowchart and the project charter

Shows progress toward
proficiency, but with errors or
omissions; areas for
improvement may include
applying project management
concepts to jus�fy the next steps
a project manager should take
when facing the issues in the
Issue Log

Does not a�empt criterion 20

Opera�ons Management
Techniques

Exceeds proficiency in an
excep�onally clear, insigh�ul,
sophis�cated, or crea�ve manner

Discusses how opera�ons
management techniques,
including project management
and lean manufacturing, can add
value to the organiza�on

Shows progress toward
proficiency, but with errors or
omissions; areas for
improvement may include adding
further examples or explana�ons
that support how opera�onal
management techniques can
support the organiza�on

Does not a�empt criterion 10

Ar�cula�on of Response Exceeds proficiency in an
excep�onally clear, insigh�ul,
sophis�cated, or crea�ve manner

Clearly conveys meaning with
correct grammar, sentence
structure, and spelling,
demonstra�ng an understanding
of audience and purpose

Shows progress toward
proficiency, but with errors in
grammar, sentence structure,
and spelling, nega�vely
impac�ng readability

Submission has cri�cal errors in
grammar, sentence structure,
and spelling, preven�ng
understanding of ideas

5

Cita�ons and A�ribu�ons Uses cita�ons for ideas requiring
a�ribu�on, with few or no minor
errors

Uses cita�ons for ideas requiring
a�ribu�on, with consistent
minor errors

Uses cita�ons for ideas requiring
a�ribu�on, with major errors

Does not use cita�ons for ideas
requiring a�ribu�on

5

Total: 100%

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QSO 321

4-2 Discussion: Farm-to-Table and the
Triple Bottom Line

You are the chief operating officer (COO) of a local supermarket chain that has 10 stores within
an 100-mile radius. The farm-to-table movement has been gaining momentum locally, and now
it’s a consumer demand as well as a good practice. This movement supports the use of local
suppliers to limit the environmental impact caused by the long-distance transportation of food. It
also supports small family farms that use sustainable practices, such as avoiding genetically
modified organisms and pesticides or using organic fertilizers. The CEO of the supermarket
chain has asked you to see if the supermarket can apply some of the farm-to-table principles to
how it selects produce suppliers. Before moving too far in that direction, both you and the CEO
agree that the inventory-management implications need to be understood.

Keep in mind that supermarket customers want a wide range of produce all year long—even
produce that does not grow locally during parts of the year. For example, oranges cannot
survive very cold weather, but local customers expect to be able to buy them even during
snowstorms in winter.

In your initial post, address the following:

● What are a few different ways that the supermarket chain could incorporate farm-to-table
principles into its operations while still meeting consumer demands?

● What are the benefits and risks associated with incorporating farm-to-table principles into
the grocery chain’s supply chain?

● What data and communication with the local farms is necessary for the supermarket to
implement this endeavor?

● What factors or metrics will determine whether you, as the COO, support applying
farm-to-table principles to the supermarket, and why?

● Write a post of 2 to 3 paragraphs.

Process for Tea
Workflow Production
Picking, Processing, and Packaging TPicking, Processing, and Packaging Teaea

FARM
Start

Workers pick
tea leaves

Leaves are put
into 50 kg bags

Bags are
moved to a

processing area

PROCESSING
Bags of tea are

reweighed

Leaves are spread
across pans and

troughs

Leaves are
withered on pans

Leaves
are cooled

Leaves are removed
from pans and

reweighed

Leaves are moved
onto special trays

and rolled

Leaves go
through a first

drying

Leaves are
cooled

Leaves are put
into new trays for
a second drying

Leaves are removed from trays
and reweighed; poor-quality

leaves are thrown away

Leaves are visually
inspected

Poor-quality leaves
are thrown away

Leaves are
moved to an

oxidizing area

Leaves are
oxidized

Leaves get a final
drying to

complete the
oxidation process

Leaves are
cooled

Leaves are sent to
packaging and

shipping

PACKAGING
AND SHIPPING

Leaves are
weighed

Leaves are sorted;
small, misshaped, or
discolored tea leaves

are discarded

Leaves are
weighed

Leaves get a
second sorting

Leaves are put
into paper tea

bags and sealed

Tea bags are
wrapped in

paper packets

Tea bags are
sealed

Wrapped tea bags are
sorted into cardboard

packs of 20

Cardboard packs
are sealed and

wrapped in plastic

Boxes are sorted
into shipping

boxes

Shipping boxes are
wrapped and sealed,
ready to be shipped

End