Productivity And Competitiveness In Business Process Essay

Question:

Discuss about the Productivity and Competitiveness in Business Process.

Answer:

Introduction:

The project entails a planning schedule of cost and quality of the production of the 10,000 Rubber components in the company. In most production processes, the cost of the production process becomes the central point of discussion in order to understand the eligibility of production. On the other hand, the quality of the produce is also essential for both the owner of the process and the managers of the project. Therefore, the projects seek to get the cost of the product and quality of the whole process as well for the sake of eligibility. Moreover, several cost determiners and quality evaluation techniques are used in the project.

In this part, the project plan acts as a deliverable due to the fact that is essential for the determination of an improved process in the production cycle. Therefore, the manufacturing costs and quality would be part of the plan and this makes it essential for the whole process of production.

The request for the proposal is based on the basis of the cost and quality of the production process of the Rubber components. The value of the project and the quality mechanism is important for the sake of the future improvement in the entire cycle of the process. These are essential to make sure that the needs as stated in the tender proposal document are met and this is mainly considered in the quality standards criteria.

The cost management plan which is also part of the project will assist in the determination of the cost of producing the expected 10,000 rubber components. PMBOK analysis mechanism focuses on various cost determinant techniques that based on the earned value of the project which is the actual amount to be paid in the production process. The earned value product can be obtained through consideration of various processes like the schedule variance which is calculated by getting the difference between the earned value and the project costs. There are several cost determiners that assist in the budget projection for the entire project. (Atkinson, 2000)

Based on the PMBOK analysis, this is a time budget that is generally used as a control factor to measure, monitor and control the overall cost of the performance of the entire project that is performed in this case for the production of the 10,000 Rubber components. However, the baseline budget is greatly affected by the time factor and the changing economic structure of the environment.

The tools and techniques used in the cost management plan

The various techniques are used in the determination of the cost of the project for the production process. The management plan then takes into effect the setting that is used in the measurement, reporting and controlling of the approximated cost to bring an effective cost that can be used in the project for a planned production. The techniques of the cost management plan are like the earned value management which is important in the determination of the cost of the project based on the various factors. (Kettinger, 2008) Additionally, the capturing of the earned value is always done by the project management software that is always available to all to all the cost determinant personnel. The cost measurement techniques and tools are;

It is measured based on the budget performance of the project that is to be calculated. It is determined by taking into consideration the two aspects like the actual cost and the earned value of the project. The difference between the earned value from the actual cost gives the cost of the factors.

It is determined based on the schedule performance of the projects that are to be done according to the plan that is established. It is calculated by getting the difference of project cost from the earned value.

It is done on the basis of the completed assignment of the project. It is calculated by EV/AC to measure the value of the cost performance. If the project is equal to one, then it is on budget and if it is below then the project is above the budget given. And again it is under the budget when it is more than one.

The value is calculated by EV/PV and the value is one if both the EV and PV are equal. If the value is less than one, then the project started is behind the schedule and on the other hand, if the value is more than one, then the project is ahead of the stated schedule. A perfect planned project should be that one that is slightly under or above the value one in the project.

Measure of the performance

Yellow

Red

Cost performance index

Less or greater than 1

Less or greater than 0.9

Schedule performance index

Less or more than 1

Less or more than 1.

Quality management plan for the production process

These are the activities of the organization performing that assists in the determination of the quality policies, the expected objectives and the responsibility to make sure that the project satisfies the needs in consideration to the purposes. The Quality Management Plan (QMP) for the 10,000 Rubber component project will put in place the activities, processes, and the outlines for ensuring a quality product upon the conclusion of the project that is at hand. (Harrington, 2004)The purpose of this plan is to ensure that;

  • Define acceptable quality standards of the produced rubber products.
  • Define quality assurance activities in the line of production.
  • Ensure quality is planned according to the requirement.
  • Define how quality will be managed in the production cycle.

The major factor in the determination of the cost and quality of the project is the time factor due to the changes that are taking places in the value of the materials. (Herroelen, 2007) The other factor is getting the value of the figures that have been used or expected to be used for the completion of the project.

Referencing

Atkinson, R. (2000). Project management: cost, time and quality, two best guesses and a phenomenon,

Arnold, J. T., Chapman, S. N., & Clive, L. M. (1998). Introduction to materials management. Upper Saddle River, NJ: Prentice Hall.it's time to accept other success criteria. International journal of project management, 43.

Baccarini, D. (1999). The logical framework method for de?ning project success. Project management journal, 30(4), 25-32.

De Wit, A. (1988). Measurement of project success. International journal of project management, 6(3), 164-170.

Harrington, H. J. (2004). The breakthrough strategy for total quality, productivity, and competitiveness. In Business process improvement (p. 23).

Herroelen, W. &. (2007). constraints of projects.

Kettinger, W. J. (2008). Business process change: a study of methodologies, techniques, and tools.

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