ASAP

can you find the folowing :

1-problem statement

2- approach for solving the problem

3 - a conclusion

Introduction Operation bottlenecks for growth are elements inside the organization that are part of operations procedures (normal daily work) that do not help to achieve the desired strategic goals. Sometimes visible, sometimes invisible they create all kinds of problems. And although they seem to be on a micro level, they are able to severely impede and sometimes even stop the growth of your company. Production bottlenecks can be identified in the following areas: order intake, procurement, storage and inventory control, production, planning & control, safety and health, as well as information and automation. The tool used in this chapter uses the same division of areas to identify the operation bottlenecks. Identifying Operation Bottlenecks for Growth can assist in the expansion of your company. Most GOEs that will take this course already have some kind of system of operations in place. Furthermore, having the right operational building blocks only defines the boundaries of output and growth the total system can handle. There is no such thing as a bottleneck-free system. Nevertheless, the bottleneck in place should be a planned and controlled one. -identify the Operation Bottlenecks for Growth To identify the right areas of attention a tool has been developed. The tool poses questions to guide you through the operations symptoms of impediment. Although useful, you should keep in mind that it is nevertheless a simple tool that has no intention of providing you an all comprising diagnostic capability of the situation inside your company. Also, if you already know in which areas of your operations your problems lie clearly there is no need to use the identification tool. Yet it is advisable to take a few minutes to go through the diagnostic tool, it will make you aware in the future of any operational impediments. The tool is presented in table 21, you will be able to see which areas of your organization are the most important to focus on and how best to deal with them. Keep in mind that the symptoms do not need to match exactly; instead, use a search function to find the right area(s) for attention. Finally, It is always difficult to distinguish between cause and effect so use the tool for general identification to direct your attention to likely problem areas. F level Wong onder dat f No delivery of goods Defp Find ladda Wrong delivery delivery of wweg goods. Table 4.1: Tool for identification areas of Operations Bottlenecks When it comes to Ruguru Industries Ltd the Mugoros compiled a list of their top operational issues in order of importance. The following is what they came up with: -Goods are not delivered on time due to the insufficient goods and capacity, as well as there is no reliable order-ready time and lack of flexibility. -Changing quality due to a defective quality system (QS) in place -Delivery of incorrect goods leads to mismatched orders, and poor performance Haraka. - An excessive amount of waste of raw materials and goods that are damaged (inventory) - Difficult to maintain overview and control; rising complexity, continual last-minute stress, and no information to focus attention. The Mugoros concluded that rearranging their strategic capabilities, as they did in Chapter 3, would solve some of their difficulties. They know, however, that there is much to be improved. For example, the characteristics of the Ruguru manufacturing system indicated in chapter I might be pointed to the relevant chapters. Using the bottleneck identification table, it is clear that the Mugoros should read every chapter in this guidebook. Despite the fact that the severity of the problems varies by chapter, they recognize that they require a complete strategy to their predicament. Each area of attention is covered in chapters 5 to 11, with the most prevalent challenges that develop in growing businesses presented. Although possible practical solutions are discussed in each chapter, keep in mind that they will never be the only solution for each company's situation. The goal is to teach us the fundamentals of the solutions so that we can come up with the best solution for our company. Figure 4.2 below; see the different subjects linked in a diagram that will guide you through the rest of the manual. Generally applicable are chapters 10 and 11 which deal with safety & health, and information & automation. Storage Order Procure- Intake ment Inventory/ tion Produc- Distri- bution Control Information & Automation Safety & Health Figure 4.2 It is important to take your most important operations performance objectives as a starting point when planning for the future of the organization. Table 2.4 presents useful information on each of the Operations Performance Assessments (OPA) with respect to the subject covered in the chapter. To sum up, having the right operations building blocks in place only defines the output and growth limits that the overall system can withstand. If a narrow element fails in the pipeline, the output of the entire pipeline is determined by this element. You can identify the most common existing operational impediments to growth by answering the bottleneck tree's questions. Furthermore, it will make you aware of the visual indications of growth bottlenecks so that you can readily spot them in the future. The field of information and automation has an impact on all of the abovementioned sectors and is particularly significant in (fast-growing) businesses. There is no such thing as a bottleneck-free system; as the business expands, more bottlenecks will emerge. However, there should be a planned and regulated one as well as a logical outcome of the operational building blocks