please answer question 2 in full worth 20marks

SECTION A Read the case study below and answer ALL the questions that follow LUXURY PRODUCT MANUFACTURER TURNS TO PENSKE TO IMPROVE WAREHOUSE AND DISTRIBUTION OPERATIONS 140 Mark A leading producer of luxury products required a partner who could improve their warehouse and distribution operations and reduce the that they were encountering with their high-value products. The organization does the bulk of the business throughout the Midwest and Eastern United States, which includes over 30 retail stores and 400 wholesale accounts Due to the high dollar value and small size associated with their products, they struggled with theft implementing stricter security and inventory management plans to protect inventory and control costs was a priority Because they serve customers in the luxury market the company offers many value-added services that provide personalized touch, including monogramming, pit-wrapping engraving and even handwritten gift cards. The provider needed to build these offerings into the solution as well. And because nearly 50% of the manufacturer's business is done within the two-month holiday window, a plan needed to meet their exceptional level of customer service even during the busiest time of the year Pense was contracted to oversee and stabilize their entire operation, including their workforce, and improve their overall distribution and warehouse strategy. Over eight months, Penske evaluated their operations and incorporated the necessary changes to decrease inventory shrinkage, increase efficiency and reduce employer Reducing Inventory Shrinkage Because reducing the was the top priority and an area where Penske could make an immediate impact Penshe quickly put several procedures in place to reduce theft and decrease costs. Penske established a single point of entry and improved the overall warehouse design to enable greater visibility and reduce opportunities for thets to take place. Penske also added more audit controls and placed a greater emphasis on shipping and receiving procedures The impact was significant During the manufacturer's first year of operations, they lost over a million dollars to shrinkage in 2018 Pense was able to reduce that number to a mers $424 In addition, the luxury product producer was able to lower their insurance premium improve Overall Inventory Management Perske supplied warehouse and distribution strategy that was flexible, responsive and efficient, as well as dedicated and experienced percrred to run the facility nally, their warehouse could not efficiently accommodate their level of value-added services and throughput Peke brought in several engineers and a product line expert to integrate a wide range of engineering racking and solutions to move product through the warehouse more efficiently and control expenses Penske created standardized processes that established appropriate inventory levels to ensure the right amount of inventory is held at any one time. Through its wanhouse management system (W) Penske tracks inventory levels and guarantees the quality of the sequencing. The WMS also provides greater visibility of product location and counts, so associates can quickly locate inventory. As a result, the organization's product on hand continues to go down even as orders increase Train Employees to Own Processes The company struggled with high employee tumover within operations management. As a result, they wanted to estab defined career path and make the company a great place to work. To accomplish this, Penske realized the employees needed to be part of the solution Penske engaged workers at the employee level and encouraged them to suggest process improvements and provide constant feedback, which included development of the warehouse and distribution ne procedures. Not only did this produce a better overall solution, but also developed trust, which reduced employee tumover and theft and provided better control of expenses In addition to stabilizing the workforce, Penske cross-trained 85 percent of the organization's employees, allowing them to ramp up production and meet seasonal increases without hining and training additional staff Becaute employees were better equipped to do more and take part in multiple responsibilities, employee downtime decreased while throughput increased. The company was able to increase the number of tasks completed per day without growing staft, while also increasing the number of value-added services offers Source: http:www.pekelogistics.com/insights/case-studies-luxury-products-manufacturer QUESTION 2 Total quality management (TOM) is the continual process of detecting and reducing or eliminating on in manufacturing streaming supply chain management improving the customer experience, and ensuring that employees are up to speed with training. Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service In light of the above analyse the various total quality management concepts which can be used for the implementation of a total quality management programme with reference to the case study