Analyse how the efficiency of the operations of a manufacturing business could be influenced by its human resources department.

Mark scheme

Marking points from the official mark scheme (Oct/Nov 2018). The mark or mark type is shown in brackets.

1. [7-8] Good analysis of how the efficiency of the operations of a manufacturing business could be influenced by its human resources department
2. [5-6] Some analysis of how the efficiency of the operations of a (manufacturing) business could be influenced by its human resources department
3. [3-4] Some explanation / application of how the efficiency of the operations of a business could be influenced by its human resources department
4. [1-2] Understanding operations / manufacturing business / human resources department
5. [0] No creditable content
6. [8] Operations management is responsible for making effective use of resources - land, labour, and capital in transforming inputs into outputs of goods and services.
7. [8] There is a responsibility to use all opportunities to combine resources in such a way as to ensure operational efficiency and effectiveness.
8. [8] This involves selection, organising, and scheduling of work processes.
9. [8] HR is clearly a critical factor affecting operational processes.
10. [8] People management (HR) decisions and activities, such as the recruitment of skilled operational staff, training and development to retain and strengthen core competencies, are vital.
11. [8] The impact of HR on the morale and motivation of staff generally and specifically on the culture of operations management will affect effectiveness of production.
12. [9-12] Effective evaluation of how the actions of competitors could influence the operational management decisions of a car manufacturer
13. [7-8] Limited evaluation of how the actions of competitors could influence the operational management decisions of a car manufacturer
14. [3-6] Analysis and some application of how the actions of competitors could influence operational management decisions.
15. [1-2] Understanding of operational management decisions
16. [0] No creditable content
17. [12] Operational management decisions of a car manufacturer (in conjunction with other departments, e.g. marketing) include producing cars that satisfy customer needs – the key decisions include what to produce, how to produce, where to produce.
18. [12] Competitor actions can include: - improvements in design and quality - cost reduction - new models - price reductions - improved customer service activities.
19. [12] An operations management department can respond by taking such action as: - Adopting a new computer-aided design process. - Adopting a new CAM process. - Creating new production platforms. - Innovation in models, new models. - More efficient distribution channels. - Developing new unique 'bells and whistles' – USP.
20. [12] Evaluative comments may include: It may not be appropriate to take knee jerk action in response to competitor actions. A reduction in competitor price may be temporary and the brand strength of the car manufacturer may be strong enough to resist the price reduction. It may well depend on the strength and agility of the company and its operational management department.
21. [12] An operations management department does not have to wait for threatening competitor activities or actions. An innovative operations management department might well be ahead of competitors having taken decisions for new investment/new quality models that put competitors on the back foot and /or it continually and effectively monitors competitors so preventing any surprising or threatening competitor actions.