Module code and BM563 Operations and Service Module leader: Suzanne Doria

title: Management

Assignment No. CW1: Written Assignment Assessment 100%

and type: weighting:

Submission time By 2.00pm on 31/05/24 Target feedback 3 weeks

and date: time and date:

Student Name-
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Contents
Introduction......................................................................................................................................3

Operations management practice at 'Morgan Motor Company'......................................................4

Operation management practice supports the success of the organisation in terms of efficiency...6

Technology in operational process and risks involved....................................................................7

Supporting Functions at 'Morgan Motor Company'........................................................................9

Conclusion.....................................................................................................................................10

References......................................................................................................................................11

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Introduction
In constructing the groundwork and determining the way to accomplish aims and objectives an
organisational setup having an adequate operation management process is necessary. Using the
business concept to produce goods and services is the major focus of production and operation
management. Morgan Motor was founded as the iconic production of Morgan Three Wheeler.
The Principle of fitting the powerful engine to the lightweight chassis has remained paramount to
the company's three-generation successive ownership (Visser, 2020. pp. 823-831).

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Operations management practice at 'Morgan Motor Company'
Operations management and organisational change cover the area of strategic planning,
execution, design and improvement of an organisation's processes and activities. Massive
Efficiency gains were seen with a change in the management journey, in which the entire IFS
implementation was done, and the functionality and power of the IFS solution were fully
understood by team members. The year 2009 marked the beginning of Morgan's Change process,
the changes were executed in the areas of production and management dimensions (Stawiarskaet
al., 2021. pp.4867).

Operations management practice at Morgan Motor Company

Morgan motor company is seen as one of the verypopulareffective car producer firm in Europe.
It design and produce British sport car of the classic and sophisticated model with supreme use
of craftsmanships and quality material. The production outlet is situated at Malvern link,
Malvern, Worcestershire since start of firm in the year 1910. Recently,factory produceapprox.
1300 cars per annum as well as all cars are collectedthrough hand (Morgan Motor Company,
2023).The process of production had not been altered much sticking to traditional way of
manufacturing. It is reason for the waiting list of car was approx. 10yrs but waiting list had been
lowered to lesser than a year bythetechnical and 3D modifications in production. Nonetheless
they think this waiting list as a pride and believes that those who can’t wait long to gain a
Morgan car, are not worthy of owning a Morgan car. Revenue for Morgan reached 3, 13,
60,400.00 pounds in the year 2024, revenue is expected to show the annual growth rate of
5.66%. The unit sales at Morgan are expected to reach 0.5k vehicles in the year 2028. The
average price of Morgan in 2024 is expected to be 71,346.73 pounds (Statista, 2023).

The major challenges in managing the change and continuity were to identify the operational
areas that required review and restructuring. It is also noted that with the need for change, an
organisation's culture is impacted greatly and the transformed organisation post-change is
unlikely to resemble the former ways. Some organisational changes were required because of
long-standing challenges that the Morgan Motor Company faced. As of the year 2009, the
production was limited to a low number of cars and the ongoing systems were insufficient to

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scale up and ensure high profit also fulfilling orders was taking a lot of time (Felsberger and
Reiner, 2020. pp.7982). The operation management enhanced the operational activities by
leveraging technology and incorporating information technology, product design development,
trim, and paint. The application of technology maintained the unique blend of craftsmanship and
heritage and engaged customers in to personalised driving experience. There was also a change
regarding the development team responsible for changes in the areas of mechanical design,
Aesthetics, electronics, and even the management regarding ongoing production issues. The
collaboration such as Morgans's contract with BMW engines in 2012, allowed the installation of
BMW engines, an area of productivity that would have taken years to bring the complete change
(Larsen et al., 2020). The importance of such collaborations and business relationships enables
the production of new cars within a limited number of resources, money, and time.

Accordingly, there was an increase in car production, in 2012 to 1300 cars with a significant
increase in productivity of 10 years when it could only produce and deliver 500 vehicles on an
annual basis (‌Sustainability-Report-V1, 2022). The company recently switched to adopt a
technology solution for design processes but the use of machines and mechanisation remained
limited. The key pillar of Morgan's resilience is the blending of craftsmanship and technology,
still, a lot of areas have major issues such as areas of product quality and safety, innovation and
technology, lifecycle management, and product design particularly the reason being because of
the pandemic situation and the recent Brexit uncertainties, depicting the mandatory need for
change at Morgan's (Hemmatiet al., 2021. pp.116353).

Three Dimensional approach and Kotter’s change model

According to the three dimensions of change, this model expands the traditional approach and
defines a business that is based upon the business resource capabilities, products sold, and
markets in which they sell. This three-dimensional approach needs to be incorporated at Morgan
along with surprises and paradoxes (Lohmer and Lasch, 2020. pp.106789). The
recommendations regarding the organizational change following a dimensional approach include
hiring, training, and developing experts on green energy, investing in research and development,
and building change resiliency. To adapt to these changes; certain models can be considered on
can be 'Kotter's change model' which creates a sense of urgency, identifies opportunities, creates

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a common vision for change, and communicates the same with other team members (Chahalet
al., 2020. pp.107805). These proposed measures are geared towards the change to approach and
address the existing problems to enhance productivity, and flexibility towards organizational
change and avoid change overload in the future.

Operational Management Model

Business Process Redesign

This model at Morgan helped to restructure the organisation by designing the business ground up
from the scratch; it is a management strategy that focuses on analysing and designing workflow
along with business processes.

Reconfigurable Manufacturing

These are the production systems that are designed to incorporate and accelerate the change in
hardware, structure and software components. This allows the workflow system to adjust to the
organisation capacity and continue the efficient production in response to intrinsic system
changes.

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Operation management practice supports the success of the organisation in
terms of efficiency
The company was looking for a solution regarding coordination of manufacturing, supply chain
and spare parts requirements and also a need to deliver efficiencies across all its operational
processes, resulting in which technical support was enhanced by launching these IFS cloud
versions (Morgan et al., 2022. pp.462-481). Using the IFS cloud will not only streamline the
processes to improve operational efficiencies but can also reduce costs by eliminating onsite
expenses. Morgan works as a compelling blend of traditional craftsmanship with modern
technology and innovation.

Incorporating the IFS cloud ensures bringing out new capabilities and helps the company
enhance resilience in business. Automating certain processes and making repetitive tasks
increased employee concentration increased overall efficiency and added value to the business.
The three operational strategies were adopted first was decreasing bottleneck, to increase the
working efficiency (Swinket al., 2020). The second is to decrease lead time in production; so that
customers can have immediate access to the cars after the placement of the order. Third is
keeping low inventory; increasing the workforce and delivering orders as early as possible
inventory should be kept low. The evolution of the design process within the historic traditional
company the idea to use Modern design and visualisation technology to maximise the design
efficiency is adapted while integrating the traditional workflow.

The link between the traditional and modern car setups, follows through the physical cars, each
of them is entirely handmade and the features are the latest such as chassis, engine, drive and
train technologies, passive safety systems and subtle driver assist along with superplastic
aluminum forming techniques. Another way to maximise overall efficiency was to implement
the digital design technique that enabled the company to become more time and cost-effective in
the manufacture, realisation and design of the products (Krajewski and Malhotra, 2022). The
recent motor design processes encourage the ability to work and innovate within a small team.
The Morgan Company is working on the project –FORGE; faster efficient modeling through
which T-spline technologies have been implemented along with advanced visualisation.

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Technology in operational process and risks involved
Morgan Motor Company is well known and is famous for hand-built iconic British Sports cars
showcasing its impressive manufacturing skills. The company has made changes to continually
strive forward and invest in opportunities to protect and improve overall growth, profitability,
product line and the customer experience. Morgan Motor Company realised that improving its
legacy systems and processes and upgrading to the 3D experience platform could reduce
recurring costs, and remove business risks (Abdulla et al., 2020. pp.95-113).

3D CAD MODEL

Computer designed model are the operations which are referred to various tasks and processed
which is performed using Computer Designed Model (CAD) software to create , modify and
analyse the digital models related to manufacturing . CAD operations are basically used in the
industrial sectors such as architecture, engineering, manufacturing and product design. CAD
software enables the creation of 3D models and assembly designs for the analysis of complex
digital models.

Product Lifestyle management (PLM)

Other technologies induced were speedier design reviews and automatic calculation of weld
types and weld lines enhancing the working efficiency. The Morgan motor; implemented 3D
experience software; to ensure cost, time and efficiency savings. Implementation of technologies
such as PLM (product lifestyle management) and computer-aided designing (CAD) software
enhanced control of anticipated market challenges and responded to them in the best possible
way (Albukhitan, 2020. pp. 664-671).

Upgrading to 3D Experience platforms

The 3D experience platform is an innovation and business platform that provides an organisation
with a universal vision approach for its business activities. The interface of the 3D experience
platform offers a single interface comprising of the following; Design and Engineering; which
creates 3D experience Catia model so that engineers and designers contribute to effortless
imagining, defining and shaping products virtually. The next part of the interface is Simulation;

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which integrates simulation technologies including structures, fluids, plastics and structural
applications. The next interface is; Governance and collaboration which would accelerate cross-
team collaboration and product development in an online environment that is fully connected and
the product definition ensures team members are always working on up-to-date information. The
next interface is Manufacturing and Operations; DELMIA provides the solutions to enhance the
virtual world of modeling and simulation by the real world of operations. The last and fifth form
of interface is marketing; 3D EXCITE leverages the PIM which is a product information model
to unlock the creative freedom that results not only in diversified; assets for digital marketing but
also works well with interactive marketing and sales experience. As this gradation enables the
'co-existence' of various CAD solutions; the Morgan Motor Company tends to collaborate well
with customers and suppliers.

Risks of incorporating technology

Risks of embedding technology are-

Loss of jobs and employment

Loss of job and employment were the results of limited work through hands and preventing the
hand built craftsmanship and incorporating modern technologies. (Sharma et al., 2020 .pp.2363-
2367).

Damage to machines

Lack of maintenance of machines can interrupt the productivity flow and thereby loss of overall
efficiency. 3D printing techniques through machines can disrupt the manufacturing industry and
diminish the importance of inventory management and logistics .

Cyber-attacks

Financial losses and delay in production can be caused because of cyber attack. that is an
intentional effort to steal , disable or destroy any data , assets and applications through this
unauthorised access.

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Nonetheless, the advantages of embedded technology outweigh the risks involved. Therefore it is
critical to reduce these risks and establish a suitable strategy that can preserve the production
consistency. (Araz et al., 2020 .pp.1320-1346). The advantages include lowering costs , raising
quality , enhancing productivity , maintaining control and efficiency and production of new and
inventing goods with the integration of modern technology. The risk of losing focus with respect
to traditional way of craftsmanship and paying less attention to details is even linked to usage of
modern technology. Thus it can be concluded that the organisation embraces the modernity to an
extent indicating that Morgan motor has been historically indulged itself in manual production
techniques in addition to current morden technology and 3D approaches.

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Supporting Functions at 'Morgan Motor Company'

A supporting function that is related and linked to operation management; is Supply chain
management, Human Resource management, Production planning and control, laser
cutting machines and logistics.

Supply Chain Management

Supply Chain Management involves collaborating with the suppliers to ensure that products are
components go hand in hand in the operational process and are delivered on time and to the
customer’s specifications. (Wang, 2022. pp. 102-106). This ensures that high quality products
are being delivered globally and supply chain management is the key for delivering components
for these cars such as body panels and Ashwood transmission suspension. The main difference is
that human resources ensure a committed workforce and critical craftsmanship while the quality
control service satisfies the high level quality requirements.

Human Resource Management

Human resource management is the next crucial supporting link that contributes to organisational
success. Morgan Motor being a labor – intensive business needs to hire and train talented
workforce in order to continue the effective production. Human resources keep track that a
business has qualified workers to build the cars providing them a training and development
opportunities and creating a constructive working environment (Hugos, 2024).

Production Planning and control

The third component is production planning and control, which oversees the organization's
success by managing production plans and procedures including allocating resources, assigning
tasks, and monitoring staff development. Production control and planning deal with managing
wages. (Anwar and Abdullah, 2022). For instance, the manufacturing process and control
function are effective and improve the production's result. Together with the administration of
financial resources, production planning and control are crucial for task assignment and
scheduling.

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Laser Cutting Machines

The fourth supporting function link is Laser cutting machines for panel fixing and the use of 3D
printing techniques to produce the prototypes, develop new parts of the car and reduce time and
costs. The final vehicles are inspected through quality management software. (Lagorio et al.,
2022 .pp.1043-1066).

Logistics

Logistics is the fifth supporting role; it involves moving completed cars and parts between the
business, its suppliers, and its clients. It ensures a transportation system and delivers finished
automobiles and other materials on schedule and in accordance with specifications (Ivanovet al.,
2021). The logistics and maintenance department is responsible for keeping all buildings and
equipment in excellent operating order as well as managing the transportation network that
delivers the finished vehicle from the business to its clients.

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Conclusion

The Motor Morgan Company's growth and organizational success, as well as its commitment to
producing handcrafted goods of superior quality, may be attributed to its operation management
practises, which involve the integration of contemporary technologies, a 3D experimental
approach, and sophisticated visualisation. The success of this hand assembly production method,
which ensures high-quality automobiles, depends on supporting roles including supply chain
management, quality control, human resource production plan, maintenance, and logistics.
Morgan Motor Company continues to hold its position as a dominant and superior guarantee in
the automotive workmanship industry.

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