Northbank Co-op has expanded into two unrelated industries and wants to standardise how it manages operations while recognising that the nature of operations differs between goods and services.
Business 1: AeroBake manufactures frozen par-baked pastries (croissants, danishes) for cafés and supermarkets. The process includes mixing, proofing, baking, blast-freezing and packing. AeroBake has recently experienced:
- a rise in returns due to freezer burn and crushed packaging
- missed delivery slots to supermarket distribution centres (DCs)
- higher energy costs and unplanned overtime when urgent orders are added
Business 2: QueueWise runs a managed “virtual waiting room” service for hospitals. Patients check in via SMS, receive estimated wait times, and are called back for triage by a nurse. QueueWise has recently experienced:
- patient complaints about “unfair” queue jumps and unclear wait-time estimates
- variability in triage call length between nurses
- peak-period congestion leading to call drop-outs and re-tries
The board is considering appointing one group operations manager to oversee both businesses. The board wants recommendations that explicitly connect the role of operations management to the different operational realities of a goods-producing manufacturer and a service provider, including quality, capacity, scheduling, and customer experience.
For AeroBake, propose two operations management actions that address the returns (freezer burn/crushed packaging) and the missed supermarket DC delivery slots. For each action, justify how it would improve at least two performance objectives (e.g., quality, speed, dependability, flexibility, cost).
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Create Free Account Log inThis is a free HSC HSC Business Studies practice question worth 8 marks, testing your understanding of Transformation processes. It falls under operations processes in Module 1: Operations. Submit your answer above to receive instant AI-powered marking and personalised feedback.
The focus of this topic is the strategies for effective operations management in large businesses.
transformation processes – the influence of volume, variety, variation in demand and visibility (customer contact); sequencing and scheduling – Gantt charts, critical path analysis; technology, task design and process layout; monitoring, control and improvement
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