Contingency and Disaster Recovery Plans For Manufacturing Industries Assignment Sample
Introduction
Natural catastrophes may strike at any time of day or night and from any location on the planet. No matter if the business in issue is a bank or a manufacturing facility, this holds true. However, although some businesses may have disaster recovery plans in place, the vast majority of businesses have focused their efforts on computer and data backup and restoration rather than disaster recovery. The major focus of this research project is on disaster recovery planning for industrial organizations, especially those that are automated in nature. When people are working in an automated production environment, they are more likely to be involved in an accident. The findings of this research are likely to aid manufacturers and their management by minimizing the risks connected with natural disasters that occur in an unpredictable manner. “Manufacturing Operations Recovery and Re-Sumption,” which is an acronym for “Manufacturing Operations Recovery and Re-Sumption,” is the term used by manufacturers to describe this idea. It has been possible to offer a comprehensive explanation of the activities and tools that should be employed because of this approach.
Case
It is widely acknowledged that a firm’s manufacturing strategy is a critical component of its entire business plan if the company is to obtain and maintain competitive advantages. As a consequence of advancements in computer and communications-based technologies, there has been a significant increase in the usage of automated manufacturing procedures inside businesses. When current technological tools are utilised properly and effectively, they may provide a number of advantages to organisations. These advantages include cheaper costs, more productivity, greater flexibility, and higher quality, all of which aid businesses in enhancing their competitive position in their respective markets. There is no longer any need to contend with time and distance as competitive impediments, which has resulted in a greater reliance on real-time information and communication, as well as an increase in competitive advantages [2]. On the other hand, integrating systems with computers and communications has the potential to raise the chance of catastrophic failures throughout the production process, which is undesirable. It seems to me that there are a few of possibilities straight immediately.
Company A, a massive snack food manufacturer, utilises bar-code technology for inventory management, as well as robotics, in all of its four massive warehouses, which are spread throughout the United States, in order to maximise efficiency and productivity.
Operation and risk management
In a warehouse or storage facility, there is a lot of movement. Power was disconnected to the warehouse on the East Coast as a result of a once-in-a-century snow and ice storm. As a result, it was impossible to load and unload trucks or drive automobiles to one of the company’s massive East Coast storage facilities.
An very powerful hurricane on the size of Hurricane Andrew threatens the operations of Company B, a big light equipment manufacturer that has a fully established computer-integrated manufacturing (CIM) system as well as just-in-time (JIT) and flexible production systems, among other things.
Company C, a large mail-order organisation, has a fully automated warehouse in Connecticut, but all of its mail-order operations are situated on the top floor of the World Trade Center building in New York City, which also happens to be where the company’s headquarters are located (Brandon-Jones,2018).
In the event that a tornado tears through the roof of a small manufacturing business, flooding its facilities as a result of heavy rains, the National Weather Service reports that the computer-aided design (CAD), computer-aided manufacturing (CAM), and material resources planning (MRP II) systems suffer significant damage.
Despite the fact that these are fictitious scenarios, natural disasters of this kind do occur on a regular basis in the actual world. Would business interruption insurance be sufficient to ensure the viability of the great majority of businesses in the event of a catastrophic event? Can you provide proof that they will be able to recover from their data and property loss within an acceptable time frame? Is it apparent that they will be able to maintain their competitiveness in the market, or do they seem to be losing the trust of their customers in the long run? For a company that depends on automation for its industrial activities, the ability to recover and resume operations as rapidly as possible while following rigidly to a specified time constraint is critical.
Recovery plan
The increasing use of industrial automation is believed to be more than just a competitive advantage in the long run when it comes to the long-term survival of businesses. CIM and CIE have re-energized global manufacturing, triggering a surge of invention that hasn’t been witnessed since the beginning of the Industrial Revolution. CIM and CIE have re-energized global manufacturing.. As a result, disaster recovery and business continuity planning are both necessary, as are several other mission-critical processes (Niemimaa,2109). Therefore, the Center for Information and Automation (CIE) intends to bring together not just “islands of information automation,” but also “islands of functionality automation” in order to achieve its objectives. A crisis of this kind would almost likely result in data loss and the inability to continue with normal operations for any organisation that is not well prepared. Traditional backup and recovery techniques may be utilised to restore information flow automation when it is necessary. When it comes to the restoration of industrial activity, it is important to examine the availability of people and property, as well as the restoration of information flow. A lack of prescribed measures for mitigating the effects of both natural and man-made disasters, however, continues to plague the manufacturing industry, resulting in decreased manufacturing productivity despite the existence of numerous disaster recovery and business continuity planning approaches available. Especially in the case of computer and communications systems, it is likely that a “hot site” recovery will not be sufficient to keep the product flow running smoothly…. Disaster recovery and business continuity planning at the corporate level may be particularly detrimental in a CIE context, since interorganizational integration leads to dependency among enterprises along the value-added chain, as has been shown. When a crisis strikes, there are several companies across the value-added chain that are at danger of being affected (Gao2020).
Non-value adding activities
At this stage, it is vital that the information presented contains both functional and competitive information that has been obtained from the external environment. From the perspective of the MORR planning process, this knowledge will make it more difficult to build organisational goals and plans as a consequence of the information gained from it. There are a number of ways that may be used to establish objectives, depending on the situation. Organizing goals and objectives inside a corporation is possible via the use of value-chain nodes or functional zones within the organisation. Despite the fact that these objectives are wide, it is vital to establish them in order to define the MORR strategies that will be assessed and ultimately selected. It would be required, for example, to guarantee that customers are paid on a monthly basis for their purchases in order to achieve a functional objective. Even while it may not be required for the computer to have complete mainframe capabilities, the use of a personal computer that is periodically updated off-site in order to accomplish this aim might prove to be a helpful recovery technique. For this reason, it is critical that assumptions, methods, and objectives be as exact as possible during the auditing and evaluation phase, since the results of this phase will have an impact on the remainder of MORR (Pavlov,2019).
Because there are so many various applications for records and data storage, there are many different methods that may be employed to accomplish this task. Depending on the kind of data that has to be archived as well as for recovery/resumption purposes, the appropriate solution will be selected. When looking at transaction data from the perspective of a manufacturing plant, it is important to remember that it may not be as useful due to storage limitations and that information is often only necessary for a limited period of time (e.g., a few minutes).
Hazard identification
Especially when working with long-term static data, it may be important to keep the data on hand for an extended period of time. Bills of materials, CAD output, and numerically controlled programmes, to name a few examples of the sorts of data that fall under this area, are all covered in this category. A range of internal customised software applications that come under the category of strategic needs are likely to necessitate the use of long-term data storage programmes. Offsite storage facilities are required for the recovery and continuation of industrial operations, as well as for the preservation of essential data, documents, and programmes, among other things. According to the circumstances, it may be necessary to identify key inventory needs throughout the manufacturing process and to consider off-site storage for important inventory goods while adopting the just-in-time manufacturing approach. The assessment of possible hazards associated with automated manufacturing components and the provision of suggestions are both critical tasks at this stage of the process. When performing risk assessments, a significant amount of focus is placed on the likelihood of system component downtime. When conducting a risk assessment, it is important to consider the context of the company’s typical operations and processes. Enterprises must be aware of what each component of the system is doing in order for the system to function properly. It may be important in this situation to develop enterprise models that describe the interdependencies between different processes and systems. If a full enterprise analysis is necessary in order to finish the functional requirements phase, it will depend on the particular organisation. When it comes to business analysis tools, functional enterprise modeling methodologies such as the IDEF0 functional enterprise modeling methodology are among the options available (see [16] for a more complete discussion on IDEF0). During this time period, the development of priority systems for both critical and non-critical functions was carried out in tandem with the other tasks (Cao,2020).
Risk Register
| Risk | Impact | Intensity | Status |
| Manufacturing | Average | 2 | Active |
| Supply | Low | 3 | Active |
| Cost related risk | High | 1 | Active |
Heat Map
Recommendations
The following sections provide a detailed description of phases C and D of the MORR conceptualization and design process.
Recoveries and restart methods for the project are developed throughout the project’s design and development phases, and they continue to be refined throughout the project’s post-implementation phase. For the purpose of determining the most cost-effective plan, every alternative for restoring and resuming industrial activities and processes must be explored. Several considerations must be examined while deciding on MORR methods, including the impact of long-term outages, the strategic alternatives available for recovery, the costs associated with the techniques, and the availability of financial resources. The information in this table will enable you to conduct a complete evaluation and comparison of the various ways when you have finished filling it out. To be clear, the list of MORR choices shown here is not exhaustive; a manufacturing business may choose from a broader range of alternatives. The following are some of the methods stated in the table that may be accessed in further detail by clicking on the link:
Conclusion
There are two categories of alternative hotspots to choose from: public and private (AHS). It is possible for some firms to have backup facilities that copy the whole system to a place other than where the current system is currently situated, called company backup facilities. Even while this is a low-risk option, it comes at a big financial cost to the company. Certain circumstances, such as the utilisation of many manufacturing locations with redundant systems and enhanced capacity, may make the adoption of this technology economically possible in certain scenarios. It will be necessary for the organisation to incur significant financial obligations in order to develop integrated and redundant systems, as previously stated. If you need additional backup services, you may use third-party backup services, which are often provided on a fee-for-service basis by a service provider in order to enhance your AHS deployment. Because there aren’t many hot-site centres available for industrial systems at the time, this facility is now mainly being used for computer systems, which is understandable. Third-party use of hot-site centres for a short period of time (three months or less) has been more frequent in recent years.
References
Brandon-Jones, A. and Knoppen, D., 2018. The role of strategic purchasing in dynamic capability development and deployment: A contingency perspective. International Journal of Operations & Production Management.
Burgner, A., Ikizler, T.A. and Dwyer, J.P., 2020. COVID-19 and the inpatient dialysis unit: managing resources during contingency planning pre-crisis. Clinical Journal of the American Society of Nephrology, 15(5), pp.720-722.
Cao, Y., Li, Q., Chen, J., Guo, X., Miao, C., Yang, H., Chen, Z., Li, C. and Li, L., 2020. Hospital emergency management plan during the COVID‐19 epidemic. Academic Emergency Medicine, 27(4), pp.309-311.
Dzigbede, K.D., Gehl, S.B. and Willoughby, K., 2020. Disaster resiliency of US local governments: Insights to strengthen local response and recovery from the COVID‐19 pandemic. Public administration review, 80(4), pp.634-643.
Gao, X. and Yu, J., 2020. Public governance mechanism in the prevention and control of the COVID-19: information, decision-making and execution. Journal of Chinese Governance, 5(2), pp.178-197.
Niemimaa, M., Järveläinen, J., Heikkilä, M. and Heikkilä, J., 2019. Business continuity of business models: Evaluating the resilience of business models for contingencies. International Journal of Information Management, 49, pp.208-216.
Pavlov, A., Ivanov, D., Pavlov, D. and Slinko, A., 2019. Optimization of network redundancy and contingency planning in sustainable and resilient supply chain resource management under conditions of structural dynamics. Annals of Operations Research, pp.1-30.
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