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Introduction
1 Understand the role of operations management in an organisation
1.1 explain the importance of effective operations management in achieving organizational objectives
1.2 evaluate the success of existing operations management processes in meeting an organisation’s overall strategic management objectives
2 Understand the importance of managing quality in an organization
2.1 explain the importance of effective quality management in achieving organizational objectives
2.2 evaluate the success of existing quality management processes in meeting an organisation’s overall strategic management objectives
3 Be able to plan a strategic quality change in an organization 3.1 plan a strategic quality change to improve organizational performance
3.2 define resources, tools and systems to support business processes in a strategic quality change
3.3 evaluate the wider implications of planned strategic quality change in an organisation
3.4 design systems to monitor the implementation of a strategic quality change in an organisation
4 Be able to implement a strategic quality change in an organisation
4.1 implement a strategic quality change in an organization
4.2 embed a quality culture in an organisation to ensure continuous monitoring and development
4.3 monitor the implementation of a strategic quality change in an organisation
5 evaluation the outcomes of a strategic quality change in an organization
5.1 evaluate the outcomes of a strategic quality change in an organisation
5.2 recommend areas for improvement to a strategic quality change that align with organisational objectives
Conclusion
List of references

We continuously develop fund of assets and competences. This is a basis for successful development of our business which has not been limited to given territories of Kirov Plant.
Values
• Priority of long-term goals and uniform strategy.
• Business efficiency and design approach.
• Continuous development and improvement.
• Experience, traditions and creative corporate culture.
• Understanding and balanced satisfaction of interests of stakeholders.
5.2 Produce agreed future management objectives for an organization
Purposes
• Annual growth of revenue of Group of companies - not less than 18,5 % (taking into account inflation and without intra group turns). The purpose is 35 billion roubles in 2016.
• Profitability (profitability) of key business projects - at level Russian TOP-10 in branch.
• Labor productivity - at level Russian TOP-10 in branch.
• Involvement of the personnel into continuous creative business activity.
Values are formed by experience, education and a social and economic background.
It should be established 6 valuable orientations which influence adoption of administrative decisions: theoretical, economical, political, social, esthetic, and religious.
5.3 Develop measures for evaluating a strategy plan
The assessment of strategy is carried out by comparison of results of work with the purposes. Process of an assessment is used as a feedback mechanism for correction of strategy. To be effective, the assessment should be carried out is system and is continuous.
At an assessment of process of strategic planning it is necessary to answer 5 questions:
Whether strategy is internally compatible to organization possibilities?
Whether strategy assumes admissible degree of risk?
Whether the organization sufficient resources for strategy realization possesses?
Whether strategy considers external dangers or possibilities?
Whether this strategy is the best way of application of resources of firm?
6 Develop a plan for the implementation of a strategy plan
Type of activity January
February March
April May
June July
August September
October November
December Meetings of the working groups for preparation of information about realization *     *     *     *     Preparation of quarterly reviews of a course of implementation of the Strategic plan *     *     *     *     Semi-annual reports on results of monitoring       *           *     Year information and analytical report on a realization course                   *     Collecting, ordering and the analysis of remarks and offers on updating of the Strategic plan               * * *     The publication of the annual report and the list of amendments to the Strategic plan                      * Dissemination processes include following stages:
1. Recognition need / optimism / shock
2.confusion/planning somehow
3. Structural changes
4. Process improvement
Each stage demands performance of the following actions:
characteristic starting points of a stage
as strategic planning on each of stages is carried out
that is required from collective
moral atmosphere
behavior of the management
keys of successful passing of a stage (realities and ideal)
results
the backlog reasons on terms.
Monitoring of the Strategic plan includes three components:
1. Monitoring of environment. It is based on research work on situation studying in branches and the regions having.
2. Monitoring of the general results of implementation of the Strategic plan, extent of advance in the chosen strategic directions to a main goal. It is based on the analysis of statistics and limited number of the selected integrated indicators. Breaks up to three subblocks - and) monitoring of achievement of a main goal,) advance monitoring in the strategic directions, in) monitoring of achievement is more whole. Monitoring is carried out by group of analysts. Results of monitoring are brought two times a year in analytical reports of the fixed structure, with conclusions about extent of achievement of the purposes and need of updating of the Strategic plan.
3. Monitoring of process of realization of measures (monitoring of efforts and private results). It is based on information placed by the working groups on the Internet server and the reporting of the working groups about realization of measures of the Strategic plan on three components - and) measure advance,) effect from measure realization, in) activity of the working group. It is carried out by the thematic commissions and the working groups with assistance of coordinators-advisers. Results of monitoring are reflected in a database and the report where summary estimates of advance of measures of the Strategic plan, estimates of an urgency of measures, lists of priority measures, an assessment of requirement for the budgetary financing, offers on updating of the Strategic plan and the administrative documents connected with implementation of the Strategic plan .
3. Distribution of works on monitoring
Monitoring of process of realization is carried out by the thematic commissions and the working groups with assistance of coordinators-advisers. Coordinators-advisers with support develop and offer the working groups methodical recommendations about collecting necessary primary information.
4. Quarter reviews of a course of implementation of the Strategic plan
On the basis of information presented once a quarter is updated a database about realization of measures of the Strategic plan and quarter reviews of a course of implementation of the Strategic plan on the thematic commissions (responsible for preparation of reviews - coordinators-advisers).
5. Summary analytical report on a course of implementation of the Strategic plan
Two times a year are carried out series of meetings of the thematic commissions for consideration of a course of implementation of the Strategic plan. implementation of the Strategic plan.
Conclusion
Changes in environment and increase in knowledge is big so strategic planning is represented as the only way of formal forecasting of future problems and possibilities. It provides a tool for the plan for long term period to the top management. Strategic planning also gives a basis for decision-making. Formal planning reduces risk at decision-making. Planning serves for a formulation of the established purposes, and helps to create unity of a common goal in the organization.
The company carries out the activity in the sphere of operations with real estate, rent and service. Main objective of the company is acceptance and implementation of the decisions leading to growth of efficiency, returns on assets and profit.
Analysis help to indicate factors of external environment that can influence Kirov plant. The major factors are deterioration of a financial condition of tenants, and also reduction of the leased areas in connection with cancellation (not the conclusion) contracts with tenants, possible change of the prices for services.
The company has a factors of competitiveness such as convenience of the arrangement, the protected territory, existence of transport infrastructure (automobile ways and a branch line), and the port territory with a direct exit to the Gulf of Finland.
For improvement of activity of the company it is necessary to use all this strengths for involvement of new clients and develop quality of services, company management potential, financial possibilities and technical equipment.
The strategic plan of Kirov plan should include introduction that gives short information on the company, represents mission, strategic objectives and the main sections of the plan where the strategic plan of action is represented follows.
To analyse the effectiveness of strategic plan it should be used quantitative and qualitative criteria.
The assessment of strategy is carried out by comparison of results of work with the purposes. Process of an assessment is used as a feedback mechanism for correction of strategy.

List of references
Aaker D. Strategic market management. 7th edition. – SPb.: "St. Petersburg", 2007.
Fatkhutdinov R. A. Strategic management: Textbook. - M: Business, 2007
http://kzgroup.ru
Velesko E.I., Nepravsky A.A.Strategic management. – Minsk: BGEU, 2009. – 307 pages.
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