Supply Chain Management: Operations Management Introduction Operations Management is the term we use for the management of the resources necessary to produce and deliver the products and services required by customers. These resources include labour, materials and capital equipment. The following definition reflects the nature of Operations management: 'Operations management is about the way organizations produce goods and services. Everything you wear, eat, sit on, use, read or knock about on the sports field comes to you courtesy of the operations managers who organized its production. Every book you borrow from the library, every treatment you receive at the hospital, every service you expect in the shops and every lecture you attend at university - all have been produced.' -Slack et al (1995) Operations Management, Pitman Publishing: London. An operation can also be considered as a transformation process: operations are a transformation process as they convert a set of resources (INPUTS) into services and goods (OUTPUTS). These resources may be raw materials, information, or the client itself (p.e. people travelling with an airline). Operations function is important to the organisation because it directly affects how well the organisation satisfies its customers. If we consider the three stages in operations, Input, Transformation and Output, we can classify Input resources in two types: as transforming resources (the staff and facilities) which act upon the transformed resources (materials, information and customers) which are in some way transformed by the operation. Operations interfaces with many different disciplines and many themes are developing which require the support of Operations Management. I... ... middle of paper ... ...ional communication. Not only manufacturing firms, but also legal offices, hospitals, and local governments have accepted operations management as an indispensable part of their organizations. Bibliography: Design and Control of Service Part Distribution Systems. 1997. Eindhoven University of Technology. Jos HCM Verrijdt. Organizing for Worldwide Effectiveness: The Transnational Solution. Christopher A. Barlett and Sumatra Ghosal. Harvard Business. The Coming of New Organization. Peter F. Drucker. Harvard Business. How to fail in Project Managemen (Without Really Trying). Jffrey K. Pinto; Om P. Kharbanda. Harvard Business. The Manager´s Guide to Supply Chain Management. F. Ian Stuart; David M. McCutcheon. Harvard Business. Operations Management. An Active Learning Approach. John Bicheno and Brian B.R. Elliott. Blackwell Publishers 1997.
Vonderembse, M.A. & White, G. P. (2013). Operations Management. San Diego, Ca: Bridgepoint Education, Inc.
Operations management is essential for the survival and success of any organization. According to Heizer & Render (2011), operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. Operations managers today contend with competition, globalization, inflation, consumer demand, and consistent change in technology. Managers must focus on the efficiency and effectiveness of processes such as cost, dependability, distribution, flexibility, and speed. The intent of this paper is to discuss the processes and operations management of the Kroger Company.
Russell, R. S., & Taylor, B. W. (2011). Operations Management: Creating Value Along The Supply Chain. (7th ed.). Hoboken, NJ: John Wiley and Sons, Inc.
Ways in which Operations Management have evolved are the incorporation of internet technologies, more efficient machines, and the scope itself. This is not an exhausted list by any means, but these three aspects are highly important as it relates to the changes in Operations Management over the past fifty years.
Operations refers to the transformation of raw materials(inputs) into finished products(outputs). The operations process is one of the key business functions and is a crucial component to business success. Like every business, Qantas is affected by many internal and external influences requiring it to have effective strategies to respond to these influences. Businesses that are able to adopt and utilise effective operational strategies are able to quickly adapt and either reduce or take advantage of these influences that impact the business. The effectiveness of these strategies can measured by Qantas’ performance and whether or not it is able to hold it’s competitive advantage. How well these strategies respond to the influences on operations will determine the level of success that Qantas achieves.
Business Operations Management Operations management can be defined as the management of the processes that produce or deliver goods and services. It has made a significant contribution to society by playing a role in areas such as increasing productivity, providing better quality goods and services and improving working conditions. ‘Every organisation despite having or not having a functional operations department use operations management as every organisation produces either goods and or services’ (Greasley, A. 2010). The key elements of operations management are facility design and location, process technology, product and service design, process design, job and work design, planning and control, inventory management, capacity management,
inputs or the resources invested, activities, and outputs are the process procedure (“CDC”, 2018). The resources can be
Slack, N., Chambers, S., Johnston, R., Betts, A.,(2009). Operations and process management: Second edition. Harlow: Pearson Education Limited
According to Aquilano, Chase, and Jacobs (2005), "Operations management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firm's primary products and services" (p.19).
Operations Management is the management of the process that transforms raw materials into goods and services. It is a never ending cycle that deals with the design and management of products, services, processes and supply chains. It also takes into consideration the procurement, development, and usage of resources that industries need to deliver those final goods and services to their clients.
Operations management focuses on managing the processes of producing and distributing products and services. Operations activities often include product creation, development, production and distribution. It deals with all operations within the organization. Related activities include managing purchases, inventory control, quality control, storage, logistics and evaluations. The nature of how operations management is carried out in an organization depends very much on the nature of products or services in the organization, for example, retail, manufacturing, wholesale, etc.
What is an Operations Management? The specific breakdown of operations management comes from reading chapter 1 of the online textbook titled Operations Management. Further explained in the book, operations services are products of the transformation of inputs to outputs. Manufacturing products differ from providing services in seven factors: degree of customer contact, uniformity of input, labor content of jobs, uniformity of output, measurement of productivity, production and delivery, quality assurance, and amount of inventory (Operations Management, 2004, p.6). Operations management includes many processes, all of which should be considered thoroughly by the manager.
Operations management is not confined to only one industry, nor permitted to manufacturing companies. All organizations in the public and private sectors, such as hospitals, hotels, airlines, and insurance companies, need to manage their operations more carefully.
University of Phoenix(Ed.).(2003) Operations management for competitive advantage[University of Phoenix custom edition e-text]. New York: McGraw-Hill. Retrieved February 01, 2005, from university of phoenix, Resource, MGT554- operations management website: https://mycampus.phoenix.edu/secure/resource/resource.asp
In every organization, different operational functions exist to ensure the smooth learning of the organization. In order for an individual to have the knowhow on how to operate the functions delegated to them they must have implicit knowledge on the functionalities themselves. Understanding markets, customers and the company goals has always proven to be a core starting point for individuals who ply their trade in the organization. The essence of the skills is evident in globalization, cooperate social responsibility and risk management issues. In operations management, the basic principles of operations should be followed to ensure that the profitability of the organization ensures the operation of the organization is