OPERATIONS MANAGEMENT

Operations Management

Table of Contents

Introduction1

Discussion2

Process Perspective of Operations Management3

a)Main Factors That Influence The Choice Of A Manufacturing/ Service Process4

Production and Operations Strategy4

Process Description5

Planning Activity: Production Program5

Resources Needed (Raw Materials /Auxiliary and Energy)6

Costs of Production6

Quality Control6

Measures of Safety / Occupational Health and Safety6

Environmental Factors7

b)Principles Of The Project Management Discipline That Aids in Introducing Changes to the Process7

Conclusion11

References13

Operations Management

Introduction

Organizations increasingly adopt process management practices to remain competitive. Much of the practitioner literature touts the benefits of process management and its impact on operational performance. However, empirical evidence in academic literature is mixed, and some researchers and practitioners question the positive impact of process management on innovation performance. Operations Management is one of the three functions leading any organization and is fully connected to the other functions of business. All organizations market, finance and produce, which is key for the area of operations / production management in an organization. That is why we study how people organize for production and the way that goods and services are generated. To achieve an efficient production function, the organization must have a mission and a strategy.

The mission of the organization is defined as its purpose, which contributes to the society as well. This purpose is the reason for the existence of the organization. A mission must be set in accordance with the opportunities and threats in the organization's external environment and the strengths and weaknesses inherent in the organization (Dyson, 2000, 29-209). The development of an excellent strategy is not easy, but is less complex if the mission is well defined. On the other hand, the strategy is the plan of action to which the company uses to achieve its objectives and mission. A strategy for successful operations management must answer questions such as:

Under what economic and technological conditions the company tries to execute its strategy?

What are the advantages and disadvantages of the competitors? What are you trying to do?

What business are you trying to do?

At what stage of life cycle are the products and services of the company?

Discussion

The term Operations Management (OM) refers to the planning, control, execution, and improvement of the processes that transform inputs into the products and services that the firm provides to its internal and external customers. At the most fundamental level, OM is about designing and consistently executing processes that get the work done in an efficient manner, quickly, and without errors. A vital characteristic of OM is helping companies improve their customer service levels and reduce cost over time (Chase, Eric, 1987, 351-66). Transformation processes are used in all public and private organizations to provide both manufactured products and services. In general, they create value by transforming the following:

Product form (as in manufacturing and education)

Location (as in transportation)

Time availability (as in inventory storage)

Exchange (as in retailing)

Physiological aspect (as in health care)

Information (as in telecommunications)

These transformation processes are not mutually exclusive within an organization. For example, a hospital may provide medical treatment (physiological aspect), ambulance service (changing location), and maintenance of medical supply inventory (time ...