OPERATIONS MANAGEMENT

Operations Management

[Name of the Instructor]

Operation Management

Introduction

Operations management (Production Management) is an operational management role and also a science discipline. Operation management is a vitally important component of management in manufacturing companies.

The operation management involves the planning, organization, enforcement and control of industrial added value - and commercial service processes. Here, are the processes of decision-making (planning) and will enforce (control and monitoring) in the foreground. The term "industrial" means that less "industrial" as "using industrial methods."

During the development, of business management from an object-oriented science for an interdisciplinary science real by the management of social institutions grow the production economy and industrial management together into a new discipline: the operation management. This is in addition to production management marketing management and financial management of the three main organizational functions (Inman, 2006, pp. 602-603). Under the premise, of the definition of organization as purposeful activity systems with interpersonal division of labor every organization has a production.

Scientific approaches that were considered essential are scientific management, situational approaches, decision-oriented approaches, systems-oriented approaches (image) and, now, Evolutionary management used.

Discussion

Characterization of Manufacturing Operations and its impact on system design

Operation systems are systems that are structured through a set of activities and processes necessary to obtain goods and services with high added value for the customer, with the use of appropriate means and the use of more efficient methods.

In business, whether service or manufacturing, these systems represent the productive configurations taken on the process of conversion and / or transformation of some inputs (material, human, financial, information, energy, etc.). In some outputs (goods and services) tried to meet different needs, requirements and expectations of customers in the most rational and yet increasingly competitive as possible.

In the business context, it may be that there are different Operation systems in manufacturing firms and service, responding logically to characteristics of their processes and performance. Likewise, if properly reviewed the literature on Operation Management and Operations, you will find some diversity of types about how to classify energetic configurations. This is due mainly to the variety of approach that the authors address these issues in their work; far from clarifying add more complexity to this problem (Voss, Tsikriktsis & Frohlich, 2002, pp. 204-210). The great diversity of existing processes and potential classification criteria to consider making it difficult to find an exhaustive classification that uniquely provides for each case.

Operation System

Kupferschmid (2001, pp. 660-663) highlighted the Operation systems. He found that manufacturing technologies could fit into three broad categories: artisanal Operation per unit (non-repetitive discrete Operation), or massive mechanized Operation (repetitive discrete Operation), and continuous process Operation. Each category has a different method to obtain the goods, the main differences, the degree of standardization and automation, type of process and Operation repeatability. Woodward's typology distinguishes between manufacturing unit, small batch, large batch, mass Operation and the processes of transformation of continuous flow. The proposed Woodward has set standards in the community of authors. Gousty and Kieffer (1988), based on other criteria such as complexity and uncertainty, they propose a new typology for industrial systems, identifying the main components that make up the problems of ...