Please enable JavaScript.
Coggle requires JavaScript to display documents.
introduction to operation managment - Coggle Diagram
introduction to operation managment
responsible for the efficient delivery delivery of goods and services though effective management of resources to meet needs
in balance sheet - records fixed assets and other resources - work in progress and and unsold - tie up captial
cash flow problems - caused by overstocking materials even though on paper they're profitable - effective operational management - no materials wasted
product design, effective planning and control systems and entire workforce involved continuously improving process
roles - input, managing processes and managing outputs
operations function is the output of goods - need to produce the right goods at right time - without overspending and excessive resource consumption - unit costs are too high and no profit
there are differences in way these operations are designed and managed
types of resources that are transformed in process
levels of volume and variety in the process
types of processes
material processing - transferring materials within processes
infomation processeing - the info processed is not as visible as material
customer processing -
type of transformations
physical transformation -
informational transformation
possession transformation
location transformation
storage transformation
physiological/psycological
importance of operations management - hayes and wheelwright four stage model
stage 1 - internally neutral - lowest level of capability - holding organisation back - making mistakes and underperforms - cannot exploit opportunities as focusing on short term problems
externally neautral - good as competitors - no advantage
what do operational managers do
organising input resources - what resources to get
managing ouputs - providing the products/ services
managing processes - transformation process
design of process -
planning and control - plans need tp be created - timetable/schedule activities
improvement of process
short time vs long term of operational management - crises control + day to day activities
simplicity versus complexity - progress of work is highly visible and flow of resources is smooth - prefer simplicity - preference for limited variety and stable