Operations convert the designs into actual products through the processes designed to produce.
They are the make-it-happen, get-it-done people. They plan the quantities to be produced, negotiate rates and dates for deliveries and coordinate the suppliers, internal operating departments, distribution channel partners and customers.
Continuous improvement of the process is part of their responsibility. They also suggest improvement to products to improve operations performance in productivity/cost, quality, flexibility and delivery.
The goal of operations management is wealth creation for organization and the society.
It is done by supplying quality goods and services effectively and efficiently
Role of Industrial Engineering in Operations Management
In wealth creation round 1, important role is played by scientists, inventors, product designers, process designers and facilities designers (planners). In wealth creation round 2, operations managers, production engineers, supervisors (foremen) and operators play the important part. Wealth creation round 3 is done by industrial engineers in operations systems as they improve systems in operation by incorporating new technology and modifying elements of work stations or SOP based on the analysis of data developed through records, observations, specially conducted industrial engineering studies and work group discussions about improvement.
Wealth creation is continuously done everyday by Shopfloor operators and their managers based on the designs and plans created by operations managers and industrial engineers.
Based on the Chapter 1 Introduction to the Field by Chase, Jacobs, Aquilano 12 Edition
The essence of operations management: creating great value to the customer while reducing the cost of delivering the good or service.
Great operations and supply management is essential to the success of the firm doing business in goods or services.
Other Explanations of Operations Management
MIT's Explanation of Operations Management.
Operations Management deals with the design and management of products, processes, services and supply chains. It considers the acquisition, development, and utilization of resources that firms need to deliver the goods and services their clients want.
http://mitsloan.mit.edu/omg/om-definition.php
University of Strathclyde, Glasgow
Operations management is a value-adding area of an organisation concerned with innovation, production and distribution of goods and services to customers whilst ensuring that the use of organisational resources remains efficient and effective.
http://www.strath.ac.uk/siom/whatis/
Chase, Jacobs, Aquilano - Earlier Editions
In this chapter in the book, the time frame of management decisions is discussed along with the different types of transformation processes. Services are compared to goods production with emphasis on the primary inputs, resources, the primary transformation functions, and the typical desired outputs in a variety of service and operations examples. Value-added services are also discussed along with their benefit to external customers.
What is Operations Management?
Operations managemetn (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firm's primary products and services.
What is the difference between effectiveness and efficiency?
Effectiveness mean doing right things that customers want to the specifications finalized by the organization. This effectiveness can be a daily issue in an organization producing custom products as the customer can keep on changing his requirement. The operations managers have to listen to the customer and agree on the specification and communicate the same to people in their works. Then they have to control the activity so that what is desired is getting produced. Effectiveness activities take significant time of managers. In production shops, a staff activity production planning and control helps production managers in ensuring the delivery of right product in right quantity at right time. So even in effectiveness activities, operations managers use staff specialists.
In operations management, three categories of decisions are taken.
Strategic (long-term) decisions
Tactical (intermediate-term) decisions
Operational planning and control (short-term) decisions
Strategic issues include:
What product (service) shall we make?
How will we make the product? (technology decision)
Where do we locate the facility or facilities?
How much capacity do we build?
Intermediate decisions can be thought of as annual plans, material purchase policies, staff levels adjustments and working capital support requirements for inventory financing.
Operations decisions are daily machine dispatching decisions.
OPERATIONS MANAGEMENT ALONG THE SUPPLY CHAIN, 6TH ED
Robert S. Russell, Bernard W.Taylor-III
John Wiley & Sons, 2008 - 804 pages
This introduction to operations management keeps pace with current innovations and issues in the field. It presents the concepts clearly and logically, showing readers how OM relates to real business. The new edition also integrates the experiences of a real company throughout each chapter to clearly illustrate the concepts. Readers will find brief discussions on how the company manages areas such as inventory and forecasting to provide a real-world perspective
https://books.google.co.in/books?id=m92f103i63wC&printsec=frontcover#v=onepage&q&f=true
Tools and Tactics for Operations Managers (Collection)
By Randal Wilson, Arthur V. Hill, Hillel Glazer · 2013
https://www.google.co.in/books/edition/Tools_and_Tactics_for_Operations_Manager/FUqbH_nDK-MC
Ud 11 August 2021
Pub 10 Sep 2020
Nice write up. very good and detailed info shared here. I am also doing my PGDM in operationsform distance learning center and this type of blog is always useful to me. keep sharing.
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