Managing Operations 2024 PDF

MANAGING OPERATIONS WHAT IS OPERATIONS MANAGEMENT? Operations the activities,decisions management refers responsibilities to and resources of which managingare dedicated to the the production and delivery of...

MANAGING OPERATIONS WHAT IS OPERATIONS MANAGEMENT? Operations the activities,decisions management refers responsibilities to and resources of which managingare dedicated to the the production and delivery of products and services. In a nutshell, Operations Management is: All that is done to transform inputs to useful outputs; (products; i.e Goods and Services)  WHO IS RESPONSIBLE? The Operations Manager or officer isresponsible for overseeing and managing the resources that make up the operations function. But everyone plays a major role in ensuring effective operations Management in any organization/team Key Decisions of Operations Managers What What resources/what amounts When Needed/scheduled/ord ered Where Work to be done How Designed Who Operations Overlap with Core Business Functions Operations Marketing Finance Operations Mgt. Functions Include Locating Facilities Selecting processes Selecting technology Arranging Layout Describing Jobs Prescribing jobs Ergonomics Setting Targets/standards Operations Mgt. Functions (Contd.) Organizing Work Scheduling Work Managing Inventory Supply Chain Mgt. Planning Production Monitoring Controlling Quality Measuring Performance  What is operations process? Specific ordering of work activities, Across time and place, With a beginning and end, And clearly identified inputs and outputs, And a structure for action Requirements for Effective Operations Management Questions You Need To Ask & Answer What is being done? When is it being done? Who is doing it? Where is it being done? How long does it take? H o Benefits of Operations Management12  Faster speed of delivery of products/services  Minimization of wastes  Product/service quality maximization  Customer satisfaction  Better alignment of resources  Cost optimization  Increased productivity and efficiency  Profit maximization Operations Management Flow Operational Proces Product/ s transformati Service on OPERATIONS AS A TRANSFORMATION PROCESS  TRANSFORMA TION A transformation process is any activity or group of activities that takes one or more inputs, transforms and adds value to them, and provides outputs for customers or clients. There are two categories of inputs in any operation's process; transformed and transforming resources. Transformed resources are the resources that are treated, transformed or converted in the process. Transforming resources: These are the resources that act on or carry out the transformation process.  HOSPITAL PROCESS Input Processing s Outputs Doctors, Examinati Health nurses on y Hospital Surgery patien Monitoring ts Medical Supplies Medication Equipment Therapy Laboratories 1- 1 3  UNDERSTANDING INPUT & OUTPUT State the principal inputs used by these organisations and their outputs:- ORGANISATION INPUT OUTPUT POLICE FORCE HAIRDRESSER AIRLINE FOOTBALL TEAM THE PDCA MODEL OPERATIONAL TEAMS BUILD THE TEAM  Break Out session Team activity: Using a specific business, come up with the operational process involved in getting an output to ensure effective Operations Management. Group Presentation KEY LESSONS All businesseshave an Operational aspect Operations are essentially processes There could be micro processes. The complete process starts from supply of inputs to sale to the customer The object of the process is to create value for the customer. IF THE PROCESS DOES NOT CREATE VALUE, THE COMPANY CANNOT CAPTURE VALUE. ROUNDING -UP QUESTIONS & COMMENTS APPRECIAT ION