Operations management

The Strategic Role and Objectives of Operations ManagementThis chapter introduces the role and objectives of operations management and relates them to the organization's strategic plan.Topics covered will include: the role of the operations in the organization's strategic plans; how the contribution of operations to the organization's competitiveness can be assessed; the meaning of the five performance objectives for operations -quality, speed, dependability, flexibility and cost; the internal and external benefits which an operation can derive from excelling in each of its objectives. Chapter 2 Operations StrategyThis chapter looks ahead to formulate the operation strategy within the overall strategic decision making in the organization.The chapter looks at the types of decisions, which an operation will have to take in order to establish the content of operations strategy.It will examine the strategy hierarchy of which operations strategy is a part and will demonstrate how performance objectives will have different priorities depending upon the organization's customers, competitors and the position of its products and services on their life cycle. Chapter 6 Supply Chain Planning and ControlThis chapter goes beyond the strategic and structural issues of designing supply networks presented in Topic 4 and considers the more 'infrastructural' issues of planning and controlling the 'strands' in the supply network.Topics covered will include: definitions of purchasing, physical distribution management, logistics, materials management and supply chain management; purchasing and supplier development; integration of the organization's functions through logistics and materials management; integration of organizations through supply chain management. E-commerce and Operations ManagementThis chapter continues from Chapter 6 and features on e-commerce and the Internet purchasing (e-procurement).In particular, it looks at how operations Chapter 7managers can use e-commerce and Internet purchasing to improve their operations.Topics covered will include: Economics of e-commerce, security in the e-commerce environment, e-procurement, technologies in services, information sciences in operations (transaction processing, management information systems and artificial intelligence), and scheduling and logistics improvement.A wide variety of examples of business-to-business electronic commerce illustrate the importance of this topic. Chapter 8 Operations ImprovementThis chapter looks at how managers can make their operation perform better, how they can stop it failing, and how they can bring their improvement activities together.Topics covered will include: how operations can measure their performance in terms of the five performance objectives -quality, speed, dependability, flexibility and cost; the principles and stages of benchmarking; the way in which operations managers can quantify the importance of their significant competitive factors and their achieved performance using the importance-performance matrix; the business process re-engineering (BPR) approach to improvement; and the two contrasting improvement strategies of continuous and breakthrough improvement. Chapter 9 Waiting Line Models for Service ImprovementThis chapter focuses on operating systems of service organizations.The chapter looks at how managers can reduce waiting time since waiting takes place in virtually every productive process or service.Topics covered will include: elements of a waiting line, the calling population, the arrival rate, service times, queue disciple and length, waiting line analysis and quality, and the single-channel, single-phase and multiple-channel, single-phase models. Chapter 10 Project based Management TodayThis chapter covers the basics of project management and relates it to the broader operations management concepts covered in other chapters.Topics covered will include: project life cycle; project management bodies of knowledge and competencies; five functions of project management (scope, organization, time, cost, quality); project teams; project planning and control; work breakdown structures, Gannt, CPM and PERT charts; project management information systems. Chapter 11 Project based Management FuturesThis chapter looks ahead to examine the implications of the evolution from hierarchical to flat projectised organizations.It will also examine the new paradigms of 'critical chain' versus the traditional 'critical path' approach to project scheduling.It finally examines how service organisations can benefit from the 'traditional' project management techniques. The Strategic Role and Objectives of Operations Management Learning outcomeBy successfully achieving the stated 'enabling objectives' for this chapter, you should be able to:• develop an understanding of the strategic importance of operations and how operations can provide a competitive advantage in the marketplace.• appreciate the role of operations management and the people who manage the operation within the business.• define the relationship between operations and other business functions, such as Marketing, Finance, Accounting, Engineering/Technical, Purchasing, and Human Resources. Enabling objectivesYou may be assessed on the following objectives.These objectives should enable you to achieve the learning outcome stated above.• Identify the strategic role of operations management in the running of organisations • Understand operations as a Transformation Process • Be familiar with the "characteristics" used to distinguish different operations • Recognise the activities of operations management • Understand the nature of the five performance objectives -quality, speed, dependability, flexibility and cost; and the internal and external benefits which an operation can derive from excelling in each of its objectives • Appreciate the role the operations play in achieving strategic success. What you will needSuggested study time Textbook 5 hours Activities and exercises 2 hours

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