Samenvatting
Summary Operations Management
This file contains all relevant information from the book of Operations Management for IBA at Tilburg University
[Meer zien]Voorbeeld 4 van de 48 pagina's
Voorbeeld 4 van de 48 pagina's
In winkelwagengesponsord bericht van onze partner
Gekoppeld boek
Titel boek:
Auteur(s):
- Uitgave:
- ISBN:
- Druk:
Voorbeeld van de inhoud
Operations managementChapter 1 Operations Management
What is operations management?
● Operations management: the activity of managing the resources that create and deliver
services and products // each firm has an operations function & operations managers
Operations in the organization
● Operations function creates and delivers services & products → reason for
existing
○ All organizations have ‘operations’ that produce some mix of services/products
● 3 core functions of any organization
○ Marketing (incl. sales) function → communicate the organization’s services
and products to its markets in order to generate customer requests
○ Product/service development function → coming up with new or
modified services and products in order to generate future customer
requests
○ Operation function → creating and delivering services/products based
on customer requests
● Core functions → supporting functions ( accounting/finance, technical, HRM, information systems)
○ In reality → no clear division
● Operations managers need to cooperate with other functions to ensure effective
organizational performance
Why is operations management important in all types of
organizations?
● How to visualize the operations function → any business that ‘creates’ must
use resources so must have an operations activity
● The economic sector of an operation is less important in determining how it should be
managed than its intrinsic characteristics
● Operations Management
uses resources to
appropriately create outputs
that fulfill defined market
requirements
,Operations management in the smaller organization
● Informal structure due to insufficient resources (employees are not
specialized, they can do more jobs at the same time) → quick response vs
overlapping roles
● Hard to separate OM from other issues
Operations management in not-for-profit organizations
● Also have to think about how to create and deliver service and products,
invest in technology, contract out some activities, devise performance
measures, improve performance etc → strategic objectives are more complex
○ Mix of political/economic/social/environmental objectives → conflicting
objectives
The new operations agenda
● Changes in the business environment made operations managers to adjust activities to
cope, especially in:
○ New technologies
■ Internet, 3d printing, robotics, big data analysis
○ Different supply arrangements → globalized supply markets
■ Partnership relations, global operations networks, reputation risk management
○ Increased emphasis on social and environmental issues
■ Environmentally sensitive design, energy saving, flexible working patterns
● Operations management is at the forefront of coping with, and exploiting, developments
in business and technology
What is the input-transformation-output process
● Change inputs into outputs using an input-transformation-output process
● Operations are processes that take in a set of input resources which are used to
transform something/are transformed, into outputs of services and products
,Inputs to the process
● One set of inputs are transformed resources, which are treated/transformed/converted
in the process and usually a mixture of:
○ Materials → transfer physical properties / change location / change
possession
○ Information → transform informational properties / change possession /
store / change location
○ Customers → change physical properties / store (accommodate) / change
location / transform psychological state
○ Usually one of these is dominant
● Other set of inputs are transforming resources, which are the resources which act
upon the transformed resources and there are 2 types which form the ‘building blocks’:
○ Facilities → buildings, equipment, plant and process technology of the
operation
○ Staff → people who operate/maintain/manage the operation
● Transformed resource inputs to a process are materials, customers, or information
● All processes have transforming resources of facilities and people
Outputs from the process
● Products are tangible things whereas services are activities or
processes
● Most operations produce both products and services
○ Spectrum of pure products to pure services
○ the output from most operations is a mixture of products
and services
● Product or service?
○ Integrated products and services → offerings
○ Whether an operation produces tangible products or
intangible services is becoming increasingly irrelevant. In
a sense, all operations produce service for their
customers
● Servitization is how operations are becoming more service-conscious
○ Servitization involves firms developing the capabilities to provide services and
solutions that supplement their tradition product offerings
● Subscription services: An operation’s customers pay a fixed amount each time period
to receive a pre-agreed service
● Customers: The nature of outputs involve consideration of the customers for
whom they are intended → can both be input and reason for existence
● B2B operations provide products/services to other business < > B2C
operations provide direct to individual customers → different concerns and
differently organized
, What is the process hierarchy
● All operations consist of a collection of processes interconnecting to form a network
○ Each process is a smaller version of the whole operation of which it forms a part,
and transformed resources flow in between them
● Process: arrangement of resources & activities transforming inputs into outputs that
satisfy (internal/external) customer needs→ building blocks of an operation, but at
○ At the same time, a process → internal supplier & customer for other
processes
● Within each process, another network of individual units of resources are needed
○ Again, transformed resources flow between each unit of transforming resources
● An operation can be viewed as part of a bigger network of operations: supply network
● 3 levels to analyse businesses: the process, the operation and the supply network →
process hierarchy
○ A process perspective can be used at these 3 levels
Operations management is relevant to all parts of the business
● Not only operation functions, all functions manage processes
● All parts of the business manage processes, so all parts of the business have an
operations role and need to understand operations management principles
● distinguish 2 meanings of operations:
○ Operations as a function: the part of the organization which creates and delivers
services and products for the organization’s external customers
○ Operations as an activity: the management of the processes within any of the
organization’s functions
● Business processes: whenever a business attempts to satisfy its customers needs it will
use many processes, contributing some part to fulfilling customer needs
○ Processes = defined by how organization chooses to draw process boundaries
How do operations and processes differ → 4 V’s
● The volume dimension: the level or rate of output from a process
● The variety dimension:the range of different products and services produced by a
process
● The variation (in demand) dimension:the degree to which the rate or level of output
from a process varies over time
● The visibility dimension:the amount of value-added activity that takes place in the
(virtual) presence of the customer
○ Some operations have both high and low visibility within the same operation
● All low cost implications are on the right (hence volume is turned around)
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper pratibhakalikadien. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €2,99. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 53340 samenvattingen verkocht
Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen