OPERATIONS AND PROCESS MANAGEMENT
Introduction
Business operations and processes are central to any organization’s success. Here, things get to do. Businesses create value through productive resources. Operations and management processes links connect its strategies and daily activities.
Management operations may break or make businesses (Heizer, 2016). When effectively undertaken, operations management lowers costs and enhances the improvement of revenue potential. It promotes capital resource allocation, done appropriately. Importantly, capabilities providing completive advantages in days to come, are developed. Operations are inoperable without management. Operations management shape directions of strategies in addition to its response. Management of processes and operations applies to any enterprise for success. Management of operations relies most on managing process ideas. Managers use much of their time managing processes in all business functions. Managers manage operations, practices, and principles.
The scope of management of operations and operations
Management of operations has a unit of analysis that is obvious, that is, the operations. It covers the processes of resource collection for the production of goods and services. Operations must be a part of the network of supply; customers and suppliers, and to potential business competitors (Buttle, &Maklan, 2019). Managers that have originated from other functions must get included in the management of operations. Management operations need to have a vital part of work in all three analysis levels; processes by individual, operation by itself, and the network of supply.
Understanding the operation principle of management, Approaches, and practices
Principles of operations describe behaviors of operations (Slack and Brandon-Jones, 2018). They are the core ideas that explain to improve operations and further manage. The principles are indicators of basic ideas that are underlying. The performance of operations has basic drivers that need exploration. The diagnosis approach takes this important task; to uncover compromises, implications, and outcomes of actions taken to be defeated by operations. Managers know the importance of developing more knowledge and skill to be practically applied. It may need an approach employed to address complex and more difficult operations. A framework can be developed to guide solutions identification and the potential of implementation.
Case interpretation
Case G7:
Lens Technology is a Chinese Company that manufactures touch screen glasses. Its products are less consumed when compared to competitors’ products; Nokia, Lenovo, Samsung, Motorola, and Huawei. Len is faced by this challenge; Improving on the quality and quantity of its products in order to beat competitors and appeal to customers. Its iPhone 4 gadget cover cracks with ease and is opaque. Len has shared on the knowledge and preference of its customers, which it needs to fulfill. In its strategy, Len has established more processing plants across the globe. More employees are young and productive, and it’s still hiring more. Quality resources have been sourced for production.
In processing steps, end products are gotten when operational activities are effectively managed. Len, has also embraced new processing and production technology of cover making; Numerically Controlled Machines. Len Technology needs to improve on the daily unit production. It has put a plan to increase more machines, employees and more coordination of processes and activities. To meet supply over the demand of the new appealing product to customers, Len seek collaboration with its competitor-Apple. It shares on knowledge of cover making, as tool of developing operations in order to increase its productivity. Young Chinese are semi-skilled. It is important to involve more skilled employed with experience for a quality of production. Len need to incorporate more suppliers who supply its products to consumers. In order to be successful in its goals, Len managers must welcome newer ideas from all stakeholders, share knowledge and make collaboration with all business entities.
Case H2
Argos is a supplier of voice-activated systems of a computer, transforming by embracing more appealing ways to his products’ consumers. He applies a variety of management functions effectively by having a better forecast and planning. His dream is to embrace modern technologies to ease service provision by its staff. More importantly, he is in a great urge to incorporate all functions of operation in a simple tool, technology-wise.
According to him (Argos), more approach needs to be undertaken to make goods and services available, cheap, with convenience, and under a single stall. Directing is a function of business operation management that is much important. To improve performance, goods must be distributed to big stalls and smaller stores for quick access. Embracing modern technology is more appealing to business stakeholders and would save on time. Argos, however, acknowledges that operations in management need to be taken in a process. Welcoming knowledge sharing by stakeholders is an innovative tool for business success. Businesses need collaboration from all participants like competitors.
Conclusion
Managers should effectively manage processes and operations to improve organization performance. The sharing of knowledge and methods of a business must be embraced. A great attribute is driving business innovations and performance. Implicit and Explicit knowledge promote knowledge of businesses through robust- novel approach. More importantly, put in consideration the factors of skills and experiences of employees for a better performance. Working as a network should not be left behind.
References
Slack, N., & Brandon-Jones, A. (2018). Operations and process management: principles and practice for strategic impact. Pearson UK.
Buttle, F., &Maklan, S. (2019). Customer relationship management: concepts and technologies. Routledge.
Heizer, J. (2016). Operations management, 11/e. Pearson Education India.