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Submitted by gard247 on October 17, 2005
Category: Business
Words: 934 | Pages: 4
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Operational Management
Some authors feel that operations management (OM) is turning the “whats” of the company's objectives into the “hows” of execution and achievement (Elliott, 2002). From what I have read I think that Operations management is the implementation of the policies and procedures necessary to satisfy the stakeholders (investors, workers, customers, ext) of an organization. The goal of OM is to improve product and/or services provided by the organization and to develop happy and loyal customers. The operating core of any organization is a system that encompasses design, engineering, production, networks of information flow, material flows, research and the integration of these units as well as the delivery of goods and/or services. Larger corporations often have a Chief Operations Officer (COO) who is responsible for finding inefficiencies in the flow of work, "production processes, quality, supply chain, inventory, manufacturing, and everything else that effects the bottom line and ultimately the success of [the] company" (Obringer, 2002). The COO will then work to re-engineer the processes that have problems to be more efficient (Obringer, 2002).
I look at operation management is a theory of management, but the operations manager's is a executive level position who’s goal is to satisfy the customer (Obringer, 2002). In other words, customer service is the target goal for this manager. Within this role, the operations manager will be involved in all procedures and aspects of the business, such as the safety and health, environmental issues, supply chain, quality of the product and service, manufacturing, sales, and marketing (Obringer, 2002).
There are any number of tools and techniques the operations manager can use in his or her job (Obringer, 2002). Performance measurement, best practices research, benchmarking, flowcharts and other procedures are common (Obringer, 2002).
One of the many...
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