Operations management is essential for the survival and success of any organization. According to Heizer & Render (2011), operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. Operations managers today contend with competition, globalization, inflation, consumer demand, and consistent change in technology. Managers must focus on the efficiency and effectiveness of processes such as cost, dependability, distribution, flexibility, and speed. The intent of this paper is to discuss the processes and operations management of the Kroger Company.
Operations management is the organizing and controlling of the fundamental business activity of providing goods and services to customers (Encarta, 2005). In the healthcare industry, operations management generally focuses on providing a service of healthcare to patients. An organization has three basic functional areas, and theses are: finance, marketing, and operations (Operations Management, 2004, p.4). Since operations is one of the three basic functions of an organization it holds a strong significance in the healthcare industry. The contents of this paper will explain what operations management means to the writer, and why is operations management important to a healthcare organization.
Per above references, it has been observed that Mission Order (MO) have been indiscriminately issued covering unregistered firearms and/or unqualified holders to bear/ possess firearms in public. This prevalent practice may have contributed to the proliferation of loose firearms, increase incidence of violent crimes.
Mission command was conceived from the wartime environment in Iraq and Afghanistan. The philosophy of mission command is how commanders exercising authority and direction using mission orders, which enabling disciplined initiative within the commander’s intent.
The day-to-day operations within a healthcare facility are crucial to its success. The operation manager must stay focused on the delivery of state-of-the-art healthcare while looking to improve future technology at the facility. This entails not only equipment and technology but also assuring that state mandated regulations are closely followed. The operations manager can often be the difference between a well-maintained and operated hospital/clinic or a chaotic environment where the quality of patient care suffers. Clearly the stakes in any merger or acquisition are high when bringing two different cultures together under the same roof but when done properly it will form a collaborative, high-performance new company. The decisions made during this time about people, process, technology, and the organization will have a long-term impact, for better or worse. Therefore, it is vital to develop a detailed integration plan to ensure these decisions are taken with a long-term view.
The healthcare industry is an increasingly complex and dynamic environment. It is reported that the industry faces many criticisms because of the lack of mechanisms to achieve explicit goals (Preker et al 1341). Many healthcare organizations have already shut down as they did not establish clear strategies that will address the problems and create opportunities to succeed. Because of this, different healthcare organizations should know how to strategically plan to deliver exceptional medical care to patients. Strategically managing an organization will help to implement new goals, and set priorities. It can also
This paper will focus on the health-tech business and takes a look at Philips’ strategic plan, capacity plan, and how it implements these into its portfolio management process. I will be going over the program management plan and how projects are managed as well as identifying any conflicts in cost, schedule, or quality and how to resolve them. Additionally, there will be a change management plan that focuses on managing organizational and cultural changes. I will also create a resource utilization plan to analyze and plan resources.
For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.
Successful medical organizations have as their guiding principles a professionally stated purpose which encompasses and details their mission statement, vision statement, values statement, and broad strategic goals. The organizational structure is established on these statements, and the function of each department and the duties of each employee are based upon fulfilling the purpose of these statements. Additionally, these statements must encompass the various aspects of the organization and its stakeholders. As Moore, Ellsworth, and Haufman (2011) purport, “ Any organization planning as though it exists in a vacuum is ignoring factors critical for its survival” (p. 16). Without these guiding principles to serve as a direction for the
As I entered the remaining classes in my concentration, Operations Management, I realized how each particular class subject had all come together, and how each was interrelated. Each class, each subject became more important to me as I realized their importance in the role of an operations manager.