strategic operational issues

1. Evaluate key elements of the selected production or service organization’s operational efficiency with its operational strategy. Determine three (3) tasks that do not align with the operational strategy. Determine the weaknesses that are evident in each task.

Being the Operations Executive new on board, I am commissioned by the top management to perform a detail scan on the nature of operations management within the organization

1. Evaluate key elements of the selected production or service organization’s operational efficiency with its operational strategy. Determine three (3) tasks that do not align with the operational strategy. Determine the weaknesses that are evident in each task.

Operations management refers to all levels of an organisation and how best to efficiently convene, fund, maintain and maximise its services and/or operations, both internal and external. The core goal/objective of operations management it to maximise outputs while reducing and minimising the inputs required to achieve the desired results.

Evaluate key elements of the selected production or service organization’s operational efficiency with its operational strategy. Determine three (3) tasks that do not align with the operational strategy. Determine the weaknesses that are evident in each task.

Low Productivity – For example Plater spent 15% of her time walking between her desk and the plating tank. Also, plating and etching processes were located far form the machining operation.

Chase, R. B., Jacobs, F. R., Aquilano, N.J. Operations management for competitive advantage (11th ed). New York: McGraw Hill/Irwin.

1. Create or describe a strategy for your firm, as operationalized by Collis and Rukstad. Be sure to be comprehensive and specific when separately describing your

In reference to this assignment, I selected the first topic which is; Use the 5 objectives of operations management (quality, speed, dependability, flexibility, & cost) to describe the operations strategies, how they are implemented & how they support the organization’s competitive or effectiveness priorities. Indicate the

The setup crew should setup the machine so that it is running parts while they are on their break or lunch to decrease its idle time. Use other machines that can do the same task as the bottlenecks. Outsource the job of the bottleneck to another vendor. Stop running parts for orders that are not immediately needed. Another thing that can be done is have quality control inspection tasks

In this executive summary, The Goal by Goldratt will be analyzed in detail. First, 10 operations management decisions as found on page 7 of the Heizer and Render textbook will be listed in column 1. Next, for each OM decision, examples from The Goal textbook that exemplify the type of problem or solution relevant to the OM area will be summarized in column 2. Finally, a scenario from my work life will be exemplified in column 3.

Here, from my readings, I will define the two related terms and concepts which are the corporate strategy and Strategic Operations Management. Then, I will discuss the link between them. Next, I will provide four perspectives of the operations strategy. Finally, I will highlight some examples from the operations strategy of Jaguar Land Rover and how it is helping the company to achieve its business objectives.

Operations Management in an organisation is repsonsible for managing and in making decisions concerning the activities that convert inputs into outputs , that is goods and services. This covers both short term actvities as well as longer term activities to meet strategic goals. Inputs can be the raw materaials need to manufacture goods such as furniture or the computers needed to create a service like online shopping site. Operation management’s role is to make decisions to improve how operation activities function, for example, to improve the final quality of the output or to change production methods to be more efficient in terms of cost and in time.

Operations management (OM) is that phase of an organization where inputs are put into operations to acquire required output (services) without compromising on quality. In other words operations management is also described as combining and transforming various resources in the operations sub-system into value added services in line with formulated policies of the organization. (Kumar and Suresh, 2009)

Brown, S., Lamming, R., Bessant, J., & Jone, P. (2005). Strategic Operations Management. Burlington, MA: Elsevier.