P1 a vital part of accomplishing the organization’s

P1

The goal of operations management is to maximize the
effieciency of the organization while producing goods and services that effectively
 fulfill customer arising wants.

The Role of Operations Management in the
Organization Behavior

Operations are the way through the organization operate and  work. It is the main reason why the company is
operating. Operations is one of the three functions of strategy of any organization.
This means that it is a vital part of accomplishing the organization’s strategy
and ensuring its long-term survival. The other two areas are marketing and
finance.

Strategic Versus Tactical Operations Decisions

There are 2 types of decision operation. They differ as per
their nature in decisions, . how they are implemented. Operations decisions
include decisions that are strategic in nature, meaning that they have
long-term consequences and often involve a great deal of expense and resource
commitments.

managing inventory.

 

For example, United Parcel Service (UPS), is an
international package delivery service which formed  the partnership with its end customer Toshiba
computers a well established brand. Toshiba needs to provide a repair service
to its laptop computer end customers. The old approach of providing this
service was hectic and time-consuming:

The traditional approach, the total time to get a laptop
computer repaired was two weeks—a long time for people to be away from their
laptops Then they came up with an innovative idea for Toshiba to provide better
service to its customers.

UPS hired, trained, and certified its own employees to
repair Toshiba laptop computers.

Intangibility –
Services that cannot be touched, shipped, handled, or looked at are known as
intangible services.

Inventory – Services
cannot be stored for later use. They occur, or they do not occur.

Not separability –
Services cannot be pulled into different parts or separated

Not consistency –
Services tend to be rare  in nature. A
teacher may teach you a topic, and another teacher may teach you the same topic
in another course.

Involvement –
Consumers are mostly directly involved in the service delivery. A therapist is
a good example of this

Managing Service Operations in organisation

Managing operations is
as critical on the service side as it is on the product side. While there are other
countless considers to be made, many of which are rare to specific
organizations or firms, these core operational decisions are strong indications
of the mentality service management specialists

 Location

Choosing where to open
a facility, how to lay out the facility, what size is appropriate, and overall
how efficiently a given space can be used relative to the cost are key
considerations. Consider a car mechanic opening a garage.

Scheduling

Just as a product
manufacturing facility will know when a product will be where, so too do
service operators need to know when a given service should start and what
duration of time is required to complete it. Quality

Operations
managers are integral to organizational strategy in many companies and
organizations. The Bureau of Labor Statistics (BLS) reports that over 1.7
million operations and general managers were employed throughout the United
States in 2010 in various industries..

Planning

Operations
management professionals are responsible for collaborating with other managers
and executives to determine how operational planning can contribute to the
long-term strategy of the organization.

Direction

To
ensure that planning is carried out, operations management professionals are
also responsible for providing direction to various managers under their watch.
Operations managers ensure that all departments are completing their necessary
function within the organization by meeting productivity goals and budgetary
guidelines..

Coordination

Operations managers also help in the achievement
of organizational strategy goals by coordinating the activities between various
departments within their companies. They improve efficiency and focus by
facilitating and improving relations between departments, especially those that
often operate independently of one another.

Resources

The operations manager is also integral to the
continued strategy and vision of a company in his role as a resource manager.
Operational managers must be able to assess the resources of the organization,
whether they be monetary or otherwise, and ensure that the resources are used
as efficiently as possible

 

 

P2

The regulated companies that fail to create an
automated, effective QMS solution into their manufacturing and value chain
operations expose their brands to increased compliance risks, and hence weaken
their competitive standings in the market. But automating your quality
processes, such as management, training, corrective action, control and risk
management, into one easy-to-use, easy-to-access effective quality management
system can give your regulated organization the competitive edge it needs to
achieve compliance success, and win the race to market.

You will save time

 There will be  improvement in profitability

You will certainaly
accelerate compliance

You will deliver safer,
higher quality products to your customers

Effective Quality
Management Systems: Build vs. Buy

The
advantages of automating your quality processes into an effective QMS are
compelling. Any company that wants to stay competitive and compliant needs an
automated effective quality management system. But should you build your own
homegrown system or buy a proven, validated QMS? Building a homegrown QMS has
its advantages, but it also presents unique challenges and raises important
questions

 Effective Quality Management System

MasterControl
is a biggest provider of effective quality management systems to regulated
companies all around the world. Unlike other effective QMS solutions,
MasterControl has been designed to integrate with other enterprise systems pacely
and easily. Furthermore, MasterControl allows you to create a unified method
for streamlining and managing all of your critical quality processes such as
document control, risk management, audit, training control, quality event
management as well as BOM management, project management, and change control
(ECR,ECO). Few other effective quality management systems offer such one-stop-shopping.

MasterControl
is also internet-based, so users can access the system from virtually anywhere
in the world, at any time. Users can also access the system using a tablet or mobile.

It involves
following steps.

Gap Analysis
which is really usefull

Resources

Employee
Participation:

Employee
Participation is very important to improve the quality of the work In the organization
because emplyees are the main elements in organisation. Managers need to
encourage its subheads to take responsibility for the quality of work they
provide, and hence help in meeting the customer’s expectations.

Resource
Requirements:

DyamicTechnology

Training and
Development

Transporation

Quality
System

Total
Quality Management:

It is a
philosophy of management, which addresses the means of raising the quality
performance to unprecedented levels. It involves the participation from whole
organisation and demands to be implemented in all aspects of the business
processes.

Benefits of
Quality Change:

Corporate
Image :

Since
Canadian market is very competitive, the new improved processes and systems
will also create a good image for the organization

Motivated
Work Force

Customer
satisfaction

The quality
improvement technique will also help them to get customer satisfaction on a
higer level. They will be able to address their customers’ needs in a more
efficient and effective way. With this they can rebuild customer relation and
help maintain business

Performance
measurement

Total
Quality Management Principles:

It is a
management approach which involves the data, data and effective communication
to integrate quality principles and management into the organisation.

Customer
focused:

The very
first principle of TQM is to be customer focused. Whatever done for the quality
improvement, is to gain customer satisfaction. If

Employee
Participation:

The next
principle is that managers need to ensure that they have employees on board

Process
Focused:

This
involves the complete focus of the management centred towards the process
thinking, so that two key principles can be achieved:

Prevention:
the first step to improve quality is to prevent errors. It is better to train
staff and avoid accidents rather than finding ways out of it

The ultimate
aim should be to provide a service with zero defects, that means no comprise at
all. The mortar should be prepared by missing the correct ratio of cement and
sand.

Action
Planning

Organization
Structure

Next step is
to sort the organizational structure according to the action plan and strategy.
It is very important that managers must align the strategy with organizational
structure. They manage the question “Is the organization’s current
structure appropriate to the intended strategy?”

Human
Resources

 

P3

As per my research change Management has evolved over the
past several years with Change Management Processes, plans and models developed
to help ease the impact change can have on organizations environment.

Change Management Models have been developed
based on research and experience on how to best manage change within an
organization or in your personal life. Most Change Management Models provide a
supporting process that can apply to your organization and personal
growth. 

These Processes include a sequence of steps or
activities that move a change from inception to delivery.

They are developed to support a project to deliver a change. It
is typically created during the planning stage of a Change Management Process.

 

 8 Essential Steps
for an Effective Change Management

1. Identify What Will Be
Improved
 
Since most change occurs to improve a process, a product, or an outcome, it is
critical to identify the focus and to clarify goals. This also involves
identifying the resources and individuals that will facilitate the process and
lead the endeavor 
 
2. Present a Solid Business
Case to Stakeholders
 
There are several layers of stakeholders that include upper management who both
direct and finance the endeavor, champions of the process, and those who are
directly charged with instituting the new normal.
 
3 .Plan for the Change
 
This is the “roadmap” that identifies the beginning, the route to be
taken, and the destination. You will also integrate resources to be leveraged,
the scope or objective, and costs into the plan. A critical element of planning
is providing a multi-step process rather than sudden, unplanned
“sweeping” changes

 

4. Provide Resources and Use
Data for Evaluation
 
As part of the planning process, resource identification and funding are
crucial elements. These can include infrastructure, equipment, and software
systems. Also consider the tools needed for re-education, retraining, and
rethinking priorities and practices. Many models identify data gathering and
analysis as an underutilized element. The clarity of clear reporting on
progress allows for better communication, proper and timely distribution of
incentives, and measuring successes and milestones.
 
5. Communication
 
This is the “golden thread” that runs through the entire practice of
change management. Identifying, planning, onboarding, and executing a good
change management plan is dependent on good communication. There are
psychological and sociological realities inherent in group cultures. Those
already involved have established skill sets, knowledge, and experiences

 
6. Monitor and Manage
Resistance, Dependencies, and Anticipating and preparing for
resistance by arming leadership with tools to manage it will aid in a smooth
change lifecycle.
 
7. Celebrate Success
 
Recognizing milestone achievements is an essential part of any project. When
managing a change through its lifecycle, it’s important to recognize the
success of teams and individuals involved. This will help in the adoption of
both your change management process as well as adoption of the change itself.
 
8. Review, Revise and
Continuously Improve
 
As much as change is difficult and even painful, it is also an ongoing process.
Even change management strategies are commonly adjusted throughout a project.
Like communication, this should be woven through all steps to identify and
remove roadblocks.

.

P4

Organisation has always  attempted to unlock value by matching their
companys structures to their strategies. Companies generated enormous economies
of scale by centralizing key functions like , sales, operations and finance. A
few centuries later, as firms diversified offerings and moved into new regions,
a rival model emerged. Corporations such as General Motors created business
units structured around products and geographic markets. The smaller business
units sacrificed some economies of scale but were more flexible and adaptable
to local conditions.

Many multinationals
adopted a matrix arrangement in the belief that they could retain both the
economies of scale of centralized functions and the flexibility of their
product-line and geographic business units. But matrix organizations were
difficult to coordinateThe continual search for new organizational forms is
driven by basic changes in the nature of competition and the economy

The
customer perspective.

Corporate synergies can
also be generated by leveraging relationships across multiple business units to
offer common customers lower prices, greater convenience, or solutions more
complete than specialized competitors can provide. For example, Media General
implemented an effective convergence strategy by sharing editorial processes
and advertising content among its regional television stations, newspapers, and
interactive online media properties. This cross-unit integration created a
unique value proposition for the common customers—advertisers and
subscribers—that was better than any single property could offer on its own.
Customer synergies also arise when retail companies like hotel chains, consumer
banks, or quick-service restaurants consistently deliver the same value
proposition across a geographically dispersed network of retail outlets. Hilton
Hotels and McDonald’s are good examples here.

The
process perspective.

.

P5

As per my findings Toyota
Company focused mainly and broadly on its stock management and quality enhancements
in its products and processes. This operational excellence is based in part on
tools and quality improvement methods made famous by Toyota in the
manufacturing world such as continuous improvement, one-piece flow, Automation:
automation with human intelligence) and production smoothing). These techniques
have helped in spawning down the “Lean Manufacturing” revolution

With the implementation of
Lean system, Toyota has been achieved a significant mile stone in terms of
improving the quality of its output and reducing the cost of the products
through elimination of waste. There are four goals of Lean manufacturing
systems. One of the major goals is to improve quality where as the Elimination
of waste, To stay competitive in today’s marketplace, a company must understand
its customers’ wants and needs and design processes to meet their expectations
and requirements. As such Toyota has been able to win their customers by
providing quality output at a reasonable price and it has become the leader in
the automobile industry at present.

The fundamentals needed in developing a strategic quality
plan are usually same for all organizations.

Vision – Begins with a customer focussed vision. More broadly
vision aims at the satisfaction of all the stakeholders. Vision should state
the desired future state of the organisation to everyone involved and compel
and share throughout the organisation.

Mission that clarifies the
purpose for organisation’s existence will provide an agreed- upon direction to
the entire organisation and can be used as a basis for decision-making.

Customer satisfaction, loyalty and retention

Costs involve in poor quality products/processes.

Culture of the organisation

Business processes and improvements

Competitive and industry benchmarking

 

P6

  As I am a student this is my understanding of Strategy
evaluation that it  is the last and most
implementable step of strategy management process. The key strategy evaluation
activities are that appraising internal and external factors that are the root
of present strategies, measuring performance, and taking reminder corrective
actions. Evaluation makes sure that the organizational strategy as well as it’s
implementation meets the objectives of the organisation. Strategic Evaluation
is defined as the process of determining the efficiency and effect of a presented
strategy in acquiring the organizational objectives and taking corrective
action wherever required.

In non presence of such a mechanism, there would be no other
means for strategists to find out whether or not the strategy is producing the desired
effect. There has to be a way of finding out whether the strategy being implemented
will guide the organisation towards its intended objectives. Strategic
evaluation and control, therefore, performs the crucial task of keeping the
organisation on the right track.q During the
strategic management process, the strategists formulate the strategy to achieve
a set of objectives and then implement the strategy.q Nature of the strategic evaluation
and control process is to test the effectiveness of strategy.qNature of Strategic Evaluation

  The process
of strategic evaluation provides a considerable amount of information and
experience to strategists that can be useful in new strategic planning.
Strategic evaluation, through its process of control, feedback ,rewards, and
review, helps in a successful culmination of the strategic management process.
Strategic evaluation can help to assess whether the decisions match the
intended strategy requirements.Importance of Strategic Evaluation

Middle-level manager Corporate Planning Staff or Department? Audit and Executive
CommitteesExternal and Internal Auditors? Company
secretaries? Financial controllers? Profit-centre heads? Chief executives? Board of Directors? Shareholders?Participants in Strategic Evaluation

Quantitative criteria includes determination of net profit,
ROI, earning per share, cost of production, rate of employee turnover etc.
Among the Qualitative factors are subjective evaluation of factors such as –
skills and competencies, risk taking potential, flexibility etc

Premise Control

.  The two
basis types of implementation control are: a. Monitoring strategic thrusts (new
or key strategic programs): Two approaches are useful in enacting
implementation controls focused on monitoring strategic thrusts: (1) one way is
to agree early in the planning process on which thrusts are critical factors in
the success of the strategy or of that thrust; (2) the second approach is to
use stop/go assessments linked to a series of meaningful thresholds (time,
costs, research and development, success, etc.) associated with particular
thrusts. b. Milestone Reviews: Milestones are significant points in the development
of a programme , such as points where large commitments of resources must be
made. A milestone review usually involves a full-scale assessment of the
strategy and the advisability of continuing or refocusing the direction of the
company