Introduction
The main reason for choosing this topic is the significance it carries in an organization. Operation management helps in the understanding of the organizational processes and the management aspect. Operation management is concerned with exploring the shifting aspect of operations, particularly in the context of production. Operation management is significant as it is found in virtually all organizations, may it be private o public, services, or goods (Parker, 2012). In general, operation management involves an operations process model that specifically describes inputs or raw materials being changed into finished products (Chitty, 2011). It as well emphasizes the responsibility of operations managers, mainly the significance of clients and suppliers who are not covered in operation systems. This paper discusses the learning outcomes of operation management.
Learning outcomes
The first learning outcome was to be in a position to define “operations management”’ and “operations.” Specifically, I took the considered the view that operations encompass all the aspects required to not just to create but also to deliver finished products to end-users. The second learning aspect was to be in the position to ‘identify the functions as well as roles of operations managers in varied settings of an organization. The third outcome was to be in the position to identify the aspects of operations management at the workplace. The fourth learning outcome was to be in the position to apply the model of transformation as well as to identify the outputs, inputs, and transformation processes of an organization. The fifth learning outcome was to be in the position to identify the administrative and operational processes in any given organization.
Operation and operation management
Whichever the name used, all companies and institutions have operations functions. The aim of most institution or organizations entails the production of ether services or goods that meet consumer demand (Eom & Arbaugh, 2011). To achieve this, these organizations have to obtain resources, change them into consumables or results, and avail them to consumers (Brown, Haynes, & Lake, 2008). As established this unit, the term operations also encompass all the activities needed not only to create but also deliver the services or goods of an organization to the target market.
What is more, operations management within big organizations is usually an important functional section, with people exclusively assigned to manage all or some sections of their organizations (Chitty, 2011). Usually, it is a vital functional section of an organization as it plays a critical function, particularly in determining the way an organization meets and satisfies the demand of its clients (Hatten, 2012).
When it comes to private organizations, the objective of the operation management or function is often shown or expressed in the form of returns, competitiveness, and growth; in voluntary and public companies. In other words, it is usually determined or associated with offering value in return for money (Chitty, 2011). As it was established, operations management in organizations is particularly concerned with not only the design, but also management, and development of all systems involved in the creation of services and goods of an organization (Nieuwenhuizen & Barney, 2007). A significant portion of financial and human resources are of these organizations is injected in the processes and activities involved in the production and delivering of products and services to end-users.
Transformation model
The transformation model highlights or summarizes the function of operations, particularly in creating and availing the finished products to the end-users. As shown in figure 5.1, the transformation model is made up or represents the three basic components of an organization’s operation. That is the input section, the transformational section, and output section (Hatten, 2012). In this case, it was established that operations management also entails the systematic or planned direction as well as control processes that convert or transform resources which are also known as inputs into end products or services termed as outputs for end users. Figure 5.1 is a basic transformation model. What is known or understood about this model is that it mainly applies equally, particularly in service and manufacturing companies (Chitty, 2011). It is also applicable to private and organizations that are not profit-driven.
Input processes
In operations, a significant portion of inputs is utilized in creating finished products. Other inputs or materials are used in the process of although not exhaustively. As set in figure 5.2, these inputs can be distinguished or grouped in at least two classes: transforming resources and transformed or conversion resources (Chitty, 2011). Transforming resources are those materials or resources that are utilized in the process of transformation. Transformed or conversion resources are those inputs that are converted into finished or end products and services (Brown, Haynes, & Lake, 2008). In other words, this unit helped in the understanding of different types of operations inputs.
Also, what also emerged from this unit is that there are about three different types of resources that can be converted or changed in operations. These are Materials which comprise the tangible elements fed into the process, second, information, particularly that employed the production process and finally, customers who make people who are in some way transformed or changed (Chitty, 2011). There are about two kinds of transforming elements to inputs, and they include staff and facilities. Staff, in this case, comprise persons who are directly involved in the process of transformation and facilities comprise the physical structures or assets that support the process of transformation.
Outputs
As shown in figure 5.3, the primary outputs of medical personnel are treated, patients. Several processes of transformation produce not only goods but also services. Taking an example of a restaurant, as indicated in figure 5.3, it offers services but makes goods such as drinks and food as well.
Transformational processes
It is not always the case that transformational processes must yield good results or outcomes. The processes may times result in outputs that are not desirable. These outputs may include pollutants. However, an important element of operations management highlighted in most organizations is always to minimize the likely harm to the environment (Brown, Haynes, & Lake, 2008). That managing the entire production process up to the time of disposal. In a nutshell, operation management is also concerned with ensuring that the health and safety of workers and the host community are protected (Brown, Haynes, & Lake, 2008). Furthermore, the function of operation management as set in this unit may as well entail ensuring that all persons connected to the organization in one way or the other are adhering to ethical standards both in the local and internal setting. This unit helped in understanding how to identify the input resources, the kind of transformation process as well as the major outputs in different operations.
Feedback
As shown in figure 5.2, feedback is also an important element in operation management. Feedback information is employed to control the entire operations or production system. For operations managers, feedback is very important. Several people usually think that feedback in an organization mainly emanates from external sources such as customers, but as it has been established in this unit, feedback also comes from internal sources. Internal sources comprise testing, assessment, and constantly enhancing goods and services. On the other hand, external sources comprise those people who may be involved in supplying products or services to clients and clients themselves.
A process perspective
The overall process of transformation, as it has been identified, can be subdivided into several processes (Eom & Arbaugh, 2011). Therefore, attention to processes within companies can offer a strong tool for comprehending the performance of an organization. In terms of learning outcomes, this unit helps in understanding how to relate the transformation model to the real-life organization (Parker, 2012). For instance, it helps in identifying major inputs, both transforming and transformed resources, as well as outputs and transformational processes. Specifically, it helps in understanding how to put these resources together for the purposes of understanding how the transformation model works.
Summary
The main aim of this unit was to have an understanding of operations management. This is based on the fact that operations make an important function of all companies. In general, this unit helped in understanding operation management both from a theoretical perspective and real-life or practical perspective. It helped in understanding the major parts and functionality of the transformation model.
References
Brown, J., Haynes, R., & Lake, T. (2008). Operations management. Cape Town, South Africa: Pearson Education.
Chitty, W. (2011). Integrated marketing communication. South Melbourne, Australia: Cengage Learning.
Eom, S., & Arbaugh, J. (2011). Student Satisfaction and Learning Outcomes in E-learning. New York, NY: Information Science Reference.
Hatten, T. (2012). Small business management : entrepreneurship and beyond. Mason, OH : South-Western Cengage Learning.
Nieuwenhuizen, C., & Barney, E. (2007). Business management for entrepreneurs. Cape Town, South Africa: Juta Publishers.
Parker, D. (2012). Service operations management : the total experience. Cheltenham, United Kingdom: Edward Elgar, cop.