What topics were memorable/take-aways? * Input-Transformation-Output Model * Performance objectives - the main device used to understand market requirements. These are the various aspects of performance in which market requirements can be expressed - Quality, Speed, Dependability, Flexibility, Cost * Different operations in terms of their position on the ‘four Vs’ of operations management, volume, variety, variation, visibility * PPTI framework - identifying key elements of operating system and their alignment with system objectives and system environment * Operations strategy matrix - describing the reconciliation process by understanding how what we want from our operations strategy is affected by what we do in making operations strategy decisions. |
What were my key learning points? * OM is the business function that is responsible for managing and coordinating the resources needed to produce a company’s products and services * Role of OM is to transform organizational inputs into company’s products or services outputs * OM is responsible for a wide range of decisions, ranging from strategic to tactical * Operations strategy process are the procedures that a company can adopt to formulate the strategy * Deeper understanding of the responsibilities of operations managers. |
Learning from others/group activity * It was interesting to see how for example project performance objectives are aligned in different companies and how are operations different from each other * Through example cases I realized even more how Operations management has strategic importance in different companies. E.g. IKEA case illustrated a company which has been strategically successful because of the way it manages its operations. * Also I learned from some colleagues that came from smaller organisations, that operations management is done by people who perform many other types of task such as marketing and accounting |... [continues]
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