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Thursday, February 21, 2013

Operations Mgmt

1

OPERATIONS AND PROCESSES

Introduction
trading operations and cultivate management is about how organizations vex goods and services. Everything you wear, eat, use or read comes to you courtesy of the trading trading operations managers who form its production, as does every bank transaction, hospital visit and hotel stay. The mountain who produced them may not always be c aloneed operations managers, merely that is what they really are. Within the operations voice of any enterprise, operations managers look after the processes that produce products and services. But managers in other(a) functions, such as Marketing, Sales and Finance, also manage processes. These processes oftentimes supply internal customers with services such as marketing plans, sales forecasts, budgets, and so on. In fact parts of all organizations are made up of processes. That is what this book is about the tasks, issues and decisions that are necessary to manage processes effectively, both within the operations function and in other parts of the business where effective process management is equally important. This is an introductory chapter, so we will visualize some of the basic principles of operations and process management. The model that is authentic to explain the subject is shown in Figure 1.1.

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Chapter 2 trading operations strategy

cover in this chapter

Chapter 1 Operations and processes

Direct Steering operations and processes

Design Shaping processes, products and services

Develop Improving the operations capabilities

Deliver Planning and controlling ongoing operations

Figure 1.1

Operations and process management is about how organizations produce goods and services

2

Chapter 1 · Operations and processes

Executive summary
What is operations and process management?

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Does the business take a process perspective?

Does operations and process management have a strategic uphold?

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