Running head: OPERATIONS MANAGEMENT Operations Management Insert Name Insert Grade Course Insert November 12, 2011 Process Chart for an International Airplane A process chart provides a diagrammatic presentation of the activities and processes involved in some operations…
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In this regard, process charts can be used at different levels depending on the details required and the stage of analysis. In all the representations of the process charts, there are common symbols that are used. The symbols were first developed and used by the American Society of Mechanical Engineers (ASME) (Institute of Management Services, 2011). The symbols are presented here below with their implications. This symbol represents an ongoing operation. It is the main step implying that a product or material is undergoing some modification This is a symbol for inspection. It signifies a check for quality of services or products in the process (Graham, 2008, p.1). This indicates the movements (transportation) of products or workers in the execution of a process (Graham, 2008, p.1). This represents storage whereby materials are received in the storage sections or issued from the storage houses (Graham, 2008, p.1). This shows a delay or temporary storage in the process. It can also represent equipment that has been put aside up to when it will be needed in the due course Process charts are significant as they indicate the actual situation at work rather than a theoretical perspective of the situation (Graham, 2008, p.4). The above symbols are used to present a process chart of the operations involved in a trip by an airplane from Gen Edward Lawrence Logan International Airport to some destination and back to the airport. The Logan international airport is the only international airport in Massachusetts and is served by over 40 international airlines (Maps of World, 2011). It involves an air trip from Logan International Airport to Amsterdam, Netherlands using KLM-Royal Dutch Airlines. The forth and back journeys take approximately 7 hours 15 minutes each without any stoppages. The activities involved in the entire process and their respective categories are presented in the chart. Time (hours) Chart Symbols Process description - N Booking of flights by the passengers .5 Arrival of the passengers at the Logan International Airport 1 ? Verification of the reservation by the travel attendants .5 ? Referring the passengers with incorrect information to the travel agency for verification ? Receiving and checking the baggage of the passengers ? Printing the receipts for the passengers’ baggage 1 ? Printing boarding card for all the passengers with or without a luggage ? Issuing the travel documents to the passengers .15 ? Checking the conditions of the aircraft - N Obtaining information on the weather conditions .5 ? Queuing of the passengers as they are checked-in and ushered into the aircraft in readiness for the departure - ? Departure from Logan International airport - On-board services like sales of snacks and other products or services offered by the travel agency 7.25 Air traffic control - ? Ground handling- Coordination with the attendants at the destination airport on the landing condition - ? Arrival at Amsterdam .5 ? Checking out of the passengers from the aircraft by the travel assistants .5 ? Verifications of the conditions of the passengers’ baggage using the baggage receipts 1 ? Verification (checking –in) of the travel documents by the travel agency at Amsterdam airport - Passenger’s departure to their different destination .5 ? Arrival of the passengers in readiness for the return journey 1 ? Verification
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One such approach is known as “core-ring strategy” where the workforce is reduced to a small number of full-time employees to maintain the core business operations. Surrounding this core group is an outer ring of non-standard workers who are hired only when necessary and discharged when not needed (Levine, 2002).
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This research is being carried out to define operations management and to investigate the following: scope of responsibilities of an operations manager; operations management reconstructed; planning and control techniques; scope of planning and control; planning and control in a manufacturing concern and in a service business.
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According to Nigel, Chambers and Johnston (2010, p. 1), all organization; be it small or large produce some services and product either for profit or not for profit. Consequently all these organizations require operations management which is concerned with creating products and services.
Service operation management is very different from manufacturing operations management. Service operations management entails fulfilling the end user’s needs and creating a suitable environment for the workers so that they can produce the required specifications of the use. Manufacturing operations management entails producing the required commodity required by the end user.