Operations Management Principles (Using tools to make decision) - Essay Example

You Operations Management Principles: Using Tools to Make Decisions Your organization You 2 During the business monthly meeting, a coworker stated, "Using the right analysis tool will compensate for inexperienced managers." This work explores suggestions that highlight the authors general disagreement to this statement through reflective opinions regarding the nature of Operations Management. An effective OM relies not only on analysis tools, but also on maintaining an understanding of the entire value chain.

This work examines the additional aspects of operations management that emphasize the broader scope of techniques in which to drive operations success. You 3 Operations Management Principles: Using Tools to Make Decisions Though it is true that analysis tools are vital to successful operations, I do not believe they can fully compensate for the entire process of operations management. Operations management involves acquiring materials and ideas, controlling the conversion of resources using business tools, and delivering the final product/service.

Analysis tools, such as statistical process control, definitely serve to highlight potential weaknesses within the company, however proper planning and the ability to utilize resources drive success. First, an operations manager must gain experience in understanding the steps necessary to implement the conversion of resources to meet the companys ability to create its outputs. For instance, the OM must maintain clear knowledge of all of the departments and people involved in producing the output, the steps that must be taken to accomplish the role, and recognize the potential to enhance process.

An inexperienced manager cannot even hope to understand the entire business using analysis tools alone. As part of the role of OM, the manager must recognize the ability to acquire inputs. To do this, the manager must determine what materials are needed to produce the final output, cost-effective or productive methods for acquiring these materials, and managing the inventory process involved in ordering and housing product. To illustrate, the OM must have hands-on understanding of warehouse capacity.

It is unreasonable to assume that an inexperienced manager can gain awareness of the companys capabilities in regards to the physical handling of inventory using analysis alone. Rather, the operations manager must become well-acquainted with the labor, cost, and physical storage space allotted in order to effectively plan inbound material deliveries. An inexperienced manager cannot accomplish this with analysis tools alone. You 4 To further show the necessity behind successful operations, the OM must also recognize the overall process of the company.

Especially in a production environment, multiple departments are involved in the flow of materials and product creation, and a knowledgeable OM must be proactive in determining timetables necessary for each subcomponent to accomplish its portion of production. Once again, analysis tools can list the departments, but an experienced operations manager has a direct knowledge of every detail of production including quality assurance, the production line, and labor dollars available to complete the output goal.

It would be somewhat irresponsible, on behalf of an inexperienced manager, to perform materials requirements planning without a firm awareness of every detail of the processes involved in utilizing resources. Another aspect of operations lies in building solid relationships with staff and with the suppliers who deliver necessary materials. Though analysis tools might serve to show statistics regarding delivery deadlines or expenses for transportation, an OM must work directly with external influences that can enhance or disturb internal production.

For example, timely delivery of needed materials must become a focus of the OM and he must drive partnerships with suppliers so that they will be willing to react to the companys needs. Analyzing data does not include the "human" aspect, for a successful OM takes into consideration the details that cannot be recorded with analysis tools. In essence, the OM becomes, through experience, an expert in human relationships as well. Through this discussion, it is clear to recognize that an operations manager cannot rely solely on analysis tools, but must become an informed manager through continuous monitoring of all aspects of the business.

Sacrificing experience could mean sacrificing quality and no business can afford to rely on analysis tools alone if they hope to succeed as a company worthy of benchmarking in operations management.