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Managing the processes that transform and add value to inputs to create
outputs of goods and services.
Productivity
Efficiency
Quality of outputs.
Cost Leadership: involves aiming to have the lowest costs or to be the most price-
competitive in the market. This is gained by offering greater value by means of lower prices,
grater quality or by providing greater benefits and service at no extra cost. Most businesses
who aim to be cost leader will have a high degree of standardisation. Can keep cost down
through:
Operations- must supply a product that has the features and quality consumers want as
well as being reliable in distributing the product to the market.
Marketing- connects operations directly with the customer. Identifies the nature of
consumers desires and implements marketing strategies to encourage purchase of goods
made in operations.
Finance- required so production and distribution can take place. The finance manager
creates budgets and makes funds available to purchase inputs, equipment and repairs.
Human Resources- required for the hiring of employees to work in production. Ensures that
there are enough employees with the appropriate skills.
Influences on operations
Globalisation, technology, quality expectations, cost-based competition,
government policies, legal regulation, environmental sustainability
Globalisation:
Able to reduce the cost of operations by pursuing a global web strategy (location of
different parts of the production process in different areas) which will reduce labour
costs
abundance of raw materials, technology skills and low transport costs
Can also act as a threat to a business as other businesses who apply cost leadership
can dominate the market
Able to reach new markets and provide franchises
Gives consumers the opportunity to purchase products from the business that
provides the most value for money
Access to a global market for businesses to sell their outputs
Technology:
Durability (how long the product lasts given a reasonable amount of use)
Reliability (how long the product functions without needing repairs or maintenance)
Fit for purpose (how well the product does what it is supposed to)
Cost-based competition: A business can gain a price advantage over its competitors by
using operational strategies that lower costs through:
Government policies:
Government policies are methods used by the government that encourage the
operations function of a business to be more innovative and competitive.
A common way to support these innovative businesses is to provide monetary
benefits such as a financial grant or tax concessions.
There has been a gradual reduction in protection of Australian businesses forcing
them to be more efficient in their operations and reduce costs.
Free trades, taxation, interest rates, government spending and environmental
incentives.
Legal regulations:
Environmental sustainability:
Ethical behaviour involves making decisions that are not only legally correct but also
morally correct.
For operations, a code of conduct will be concerned with:
o minimising harm to the environment
o reducing waste, recycling and reusing
o producing value-for-money, quality products
o improving customer service
Environmental sustainability is about the present use not affecting the future use, looking
after the environment for future generations. Social responsibility refers to the positive
effect on the community- protecting interests of customers and wider society, e.g.
initiatives/charity to community.
Operations processes
Inputs
-transformed resources (materials, information, customers)
-transforming resources (human resources, facilities)
Common direct inputs= labour, energy, raw materials, skills/knowledge, machinery and
technology.
Transformed resources: inputs that are changed or converted in the operations process to a
finished good or service.
Materials- raw materials and intermediate goods (e.g. supplies, parts) used up in the
operations
Information-influence and inform how inputs are used, where and which supplier to
use and to keep control over material inputs.
Customers-their choices shape inputs. Customers can be changed in different ways,
e.g. feel that value has been added to their lives after seeing a film or going on
holidays.
Transforming resources: resources that remain in the business and carry out the
transformation process to add value to inputs.
Transformation processes
Physical altering of the physical inputs or the changes that happen to people
Transportation of goods or services, e.g. having them delivered to a more convenient
location
Protection and safety from the environment; for example, protecting assets
Inspection by giving customers a better understanding of the good or service
Variety refers to the range of products made, number of different models and
variations offered in the products or services.
A business producing a high volume product with low variety will be capital
intensive.
Low variety= car factory with small variations. High variety= financial advice.
Operations will also be influenced by the degree to which customers can see the
operations in action.
Service-based businesses will have a high level of visibility. Speed of operations will
also be important as customers usually have a much lower tolerance for waiting.
High visibility= restaurant. Low visibility= beef producer.
Technology: It makes task more effective and efficient, high-tech or low-tech, less
employees needed, increasingly important, cost is also relevant, allows more work to be
done in a shorter time, machinery/manufacturing technology-robotics, CAD and CAM.
Task Design: is how the task will be completed. It allows for ongoing analysis and
adjustments in each activity to ensure continuous improvement in productivity. Classifying
job activities, what needs to be done, making it easy for an employee to successfully
complete tasks, job analysis, can be cone after a skills audit is conducted.
Process layout: arrangement of machines in a sequence-grouped together by
function/process they perform
Outputs
-customer service
-warranties
Outputs: good or service provided/delivered to a customer, are the final products that a
business offers to customers.
Customer service- is a service provided to customers before, during and after a purchase. It
is an intangible output that requires extensive contact with customers. Good customer
service will increase customer satisfaction. How a business meets and exceeds the
expectation of customers in all aspects of its operations, key in developing long-term
relationships.
Warranties- an assurance that a business stands by the quality claims of the products that
they make and provide to the market. Agreement to fix defects in products, an assessment
of warranty claims can help a business to adjust transformations processes to be more
effective.
Operations strategies
Performance objectives quality, speed, dependability, flexibility,
customisation, cost
Quality= quality of service/conformity/design, can be measured in rate of returns and
feedback. Good quality prevents costs by product recalls and repairs, dimensions of quality
are: durability, performance, serviceability (convenient to repair) and aesthetics (does it
look good).
Speed= time it takes for production/operations process to respond to changes in the market
demand, tested by analysing wait time and production speed, if the production is too fast
the quality may suffer.
Flexibility= how quickly processes adapt to market change, technology, ability to make
changes to operations due to external factors.
Service design and development: more complex, adding to the service offered to the
customer, can be adding to variety/increase of choice, develop within cast structure.
Logistics: the transport of physical raw materials, inputs and the distribution of finished
goods to markets. It involves the integration of information, transportation, inventory,
warehousing, materials handling and packaging. Computerisation can make the task
faster/more efficient. The role of logistics is to ensure that operations have the right items
at the right quantity and the right time at the right place.
E-commerce: the use of internet to buy and sell goods and services. Alter operation process,
e-procurement, managing supplies in an organised way, makes trading easier, cheaper
access to global markets, privacy and security issues, and increased risk of purchasing
unsatisfactory or faulty materials.
Global sourcing: business acquires the inputs it needs for production across the borders of a
number of countries. A business seeks to find the most cost effective location for
manufacturing a product, even if the location is overseas, may be cheaper to purchase
inputs from overseas than create them, keep control over complex supply chains, lower
costs, loss of control over quality, reliability and costs, slower lead times.
Advantages- external provider specialised, lower costs, greater effectiveness, require less
capital expenditure, can use employees of other business, may contribute to the speed, give
the business flexibility to choose the suppliers it wants, requires less input from
management, the business can focus on its core business.
Advantages of holding stock: consumer demand can be met, reduces lead times between
order/delivery, storage of stock allows business to promote products in non-traditional/new
markets, stock adds value to business, making products in bulk can reduce costs,
dependability of delivery
Disadvantages of holding stock: costs with storage, invested capital/labour/energy can be
used elsewhere, if stock is unsold the business experiences a loss, increased management
costs, goods may pass their expiry or use by date.
LIFO (last-in-first-out): last goods produced are the first out or used and therefore each
unity sold/used is the last one recorded, the newer stock is displayed for sale before
products purchased at an earlier date. This endures that up-to-date stock is on display for
customers.
FIFO (first-in-first-out): first goods produced are the first ones sold/used, therefore the cost
of each unit sold/used is first recorded, can be used if price of supplies/goods remain
relatively stable, used when products have a used-by date.
JIT (just-in-time): ensures exact amount of products or materials arrive only as they are
needed, can save money as it eliminates inventories but require flexible operations/reliable
suppliers.
Quality management
-control
-assurance
-improvement
Quality management: involves setting performance objectives that clearly set quality as a
foremost goal.
Quality Control- involves checking transformed and transforming resources in all stages of
the production processes, failure to meet pre-determined targets=corrective action
Quality Assurance- involves monitoring and evaluation of the various processes of a project,
service or facility to ensure that a minimum level of quality is being achieved by the
production process. Assures set standards are met, pre-determined (universal) quality
standards
Economies of scale: occur when the amount of production increases and as a result of this
increased output there is a decrease in the cost of production per unit of output.
Scanning and learning: involves monitoring a businesss internal and external environment
so that it can gather, analyse and use information for tactical or strategic purposes. Scanning
the global environment to identify and learn the critical global trends that may impact on
the business.
Research and development: helps business to creating ideas for new products or services
that will give them a leading edge over other businesses.