Six basic building blocks provides a structured approach for describing, diagnosing and g, improving an organization operations.

Process Design, provides more Process Design insight into the fundamental structure and management of processes. Using the conceptual relationship between product volume and customization as a starting point decisions often involve trade-offs between two or more offs dimensions of customer value. (Concepts of process capacity, inventory, and variability) Planning and Control, considers Planning Control how customer demand drives much of the planning process for operations resources. Forecasts must be developed, often with very limited information, and these data can then be translated into both a plan to accommodate that demand and/or a set of management actions to e influence that demand. Once long-term aggregate plans are in place, management must actively coordinate term the use of resources to meet demand and budget. Project Management, captures both strategic planning and practical tools that collectively contribute to effective project management. Understanding these issues is important for all managers throughout their careers, as much time is usually devoted to coordinating short-term, team-based projects. based Quality, focuses on defining and controlling quality emphasis on systematic improvement of products (including both goods and services) and processes. Improvement is undertaken through the adoption and s. implementation of a total quality management (TQM) system, which involves aligning the entire organization around delivering customer value. Although the definition of quality may differ between manufacturers and manufac services, the strategic elements and quality tools of TQM are the same in both operational contexts. Supply Chain Management, concentrates, from a total systems perspective, on the efficient and effective flow of information, materials, and services from raw materials suppliers, to production facilities, to als, distributors, to end customers. Supply chain management requires the timely coordination of upstream and downstream activities, and many organizations have achieved significant strategic, financial, and operational rategic, advantages through better configuring and managing their supply chains. Some of these operational advantages have included reductions in inventory levels and investment, as well as increased delivery reliability and responsiveness. Operations Strategy, involves the combination and synthesis of operating processes and systems to gain a competitive advantage. Managers in manufacturing and service organizations have recognized the criticality of developing effective operations, as well as the need to actively manage many of the process and system elements introduced in earlier chapters. Operations strategy also bridges between systems and the broader corporate strategy. Organizations that successfully develop and manage their operating resources in an gy. integrated manner are likely to achieve an enviable strategic advantage and, in some cases, world-class status. world

Reference from Cases in Operations Management: Building Customer Value through World World-Class Operations