IMPLEMENTING OPERATIONS MANAGEMENT IN MANUFACTURING COMPANIES (original) (raw)

1 Operations Management in High Value Manufacturing

2018

This paper explores the issue of high value manufacturing from an operations management perspective and discusses the critical role that the operations management community must play in moving manufacturing organisations to ‘higher value ground’. An exploratory study was carried out in two phases. In Phase 1 existing literature was examined following a systematic review process. This was followed by a stakeholder analysis that included manufacturing companies, government agencies and consultancies and case studies of three organisations that had recently repositioned their businesses. Phase 2 comprised of a focus group based industry consultation exercise. The aim of the second phase was to validate and refine the findings from the initial phase and to generate the key ideas that would inform a future research agenda. This paper provides the foundation for further research by identifying those operational issues that are affecting industry as it seeks to move to higher value ground.

Operations Management: An Overview and Concept Development

Quality improvement is now recognized as essential as life for any organization's survival. New techniques are being developed to bring about an improvement in quality. These include: Continuous improvement, defect prevention, zero defects, statistical process control, reliability engineering, quality circles, and quality function deployment. The present paper seeks to unveil the mystery of operations management in simple terms. The focus of the paper is on developing conceptual framework based on review of the process. Operations Management comprises of product design, process selection, design of plants, plant location, facilities placement and quality control mechanism. A case study method is adopted for understanding of the same.

The future of operations management: An outlook and analysis

International Journal of Production Economics, 2011

Managing operations in both manufacturing and service organizations have evolved tremendously over the years with the change in market requirements. The market has become global, thereby compelling enterprise operations to keep up. The application of information technology/information systems (IT/IS) and outsourcing in managing operations have significantly altered the landscape of operations management (OM) strategies, techniques, and technologies. Consciousness towards environmental and safety also urges companies to examine their OM approach and manufacturing from various perspectives. Recently, energy cost and protection against terrorism have changed the portfolio of enterprise operations and therefore the approach to OM. Now, it is time to revisit the OM principles, curriculum, and training at the institution of higher learning and industries. Moreover, manufacturing has become more of a service activity, indicating significant service OM, including project management. The profile of service industries has also changed in view of the emergence of globalization, outsourcing, and IT, coupled with the rapid economic growth of emerging economies such as Brazil, Russia, India, and China (BRIC). In fact, services account for approximately 80% of the US gross domestic product (GDP); this is also a growing figure of the GDPs of other countries over the world. Again, service OM needs to be revisited in the context of the abovementioned paradigm shifts. In considering the significance of the above-mentioned changes in the market and society as a whole, an attempt is made to study the evolution of OM and subsequently to develop a framework for new OM strategies and tactics that will support the competitiveness of organizations within the next 10-20 years.

Operations management body of knowledge and its relevance to manufacturing and service organizations

Revista de Gestão, 2018

Purpose The purpose of this paper is to assess the differences in importance assigned by manufacturing or service organizations to topics related to operations management and its attendant body of knowledge. Design/methodology/approach The authors did this by cataloguing and analyzing vacancy announcements related to operations management, presented by manufacturing and services companies in major Brazilian human resources websites. Findings The results show that manufacturing companies primarily hire personnel with skills in routine process management, quality management, lean manufacturing, ergonomics and work organization. Service companies generally seek professionals with knowledge and experience in logistics, supply chain management and project management. Research limitations/implications This study presents some limitations that reduce the power of its conclusions. There is some degree of subjectivity in the interpretation of the contents of the analyzed ads. In order to red...

Unlocking Opportunities in Manufacturing Operations Management Systems: A Proposed Framework

South African Journal of Industrial Engineering, 2020

Although manufacturing operations management (MOM) could play an important role in the Fourth Industrial Revolution by making manufacturers more competitive, MOM projects are complex and expensive, and their implementation challenging. The aim of this qualitative research was to establish the engagement requisites to ensure beneficial application of MOM technology. Participants in the study included MOM suppliers and clients with 178-year collective experience. From a thematic analysis, it became evident that a sales approach of selling business benefits, as opposed to technology features, is more suitable for fully exploiting the opportunities and benefits of MOM technology. The communication gap between suppliers and clients also emerged as a probable reason for the failure to embrace MOM technology. One way to address this gap is to focus consciously on enhancing empathy between the role-players. A multi-level engagement structure set up on the client's side could enhance the communication between suppliers and clients, and assist with the consensus buying phenomenon that is manifesting in the contemporary complex sales environment. It became apparent that a framework to engage in the analysis of MOM system opportunities will provide a holistic, integrated, and systemic solution to realising the maximum benefits of MOM technology.

Evolution of operations management: past, present and future

Management Research News, 2007

Purpose -This paper seeks to analyze the evolution of shift in the area of operations management (OM) and attempts to anticipate potential developments in the relevant areas of OM. Design/methodology/approach -A hybrid approach is adopted to understand how the field of OM has evolved over time relying on the perspectives of both academics and business practitioners. This evolution of shift in the area of OM is examined based on a thorough literature review and the authors' industrial experience. Findings -From the days of functional point solutions relying on concepts like reorder point to finite capacity planning, OM research at present deals with a set of important problems facing both private and public sectors at the organizational level. Most prominent of these include e-business, supply chain management, production planning and scheduling, product development, decision support systems, information-based strategy, systems development and implementation, risk and environmental management. OM has also embraced several organization-wide philosophies including lean production, mass customization and agile manufacturing. Practical implications -With the advent of Internet and burgeoning of the new economy, this paper provides important insights regarding the evolution of OM in the past, recent developments at present and what the future holds for this field. It is envisaged that a focus on the issues central to OM will soon propel both researchers and industry practitioners beyond existing technologies and also provide the catalyst for developing new ones. Originality/value -This paper provides useful insights to both researchers and practitioners who are interested in the field of OM.

Five Decades of Operations Management and the Prospects Ahead

Management Science, 2004

O perations and Supply Chains is the current title for a department that has evolved through several different titles in recent years, reflecting its evolving mission from a focus on classical operations research at the time of ORSA's founding 50 years ago toward an embrace of a broader body of theory. Throughout this evolution, the focus on applied problems and the goal of improving practice through the development of suitable theory has remained constant. The Operations and Supply Chains Department promotes the theory underlying the practice of operations management, which encompasses the design and management of the transformation processes in manufacturing and service organizations that create value for society. Operations is the function that is uniquely associated with the design and management of these processes. The problem domains of concern to the department have been, and remain, the marshalling of inputs, the transformation itself, and the distribution of outputs in pursuit of this value-creating end. Over the past 50 years the department has had a variety of titles, reflecting an evolving understanding of the boundaries of the operations function. In this article we celebrate past accomplishments, identify current challenges, and anticipate a future that is as exciting and opportunity-rich as any our field has seen.