Operations management transforms inputs (labor, capital, equipment, land, buildings, materials, and information) into outputs (goods and services) that provide added value to customers. All organizations must strive to maximize the quality of their transformation processes to meet customer needs.
WHAT IS THE TRANSFORMATION PROCESS?
A transformation process is any activity or group of activities that takes one or more inputs, transforms and adds value to them, and provides outputs for customers or clients. ... Changes in the physical characteristics of materials or customers.
HOW OPERATIONS CAN BE VIEWED AS A TRANSFORMATION PROCESS?
Briefly describe how operations can be viewed as a transformation process. Operations is often defined as a transformation process. Inputs such as raw materials, labor, equipment, and capital are transformed into outputs (goods and services). Customer feedback is used to adjust the transformation process.
WHAT IS PROCESS IN OPERATION MANAGEMENT?
Operations management is an area of management concerned with designing and controlling the process of production and redesigning business operations in the production of goods or services. ... Operations produce products, manage quality and creates service.
EXAMPLE OF AN OUTPUT AND INPUT OF THE TRANSFORMATION PROCESS
Information and materials are two examples of inputs to the transformation process. ... Inputs to the transformation process are tangible, but the outputs may be tangible or intangible. In general, operations management activities are not information and decision intensive.
WHAT IS THE MAIN OPERATION PROCESS OF THE ORGANIZATION?
Operations management (OM) is the business function responsible for managing the process of creation of goods and services. It involves planning, organizing, coordinating, and controlling all the resources needed to produce a company's goods and services.
FOUR PROCESS STRATEGIES
A process or transformation strategy is an organization's approach to transforming resources into goods and services. These goods or services are organized around a specific activity or process.
Every organization will have one of the four process strategies:
a. Process focus in a factory; these processes might be departments devoted to welding, grinding, and painting. In an office the processes might be accounts payable, sales, and payroll. In a restaurant, they might be bar, grill, and bakery. The process focuses on low volume, high variety products are also called job shop. These facilities are process focus in terms of equipment, layout, and supervision.
b. Repetitive focus; falls between the product and process focus. The repetitive process is a product-oriented production process that uses modules. Modules are parts or components of a product previously manufactured or prepared, often in a continuous process. Fast-food firms are an example of repetitive process using modules.
c. Product focus, are high volume, low variety processes; also called continuous processes. Products such as light bulbs, rolls of paper, beer, and bolts are examples of product process. This type of facility requires a high fixed cost, but low costs. The reward is high facility utilization.
d. Mass customizations focus; is rapid, low-cost production that caters to constantly changing unique customer desires. This process is not only about variety; it is about making precisely what the customer wants when the customer wants it economically. Achieving mass customization is a challenge that requires sophisticated operational capabilities.
Article from QD
HomeProduction ManagementThe transformation Model | Inputs | Transformation Process | Output | Feedback |
Introduction
This Figure represents the three components of operations: inputs, transformation processes, and outputs. Operations management involves the systematic direction and control of the process that transforms resources (inputs - Labour, Capital, Raw Material, Machinery ) into (output - finished goods or services ) for customers or clients.
Inputs
Inputs are the initial elements of any operation activity from which the transformation process starts. Operations are performed on these elements and then after they become finished goods.
Some of these inputs like - raw material is used in the process of creating goods or services while others play a part in the creation process like machinery, labor, capital.
Transformation Process
A transformation process is any activity or group of activities that takes one or more inputs, transforms and adds value to them, and provides outputs for customers or clients.
For example - when milk is transformed into curd, cheese, and butter.
Output
The output is the final product or service produced after the transformation process. This output creates revenue for the producer or delivers value to the customers. Not all the output may be up to the mark.
Transformation can be only good or service or can be both like - A restaurant provides a service, but also produces goods such as food and drinks.
Feedback
Feedback is an essential part of the transformation process that helps to know the reaction of the ultimate customer regarding its products. It helps to identify the area of improvement. Feedback can be done in form of a rating, survey, field visit, etc.