Outline the operations processes relevant to transformations. Describe and explain the impact of the 4? s on the transformation processes. Operations refers to those ongoing cyclic activities involved in the running of a business for the purpose of producing value for the stakeholders. Operations includes the conversion of inputs (resources) into outputs (goods and services). This conversion is known as transformation. Thus, operations processes are those processes involved directly with transformation. • Operations processes entails different processes relevant to transformations.
Sequencing and Scheduling are two essential aspects that assist with structuring and ordering the transformation processes. Sequencing refers to the order in which activities in the operations process occur. Scheduling refers to the length of time activities take within the operations process. The two main scheduling tools are Gantt charts and Critical Path Analysis (CPA). An understanding of both sequencing and scheduling is necessary for operations managers. • As well as operations, technology is another aspect of the operations process which is relevant to transformations.
Business technology involves the use of machinery and systems that enable businesses to undertake the transformation process more effectively and ef? ciently. Business technology may include a computer, keyboard and mouse, mobile telephones, printers etc. Manufacturing technology includes robotics, computer-aided designs (CAD) and computer-aided manufacturing (CAM). • Task Design is relevant to transformations as it involves classifying job activities in ways that make it easy for an employee to successfully perform and complete a task. It overlaps the employment relations function of job analysis, job description and person speci? ation. • A plant layout is the arrangement of equipment, machinery and staff within the facility (either a factory or of? ce). The plant layout have an impact on the ef? ciency of the operations function. Plant layouts ensure enough physical space for production, effective use of equipment, the use of appropriate technology, and a good work environment, to name a few. • All operations processes should be monitored for their effectiveness. Monitoring is the process of measuring actual performance against planned performance. As well as monitoring, the main transformational process should be subject to control.
Control occurs when KPIs are assessed against predetermined targets and corrective action is taken if required. This requires effective monitoring and focus on continuous improvement. Monitoring and control lead to improvements when there is a focus on quality and standards. Improvement refers to systematic reduction of inef? ciencies and wastage, poor work processes and the elimination of any bottlenecks. Monitoring, control and improv Transformation processes are in? uenced by volume, variety, variation and visibility. That is, the four V? - how much of a product is made, the range of products made, the amount of a product desired by consumers and the nature and amount of customer contact. The in? uence of volume has a strong impact on the transformation process. Volume refers to how much of a product is made. Volume ? exibility depends on the increase or decrease on the demand of a product. An example of a business which used volume as an in? uence for the transformation process is the manufacturers of Leapfrog Leapster Explorer. In 2010, the console became available for sale. However, there were more far more games than actual consoles.
This meant that retailers had a shortage of consoles in comparison to games. This is a prime example of a situation caused by a supplier with an incorrect perception of volume. The in? uence of variety is the second ? V? that impacts strongly on the transformation process. Variety is the mix of products made, or services delivered through the transformation process. It is sometimes referred to as mix ? exibility. Mix ? exibility is known by customers as product range or variety of change. The in? uence of variety on transformation processes is the greater the variety made, the more the operations process needs to allow for variation.
An example of a business that considers variety is Electrolux. Electrolux make Simpson, Chef, Dishlex and Westinghouse brands. These brands are attached to a range of whitegoods such as fridges, washing machines, ovens, dishwashers and dryers. In this way, the company can sell a variety of products made with largely similar production processes. A variation in demand can impact signi? cantly on transformation resources. Increases in demand will require increased inputs from suppliers, increased human resources, increased energy use and increased use of machinery and technology.
The fourth and ? nal V that impacts the transformation process is the in? uence of visibility. Visibility is important in the transformation as it is the nature and amount of customer contact (feedback). Direct customer contact may include customer feedback given through surveys, interviews, letters, blogs and verbal contact. Indirect customer contact comes from a review of sales data that is an analysis of customer preferences. As businesses seek to maximize sales, customer contact is essential and ultimately shapes the transformation process.
