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Six basic building blocks provid

improving an organization oper

operations resources. Forecasts must

then be translated into both a plan to

influence that demand. Once long-ter

the use of resources to meet demand a

Project Management, captures both

effective project management. Under

careers, as much time is usually devote

Quality, focuses on defining and c

(including both goods and services) aimplementation of a total quality mana

around delivering customer value. Alth

services, the strategic elements and qu

Supply Chain Management,concent

flow of information, materials, and

distributors, to end customers. Supply

downstream activities, and many orga

advantages through better configuri

advantages have included reductionsreliability and responsiveness.

Operations Strategy, involves the co

competitive advantage. Managers in m

developing effective operations, as w

elements introduced in earlier chapter

corporate strategy. Organizations tha

integrated manner are likely to achieve

Reference from Cases in Operations Management: Building C

s a structured approach for describin

tions.Process De

insight int

structure a

processes.

relationshipvolume and

starting poin

trade-offs b

dimensions

(Concepts

inventory, an

Planning a

how custom

of the p

e developed, often with very limited informat

accommodate that demand and/or a set of

aggregate plans are in place, management

nd budget.

strategic planning and practical tools that c

tanding these issues is important for all ma

to coordinating short-term, team-based proje

ntrolling quality emphasis on systematic im

d processes. Improvement is undertaken thgement (TQM) system, which involves alignin

ough the definition of quality may differ bet

lity tools of TQM are the same in both operati

ates, from a total systems perspective, on th

services from raw materials suppliers, to

chain management requires the timely coordi

izations have achieved significant strategic, fi

g and managing their supply chains. Som

in inventory levels and investment, as wel

bination and synthesis of operating processe

nufacturing and service organizations have re

ll as the need to actively manage many of

s. Operations strategy also bridges between s

successfully develop and manage their op

an enviable strategic advantage and, in some c

ustomer Value through World-Class Operations

, diagnosing and

sign, provides more

the fundamenta

nd management of

sing the conceptua

between productcustomization as a

decisions often involve

etween two or more

of customer value

f process capacity

d variability)

d Control, considers

r demand drives much

lanning process for

ion, and these data can

management actions to

ust actively coordinate

llectively contribute to

agers throughout their

cts.

provement of products

ough the adoption andthe entire organization

een manufacturers and

nal contexts.

e efficient and effective

roduction facilities, to

nation of upstream and

nancial, and operationa

of these operationa

l as increased delivery

s and systems to gain a

ognized the criticality of

he process and system

stems and the broader

rating resources in an

ases, world-class status.