Operations and processes Chapter 1 Operations and processes

Figure 1.1 Operations and process management is about how organisations produce goods and services

Figure 1.2 All types of business have ‘operations’ because all businesses produce some mix of products and services. The differences in the operations within a category of business are often greater than the differences between businesses sectors

Figure 1.3 Operations management has expanded from treating only the core production processes in manufacturing organisations to include service organisations, non-core operations processes and processes in other functions such as marketing, finance and HRM

Figure 1.4 All operations and processes are input–transformation–output systems that use ‘transforming’ resources to work on ‘transformed’ resources in order to produce products and services

Figure 1.5 Operations and process management requires analysis at three levels: the supply network, the operation and the process

Figure 1.6 Relatively few operations produce either purely products or purely services. Most types of operation produce a mixture of goods and services

Figure 1.7 Operations and process management analysis for the Programme and Video Division of a national broadcasting company (PVD) at three levels: the supply network, the operation and individual processes

Figure 1.8 An example of how processes in the Programme and Video Division (PVD) could be reorganised around end-to-end business processes that fulfil defined customer needs

Figure 1.9 A typology of operations

Figure 1.10 Four Vs’ analysis for some retail banking processes

Figure 1.11 Operations and processes management: a general model