Time Management in Operations Management

Time Management in Operations Management Introduction Operations Management is vast in its functions and principles, and its application varies from organization to organization. As the years go by, competition becomes fierce, as those who have first hand experience of the markets conditions a few yearsago will testify. Success may only be achieved now through precise, time-based functions that are efficient as well as flexible in building a working relationship with customers. Global competition and advancements dictate that one must keep on their toes and innovate, to remain in the game. E-businesses are an example of the need of the times, a creative way to move businesses forward. Large scale organizations such as Wal-mart, FedEx or Starbucks all owe their success to their effective Operations Management functions. From the four tasks Discussion When it comes to efficiency and tiem management with respect to operations management, one of the first examples one can think of is the NASCAR races, and how efficiently the service pit crew uses their time. The first question of how a track race crew is able to manage a lot of tasks relating to the car in 17 seconds, where the same amount ofd working taking up to 3 days at Auto garages can be figured out in a few steps. First of all, race track cars are designed in a way that they are eay to take care of within the short amout of time that they stop by in the service pit. They are specifically designed in a way that allows the crew, which usually only consists of a few members, to maintain and check the car’s fuel, tune its engine, check on the gas tank and so on. Not only this, the crew members are given extensive training so that they may complete these tasks in record time. At an Auto dealer, not only does the crew have more than one car at a time to maintain, thy arenâ⠂¬â„¢t working on extreme deadlines or under severe pressure, as opposed to the track car crews. The race car crews spend al ot of effort into maximizing the efficiency of the functions needed to perform each of their designated tasks, so when time comes, they don’t waste a single second in their tasks, finishing in mere seconds. Hence, it can be concluded that time management as well as efficiency and practice in designated tasks provides the answer to this question. In the second scenario, the process of loading of the luggage in large passenger jets as opposed to smaller planes is questioned. Whether the organization be large scale or small, the operations management team’s task is to make sure their subordinates are well-versed in their designated tasks, so much so that they take minimum time in performing them That is why, in time consuming tasks, often teams are split up in ways that allow for each person to perform their tasks in the most efficient and least tiem consuming manner. With airlines, large passenger jets often have a lot more cargo space as well as seating, and the airline makes more money with the number of flights, as opposed to small planes that are more concerned with the number of passengers and often have limited luggage space and definite weight limits. Larger airplanes may cross their designated weight limits by a degree, but smaller aircraft often cannot take the risk. Apart from this, the loaders of both smaller and larger aircrafts know that their tasks are planned in a manner that could save more time and get the planes in the air, so they concentrate fully on being efficient with time management. The larger aircraft use aluminium containers because usually large aircraft are traveling further then smaller aircraft, hence passengers are likely to bring al ot more luggage with them as well. The question relating to fashion goods and the manufacturing of sweaters without color produced till orders are placed relays to the function of predictive marketing management. In the fashion industry, a lot of different perspectives come together to decide what the flavor of the month will be, and it makes perfect sense for the manufacturers to not add color till they’re certain of the orders. The market for fashion related products is multi-faceted and needs proper deliberation in order to come to a conclusion. Not only does the sweater manufacturers decision to hold back color save a lot of cost, but it also diminishes the risk of returned orders. The manufacturers may save face infront of the customers as well, and no funds need to be wasted. Some may argue that due to this sort of rationalization, these particular manufacturers may fall behind when it comes to their competitors but the advantages outweigh the difficulties that may be faced with this decision. For instanc e, the decision helps avoid the implications of buying merchandise and making it work deliberately, when rules of fashion dictate that it may not. Apart from this, certain contract hold that merchandise once bought must be insured, and kept with the distributor for an indeterminate period of time. Besides this, had the manufacturer not taken this prerogative, they would most probably end up at the mercy of the supplier, as ordering colors before knowning the demand would mean that the manufacturer cannot back out of their agreement. The only way to avoid the situation is to do guesswork as to what the fashions may be during particular seasons, or use standardized merchandise, so that there is no risk of the competition moving ahead while the the particular anufacturers get left behind. The next question based on the time management of insurance companiesi n lieu of casualty claims can be answered by relating to the earlier questions. The tim management aspect is important for the insurance company which can handle emergency casualty claims within 30 minutes as opposed to spending three weeks on a similar claim. A hurricane site where an accident has taken place is likely to demand more attention than one where no one is in immediate danger. The designated team and their grasp of individual tasks is again the most important part of this issue as well. Operation management principles dictate that all utility personnel need to believe in the importance of timely maintenance, scheduling and planning, but also be aware of up-front time and effort that is required in expert cases. A group of workers that is small in numbers but efficient in the management of their tasks will most kilely be able to handle emergency claims in a timely fashion, without requiring pre-requisi te planning/scheduling in these cases. In the cases that require a quick wit, office politics, job division issues, initial paper work or constant upgrading of claims are avoided as well, which means a good organizational plan is made to work along with the problem. Conclusions In operations management, the principles are clear and to the point, requiring employees to be well-versed in their indicidual tasks if they are to achieve maximum workability. They are principles that have worked for generations of organizations, and have set firm values on the worth of planning ahead, time management, scheduling and accountability. It can be safely concluded that wit the use of such principles, maximum utilization of work-force is possible, with effective and efficient results that are time-tested and secure. Resource Assignment Plan and Matrix For Proposed Data Entry Project Activity # Project Activity / Deliverable Core work team Client Sponsor Client IT Director Client Coordinator IT Client Coordinator SAMPLE HOSPITAL CareTech Project Manager CPOE Vendor Project Manager Training / User Support Client I.T. Technical Leads Physician Consultant Integration / Interface Team Process Mapping Analyst Project Initiation Deliverables 1 Statement of Work / Contracts A P R R R P R 2 Project Management Plan / Charter I A A I I P R R I I R R 3 Scope Change Decisions A R R R R R R R R R R 4 Detailed Project schedule A A A I I P P I I I I R 5 Resource Assignment Matrix A R I I P I S I I S R 6 Communications plan I A P P P S S I R Project Managing Deliverables 7 Cost Management I A P S S S I S 8 Meeting agendas and minutes I A P P P I R I I R R 9 Issues log and management I R A P P P I R I I R R 10 Risk worksheet and management I R A P P P I R I I R R 11 Status reports R R A P P P I R I R R R System Design Requirements Deliverables 13 Review/Revise Business / Workflow Policies and Processes I R R A R S I R P 14 Systems Design Flow of physician functions I R R A R S I R P 15 Systems Design Flow of ancillary functions I R R A R S I R P 16 Interface Requirements / Design A R R R S R P Planning Deliverables 17 Marketing Plan P A S S S R S S I 18 Benchmark /measurement plan P A S S S R R I 19 System Testing Plan P A A A S I R I I S 20 Acceptance Test Plan P A A A S I R I I I 21 Training / User Support Plan A S S S S I P R I S 22 Implementation plan P A A S S S I I I I I S 23 Vendor product support plan R R A R R R P I R R R Development Deliverables 24 Install Hardware Software R A S R S P R 25 Install and Configure Application SW R A P S R P R 26 Establish Network Connectivity R A P R 27 Interface Development and Testing R A S S R P R R P Go Live Deliverables 28 System Testing S A A P P S P R S I S 29 Acceptance Testing Approval S A A P P S S R S S 30 Ongoing support of application components A A P P S P R S S P Primary preparer A Approve S Support I Provide Input R Review References Wild, J. (2007) Fundamental Accounting Principles. McGraw-Hill/Irwin; 18 edition p. 387. Naylor, J. (2002), Introduction to Operations Management, Financial Times Management, pp.120-231 Collier, D.A.,(2007), Operations Management: Goods, Service, and Value Chains, South-Western Publications, pp.11-129 Stevenson, W. (2008), Operations Management, McGraw-Hill/Irwin, pp.143- 201