Managing the Value chains
Operations Management
Operations Management is responsible for managing the resources and processes defined by the Operations System and utilized in operations for the creations and delivery of value to customers. Strategically, Operations Management is defined in terms of the design of the organization's operations strategy and the resulting Operations System. Tactically, operations management is defined in terms of the utilization of the organization's Operations System to provide the best match (fit) of supply of tangible resources and know how with customer demand for the mix of products and services.
The Operations System for an organization is the joint configuration of resources and processes such that its resulting competencies are aligned with the organization's desired competitive position. The transforming resource (i.e., facility, human resource, and equipment) and process technology (that define the production and service delivery systems) views are complementary to the competency view. The process view focuses on how work is done, while the resource view focuses on who or what performs the work. Both are necessary to understand operations well. The specific choices, of resources and processes affect what the operations system can and cannot do well. Besides resources and processes, values are the third factor that affects what an operation - and thus the organization - can and cannot do. Values are the standards by which employees set priorities. Some priorities are embodied or programmed into a process, but many are not. Examples include judging whether an order or customer is attractive or not, whether a suggestion to improve a product or process is attractive or marginal, and whether an investment is worth making or not.
As the barbershop strategy evolves, it must implement changes that both respond to emerging trends, issues as well as anticipate future needs of its airport concession partners.
This strategic management effort is to review, and revitalize barbershop organization to ensure sustainable growth and profitability.
Outcomes and Outcome Measures
Outputs tell the story of what you produced or your organization's activities. Output measures do not address the value or impact of your services for your clients. An outcome is the level of performance or achievement that occurred because of the activity or services your organization provided. Outcome measures are a more appropriate indicator of effectiveness. Outcomes quantify performance and assess the success of the process. In the hamburger example, some outcomes are the consumers’ perception of quality, or the ability of the product to eliminate hunger.
An outcome measure is the result of a test that is used to objectively determine the baseline function of a patient at the beginning of treatment. Once treatment has commenced, the same instrument can be used to determine progress and treatment efficacy.
Monitoring and Review
This involves establishing built-in procedures for monitoring, and for modifying the strategies based on changes in the external environment or the organization's internal environment.
Evaluation
Monitoring
Environmental factors
Flight cancellations
Flight delays
Business Events at Hilton
Strategic Plan Assumptions
Strategic Performance Measures
Financial performance is important because without adequate financial performance an organization risks being denied the resources it needs to grow and prosper. Strategic objectives and metrics define strategic performance; they are needed to prompt managerial efforts to strengthen a company's overall business and competitive position.
Operations Management is responsible for managing the resources and processes defined by the Operations System and utilized in operations for the creations and delivery of value to customers. Strategically, Operations Management is defined in terms of the design of the organization's operations strategy and the resulting Operations System. Tactically, operations management is defined in terms of the utilization of the organization's Operations System to provide the best match (fit) of supply of tangible resources and know how with customer demand for the mix of products and services.
The Operations System for an organization is the joint configuration of resources and processes such that its resulting competencies are aligned with the organization's desired competitive position. The transforming resource (i.e., facility, human resource, and equipment) and process technology (that define the production and service delivery systems) views are complementary to the competency view. The process view focuses on how work is done, while the resource view focuses on who or what performs the work. Both are necessary to understand operations well. The specific choices, of resources and processes affect what the operations system can and cannot do well. Besides resources and processes, values are the third factor that affects what an operation - and thus the organization - can and cannot do. Values are the standards by which employees set priorities. Some priorities are embodied or programmed into a process, but many are not. Examples include judging whether an order or customer is attractive or not, whether a suggestion to improve a product or process is attractive or marginal, and whether an investment is worth making or not.
As the barbershop strategy evolves, it must implement changes that both respond to emerging trends, issues as well as anticipate future needs of its airport concession partners.
This strategic management effort is to review, and revitalize barbershop organization to ensure sustainable growth and profitability.
Outcomes and Outcome Measures
Outputs tell the story of what you produced or your organization's activities. Output measures do not address the value or impact of your services for your clients. An outcome is the level of performance or achievement that occurred because of the activity or services your organization provided. Outcome measures are a more appropriate indicator of effectiveness. Outcomes quantify performance and assess the success of the process. In the hamburger example, some outcomes are the consumers’ perception of quality, or the ability of the product to eliminate hunger.
An outcome measure is the result of a test that is used to objectively determine the baseline function of a patient at the beginning of treatment. Once treatment has commenced, the same instrument can be used to determine progress and treatment efficacy.
Monitoring and Review
This involves establishing built-in procedures for monitoring, and for modifying the strategies based on changes in the external environment or the organization's internal environment.
Evaluation
Monitoring
Environmental factors
Flight cancellations
Flight delays
Business Events at Hilton
Strategic Plan Assumptions
Strategic Performance Measures
Financial performance is important because without adequate financial performance an organization risks being denied the resources it needs to grow and prosper. Strategic objectives and metrics define strategic performance; they are needed to prompt managerial efforts to strengthen a company's overall business and competitive position.
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