Managing for Sustainable Growth and profitability
Barbershop 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.
Service management is the management of processes involves in service activities, including planning, organizing, staffing and controlling tasks in strategic management and operations management.
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.
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.
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.
Service management is the management of processes involves in service activities, including planning, organizing, staffing and controlling tasks in strategic management and operations management.
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.
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.
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Operations Planning
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Production Planning
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Capacity Planning
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Operational Plan
Operational planning is the process of creating an Operational plan. The Operational Plan provides a framework for determining which portion of a strategic goals will be put into action for a certain period of time. It is a tactical plan to attain organizational objectives. A barbershop at airports is considered to be the business scenario for developing the operational plan.
The operational plan includes the following:
This defines the goals of the barbershop such as increasing profitability, growth and customer satisfaction.
Long Term Goals
Short Term Goals
Operational planning is the process of creating an Operational plan. The Operational Plan provides a framework for determining which portion of a strategic goals will be put into action for a certain period of time. It is a tactical plan to attain organizational objectives. A barbershop at airports is considered to be the business scenario for developing the operational plan.
The operational plan includes the following:
- Business Goals -
- Business Objectives - []
- Strategy - []
- Key Actions - []
- Milestones - []
- Budget - []
- Timeline - []
This defines the goals of the barbershop such as increasing profitability, growth and customer satisfaction.
Long Term Goals
- Increasing Profitability
- Maintaining Growth
- Maintainng Customer Satisfaction
- Increasing Efficiency
- Maintaining Retention
Short Term Goals
Production Planning
Production planning is the function of establishing an overall level of output , called the Production Plan.
Production planning is the function of establishing an overall level of output , called the Production Plan.
Capacity Planning
[TBD]
[TBD]
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