Organization of the operations process
Chapter 2 has shown how operations is a complex function which interacts with all other functions within the organization. At its heart, however, is the idea of transformation. Inputs are acquired and the
yoperations process converts them into outputs. This is the core activit of the whole organization and organizational success, or even survival, depends upon how well this is carried out. Without an effective and efficient operations process an organization will only succeed for as long as the competition is even less competent. This chapter considers the major factors and choices involved in the design of the operation. In particular it addresses:
The objectives of a business organization are usually expressed in terms of profitability and market share. These may be couched in terms of market leadership, customer satisfaction or even technological leadership, but generally they still lead ultimately to profit.