ABSTRACT
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 operations process converts them into outputs. This is the core activity 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 wil 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:
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1 Objectives. What are we seeking to achieve in the design of the process? What are the constraints and trade-offs involved? Issues of effectiveness, efficiency and flexibility are considere
2 Process organization . A number of alternative ways of organizing the process have evolved in response to different conditions. These are described and their suitability considered.
