ABSTRACT

In Chapter 3 the overall role and organization of operations was considered, together with the major classifications of operations, an the major differences between manufacturing and service. The importance of getting the overall operation right was identified. I practice, however, it is equally important to get the detail right, and much of operations management is more concerned with detail than with the ‘big picture’. It is one thing to establish the role of operations within the organization, the nature of the transformation, the type of process organization and the balance of front office an back shop, etc. These are all important, but of little value unless the people charged with carrying out the activities can actually do so. The detailed tasks must be relevant, co-ordinated and feasible, otherwise the effort will be wasted.