After the work of organising, information about the number of different people at different levels required to achieve the objective shall have to be provided. Dependent and independent demand Some operations can predict demand with more certainty than others. When customers reach the front of the queue, they are served at the next free counter.
All operations require plans and require controlling, although the degree of formality and detail may vary. Two conceptual reasons supporting systematic planning by managers are limited resources and an uncertain environment.
Setting realistic objectives depends on this awareness. Larger jobs that take more time will not enable the business to invoice as quickly. It also involves thinking about past events retrospectively and about future opportunities and impending threats prospectively.
However, although longest operation time sequencing keeps utilization high, this rule does not take into account delivery speed, reliability or flexibility. The next smallest processing time is 40 minutes for binding job D.
Control decisions also will be at a relatively detailed level. Different organizations may use them in different ways, and even textbooks in the area adopt different definitions. A small delay in fixing one part of the design could have significant implications in many other parts of the job.
By this time, for example, the hospital must distinguish between different types of demand. A manager usually finds that some premises are unreasonable and can therefore be excluded from further consideration.
Carry on allocating jobs until the list is complete. In the absence of objectives no organisation can ever be thought about. They will supply demand without having any firm forward visibility of customer orders. Queues in theme parks may be designed so that one long queue snakes around the lobby area until the row of counters is reached.
Operations managers will be concerned mainly to achieve financial targets. It includes a preliminary look at possible future opportunities and the ability to see them clearly and completely, knowledge of where we stand in the light of our strengths and weaknesses, an understanding of why we wish to solve uncertainties, and a vision of what we expect to gain.
Just as important, contingencies will have been put in place which allow for slight deviations from the plans. In making short-term interventions and changes to the plan, operations managers will be attempting to balance the quality, speed, dependability, flexibility and costs of their operation on an ad hoc basis.
The times for processing each job through the first printing and second binding work centres are shown in the figure. This elimination process helps the manager determine which alternative would best accomplish organizational objectives.
One a job has been sequenced, delete it from the list. Some caution is needed when using these terms.
Chapter 10 Operations kitaharayukio-arioso.com 3 • Business transforms input from environment into output to the environment • Operations function – executing transformation process • Operations function and operations management are directly involved with creating products and providing services in order to realize the objective of business Chapter 10 – The Nature of Planning and Control The most important issues to consider however are those concerned with the nature of planning and control.
Although planning and control are two separate activities, in practice, very difficult to separate. The Nature of Planning. and Control Planning and control is concerned with the reconciliation between What is what the market requires and what the operations resources can deliver.
Planning and Planning and control activities provide the systems, procedures Control and divisions which bring different aspects of supply and demand. The nature of the decisions taken to plan and control an operation will depend on both the nature of demand and the nature of supply in that operation.
Uncertainty in Supply and Demand Uncertainty makes both planning and control more difficult.Download