Operations Management System (Essay Sample)

Operation Management System
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Introduction
Operation management refers to the process of carefully organising the methods of producing and distributing goods and services. The functions include practices that entail transforming product ideas into the final product and planning, organising and controlling the systems. The primary area of concern is the productivity and efficiency of the management processes. Operation management practices include analysis of the internal systems and their measurements to achieve set objectives (Kunath and Winkler, 2018, p.227). Methods of how the operations are conducted in an organization depend on the nature of services delivered by the organization; for instance, manufacturing, mining, farming, building or general services all differ in terms of operation management (Kunath and Winkler, 2018, p.230).
In manufacturing, set up operation management involves the transformation of suggested opinions into final goods. To carry out this function within the business set up today, firms must continually struggle to alleviate their efficiency in the operation. This involves fine-tuning production processes to focus on critical areas of improvement, such as developing measures to reduce raw material costs and eliminate non-value-added activities. The lead manager in the manufacturing industry has the responsibilities of planning, monitoring and ensuring quality control (Safiullin et al, 2019, p,237).
System operation management deals with developing skills and knowledge for problem-solving, analytical thinking, interaction and application of modern technology to improve an organization system. These skills and knowledge are essential for managers dealing with the production of goods and services to make a variety of decisions and encompass long term goals such as goods and services, process design, plant location, capacity planning as well as operational decisions, which include process planning, inventory management, quality assurance system as well as project management (Safiullin et al, 2019, p,237).
Theoretical Approach and Operations Management
According to the history of manufacturing and its operations, specialization and division of labour and advancement in technology have improved the productivity of companies (Nonahal Nahr and Rahnama Roodposhti, 2018). Systematically determining performance using formulas was not adequately researched until Fredrick Taylor worked on the principle of operation management in 1911, which consisted of four elements such as developing of scientific management, selection of effective and efficient labour, developing of workers through education, and intimate relationship between management and staff (Nonahal Nahr and Rahnama Roodposhti, 2018). However, the modern-day operation systems of governance revolve around four theories: six Sigma, organizational process redesign (BPR), and multiprocessing systems.
Organizational Process Redesign
The integration of the organizational structure, processes, and employees has promoted actions to achieve the planned strategy. Significant activities in the organizational redesign include adherence to the company procedures, management of performance, talent recruitment, and skill development of the employees (Dellve et al., 2018, p, 250). A well-established organizational redesign will match the company objectives and the strategy. The organizational structure, people, and processes will strive to promote and achieve the plans and goals of the company. This theory was founded in the year 1993, and it focuses on the designation of workflow, system and processes of the organization. The main objective was to restructure the organizational systems and processes (Dellve et al, 2018, p, 253). Most essential business processes are overhauled to achieve specific goals such as increasing returns, improving services, and reducing costs incurred. Depending on the nature of business processes, production, sales, and management of financial operations are reworked to attain the desired objectives. 
An excellent example of business process redesign is the use of "Tallyfy", a service that simplifies business functions (Dellve et al, 2018, p, 255). Unlike traditional methods of establishing process diagrams, documentation and flow charts.
To achieve business process redesign, the organization will develop a committee and redesign the organizational mission, strategic objectives, values, vision, and processes from scratch to facilitate consultation function from the external stakeholders. Having the goals of increasing productivity, reducing cycle times, improving quality of products, achieving efficient customer services, new technology implementation and team restructuring, the need for radical interventions (Cho et al, 2017, p, 93-97).
The business processes begin with what the organization is up to, what to achieve, and who. However, it may be needless for most companies to know that the firm has been struggling with errors and mistakes. Once the issue of what should be done is answered, the methods and ways to achieve it are then implemented (Cho et al, 2017, p, 100).
Company Multi-Processing Systems
These involve systems related to products established to incorporate dynamic modification into the technology components of an organization. It allows organizations to quickly and effectively produce enough product and service to meet customer demand and requirements. 
The University of Michigan invented this management component under the engineering research department, and the manufacturers have implemented it to increase process productivity. The system is very flexible in that if a sudden change affects product and services in the market, it will respond to the change allowing the company to efficiently meet the demand of goods and services (Sanchez-Lara et al, 2021). The following factors characterize reconfigurable manufacturing systems;
1 The modularity of machines, tools and control within the manufacturing system. This means they can be added, replaced with other items with ease.
2 Modules integration should be rapid and effective at both machine and system level.
3 The flexibility of the system to suit manufacturers needs and expectation.
4 We are fostering manufacturing scalability to allow proper rearranging.
5 Convertibility of the processes and system structures to suit new lines of production.
6 System auditing to enable troubleshooting the problems.
This system of manufacturing offers a wide range of advantages. For starters and small businesses, to maintain a market niche for their products, they must adapt to the market variables, where the organizational multiprocessing system comes to perform the function. This enables them to produce a wide range of products that meet all the market requirements in the market. This system can well be used in a competitive environment to gain trust and retain customers (Sanchez-Lara et al, 2021).
Six Sigma Approach
This strategy for process improvement performance facilitates customer satisfaction by ensuring high-quality products and services to the customers. The Six Sigma approach is a concept of reducing process variations for consistency with regard to desired process outcomes (Cudney et al, 2020, p, 240). The approach is based on the DMAIC system of defining data, measuring, analyzing, improving, and controlling parameters in the process. Six Sigma has a history of ensuring good quality to the process output to improve processes and products. It is also part and parcel of the supply chain processes that increase customer satisfaction. The advantages of six Sigma in an organization are beyond management problem solving, decision making, and production processes from converting raw material to the final product (Cudney et al., 2020, p, 240). Six Sigma has its foundation on the following principles:
1 Customer Focus/Attention
Customer focus is a concept of quality management, and it involves being keen and paying attention to the customers to improve the relationship, customer retention, foster loyalty, and satisfaction. The primary aim of ensuring customer focus in an organization is to make a profit in the business. This principle outlines the customer as the King in business (Harmeling et al., 2017, p, 330). The primary goal is bringing maximum benefits to the customer for the business success. The company needs to evaluate the needs of customers and what drives sales and loyalty. Standard quality of products is defined based on the market requirements.
1 Get rid of junk
Getting rid of junk in an organization entails applying lean and six sigma principles in the operation processes to minimize process variations and wastes (Callen and Lopez, 2019, p. 320). At the top management level, a lean system is developed by implementing leadership to drive organizational results or output. The lean method involves team problem-solving functions such as kaizen events to eliminate process wastes, which can be accomplished by conducting a proper investigation for rapid practical improvements within the business setup (Callen and Lopez, 2019, p. 319).
2 Ensure flexible and responsive ecosystems
Flexibility and responsiveness is part and parcel of the organizational culture change. All staff should be engaged to participate in the decision-making process, which includes quick adoption of skills and knowledge for the organization’s growth. There are two methods of Six Si...