Operations

1. Operations processes

1.1. Inputs

1.1.1. Transformed resources (materials, information and customers)

1.1.2. Transforming resources (human resources, facilities)

1.2. Transformation processes

1.2.1. The influence of volume, variety, variation in demand, and visibility

1.2.2. Sequencing and scheduling - Gantt charts, critical path analysis

1.2.3. Technology, task design, process layout

1.2.4. Monitoring, control and improvement

1.3. Outputs

1.3.1. Customer service

1.3.2. Warranties

2. Operations strategies

2.1. Performance objectives - quality, speed, dependability, flexibility, customisation, cost

2.2. New product or service design and development

2.3. Supply chain management - logistics, e-commerce, global sourcing

2.4. Outsourcing - advantages and disadvantages

2.5. Technology - leading edge, established

2.6. Inventory management - advantages and disadvantages of holding stock, LIFO (last-in-first-out) (, FIFO (first-in-first-out), JIT (just-in-time)

2.7. Quality management

2.7.1. Control

2.7.2. Assurance

2.7.3. Improvement

2.8. Overcoming resistance to change - financial costs, purchasing new equipment, redundancy, payments, retraining, reorganising plant layout, inertia

3. Role of operations

3.1. Strategic role of operations

3.1.1. Costs leadership and goods/service differentiation

3.2. Goods and services and different industries

3.3. Interdependence with other key business functions

4. Influences on operations

4.1. Globalisation, technology, quality expectations, costs-based competition, government policies, legal regulation, environmental sustainability

4.2. Corporate social responsibility

4.2.1. The difference between legal compliance and ethical responsibility

4.2.2. Environmental sustainability and social responsibility