In every organization, inputs of some kind (raw materials, services, information, and/or products) are transformed into outputs (services, information, and/or products) that are of value to internal or external customers on a continuous basis.
Description
In every organization, inputs of some kind (raw materials, services, information, and/or products) are transformed into outputs (services, information, and/or products) that are of value to internal or external customers on a continuous basis.
For example, consider an automobile assembly plant. The parts are the inputs. The welding, paint, and assembly processes are the transformation processes. The finished vehicles are the outputs that are of value to customers.
Similarly, consider a business that prepares tax returns for individuals. The inputs are IRS forms, W2 statements, other tax-related documents, and information about the applicable tax laws. The compilation of this information into tax return forms is the transformation process. The completed tax return is the output that is of value to customers.
For this discussion forum, address the following:
1.Identify a real-world organization with which you are personally familiar or that you have researched. Describe the organization, including its mission statement.
2.Describe Operations Management relative to this organization in terms of inputs, transformation processes, and outputs.
3.Given that productivity is a ratio of some measurement of output to some measurement of input, what are two different ways that productivity could be measured for your selected organization?
4.What is one way in which productivity could be improved for this organization?
Your document should be a minimum of 250-300 words. Be sure to support your statements with logic and argument, citing any credible sources referenced.
Useful Resources:
Annarelli, A., Battistella, C., Borgianni, Y., & Nonino, F. (2018). Estimating the value of servitization: A non-monetary method based on forecasted competitive advantage. Journal of Cleaner Production, 200, 74-85. https://doi.org/10.1016/j.jclepro.2018.07.220
Project Management Institute (PMI). (2017). A guide to the project management body of knowledge (PMBOK® guide) (6th ed., pp. 1-35). PMI Publications.
Read Chapter 1 Introduction
Szasz, L., & Seer, L. (2018). Towards an operations strategy model of servitization: The role of sustainability pressure. Operations Management Research, 11(1–2), 51. https://doi.org/10.1007/s12063-018-0132-0
Veiga, G. L., de Lima, E. P., Aken, E. V., & da Costa, S. E. G. (2019). Efficiency frontier identification on the context of operations strategy – a study on representative constructs and variables. Procedia Manufacturing, 39, 745–755. https://doi.org/10.1016/j.promfg.2020.01.436
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