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    Activity 2 Lesson 1 - Operations and Productivity Assessment

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    Gianne Ruth Mabao
    Operations management involves forecasting demand, planning capacity, scheduling resources, managing inventories, ensuring quality, motivating employees, and deciding on facility locations. It differs between companies that produce goods versus offer services. For companies that produce goods, the outputs are tangible products, production and consumption do not occur simultaneously, jobs involve less labor and no customer participation. For service companies, outputs are intangible, production and consumption occur together, jobs involve more labor and customer participation in the conversion process. Measurement of performance also differs between the two types of companies.

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    Activity 2 Lesson 1 - Operations and Productivity Assessment

    Uploaded by

    Gianne Ruth Mabao
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    Operations management involves forecasting demand, planning capacity, scheduling resources, managing inventories, ensuring quality, motivating employees, and deciding on facility locations. It differs between companies that produce goods versus offer services. For companies that produce goods, the outputs are tangible products, production and consumption do not occur simultaneously, jobs involve less labor and no customer participation. For service companies, outputs are intangible, production and consumption occur together, jobs involve more labor and customer participation in the conversion process. Measurement of performance also differs between the two types of companies.

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    Activity 2

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    Operations management involves forecasting demand, planning capacity, scheduling resources, managing inventories, ensuring quality, motivating employees, and deciding on facility locations. It differs between companies that produce goods versus offer services. For companies that produce goods, the outputs are tangible products, production and consumption do not occur simultaneously, jobs involve less labor and no customer participation. For service companies, outputs are intangible, production and consumption occur together, jobs involve more labor and customer participation in the conversion process. Measurement of performance also differs between the two types of companies.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    24 views3 pages

    Activity 2 Lesson 1 - Operations and Productivity Assessment

    Uploaded by

    Gianne Ruth Mabao
    Operations management involves forecasting demand, planning capacity, scheduling resources, managing inventories, ensuring quality, motivating employees, and deciding on facility locations. It differs between companies that produce goods versus offer services. For companies that produce goods, the outputs are tangible products, production and consumption do not occur simultaneously, jobs involve less labor and no customer participation. For service companies, outputs are intangible, production and consumption occur together, jobs involve more labor and customer participation in the conversion process. Measurement of performance also differs between the two types of companies.

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    of 3

    MABAO, GIANNE RUTH July 24, 2021

    BSA 2-13 BUMA 20093 – Prof. Reynaldo T. Barrera

    Activity 2

    Lesson 1 – Operations and Productivity Assessment

    1. Define operations management and the functions associated with it.

    Operations Management, or OM, may be defined as the management of


    business systems, processes, or practices that create goods and provide services.
    Supervision is given to these business systems to make the highest efficiency
    possible regarding the materials and labor conversion into goods and services
    within the organization.

    Moreover, operations management functions include the following:

    • Forecasting involves the making of predictions and possible events using past or
    historical data. This method facilitates the critical decision-making of the entity
    concerning the consumer’s demand and the analysis of the organization’s
    strengths and weaknesses.

    • Capacity planning focuses on measuring how much a business organization can


    achieve, produce, and sell for a given or specific time. Capacity planning also
    entails analyzing what the company will make and what the expected demand will
    be.

    • Scheduling is responsible for assigning tasks to the company’s personnel and


    even to the pieces of machinery and equipment. Therefore, scheduling refers to
    the timing and use of the available resources within the organization.
    • Managing inventories is the process that is responsible for the management of
    an organization’s stocks – in ordering, storing, moving, arranging, counting, and
    maintaining thereof.

    • Assuring quality focus on ensuring the fulfillment of requirements as part of


    production consistency. It is the measure for the accomplishment of standards that
    are needed to maintain excellence.

    • Motivating employees is vital for continually energizing, directing, and sustaining


    the staff and personnel efforts to achieve the company’s goals and objectives.
    Hence, this is about the operations manager’s responsibility to encourage their
    subordinates to be well-productive and effective.

    • Deciding to locate facilities or location strategy is the geographical positioning


    of an operation relative to the input resources and other operations.

    2. Compare the operations management in a company that produces goods


    with a company that offers services.

    A company that produces goods and a company that offers services have
    distinct characteristics from one another. The distinguished aspects:
    tangible/intangible nature of the output, production, consumption, nature of work
    or job, customer participation in conversion, measurement of performance, quality
    of production, and inventory accumulated.

    For further discussion, in manufacturing, the outputs produced are more


    tangible products. On the other hand, service involves intangible work. In service,
    the production and consumption of the outcomes co-occur, while the consumption
    of outputs for manufacturing happens over time. Moreover, in manufacturing, jobs
    are done with less labor but more equipment, and there is no customer
    participation in the conversion or production process. In contrast, jobs in service
    use more labor and equipment and with direct consumer contact. In
    transformation, the customers have frequent participation in the process. For the
    last comparison, manufacturing uses sophisticated methods for measuring
    production activities and resource consumptions, while services use elementary
    methods.

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