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Operations management is concerned with designing and controlling the production of goods and services, [1] ensuring that businesses are efficient in using resources to meet customer requirements.
Operational planning (OP) is the process of implementing strategic plans and objectives to reach specific goals. [1] In an Introduction to Management and Organizational Behavior, Barbara Carlin and Marina Sebastijanovic suggest that operational planning is one of the four basic types of planning involved in organizational management.
[2] A simplification of the main aspects of a management system is the 4-element "plan, do, check, act" approach. A complete management system covers every aspect of management and focuses on supporting the performance management to achieve the objectives. The management system should be subject to continuous improvement as the organization learns.
[1] [2] Operational Excellence leverages earlier continuous improvement methodologies such as Lean Thinking, Six Sigma, OKAPI, [3] and scientific management. [4] The concept was introduced in the 1970s by Dr. Joseph M. Juran, [4] who taught Japanese business leaders quality improvement methods. It gained prominence in the United States during ...
Danaher is well known for its Danaher Business System (DBS) [2] Fortive (a company that split from Danaher in 2016) has the Fortive Business System (FBS) which is derived from the DBS [ 3 ] Ingersoll Rand established the Ingersoll Rand business operating system (BOS) to describe the six enterprise focus areas and its process improvement method ...
[2] When qualitatively interpreting the quantitative results of the benchmarking, one has to take the company strategy into consideration - as well as the individual strategies of the other members of the peer group. If not done, quantitative results that are a consequence of strategy, not of inefficiency, can't be eliminated.
Larger organizations generally have three hierarchical levels of managers, [1] in a pyramid structure: . Senior management roles include the board of directors and a chief executive officer (CEO) or a president of an organization.
[2] After graduation, Ohmae subsequently worked as a senior design engineer for Hitachi from 1970 to 1972. From 1972 to 1995 he worked for McKinsey & Company. As a senior partner he ran the company's Japan operations for a number of years. He co-founded its strategic management practice, and served companies in a wide spectrum of industries ...