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Improving operational efficiency begins with measuring it. Since operational efficiency is about the output to input ratio, it must be measured on both the input and output side. Quite often, company management is measuring primarily on the input side, e.g., the unit production cost or the man hours required to produce one unit.
On the other hand, if the business is not even able to cover operational costs, it should shut down. [32] Although this rule largely differs depending on the size of the business, the business's cash-flow, and the competitive nature of the business, it serves as a model rule for most small competitive businesses to operate on. [33]
Business process re-engineering (launched by Michael Hammer in 1993 [34]): a business management strategy focusing on the analysis and design of workflows and business processes within an organization. BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes.
Incorporation of "low-cost thinking" into an organisation's culture [5]: 8 Half cost strategies: ambitious strategies which aim to reduce the costs of specific production processes or value adding stages to 1/N of the previous cost. [7] Examples specifically focussed on the use of suppliers and the costs of goods and services supplied include:
BPR is influenced by technological innovations as industry players replace old methods of business operations with cost-saving innovative technologies such as automation that can radically transform business operations. [2] Business process re-engineering is also known as business process redesign, business transformation, or business process ...
The Workflow Management Coalition, [6] BPM.com [7] and several other sources [8] use the following definition: Business process management (BPM) is a discipline involving any combination of modeling, automation, execution, control, measurement and optimization of business activity flows, in support of enterprise goals, spanning systems, employees, customers and partners within and beyond the ...
It differs from operations management in general, since the processes of service organizations differ from those of manufacturing organizations. [2]: 2–7 In a post-industrial economy, service firms provide most of the GDP and employment. As a result, management of service operations within these service firms is essential for the economy. [3]
When drawing diagrams for businesses, allocative efficiency is satisfied if output is produced at the point where marginal cost is equal to average revenue. This is the case for the long-run equilibrium of perfect competition. Productive efficiency occurs when units of goods are being supplied at the lowest possible average total cost.