QUESTION [Answer briefly but explain your thoughts.

Make it your own words if

possible. 4-8 sentences.]
1) What is operations management?
- Operations management entails making use of a variety of resources,
including personnel, materials, equipment, and technology. Operations
managers acquire, create, and supply items to customers in accordance
with the needs of the customer and the capabilities of the organization in
question. Different strategic issues are dealt with, such as choosing the
size of manufacturing plants and project management methods, as well as
putting in place the structure of information technology network
infrastructure. Operations management comprises analyzing the utilization
of raw materials and ensuring that the least amount of waste is produced.
Numerous formulas, such as the economic order quantity formula, are
employed by operations managers in order to decide when and how large
of an inventory order should be processed, as well as how much inventory
should be kept on hand.
2) Discuss the historical evolution of operations management.
- Since the beginning of time, operations have existed in some shape or
another. As a whole, operations have undergone significant
transformation, particularly in the manufacturing sector, which has
progressed through three distinct stages, the craft manufacturing, mass
production and the modernization. The issue of discussion Operations
management has a long and illustrious history that dates back to the late
seventeenth century in England and eventually spread throughout Europe
and to the United States during the nineteenth century. The majority of
local craftsmen and their apprentices, who were largely their family
members, used to produce things in modest numbers in smaller shops
and factories prior to that time period. A horse-drawn cart or a piece of
furniture were prominent examples of products made under that approach,
with a single person being responsible for the entire process from
conception to completion. Only rudimentary tools were accessible and the
machinery that we are accustomed to using had not yet been developed.
3) Compare and contrast system design vs. system operations.
- In systems design, the process of defining the various aspects of a system
based on the provided requirements includes the definition of modules,
architecture, components and their interfaces, as well as data. Bottom-Up
or Top-Down approaches are required in order to take into consideration
all of the system's connected variables. System analysis deals with the
challenges and modifications that must be made in the project as a result
of the client's input, whereas system design works with the requirements
and needs of the client. System design is the process of creating a new
module by specifying its components and ensuring that its primary criteria
are met.
4) Differentiate standardized and customized output.
- Standardization and customization each have their own set of advantages
for developing companies. A uniform strategy to global marketing that is
"one size fits all" may be efficient, but it may not be appealing to local
customers in the long run. Customization, on the other hand, can
significantly improve the customer experience and engagement by
catering to the preferences of local customers, but it can be difficult to
scale. It is possible that a consistent approach to global marketing will be
more economical, but that it will not appeal with local consumers.
Customization, on the other hand, can significantly improve the customer
experience and engagement by catering to the preferences of local
customers, but it can be difficult to scale. It gives a corporation the ability
to expand globally while taking advantage of economies of scale.
5) Describe the types of operations in terms of:
i. Project - A project operations plan outlines the company's plan for
completing a project. It is also known as a project execution plan.
On significant public works projects, contractors and subcontractors
are frequently called upon to use these plans. Before sanctioning
any work, government authorities frequently seek a copy of the
project operations plan. A project operations plan prevents any
unplanned activity that could result in the project's objectives not
being met. The plan outlines a predetermined and documented
path of action for the project, which allows the impacted
government agencies to assess the plan's efficacy in meeting the
project's goals and achieving those goals.
ii. job shop – This is a type of manufacturing process in which small
batches of a wide range of unique products are produced in a fast
and efficient manner. The job shop process flow is characterized by
the fact that the majority of the products produced require a
customized set-up and sequencing of process steps. Job shops are
typically firms that manufacture specialized items for the benefit of
other businesses. Job shops, on the other hand, can contain a
diverse variety of enterprises, such as a machine tool shop, a
machining center, a paint shop, a commercial printing shop, and
other manufacturers who produce custom products in small
quantities, such as a printer. Customization and relatively short
manufacturing runs are the focus of these firms, rather than bulk
and standardization.
iii. batch processing - Batch processing refers to the processing of
transactions as a group or in a single batch. Once batch processing
has begun, no further interaction with the user is required. Unlike
transaction processing, which includes processing transactions one
by one and requiring user participation, batch processing does not
 require the user to engage with the system. Batch processing jobs
are scheduled to execute at regular intervals or on an as-needed
basis, depending on the situation. For example, monthly invoices
for utilities and other services that consumers receive are often
created by batch processing and delivered to them by mail. When
dealing with huge amounts of data at once, batch processing is
advantageous because it is a cost-effective method of doing so.
iv. repetitive production - The creation of things in quick succession is
referred to as repetitive manufacturing. Goods produced through
repetitive manufacturing are produced in the same way, following
the same production sequences. Automated assembly techniques
and repetitive production are frequently used in conjunction with
one another. In cases where the same products are manufactured
over an extended period of time, this method is advantageous. Both
discrete and process manufacturers can employ repetitive
manufacturing to produce large quantities of product in a short
period of time.
v. continuous processing - Continuous processing is a flow production
method that is used to manufacture, create, or process materials
without interrupting the flow of production. It is referred to as a
continuous process or a continuous flow process because the
materials being processed, whether they are dry bulk or fluids, are
always in motion and undergoing chemical reactions, as well as
being subjected to mechanical or thermal treatment. The terms
continuous processing and batch production are used to oppose
one another. Continuous operation typically refers to operations
that are available 24 hours a day, seven days a week, with only
intermittent maintenance shutdowns, such as semi-annual or
annual. It is possible for some chemical factories to function for
longer than one or two years without needing to be shut down.
Blast furnaces are capable of operating continuously for four to 10
years.
6) Compare manufacturing and service business organization in terms of
i. customer contact - Contact with a consumer occurs before, during,
and after the purchase of a product or service, and is defined as the
process of answering their questions. It is the process of
addressing client difficulties and presenting them with an
appropriate solution that is designed through the use of superior
call center services. Customer contact services may also include
email and online ticketing systems to communicate with customers
and prospects. Because the other means of customer complaint
resolution are not as quick as phone services, customers who
 purchase a product or service exclusively look for call assistance
when making their purchase.
ii. uniformity of inputs - Because manufacturers normally have greater
control over the amount of variability in the resources, they utilize
than do service providers, uniformity of inputs is usually a
determinant of when a product is manufactured. Another difference
between service organizations and their manufacturing
counterparts is that the products of service organizations are more
"customized."
iii. Output - The outputs of a process can be thought of as the building
blocks that contribute to the creation of the desired outcomes, and
the success of an exercise should never be judged solely on the
outputs: the holding of a meeting does not necessarily imply that
the objectives of the process have been fully achieved. Some
outputs, on the other hand, have inherent worth that is independent
of whether or not they contribute to the overall outcomes of the
project. The exchange of information, for example, can contribute to
the development of trust among individuals, even if the information
itself has no intrinsic worth.
iv. Others - Business that manufactures products sells a distinct
product from firms that provide services. A manufacturing firm
makes and sells a physical product, whereas a service business
sells a service to its customers. A service business, on the other
hand, could be anything from an accountancy firm to a law firm. In
both instances, an action is available for rental. The accountant will
take care of the taxes, and the lawyer will put together a brief. In
this case, there is no actual product to offer; instead, the client
necessitates the engagement of the service provider.
7) Describe the role of operations manager in every organization.
- As a result, operations managers are in charge of overseeing the activities
that are involved in the manufacture of goods and the provision of
services. Management of the operations process, which encompasses the
design, planning and management of the operation as well as the
improvement of performance and the development of an operational
strategy are among their primary responsibilities. Interacting with
managers in other functional areas within the organization whose jobs
have an impact on operations is an example of their indirect
responsibilities. Marketing, finance, accounting, human resources, and
engineering are examples of such fields.