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The transformation model is the process of transforming inputs (labor, capital, equipment, land, buildings, materials and information) into outputs (goods and services) that provide added value to customers in a form of a product or service. Atlanta Airline's operations all conform to this general input transformationoutput model. Input resources include aircrafts, pilots and crews, ground crews and passengers and freights. The transformation process will move the passengers and freight to their willing destinations, and this finally creates the output of transported satisfied passengers and freight. Accordingly to business writer Galloway in 1998, he defines operations as all the activities concerned with the transformation of materials, information or customers. Micro-operations are all those activities that go on within the organization which contribute directly or indirectly to a macro-operation On a closer look at Atlanta's operation's , it is fragmented into several microoperations which make up the whole business system. All the micro-operations which run under the airport s Director of Operations include the loading and unloading aircraft, putting meals on board, filling the fuel tanks and cleaning the airplanes by the ground crews. Then, the baggage handling operation is responsible for sorting, checking and dispatching bags to the many departing flights. The airlines ticketing staff is dealing with lines of passengers, each of whom may have a different destination. The information desk deals with the many queries, such as people wanting to know if their plane is delayed, the location of a hotel, or trying to work out how to get by road or plane to their final destination. Passengers flow through the lounges, passport control and security checks, and use duty free shops and restaurants, all of which have to
is the information that is being processed or used in the process itself. etc. Transformed resources are those resources that are transformed in some way by the operation to produce the goods or services i. Thirdly. rather than for instance transformation of information. machinery and equipment. and more. The staff or labor involved in the transformation process include both people who are directly employed by the organization in addition to those contracted to supply services / subcontractors. Transformed resources in operations can be of three types.always be kept clean and fully stocked.The inputs used in within the production of goods and services are classified into two types. transforming resources are those resources that are used to perform the transformation process. An example of transformed resources in Atlanta s airplanes could include the food and drink served to passengers as meals. On evaluation of Atlanta Airport's . are mainly concerned with the transformation of customers. etc . as they are dealing with customer satisfaction and service through their transportation service. While the facilities of an organization.the aircrafts and airplanes. Meanwhile. there is high dependence on both labour and automated operations which depend on capital ex. inputted with the system of creating the good or service. Secondly. its outputs. are coordinated by A part of the transformation model chain is the input. A service business such as Atlanta International Airport . which are the physical inputs fed in during the process. also known as capital include the businesses assets. Firstly. transformed resources and transforming resources. cookers. All of these activities. they are staff and the business's core facilities. while the transforming resources include the equipment used such as. during the transformation process. individuals who are transformed in some way. are the customers. There are two types of transforming resource . such as buildings. are the materials. and chefs.e. refrigerators.
Their direct responsibilities include managing the operations process. embracing design. and thirdly the quantity of goods or services (the capacity of operations). 3M manufactures a top-quality adhesive tape called Magic Tape . Magic Tape is used for everyday taping applications. including smooth removal from the tape roll. human resource management of employees. and operations strategy.firstly. Such areas include marketing. asset management of an organization s buildings. Their indirect responsibilities include interacting with those managers in other functional areas within the organization whose roles have an impact on operations. 3M has enjoyed a substantial profit margin on its Magic Tape product because 3M engineers make the manufacturing equipment and design . and finally the is the management of human resources An example of a business with successful business operations is the 3M Company. and improving the exiting the operations system. a common priority of all operations managers is making decisions related to designing. is the quality of goods or services. control. the operations manager is responsible for managing activities of providing the best level service to its customers. planning. It has successfully achieved a good example of the strategic importance of transforming inputs into outputs that provide competitive advantage in the marketplace. Therefore. accounting. There are five main kinds of decision in which they relate to: . For several decades. Fourthly arrives. managing. Additionally. performance improvement. They are also responsible for cost management incurred to acquiring resources. the processes by which goods and services are produced. and a non-reflective surface. Secondly. finance. equipment and stock. the stock of materials (inventory) needed to produce goods or services. facilities.The operations function within Atlanta International Airport is responsible for arrangement of resources devoted to providing the best transportation service to its customers. an adhesive that is sticky enough to hold items in place (but not too sticky that it cannot be removed and readjusted if necessary!). but it offers attractive features that most other tapes do not. transforming them or delivering them to customers. Operation managers also have other responsibilities such as. personnel and engineering.
An opposite example of the strategic implications of the input/output transformation process is 3M s decision in the 1980s to stop manufacturing VHS tape for video players and recorders. Controlling the transformation process makes it extremely difficult for competitors to produce tape of the same quality as Magic Tape. it dropped VHS tape from its offerings. allowing 3M to reap significant profits from this superior product. as there were many Asian competitors that could produce high-quality VHS tape at lower cost. Since 3M had no proprietary control over the transformation process for VHS tape that would allow the company to protect its profit margins for this product. In other words. In the VHS tape market 3M had no proprietary manufacturing advantage. . 3M enjoys a commanding competitive advantage by controlling the transformation processes that turn raw material inputs into the high value-added Magic Tape product.the manufacturing processes that produce Magic Tape. The two 3M examples of Magic Tape and VHS tape show how important the transformation process and operations management can be to providing and protecting an organization s competitive advantage.
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