Operations and Supply Chain Management

Running head: OPERATIONS AND SUPPLY CHAIN MANAGEMENT
Operations and supply chain management
Name of the student
Name of the university
Author’s Note

OPERATIONS AND SUPPLY CHAIN MANAGEMENT
1.1. Some suitable operations improvement principles to the business (Healthcare support
ltd).
Operations management is address as the production management, within the hospitality
sector, it all began with the division of production. Operations management is now addressed as
a multidisciplinary function area within a company along with finance and marketing. It is the
operations management that ensures that the raw material, equipment and other inputs are
utilised most effectively and efficiently within an organisation with the sole objective of
minimising the output.
However, there are a required set of skills; they are as follows:
Organisational abilities, the Analytical capability which is an understanding of the operational
process; there should be proper coordination among the various operational process, skills that
stay in the hand of the people, the creativity of the people, and problem solving capability.
The ten sets of principles to carry on suitable operations management are as follows:
 Accountability - Under this state of principal there is a very important role which is played
by the top hierarchy management authority. There is a specific set of rules and procedures
which is introduced by the top hierarchy, and it is required to be made mandatory for each
and every performing individual within an organisation to work in accordance to the specific
set of rules. Each and every performing organisation has its own set of business rules which
are being Taylor made according to the business activities and with the vision to obtain their
desired goals.1
1 Reid, R. Dan, and Nada R. Sanders. Operations Management, Binder Ready Version: An Integrated
Approach. John Wiley & Sons, 2015.

OPERATIONS AND SUPPLY CHAIN MANAGEMENT
 Fundamentals - According to fundamental it has been observed that 80% of the business
success results because of maintaining record and disciplines. On the other hand, 20% of
business success results from applying new techniques for carrying business operations. This
is also referred to as Pareto rule.
 Organisation - Various manufacturing processes are interconnected within an organisation;
the sub-department is connected with its top department. Every department needs to be
consistent in order to achieve a desirable outcome in terms of profits.2
 Managing the passion of the employees - The level of employee motivation and that of the
local employee and workers are one of the key factors towards a business success and
operations management. When the employees evolve the desire to contribute positively
towards the organisation goal, this, in turn, results in useful operations improvement.
 Reality - According to the reality the area of the concerning problem should be given much
of the priority and focus in respect to the manner of the operations. The techniques being
used for carrying out a specific activity (operation) is not to be given much priority in
comparison to both the factors.
 Nature of casualty - Any specific problem taking place within the operations of the
concerning business should not be undertaken as a burden. It should be viewed as a normal
day to day issue and should focus more on dealing with it, so that it may not occur again in
the near future, rather than taking the problem as a burden and eliminating the ongoing
operations of the business.
Reid, R. Dan, and Nada R. Sanders. Operations Management, Binder Ready Version: An Integrated
Approach. John Wiley & Sons, 2015.
2 Hitt, Michael A., Kai Xu, and Christina Matz Carnes. "Resource based theory in operations management
research." Journal of Operations Management 41 (2016): 77-94.

OPERATIONS AND SUPPLY CHAIN MANAGEMENT
 Variances of the operations - The variations of the operations should be encouraged because
they can be resourceful for the concerning business if managed carefully and effectively.
 The humility - The manager, should always acknowledge the limitations rather than cost trial
and error process.
 Success - The interest of the individual customer, should be given particular focus because at
present the success will change over time. In order to maintain the progress and the customer
interest, each and every business principles are required to be verified and revised on an
occasional basis.
 Change in the field of operations theory - As the business environment changes this brings in
new operations principle theory. Hence, one should not stick to a particular approach.
 Forming team with customers - There is an immense need to understand the consumption
behaviour of the consumer in order to organise and manage operations accordingly.
 Never ending process continuous and rapid movement - The business firm should always aim
towards non-stop Rapid improvement in order to deliver the best quality which is the aim for
a quick response towards the customer demand.3
 Unified purpose - It is concerned with the Frontline employees in strategic decision making;
they should understand the very soul purpose of the operations of the concerning business.
 Awareness in regard to the competition - Understanding of the customer's perceptions of
their practices and that of their competitive edges.
 Effective organisation of operational resources - Setup matrix in regard to organising the
resources in such a manner that operations are close to the consumption rate and demand.
3 Walker, Professor Helen, Professor Stefan Seuring, Professor Joseph Sarkis, and Professor Robert
Klassen. "Sustainable operations management: recent trends and future directions." International Journal
of Operations & Production Management 34, no. 5 (2014).