Operations Management 4.0

Contributors

Contributors

Operations management is a series of activities that a company uses to convert a variety of input ( raw materials, labor, etc.) into end products and services. Operations Management relates to the production of goods and services, and the output of the abundant production of Goods and Services is under the coordination and supervision of the operations manager. International operations management refers to the activities related to the transformation of an international company. Operations management is also closely linked to quality, productivity, and information technology. A company determines how input is transformed into goods or services. Correctly designed and operating systems are successful and procedures play a major role in determining product quality and productivity. The aim of this research is to find out how management on international operations. The method used is the library study method. This article is about managing international operations. Operations management is a series of activities that a company uses to convert a variety of input ( raw materials, labor, etc.) into end products and services. Operations Management relates to the production of goods and services, and the output of the abundant production of Goods and Services is under the coordination and supervision of the operations manager. The primary role of operations management is to create potential for achieving maximum value for the company. In other words, operation management is an activity to provide added value that is meant to create or add new value to the input of the organization in a way that directly affects the output.

The operations management research agenda: An update

Effective operations management is central to achieving superior operational performance, whether in the manufacturing or service sector. While many studies have examined the importance of operations in manufacturing, less attention has been given to service operations management, particularly from the perspective of service operations managers. This study aims to bridge this gap by developing a comprehensive instrument for service operations management. By combining qualitative and quantitative approaches, we identified six key elements that underpin service operations management: Equipment Management, Human Initiatives, Service Delivery Control (SDC), Certifications, Technology Usage, and Service Delivery Design (SDD). Confirmatory factor analysis (CFA) confirmed the one-dimensionality of these factors, demonstrating their close interconnection. The instrument exhibited strong reliability and validity, enabling it to provide a structured framework for the empirical understanding of operations management in the service sector.

Notes from the Editors: Restructuring the Journal of Operations Management

This thesis presents a new approach to understanding operations management in terms of the underlying theories of activity that inform various improvement initiatives and techniques. In particular, it is argued that the dominant plan-based approaches to operations management are informed by a common-sense, but flawed, conception of activity as the production and implementation plans derived from formal manipulations upon abstract models of the world. A detailed analysis of the conceptual basis and assumptions of this theory of activity demonstrates that the domain of applicability of such approaches is quite limited, and they should fail in characteristic ways already observed within other disciplines that have studied and experimented with the design of agents from this standpoint. The thesis also presents an alternative framework for the analysis and design of operations systems based upon a radical theory of the nature of intentional activity currently being articulated in diverse disciplines, but which has as yet had little impact on management science. Management of operations in batch repetitive manufacturing is used as a case area to illustrate these ideas. A variety of pre-packaged management techniques have been aggressively marketed to this area. It is argued that these techniques are clustered into two competing theories, or paradigms, of operations management. This first, which may be labelled Computer Aided Production Management, stresses computer based planning and is clearly grounded on a planning theory of activity. The activity theory basis of the second, which is referred to as Lean Production, is in need of articulation. Case studies of companies who have had experience with both paradigms reveal that there are aspects of the management problem in this area for which the dominant plan-based approach gives no account, namely, the situatedness of manufacturing activity, and further, that this problem cannot be made to go away simply by making the planning approach more elaborate. These observations motivate a reexamination operations management in terms of the nature of activity. The connection between management theories and theories of the nature of activity is made rigorous by noting that, at a certain level of description, all sufficiently complex systems, including management systems, can be viewed as intentional agents. At this same level of analysis, it is natural to formulate operations management as the design and control of intentional systems. When this level of description and what is meant by intentionality are carefully defined, it is possible to borrow fruitfully, from a variety of disciplinary areas, conceptions of the nature and design of intentional activity which have important implications for the design of operations systems and operations management. With these new theoretical tools in place, the case area, and particularly the main case study, are revisited and reread. It is possible to examine the conceptual basis and likely usefulness of the planbased approaches with new clarity. Using the new situational / interactional theories of activity, it is also possible to define and apply a new approach to operations management and to argue that the Lean Production paradigm of operations management can be understood as an example of this new approach.

This study aims to analyze how the operational management of Public Valuation Service Office (PVSO) Fuadah Rudi and Partners performs simple property valuation procedures. The type of research used is qualitative research with a case study approach. The results of this study indicate that PVSO Fuadah Rudi and Rakan have implemented operational management standards in simple property appraisal procedures. The operational management used is divided into 2, namely design and operation. The design is divided into 5 parts: a) Selection and design of products, processes, and equipment, b) Appointment of company locations and production units, c) Layout design, d) Design of tasks and work, e) preparation of production strategy and capacity selection. Operation is divided into 5 parts: a) Preparation of production plans. b) Planning, procurement, and control of inventory or materials, c) Machinery and equipment maintenance, d) Quality control, e) Human resource management. PVSO Fuadah Rudi and colleagues use mediation as a meeting point between the client and the office in case of a discrepancy.

The role of big data analytics capabilities (BDAC) in understanding the challenges of service information and operations management in the sharing economy: Evidence of peer effects in libraries

Competing through goods only has turned out to be increasingly difficult unless efficiency and low-cost manufacturing are at the core of the business. Extending the offering by introducing customisation in combination with services has improved the effectiveness capability. Still, much remains to understand how these servitised businesses can be managed in an integrated fashion. Service operations management and manufacturing operations management have evolved along separate paths but are beginning to align, and by focusing on value adding processes some fundamental principles can be identified. Using a value driven and process-based approach the value offering is defined as provided by initial capabilities and adapting capabilities of the provider. From a supply chain perspective this is shown to be identical to the established approach of balancing efficiency and responsiveness (also referred to as leagility) based on the customer order decoupling point. As a consequence focus on efficiency is at the core of goods-based supply and focus on responsiveness is at the core of service-based supply.

With the rapid development of digital technologies, responsible AI has become a critical focus for ensuring ethical and socially conscious advancements in business and operations management. The integration of responsible AI practices in business groups’ digital transformations is essential to mitigate potential risks and maximize the positive impact on operational efficiency, supply chain performance, and subsidiary performance. This study aims to examine the consequences and mechanisms through which responsible group digitalization influences business group’s operation management, as manifested in subsidiary performance within the context of the digital economy. Analyzing data from 202 affiliated subsidiaries, we examine the role of HRM collaboration and technological turbulence in facilitating group digitalization. This study enriches the operations management literature and expands the application of ethical and responsible AI practices in digitalization by investigating the relationship between business group digitalization and business operations. Furthermore, this study provides practical implications pertaining to how ethical and responsible practices can guide group digital transformations, business operations and enhance the performance of subsidiaries.

This paper explores the integration of Artificial Intelligence (AI) in operations management, highlighting its transformative impact on industries. It discusses the benefits and challenges of adopting AI in areas such as production planning, inventory control, supply chain management, and quality assurance through case studies. The paper proposes an 8-step model to guide organizations in implementing AI, emphasizing ethical considerations and collaboration. The future implications include IoT integration and predictive analytics. With careful planning, AI has the potential to revolutionize operations management and contribute to societal advancement.

Artificial Intelligence (AI) has rapidly become a critical technology for businesses seeking to improve efficiency and profitability. One area where AI is proving particularly impactful is in service operations management, where it is used to create AI-powered service operations (AIServiceOps) that deliver highvalue services to customers. AIServiceOps involve the use of AI to automate and optimize various business processes, such as customer service, sales, marketing, and supply chain management. The rapid development of Artificial Intelligence has prompted many changes in the field of Information Technology (IT) Service Operations. IT Service Operations are driven by AI, i.e., AIServiceOps. AI has empowered new vitality and addressed many challenges in IT Service Operations. However, there is a literature gap on the Business Value Impact of Artificial intelligence (AI) Powered IT Service Operations. It can help IT build optimized business resilience by creating value in complex and ever-changing environments as product organizations move faster than IT can handle. So, this research paper examines how AIServiceOps creates business value and sustainability, basically how AIServiceOps makes the IT staff liberation from a low-level, repetitive workout and traditional IT practices for a continuously optimized process. One of the research objectives is to compare Traditional IT Service Operations with AIServiceOPs. This paper provides the basis for how enterprises can evaluate AIServiceOps and consider it a digital transformation tool. The paper presents a case study of a company that implemented AI-powered service operations (AIServiceOps) and analyzes the resulting business outcomes. The study shows that AIServiceOps can significantly improve service delivery, reduce response times, and increase customer satisfaction. Furthermore, it demonstrates how AIServiceOps can deliver substantial cost savings, such as reducing labor costs and minimizing downtime.

Batu City is one of well known cities in East Java Province which is as center of tourism destination and also as center of apple production. There is growing small scale industry related to apple processed products, such as apple chips. In an effort to support the supply of raw materials and production planning, it is necessary to know the achievement of supply chain performance in a small industry of apples chips in Batu City. The method used is qualitative analysis to know the system of raw material inventory control and production planning system applied and analyze the performance of supply chain management, supply chain mapping with SCOR (Supply Chain Operations Reference) method, measurement of supply chain performance by using measured performance attribute that is Supply Chain Reliability, Supply Chain Responsiveness and Supply Chain Agility with performance metrics of Perfect Order Fulfillment (POF), Order Fulfillment Cycle Time (OFCT), Upside Supply Chain Flexibility, Upside Supply Chain Adaptability and Downside Supply Chain Adaptability. The results of this study indicate that the system of raw material inventory control and production planning system have been applied. Supply chain mapping, performance measurement of supply chain management need to be developed more to improve supply chain management performance in the small industry apple chips in Batu City.

PurposeThe purpose of this paper is to explore the contribution of production and operations managers (POMs) and logistics managers (LMs) in improving manufacturing and service operations, comparing experiences in Australia and Britain.Design/methodology/approachThe findings are based on surveys of the two occupations in the two countries. Thus, the focus is on comparing and contrasting two strategically placed occupations within the supply chain and in two traditional manufacturing economies in developed countries, in opposing hemispheres of the world.FindingsThe working lives of 254 Australian and 195 British POMs and 303 Australian and 168 British LMs are explored to see how well prepared they are for the business challenges of today, whether they see the need for changes in the ways in which they work and what satisfactions they derive from their worlds of work?Practical implicationsInsights are provided for senior management into the deployment and personal and professional development needs of two key occupations within supply chain management.Originality/valueThe findings from the research give fresh insights into the ways in which managers in the two areas of responsibilities in the two countries.view their worlds of work