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Week 1 Discussion 1:Examining principles of Operations Management

Elvin Pena

One organization familiar to me is a mid-sized manufacturing firm specializing in custom furniture. The transformation process within this firm involves several key stages, each with specific inputs, transformation activities, and outputs. Our inputs include raw materials such as wood, metal, and fabric; skilled labor including carpenters, metalworkers, upholsterers, and assembly line workers; machinery and equipment like saws, drills, and CNC machines; designs and specifications provided by customers or our in-house design team; capital for procurement of materials, payment of wages, and maintenance of machinery; and technology such as software for design, inventory management, and quality control. The transformation process starts with design and planning using CAD software. We then procure raw materials and shape components using machinery and hand tools. These components are assembled into finished furniture pieces following design specifications, undergo finishing processes such as sanding, painting, varnishing, or upholstering, and undergo rigorous quality control to ensure they meet standards and customer requirements before packaging and distribution. Our outputs include finished furniture pieces ready for sale and delivery, and waste materials like sawdust and metal shavings, which we either recycle or dispose of responsibly.

To achieve maximum efficiency in our organization, we focus on optimizing raw material usage through better inventory management systems, enhancing labor productivity with ongoing training and incentive programs, upgrading machinery and equipment to reduce production time and defects, and leveraging technology to streamline processes and reduce errors. Implementing a Just-In-Time (JIT) inventory system can minimize excess stock and reduce storage costs, further optimizing raw material usage. Providing ongoing training for workers to improve their skills and efficiency, along with implementing incentive programs, can enhance labor productivity. Investing in advanced machinery that offers greater precision and speed can reduce production time and defects, while regular maintenance schedules ensure machines operate at peak efficiency. Utilizing advanced software for design and production planning can streamline processes, reduce errors, and enhance overall efficiency. Implementing an ERP (Enterprise Resource Planning) system can integrate various functions and improve coordination.

The video "Operations processes: Inputs, transformations, outputs" outlines four critical steps in a transformation process that we continuously monitor: input acquisition, process execution, output quality, and feedback and improvement. Input acquisition ensures the quality and timely procurement of raw materials. Process execution monitors the efficiency and effectiveness of the transformation process. Output quality ensures the final product meets quality standards and customer expectations. Feedback and improvement involve continuously seeking feedback from customers and stakeholders to make necessary adjustments and improvements to the process. These steps are essential for maintaining the efficiency and effectiveness of our operations.

An example from my 22-year career with the US Marine Corps (USMC) illustrates these principles. During deployments, I served in a supporting logistical role for a year and a half, managing the logistics and supply chain. This involved overseeing inputs such as ammunition, food, medical supplies, fuel, logistics officers, transport personnel, vehicles, and technology. The transformation process included assessing needs, procuring and stocking supplies, planning distribution routes, transporting goods, and verifying deliveries, with the outputs being well-supplied units and accurate inventory records. We had to ensure the quality and timely acquisition of supplies, monitor the efficiency and effectiveness of distribution, verify the quality of delivered supplies, and continuously seek feedback to improve our processes. This experience highlighted the importance of careful planning, efficient execution, and continuous improvement in operations management.

Understanding customer needs—both external end-users and internal departments—is crucial for our business's success and sustainability. Every department within our organization has customers, whether external purchasers of our products or services or internal colleagues who rely on our outputs to perform their duties. Without customers, there would be no demand for the products or services we provide, emphasizing the importance of customer-centric operations. Recognizing and understanding customer needs helps us tailor our processes to meet those needs effectively, ensuring customer satisfaction and loyalty. This approach is essential for maintaining a competitive edge in the market and ensuring long-term success. 

Reference: 

Collier, D. A., & Evans, J. R. (2017).  Operations and supply chain management, 6th edition. Cengage 

Films Media Group. (2013). Operations processes: Inputs, transformations, outputs. Films On Demand. Retrieved April 16, 2023, from  https://fod.infobase.com/PortalPlaylists.aspx?wID=102577&xtid=53757 . 

Discussion 1

CT Samuels

There are many examples to choose from when considering the ideal example of the transformation process within an organization. At present, Starbucks Corporation comes to mind, as it is an excellent example of this topic. As we all know, the transformation process consists of three main stages: inputs, transformation, and outputs.

Starbucks’ inputs are raw materials, human resources, capital, information, and facilities. For raw materials, the company uses goods such as coffee beans, milk, water, sugar, flavor syrups, baked goods and other ingredients. With regard to human resources, the company maintains a work force of baristas, cashiers, and cleaning staff. The company’s capital consists of coffee machines, grinders, blenders, refrigerators, tables, chairs, and POS systems. Its information input consists of recipes, customer orders, inventory levels, and sales data. While the company’s facilities input is the physical space of each coffee shop, including seating areas, counter space, and storage.

Before providing its product to its customer base, Starbucks must prepare its raw materials. Coffee beans are ground, and other ingredients are prepared based on the customer's order. The ground coffee is then brewed using coffee machines. Depending on the order, the coffee might be mixed with milk, sugar, flavor syrups, or other ingredients. The brewed coffee and other ingredients are combined to create the final product. During this step, a barista may need to heat or cool the beverage, add toppings, and package it for dine-in or take-out depending on the order. The completed product is handed over to the customer by the barista, either at the counter, through table service, or through the drive through. 

Starbucks produces several products as outputs. The company makes various types of coffee beverages such as espresso, cappuccino, latte, iced coffee, and specialty drinks. The company also utilizes service to enhance the customer benefits package (CBP). Customer service experience is emphasized within the value-creation process; therefore, the company focuses on peripheral services such as warm greetings when taking customer orders, ambiance, and the overall dining experience to maximize the probability of a positive moment of truth. 

As an operations manager within Starbucks, several changes to inputs can help the company achieve maximum efficiency and quality of outputs. Firstly, automating processes may help reduce preparation and standardize the brewing process. Implementing automated coffee machines, and automating the input of customer orders  are examples of actions that could be taken to reduce customer wait times, ensure consistent quality, and reduce overall costs. Secondly, investing in regular training sessions for baristas on new products, efficient working methods, and customer service skills may enhance both efficiency and the quality of service. Establishing positive competition between locations for best customer service scores could be implemented to ensure optimal CBP across the brand. As a manager I would also focus on optimizing inventory management. This could be accomplished through automation as well. Today technological advancements make inventory management expedient as well as efficient.  Using inventory management software to track ingredient usage and sales can reduce waste and ensure fresh ingredients are always available. Implementing an ergonomic workspace in each location minimizes the movement required to prepare beverages, this design objective may speed up the process and reduce physical strain on staff.

The video "Operations processes: Inputs, transformation, outputs" emphasizes four steps in a transformation process that must be continuously monitored. The first step, design, ensures the product or service meets customer needs and preferences. The second step, supply chain, manages the flow of materials from suppliers to a product producing firm. The third step mentioned in the video, production, oversees the actual creation of the product or service. The fourth and final step that must be continuously monitored according to the video is distribution. Distribution ensures the product or service reaches the customer in a timely and efficient manner.

Many people state that their organization has no customers; however, this is a misconception. Every business or department within an organization has customers. Customers of an organization may be external or internal. External customers are the end-users or consumers who purchase and use the product or service offered by the business. For example, customers visiting Starbucks that buy beverages. Internal customers  include employees or departments within the organization that rely on services or products from other parts of the organization. For instance, the HR department serves the employees by managing their benefits and payroll.

References

Smith, J. (2022). *Operations processes: Inputs, transformation, outputs* [Video]. Educational Video Library. Retrieved from  https://www.educationalvideolibrary.com/operations-processes

Collier, David A., and James R. Evans.  Operations and Supply Chain Management. Cengage Learning, 2024. 

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Brittany Amansec Week 1 discussion 

Brittany Amansec

Achievement is considered to be something you work towards, such as going to school and getting your degree in a subject. Your achievement is that you have worked hard, studied, and passed everything needed to state on paper that you have earned the degree. To understand ascription a bit more, Peter Morgan, Author of The Business Students Guide to Study and Employability, talks about the 7 different dimensions. He explains ascription as others respecting you simply because of the authority you have been given without the need to really prove yourself (Morgan, 2021). Trompeneers describes ascription as being given a status based on who you are and further attributes it to gender, age, class, or position (7 dimensions of culture 2024). 

What most workplaces in the United States show is half and half. Most of what I see from my perspective is achievement. Much of the workforce does require a good amount of achievement. For example, if you want to work in a school, you will more than likely not be given a job as a teacher just because your mother or father is the head of education or the principal. For a teacher, you do have to have achievements such as a degree and training hours. The same applies to being a doctor, lawyer, or nurse. 

Other workplaces might approach things differently. For example, I know someone who was able to get a job as a site director for a before and after school program simply because of their character and how well they were known in that field. But usually, I think that when you have a person who is looking for a job regularly, it is mostly achievement that gets them in, whereas if you were looking at a family business, it would be less about achievement and more about ascription, meaning the social status of those family members would get them a job in the family business and not really their achievement. So, I do think it is a blend of both. A degree and experience in that field is very prized by many, but some workplaces can afford to set that aside and would rather have someone who is more well-known because maybe their company can benefit from it more. I do think, though, that I would rather have my doctor hired based on achievements rather than ascription because just being known as a great person is not always beneficial. 

Certain workplaces can be seen as having a culture, so the benefit of going in the ascription direction in a workplace is to hire the people you know work well and blend in with the culture. Regarding culture and human behavior from our textbook, if a child is born into a culture and is raised in a certain way to work in the same workplace as their family eventually, it would be easier to bring them in simply because of who they are because they have been raised in the culture of their group. Whereas someone who is technically not a part of that group, though has the achievements, still might not be as desired as someone who is more “known” and has a similar culture to everyone else (Matsumoto & Juang, 2023 pg.28).  We also see this a lot in movies, where we see some young adults who know the family business and could work because of who they are to everyone and having high status, but choose to go against that and the culture and do something else, which causes the family to become disappointed in this choice. 

7 dimensions of culture. Trompenaars Hampden-Turner. (2024, January 22).  https://thtconsulting.com/models/7-dimensions-of-culture/

Matsumoto, D. R., & Juang, L. P. (2023). Culture and psychology. Cengage.

Morgan , P. (2021). The Business Student’s Guide to study and Employability | Sage Publications Ltd.  https://uk.sagepub.com/en-gb/eur/the-business-students-guide-to-study-and-employability/book241260

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week 1 discussion

Freddy Deleon

Sadly, in today’s world I would say it is more about who you know and the connections you make. It personally feels like a degree is just a check mark and does not have much to do with your actual occupation or position. The structure that built the United States years ago is not being used in the most effective way anymore. Feels like we have steered away from who is the best person for the job and more towards who do I know that can fill this position. Seven dimensions of culture speaks about how people respect the position more than the person. It should not be that way yes it is professionalism but the respect should be earned. "People who have an internally controlled (or mechanistic) view of nature, tend to believe that nature can be controlled and usually take themselves and their own internal perspective as their starting point for determining the ‘right’ action. In contrast, cultures with an externally controlled (or organic) view of nature believe that powerful others, fate, or chance primarily determine events. As such, they tend to adapt their actions towards the reality of their environment and are more comfortable with ‘going with the flow’." (Trompenaars 2024)

My experience in the Marine Corps showed me when it works and when it does not. I have seen people in positions they should never have, and it was just their time so they “earned it” but on the flip side I have seen the military make an individual step up and become the best person for the role through their character and the way they handle situations. I guess my conclusion is you never really know until someone is put in that position and once they are we must monitor and make sure they are learning and progressing into their role. Some will adapt but others might just not be cut out for it anymore and that can really hurt the overall objective.

I think status should be assigned by experience and knowledge. School is just the fundamentals you would need in any job field it does not solidify a spot. It should be to get your foot in the door, but experience and skill is what will really identify who succeeds in their roles. Leadership, accountability, skill, and respect are all things that you develop overtime. Some people are great with it since birth and just have it other people it must be taught but status should be assigned by setting requirements and letting the subordinates choose candidates. At the end a panel can narrow down the one person for the role.

Seven dimensions of culture. Trompenaars Hampden-Turner. (2024, January 22).  https://thtconsulting.com/models/7-dimensions-of-culture/

Matsumoto, D. R., & Juang, L. P. (2023). Culture and psychology. Cengage.

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Week 1 Discussion 1:Examining principles of Operations Management

Elvin Pena

One organization familiar to me is a mid-sized manufacturing firm specializing in custom furniture. The transformation process within this firm involves several key stages, each with specific inputs, transformation activities, and outputs. Our inputs include raw materials such as wood, metal, and fabric; skilled labor including carpenters, metalworkers, upholsterers, and assembly line workers; machinery and equipment like saws, drills, and CNC machines; designs and specifications provided by customers or our in-house design team; capital for procurement of materials, payment of wages, and maintenance of machinery; and technology such as software for design, inventory management, and quality control. The transformation process starts with design and planning using CAD software. We then procure raw materials and shape components using machinery and hand tools. These components are assembled into finished furniture pieces following design specifications, undergo finishing processes such as sanding, painting, varnishing, or upholstering, and undergo rigorous quality control to ensure they meet standards and customer requirements before packaging and distribution. Our outputs include finished furniture pieces ready for sale and delivery, and waste materials like sawdust and metal shavings, which we either recycle or dispose of responsibly.

To achieve maximum efficiency in our organization, we focus on optimizing raw material usage through better inventory management systems, enhancing labor productivity with ongoing training and incentive programs, upgrading machinery and equipment to reduce production time and defects, and leveraging technology to streamline processes and reduce errors. Implementing a Just-In-Time (JIT) inventory system can minimize excess stock and reduce storage costs, further optimizing raw material usage. Providing ongoing training for workers to improve their skills and efficiency, along with implementing incentive programs, can enhance labor productivity. Investing in advanced machinery that offers greater precision and speed can reduce production time and defects, while regular maintenance schedules ensure machines operate at peak efficiency. Utilizing advanced software for design and production planning can streamline processes, reduce errors, and enhance overall efficiency. Implementing an ERP (Enterprise Resource Planning) system can integrate various functions and improve coordination.

The video "Operations processes: Inputs, transformations, outputs" outlines four critical steps in a transformation process that we continuously monitor: input acquisition, process execution, output quality, and feedback and improvement. Input acquisition ensures the quality and timely procurement of raw materials. Process execution monitors the efficiency and effectiveness of the transformation process. Output quality ensures the final product meets quality standards and customer expectations. Feedback and improvement involve continuously seeking feedback from customers and stakeholders to make necessary adjustments and improvements to the process. These steps are essential for maintaining the efficiency and effectiveness of our operations.

An example from my 22-year career with the US Marine Corps (USMC) illustrates these principles. During deployments, I served in a supporting logistical role for a year and a half, managing the logistics and supply chain. This involved overseeing inputs such as ammunition, food, medical supplies, fuel, logistics officers, transport personnel, vehicles, and technology. The transformation process included assessing needs, procuring and stocking supplies, planning distribution routes, transporting goods, and verifying deliveries, with the outputs being well-supplied units and accurate inventory records. We had to ensure the quality and timely acquisition of supplies, monitor the efficiency and effectiveness of distribution, verify the quality of delivered supplies, and continuously seek feedback to improve our processes. This experience highlighted the importance of careful planning, efficient execution, and continuous improvement in operations management.

Understanding customer needs—both external end-users and internal departments—is crucial for our business's success and sustainability. Every department within our organization has customers, whether external purchasers of our products or services or internal colleagues who rely on our outputs to perform their duties. Without customers, there would be no demand for the products or services we provide, emphasizing the importance of customer-centric operations. Recognizing and understanding customer needs helps us tailor our processes to meet those needs effectively, ensuring customer satisfaction and loyalty. This approach is essential for maintaining a competitive edge in the market and ensuring long-term success. 

Reference: 

Collier, D. A., & Evans, J. R. (2017).  Operations and supply chain management, 6th edition. Cengage 

Films Media Group. (2013). Operations processes: Inputs, transformations, outputs. Films On Demand. Retrieved April 16, 2023, from  https://fod.infobase.com/PortalPlaylists.aspx?wID=102577&xtid=53757 . 

Discussion 1

CT Samuels

There are many examples to choose from when considering the ideal example of the transformation process within an organization. At present, Starbucks Corporation comes to mind, as it is an excellent example of this topic. As we all know, the transformation process consists of three main stages: inputs, transformation, and outputs.

Starbucks’ inputs are raw materials, human resources, capital, information, and facilities. For raw materials, the company uses goods such as coffee beans, milk, water, sugar, flavor syrups, baked goods and other ingredients. With regard to human resources, the company maintains a work force of baristas, cashiers, and cleaning staff. The company’s capital consists of coffee machines, grinders, blenders, refrigerators, tables, chairs, and POS systems. Its information input consists of recipes, customer orders, inventory levels, and sales data. While the company’s facilities input is the physical space of each coffee shop, including seating areas, counter space, and storage.

Before providing its product to its customer base, Starbucks must prepare its raw materials. Coffee beans are ground, and other ingredients are prepared based on the customer's order. The ground coffee is then brewed using coffee machines. Depending on the order, the coffee might be mixed with milk, sugar, flavor syrups, or other ingredients. The brewed coffee and other ingredients are combined to create the final product. During this step, a barista may need to heat or cool the beverage, add toppings, and package it for dine-in or take-out depending on the order. The completed product is handed over to the customer by the barista, either at the counter, through table service, or through the drive through. 

Starbucks produces several products as outputs. The company makes various types of coffee beverages such as espresso, cappuccino, latte, iced coffee, and specialty drinks. The company also utilizes service to enhance the customer benefits package (CBP). Customer service experience is emphasized within the value-creation process; therefore, the company focuses on peripheral services such as warm greetings when taking customer orders, ambiance, and the overall dining experience to maximize the probability of a positive moment of truth. 

As an operations manager within Starbucks, several changes to inputs can help the company achieve maximum efficiency and quality of outputs. Firstly, automating processes may help reduce preparation and standardize the brewing process. Implementing automated coffee machines, and automating the input of customer orders  are examples of actions that could be taken to reduce customer wait times, ensure consistent quality, and reduce overall costs. Secondly, investing in regular training sessions for baristas on new products, efficient working methods, and customer service skills may enhance both efficiency and the quality of service. Establishing positive competition between locations for best customer service scores could be implemented to ensure optimal CBP across the brand. As a manager I would also focus on optimizing inventory management. This could be accomplished through automation as well. Today technological advancements make inventory management expedient as well as efficient.  Using inventory management software to track ingredient usage and sales can reduce waste and ensure fresh ingredients are always available. Implementing an ergonomic workspace in each location minimizes the movement required to prepare beverages, this design objective may speed up the process and reduce physical strain on staff.

The video "Operations processes: Inputs, transformation, outputs" emphasizes four steps in a transformation process that must be continuously monitored. The first step, design, ensures the product or service meets customer needs and preferences. The second step, supply chain, manages the flow of materials from suppliers to a product producing firm. The third step mentioned in the video, production, oversees the actual creation of the product or service. The fourth and final step that must be continuously monitored according to the video is distribution. Distribution ensures the product or service reaches the customer in a timely and efficient manner.

Many people state that their organization has no customers; however, this is a misconception. Every business or department within an organization has customers. Customers of an organization may be external or internal. External customers are the end-users or consumers who purchase and use the product or service offered by the business. For example, customers visiting Starbucks that buy beverages. Internal customers  include employees or departments within the organization that rely on services or products from other parts of the organization. For instance, the HR department serves the employees by managing their benefits and payroll.

References

Smith, J. (2022). *Operations processes: Inputs, transformation, outputs* [Video]. Educational Video Library. Retrieved from  https://www.educationalvideolibrary.com/operations-processes

Collier, David A., and James R. Evans.  Operations and Supply Chain Management. Cengage Learning, 2024. 

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