Operation Management Essay

Assignment A

MANAGING OPERATION AND QUALITY.

By: Charie B. Felicia

PAGES

INTRODUCTION 3

Activities Involved in Operations Management 4-5

Importance of Operations

Management to County Council

Performance 6

Transport Operations Measurement Proposals 7

Administration and Management of Service Operations 8

Importance of Continuous

Improvement

9

Transport Service Performance Evaluation 10

Service Operations Role Evaluation 11

CONCLUSION

12 Introduction

This is a Stakeholder’s Information Sheet prepared by the undersigned as the Operations Manager of Transport Services for SHEEN TRANSIT, INC., a rural transit company operating in Labason, Zamboanga del Norte, Philippines.

Stakeholders primarily consist

This will give focus on the objectives of transport to move supplies and lives in a reliable manner, on time, cost effectively and efficiently to its destination. In sum, this Stakeholder’s Information Sheet will raise the awareness to the council on the management of road transport.

Activities Involved in Operations Management

Operations management is an area of management concerned with overseeing, designing, and controlling the process of production and redesigning business operations in the production of goods or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of raw materials, labor, and energy) into outputs (in the form of goods and/or services).[1]

The operations management in a transit company is a bundle of different attributes. It includes services, place, price, performance, quality, timing, cost, public image, performance, safety, delivery and availability. It is on these areas that the activities in operations management must

• Inputs – the resources that are invested in particular activities, such as the level of funding spent on various activities or modes.

• Outputs – direct results, such as the miles of sidewalks, paths and roads, and the amount of public transit service provided.

• Outcomes – ultimate results, such as the number of miles traveled and mode split, average travel speeds, congestion and crowding, number of accidents and casualties, energy consumption, pollution emissions, and user satisfaction. It is often best to use some of each type of performance indicators. For example, when evaluating the performance of a transportation company in a given jurisdiction it may be appropriate to develop a performance index that includes indicators of process, inputs, outputs and outcomes. Performance indices have many practical applications including trend analysis, comparisons, target setting, and incentives (such as rewards) for managers and employees. They provide a navigation system that indicates where the organization is, where it wants to go, and how to get there. They help identify developing problems and the effectiveness of solutions. Indices can present data in various