Operational efficiency
The input that is established to run a business and the inherent outcome of the business operation is referred to as operational efficiency. The ratio of input and output must be positively inclined to one another to ensure that there is a balance. There is a direct correlation between input and output. If the input is negative or positive, it is possible that a similar will be replicated in the output. Inputs can be human resource, capital, and time. Each entity is analyzed and evaluated based on the variable attached to it. For instance, capital is analyzed based on the cost while the human resource is evaluated based on headcount. Additionally, time is defined based on the effort that is inserted in the activities being performed. The output is the outcome that is received after the input has been processed. The variables attached to money as an output include cash, margin, and revenues. Examples of output include customer loyalty, new customers, market differentiation and quality. Others may include opportunities, innovation, headcount and productivity. Efficiency is defined by the extent to which the outcome is reflective of the input. If an organization does not appropriately lay emphasis on the efficiency of operations, it cannot meet its objectives.
Operational effectiveness
The essence of operational effectiveness is to have all the activities of an organization function appropriately to achieve the predetermined objectives. Implementing the organization's strategy requires that all the components work with synergy and coherence. Operational effectiveness encompasses numerous issues and practices that aid the organization appropriately utilizing its resources and as a consequence of implementing the processes in a proper fashion. Operational effectiveness is defined by the continuation and enhancement of performance in the firm. Operational effectiveness requires that managers and executives align the process and activities within the firm with the overall mission. Functional improvements are positively enhanced when the managers identify areas of deficiencies and appropriately taking up the necessary steps to seal the gaps that may hinder the effective performance of the firm. It is imperative that the management employs strategies that are focused on leveraging the process as a measure of ensuring operational effectiveness.
Operations strategy
Refers to the strategies that organizations employ to achieve their goals. The development of an operations strategy is dependent on the extent to which a company can analyze and examine the efficiency and effectiveness of the systems by using personnel, resources and the work processes (Taylor & Brunt, 2010). Consequently, an organization can use operations strategy to link the short and long term decisions as a measure of creating an effective team in the management areas. The strategies that a company develops or lifts from other entities must be capable of meeting the company demands and achieve the set goals. Positively established goals are a recipe for better results because they focus on the areas of deficiencies by sealing the gaps in the operational level. The absence of such tenets is detrimental to the productivity of an organization.
Operational sustainability
This is a business concept that refers to a method of evaluation where companies have to analyze and evaluate the current practices and determine the extent to which they can be applied without risking resources (Taylor & Brunt, 2010). Operational sustainability focuses on some issues, but it majorly deals with ecological resources. The concept also lays emphasis on the economic and social resources that are at the organization’s disposal. The sustainability model applied by the management determines increased productivity in an organization. An organization has to focus on areas that are profitable and discard the process that derail the agenda of the firm.
Six Sigma
It is a strategy that is applied by organizations in eliminating certain flaws that may hinder the effective functionality of the processes in the organization (Jacobs & Chase, 2013). The method is data driven and is used in areas of operation and productions. Ideally, the method is aimed at improving the performance of the processes as appropriate. The disciplined procedure has immense value to an organization because it constantly aims at eliminating certain elements in the processes that are not aligned with the mission and vision of the firm. The method can be applied where operations and processes are involved.
Quality
Quality, as used in the company, means the production or manufacturing of a product without traces of defects. It also implies excellence in the operations and processes of the organization. Quality is the ultimate feature that ensures that the needs and expectations of the clients are met appropriately.
Operations Management
In my organization, operations management refers to the process of designing, overseeing and controlling the various operations that are inherent in the organization. The processes are aimed at enhancing the productivity of the organization in so far as the production of goods and services is concerned. Consequently, operations management deals with the proper management of inputs that are supposed to be transformed into inputs. The managers and the chief executives are responsible for the alignment of various processes. The company employs strategic planning as techniques of operations management. This technique is used because it aids in the alignment of various programs that the company needs to undertake over a given period of time. It also used to allocate resources for various projects. Organizational chart is not used by the organization because of the cultural set up of the institution.
References
Jacobs, F. R & Chase, R. B. (2013). Operations and Supply Management: The Core, 3rd. Press.
Taylor, D., & Brunt, D. (2010). Manufacturing operations and supply chain management: The LEAN approach. London: Thomson Learning.
