Across the contemporary business societies, operations strategy is an essential aspect of success. This aspect is the most significant before marketing and production. As a matter of fact, operations strategy is the backbone of a stable company since it determines productivity in terms of flow of operations. Besides, the concept verifies risk proportions before informed decisions are made. This procedure is necessary in monitoring decision science, distribution of risk elements, and forecasting into future swings in the market. Therefore, properly designed operations management system labors to embody business process aspects and simultaneously assemble them as a single unit that operates efficiently within a stringent procedural code. Thus, the key conceptual idea of this analytical research treatise is an explicit and in-depth reflection on the implications of operations strategy in operations management.
Implications of operations strategy in operations management
The initial step towards actualization of an operations management system involves research and creation of an informed and practical business plan. As a matter of fact, operations management actualizes a business plan (Harrison & St. John 2010). Within the business plan, the aspect operations strategy embraces business processes such as acquisition of raw materials, handling, purchasing, and shipping after packaging (Jaisnkar & Mistra 2007). Besides, the operations strategy monitors financial constrain and progress of each of these segments. Thus, when the system is quality oriented, the entire chain coordinating these segments would result in optimal operations.
Although operations strategy experience constant metamorphosis as a result of short term, midterm, and long term goal planning, no company can operate efficiently without quality system functioning (Powell 2005). Quality operations strategy functioning encompasses “strong and systematic planning and actualization which functions simultaneously to cut down costs in operation modeling” (Kaynak 2003, p. 431). Thus, quality will quantify optimal functionality within a competitive advantage parameter. In order to achieve this, the existing forms of system monitoring are periodically upgraded to introduce multiple operating system models such as ratio analysis (Harrison & St. John 2010).
Besides, standard operations strategy system acts as the engine that supports implementers of business strategy in order to comprehensively verify rationale for supporting current, predicted, and actual results for every step upon introduction of a functionality (Harrison & St. John 2010). Therefore, probability of success is far much better than that of failure when the system is properly designed. Success variables are achievable through value delivery, value addition, and creativity. Reflectively, these concepts are techniques and tools essential in the art of operations management. Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig (2011) argues that “QM can increase flexibility through inter functional coordination techniques it provides, the increase in the organization’s awareness of customer requirements, and the practices it makes use of in the area of human resources” (p. 20).
Quality operations strategy connects technical process of understanding operations, their application, and evaluation criteria. This is due to the fact that the system is connected at central point by strategic planning which encompasses costing, speed, quality, flexibility, and dependability to create a smooth continuous operation tracking model just like a computer (Jaisnkar & Mistra 2007). This is summarized in the figure below.
Elements of successful operations strategy
Efficiency of the soft skills
The key part of success puzzle for operations management strategy operates on efficiency of the soft skills involving timeless vision of organizational principles, defining value of the business, determining requirements, clarifying the vision, building teams, mitigating task, resolving issues, and providing direction. A quality operations strategy system must incorporate these principles in the operations (Harrison & St. John 2010). Moreover, balancing act between having to perform optimally at minimal operation and overhead costs is a component of quality in system modeling. Thus, the success of an operations management system is dependent on soft artful skills which are part and parcel of system management (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig 2011).
Efficiency in the value maintenance
Reflectively, relating information on success of a production is dependent on operations strategy for value maintenance. In the process of balancing the act, a quality operations management system should be capable of applying the scientific skills in an artistic manner through informed and perfectly framed use of soft skills to address technical aspects of production management. Generally, a quality operations strategy is that which satisfies requirements within the budget and time schedule without disintegrating initial goal projections (MacKay & McKiernan 2004).
Balance between the short term and long term goals
Generally, corporate strategies proposed by the management are to ensure long term operation. For implementation of the strategy, the management is to balance both the short term and long term consideration towards decisions making. Management that ensures long term obligations is fulfilled. They consider the role played by planning for resources in technology, continued innovations in production of new products, and conducting researchers in the market to identify market niches within the customers. It is apparent that proper matching of soft skills such as team building, organizational effectiveness, leadership, decision making, problem solving, creativity, flexibility, and team building are essential in measuring quality of an operations management design.
The success and failure of a business entity is dependent on effectiveness and quality of the operations management since it determines planning, integration, implementation, and control. In order to strike an optimal performance balance, the process of designing a quality operations management system should commence with a clear overview of budgeting, objectivity, and scheduling (Kaynak 2003). In addition, this part should include control procedures and assessment. In order to come up with a viable operations system, it is of essence to include quality control, communication with stakeholders, progress measurement, and flexibility in planning to accommodate any eventuality.
Proper coordination between the operations variables
Quality in operations management determines the success of goal planning and analysis. As a matter of fact, quality ensures smooth operation and coordination of different variables that function simultaneously in the production chain. The success of a business is determined by the communicative, scientific, and artistic components of an operations management system (Powell 2005). Irrespective of the size and nature of a business entity, quality in operations management is the major verification factor for success of a short term, middle term, and long term projections.
Basically, a quality operations strategy system performs optimally via integration of appropriate scientific methods and techniques. To enrich artistic managerial talents, scientific techniques come in handy to not only magnify the margins of success, but also to ensure smooth transition of an idea or an event after another. Besides, to avoid an eminent failure, it is vital for the operations management system to focus on a defined edge in an organization.
Escrig-Tena, A., Bou-Llusar, C., Beltran, M., & Roca-Puig, V. (2011). Modeling the Implications of quality Management elements on strategic flexibility, Advances in Decision Sciences, 1(1), 1-27
Harrison, J., & St. John, C. (2010). Foundations in strategic management. Ohio, Oh: South Western Cengage Learning.
Jaisnkar, S., & Mistra, N. (2007). Quantitative Techniques for management. Coimbatore, India: Bharathiar University.
Kaynak, H. (2003). The relationship between total quality management practices and their effects on firm performance, Journal of Operations Management, 21(4), 405–435
MacKay, B., & McKiernan, P. (2004). The role of hindsight in foresight: refining strategic reasoning, Futures, 36 (1), 161-179.
Powell, T. (2005). Total quality management as competitive advantage: a review and empirical study, Strategic Management Journal, 16(4), 15–37.