1.1 Outline the main types of operations found within businesses
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Learning outcome 01: Understand the activities that make up operations management
Assessment criteria
The candidate can:
1.1 Outline the main types of operations found within businesses
1.2 Explain how all operational activities can be represented as systems
1.3 Evaluate the characteristics which differentiate operational systems
Amplification of assessment criteria
1.1 Outline the main types of operations found within businesses
1.1.1 Identify types of operation found within businesses; give examples of different
operations required by organisations, including production, transportation,
training, controls and administration
1.1.2 Explain how all operations might differ depending on the size and type of
businesses; use examples to explain how customer needs (taking account of,
size/nature of organisation) will guide the way operations management is carried
out
1.2 Explain how operational activities can be represented as systems
1.2.1 Explain the systems model: demonstrate how the systems model of
input/processing/ output (transformations) is used in operations management
1.2.2 Give examples of a range of operations represented as systems; use examples
from different functions to demonstrate the application of the systems model
1.3 Evaluate the characteristics which differentiate operational systems
1.3.1 Identify the characteristics which can be used to differentiate operational systems:
output volume, nature of processing, outputs (discrete/continuous), customer
requirements, and physical layout
1.3.2 Demonstrate how these characteristics can be used to show the differences
between operational systems: use examples to illustrate the differences between
operational systems
Learning outcome 02: Understand the relationship between operations and performance
Assessment criteria
The candidate can:
2.1 Describe how the operations function supports business performance
2.2 Identify the main internal measures of success used by businesses
2.3 Evaluate how internal measures of success link to business objectives
Amplification of assessment criteria
2.1 Describe how the operations function supports business performance
2.1.1 Explain what operations function means in different businesses: small, medium,
large; for-profit, not-for-profit
2.1.2 Explain why operations is so important within organisations: explain how
operations management can be applied to both service and manufacturing
activities
2.1.3 Demonstrate, using examples, why operations need to be effectively managed;
give examples from different aspects of a business of operations that need to be
managed to reflect, for example, capacity, standards, scheduling and materials
2.1.4 Explain the links between performance and operational management in
organisations; demonstrate the impact of operations management on businesses
2.1.5 Find examples to demonstrate how operations management contributes to
performance in a range of organisations and situations
2.2 Identify the main internal measures of success used by businesses
2.2.1 Explain why internal success needs to be measured by organisations; give examples
of internal success in the context of a range of internal activities and explain how
internal success impacts on the business
2.2.2 Identify how measures can be used to assess internal success: identify a range of
measures, both qualitative and quantitative; explain how such measures can be
used in target setting and monitoring activities, and in comparing actual to
expected performance
2.3 Evaluate how internal measures of success link to business objectives
2.3.1 Explain the need for internal measures of success to monitor actual performance in
achieving business objectives
2.3.2 Using examples, explore the links between measuring internal success and setting
objectives; why objectives need to be set, measured, and reviewed, and explore
the objective setting process
Learning outcome 03: Understand the importance of administration in operations
management
Assessment criteria
The candidate can:
3.1 Examine the relationship between operations and administrative management
3.2 Compare the process and functional approaches to operations
3.3 Examine the relationship between operations and the supply chain
3.4 Demonstrate the links between operations and quality management
Amplification of assessment criteria
3.1 Examine the relationship between operations and administrative management
3.1.1 Identify the relationship between operations and administrative management
3.1.2 Demonstrate the contribution administration makes to operational activities
3.2 Compare the process and functional approaches to operations
3.2.1 Give examples of how administration plays an integral role in operations
management
3.2.2 Explain the differences between process and functional approaches to operations
management; explain process (way people interact such as decision-making) and
functional (grouping similar processes such as under Human Resources)
approaches
3.2.3 Demonstrate the impact of these differences upon operations management; use
examples of these approaches to identify differences such as the impact of how
decisions are taken (process) and separation into groupings (functional) of tasks
into separate areas of responsibility
3.3 Examine the relationship between operations and the supply chain
3.3.1 Explain the supply chain; demonstrate the way a business operates to provide
those links in a chain of activity that best meet customer needs
3.3.2 Explain the links between operations management and the supply chain; show
how effective operations management impacts on the supply chain
3.3.3 Give examples of how operations management supports the supply chain;
demonstrate how operations management provides both the links and the means
to bond these links together
3.4 Demonstrate the links between operations and quality management
3.4.1 Explain why operations management needs to be continuously reviewed and
improved; explain the value of continuous improvement
3.4.2 Give examples of how quality management can contribute to the improvement of
operations management, e.g. by monitoring and providing feedback; provision of
standards and developing quality systems; achieving consistent conformance to
customers’ expectations
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