Operations management predominantly involves strategic plan, coordinating and overseeing in the production contexts, manufacturing or the product design. Independently, Operations management is result-oriented guaranteeing that the firm productively transforms inputs into outputs in a cost-effective way. The initial resources in production might include anything from supplies, tools and technologies to personnel comprising of employees or human resources. In this paper, we are going to discuss types of operations management functions that will facilitate the production division in planning, manufacturing and logistics of its products, and enhance its effectiveness.
Glossary of business terms used in TopGallant Industries and Steelville Works.
| Term | Definition |
| Operations | Tasks/jobs carried out in TopGallant Industries and Steelville Works which involves one or more than one parts or subtasks which is dived into four key classifications from processing, inspection, transportation and storage (Baumers, 2016) . |
| Operations Management | It is the management part involving the planning and organizing of the production procedures and strategizing business functions into producing commodities or services (Baumers, 2016) . |
| (Business) Function or Functional Area | Categorizing activities basing on their functionality or needs in performing certain tasks for instance accounting, advertising, production in T opGallant Industries and Steelville Works etc. |
| Manufacturing | The conversion of steel, it constituents or parts into a complete goods that meets consumer’s needs or demands, usually done by man or machine system within the labor division (Sarkis, 2017) . |
| Production | The procedures and methods of transforming steel- unfinished commodities into steel balls - finished goods which mostly involves value addition |
| (Business) Division | A uniform part or section of a business (for instance f(inance, production, adverting) which represent a particular operation and exact position in the T opGallant Industries and Steelville Works (Hill, 2017). |
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| Department | An operational section in T opGallant Industries and Steelville Works or a units that concentrates on a particular functions with a structure of management for example marketing, communication, finance etc (Gupta & Starr, 2014) . |
| (Business) Organization | It is sS Structured units that converge to pursue a common objective. T opGallant Industries and Steelville Works have specified structures that control the engagement of both internal and external environment (Castro, 2016) . |
| Input | T opGallant Industries and Steelville Works resources such as labor, land, capital, raw material information energy that aid in the production process to come up with a desired output (Hitomi, 2017) . |
| Output | The quantity of work load, energy, commodities or services a machine or human resources produce in the T opGallant Industries and Steelville Works in a specified time (Romero et al.2017). |
| Process or Transformation | Series Mutually dependent and interrelated processes whereby each stage utilize one or more than one resources – time, efforts, money in the conversion of steel into steel balls where the output in this case can in the same way serve as input until the production complete (Bromiley & Rau, 2016) . |
An Organization Chart of TopGallant Industries' Business Functions
CEO TOPGALLANT
BLUEGRASS AUTO DIVISION
THE SUNNYVALE PICOFLUX DIVISION
STEELVILLE WORKS DIVISION
TOPGALLANT’S HIGH SAILS CONSULTANCY
Quality control Specification and Design must be met
Human Resource Labor utilized in the production
Logistics Distribution of steel balls
Manufacture of steel balls
Accounting Money for steel supplies
-Cash received from the sales of steel balls
The operation department is the heart of the organization where most production and manufacturing activities takes pace. This department has some divisions under it that helps to run all the business operations.
Purchasing
In this case, the main manufacturing raw materials required is steel, as well as machinery goods like bolts, conduit pipes, connectors, pumps or motors are also needed. Its specific purchasing department takes care of the basic manufacturing needs ( Sousa-Zomer et al. 2018) .
Logistics
The logistics department deals with shipment of the finished and scrutinized goods to locations specified by the company. They may decide to contract shipping firms or may as well do the shipping themselves which all in all they still incur costs (Bromiley & Rau, 2016) . Operating departments mostly may have huge international shipping needs regularly employ professional to manage the division.
Accounting
The operation department of TopGallant's Steelville Works requires a specialized financial unit for specific purchases that pertains the production of steel ball (Hill, 2017) . Also the accounting unit gets money into the department after shipping has be done, there will be cash flowing inwards.
Quality Control
Quality control utility affects nearly all the production processes. The personnel inspect for counterfeit supplies, whether or not it does not also meet the specifications. The product design must be meet after every production. Eventually, they examine the finished goods to ensure it has the quality and specific distinctiveness consistent with the orders (Gupta & Starr, 2014) .
Human resource
This division deals entirely with the staff and human resources in the manufacturing process (Kang et al. 2016) . The major tasks they do include controlling machines, checking the specifications and condition of machines to ascertain if they running correctly, cleaning the parts o the machines and so on.
Maintenance
This unit in the operation department deals with general repair of technical parts of the machine and manages breakdown and gives advice on the improvement of machineries to increase efficiency. Also keeps the department up to date with new technology concerning machines for cost-effectiveness ( Koch et al. 2015) .
In conclusion, planning in operations department helps a great deal in facilitating the volume controls to address the best utilization of all available resources. Planning correspondence often arises from the demand from the market to create a particular amount of goods on a specified time. Planning have to ensure there is adequate designs and production human resources obtainable to meet these basics. It checks for production range, evaluate and allocate the needed slots for the newer plans in future.
References
Baumers, M., Dickens, P., Tuck, C., & Hague, R. (2016). The cost of additive manufacturing: machine productivity, economies of scale and technology-push. Technological forecasting and social change , 102 , 193-201.
Bromiley, P., & Rau, D. (2016). Operations management and the resource based view: Another view. Journal of Operations Management , 41 , 95-106.
Castro, R. B. (2016). Operations Management.
Gupta, S., & Starr, M. (2014). Production and operations management systems . CRC Press.
Hill, T. (2017). Manufacturing strategy: the strategic management of the manufacturing function . Macmillan International Higher Education.
Hitomi, K. (2017). Manufacturing Systems Engineering: A Unified Approach to Manufacturing Technology, Production Management and Industrial Economics . Routledge.
Kang, H. S., Lee, J. Y., Choi, S., Kim, H., Park, J. H., Son, J. Y., ... & Do Noh, S. (2016). Smart manufacturing: Past research, present findings, and future directions. International Journal of Precision Engineering and Manufacturing-Green Technology , 3 (1), 111-128.
Koch, T., Smith, M., & Tanneberger, K. (2015). Improving Machinery & Equipment Life Cycle Management Processes. Int. Conf. Computer and IT Appl. Maritime Ind.
Romero, D., Larsson, L., Rönnbäck, A. Ö., & Stahre, J. (2017, September). Strategizing for Production Innovation. In IFIP International Conference on Advances in Production Management Systems (pp. 3-12). Springer, Cham.
Sarkis, J. (2017). Greener manufacturing and operations: From design to delivery and back . Routledge.
Sousa-Zomer, T. T., Magalhães, L., Zancul, E., & Cauchick-Miguel, P. A. (2018). Exploring the challenges for circular business implementation in manufacturing companies: An empirical investigation of a pay-per-use service provider. Resources, Conservation and Recycling , 135 , 3-13.
