OPERATION MANAGEMENT

Operation Management

Operation Management

5 Objectives of procedures Management

Quality

Teare (1996) observe that many service companies are developing their own systems for monitoring and measuring aspects of the quality. These include measures for intangible and tangible aspects of service. There is no doubt that quality in the hospitality industry is an important issue. Good quality products and services mean high customer satisfaction. Therefore, it is likely that the customer will return.

Flexibility

According to a recent study by reading Team Empowerment, Lawler (1986-cited in Huczynski, 2000 p.262) emphasises that "team empowerment aims to improve organisational flexibility and product quality for competitive advantage" in the distinctions between the quality of working life in the 1970's approach and the high-performance work system approach. Some of the examples are listed below and associated with author's career at hotel B and justify the theory above. The empowerment given in terms of offering an appropriative reduction of room rate to walk-ins,which could increase daily revenue. Offering additional complementary services to the guests who are not satisfied with the services avoids interruptions and stoppages within the hotel operation. To allow earlier check-ins and late checkouts that meet customer's additional expectations. Apparently, the aim of doing all these above is to provide a wide range of service to meet the expectations of the customer. Besides, by being empowered, the employees would feel their own value within an organisation, find more opportunities to apply their competences, and that also leads people to discover and create new competences.

Dependability

In late 1980s Harris (1989, p.148) cited that the importance of reliability in operations management could be viewed through “the ability to deliver" and "the work carried out to a given standard remains effective". Besides, Galloway, Azhashem and Rowbotham (2000, p.34) developed the former theory from the perspective of providing the dependable services. They point out the ability is to deliver consistent services on time while keeping the delivery schedule that has been promised to the customer. The author looks at this from 4 dimensions.

Cost & Speed

Galloway (2000) proposes that the former could be done through increased capacity utilisation, reduced overheads and higher productivities. The latter could be done through spare capacity, rapid suppliers and effective control of workflow.

First of all, three sources of costing information within an operating system might be needed. There are labour costs, material costs, and overhead costs (Muhlemann, 1992).

To reside entails to make alternatives - from the simplest to the ...