Organizations exist to meet the needs of society that people working alone cannot. Operations are part of an organization and they are responsible for producing the tremendous array of products in the quantities consumed each day. Operations are the processes which transform inputs (labor, capital, materials, and energy) into outputs (services and goods) consumed by the public. Operations employ people, build facilities, purchase equipment in order to change materials into finished goods such as computer hardware and/or to provide services such as computer software development.
Services are intangible products and goods are physical products. According to the classification scheme used by the U.S. Department of Commerce and Labor, services include transportation, utilities, lodging, entertainment, health care, legal services, education, communications, wholesale and retail trade, banking and finance, public administration, insurance, real estate, and other miscellaneous...
- Blackburn, J. (1991). Time-Based Competition, Business One, Irwin, Homewood, Illinois.Google Scholar
- Blackstone, J. H. (1989). Capacity Management, South-Western Publishing, Cincinnati, Ohio.Google Scholar
- Chase, R. B. and Garvin, D. A. (1989). “The Service Factory,” Harvard Business Review, 67(4), 61–69.Google Scholar
- Clark, K. B. and Fujimoto, T. (1991). Product Development Performance, Harvard Business School Press, Boston, Massachusetts.Google Scholar
- Day, R. G. (1993). Quality Function Deployment: Linking a Company with Its Customers, ASQC Quality Press, Milwaukee, Wisconsin.Google Scholar
- Doll, W. J. and Vonderembse, M. A. (1991). “The Evolution of Manufacturing Systems: Towards the Post-Industrial Enterprise,” OMEGA Int. Jl. Mgmt. Sci. 19, 401–411.Google Scholar
- Flaherty, M. T. (1996). Global Operations Management, McGraw-Hill, New York.Google Scholar
- Garvin, David A. (1988). Managing Quality, The Free Press, New York.Google Scholar
- Skinner, W. (1969). “Manufacturing-Missing Link in Corporate Strategy,” Harvard Business Review 52(3), 136–145.Google Scholar
- Sule, D. R. (1988). Manufacturing Facilities: Location, Planning, and Design, PWS-KENT Publishing Company, Boston, Massachusetts.Google Scholar
- Umble, M. M. and Srikanth, M. L. (1990). Synchronous Manufacturing, South-Western Publishing, Cincinnati, Ohio.Google Scholar
- Utterback, J. M. and Abernathy, W. J. (1975). “A Dynamic Model of Process and Product Innovation,” OMEGA Int. Jl. Mgmt. Sci. 3, 639–656.Google Scholar
- Vonderembse M. A. and White, G. P. (1996). Operations Management: Concepts, Methods, Strategies, West Publishing, St. Paul, Minnesota.Google Scholar