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Article
Publication date: 1 March 1986

Introducing Service Industries in Operations Management Teaching

C. Armistead, R. Johnston and C.A. Voss

Most Western countries are demonstrating a trend in the public and private sector away from traditional manufacturing operations. This has resulted in customer‐led…

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Abstract

Most Western countries are demonstrating a trend in the public and private sector away from traditional manufacturing operations. This has resulted in customer‐led pressure for Production/Operations Management teachers to give service operations equal time with manufacturing. Service industries have the same operating issues as manufacturing but for effective teaching two aspects must be considered. The first is the context of service operations and the second is those differences that do exist between manufacturing and services. A teaching strategy is proposed. This emphasises the use of service cases and examples to illustrate the application of operations management approaches; an understanding of the key contextual differences in the service environment; and the development of electives focusing on specific service features in operations management. Examples from undergraduate and postgraduate teaching are given.

Details

International Journal of Operations & Production Management, vol. 6 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/eb054763
ISSN: 0144-3577

Keywords

  • Manufacturing
  • Operations Management
  • Service Industries
  • Teaching Methods

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Book part
Publication date: 1 November 2007

Modernization OF the joint forces ammunition logistics information system: Agile, adaptive, serving the modular forces

Irina Farquhar and Alan Sorkin

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized…

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Abstract

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

Details

The Value of Innovation: Impact on Health, Life Quality, Safety, and Regulatory Research
Type: Book
DOI: https://doi.org/10.1016/S0194-3960(08)16007-3
ISBN: 978-1-84950-551-2

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Article
Publication date: 7 November 2016

Operations strategy: a firm boundary-based perspective

Raffaele Fiorentino

The purpose of this paper is to advance a firm boundary perspective of operations strategy linking strategic management and business process management.

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Abstract

Purpose

The purpose of this paper is to advance a firm boundary perspective of operations strategy linking strategic management and business process management.

Design/methodology/approach

Relevant operations strategy, business process management and boundary perspective literature is reviewed and critically assessed in order to advance a firm boundary-based approach to operations strategy. Within this perspective, a multi-disciplinary and cross-functional framework is provided with the objective of supporting the process of operations strategy formulation and implementation.

Findings

The boundary perspective has the potential to inform a wide range of operations strategies. Strategic management of operations should be increasingly based on boundary operations. The proposed framework clarifies that the adoption of a spanning boundary perspective should improve the operations strategy process and content.

Practical implications

This paper offers implications of interest to managers, noting that the adoption of a new perspective in operations strategy should contribute to innovation in operations strategy development and implementation. Specifically, the framework suggests models and tools useful to support the spanning boundary perspective.

Originality/value

This paper allows operations and process management scholars to focus on key phenomena, such as boundary management. At the same time, the framework responds to the needs of managers who are engaged in operations management for a new perspective that can assist in the strategic management of operations.

Details

Business Process Management Journal, vol. 22 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/BPMJ-06-2015-0087
ISSN: 1463-7154

Keywords

  • Decision making
  • Operations management
  • Strategic management
  • Firm boundaries
  • Business processes

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Article
Publication date: 18 September 2009

Considering connectivity in operations journals

Niall Piercy, Nigel Caldwell and Nick Rich

The purpose of this paper is to examine the coverage of identified topics that represent three key themes of change in management practice. These themes, focused on the…

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Abstract

Purpose

The purpose of this paper is to examine the coverage of identified topics that represent three key themes of change in management practice. These themes, focused on the new interconnected modern business operation, consist of: cross‐functional or process‐based working, supply networks, and systems thinking. The paper seeks to examine the coverage of these themes in operations journals as a proxy to determine how well the academic operations community is adapting to the interconnected business world.

Design/methodology/approach

Two separate lists compiled to rank the quality of operations journals (one based in the UK, the other in the USA) are used to structure a search for keywords representing the identified connectivity themes in the identified “top” leading operations journals to determine how well the different topics are covered. The term “operations” is intended to refer to the related specialities of both operations management and operations research.

Findings

Findings indicate overall very weak coverage of the three connectivity topics. Systems thinking was best represented. However, this representation was not in operations management journals but predominantly operations research sources. Both supply network and cross‐functional working were poorly represented as topics more generally. The implication of the findings is that the operations literature has yet to embrace key issues of connectivity and greater attention should therefore be paid to these areas to better inform business practice.

Originality/value

To the best of one's knowledge no such study of this type or breadth has been previously conducted.

Details

International Journal of Productivity and Performance Management, vol. 58 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/17410400910989449
ISSN: 1741-0401

Keywords

  • Cross‐functional integration
  • Systems theory
  • Supply

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Article
Publication date: 21 September 2020

When spaces collide: exploring the dual responsibilities of operations managers

Amanda Curry and Anders Hersinger

The purpose of this paper is to explore the ways in which notions of space, constituted by management accounting and operations, interact, conflict and are understood by…

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Abstract

Purpose

The purpose of this paper is to explore the ways in which notions of space, constituted by management accounting and operations, interact, conflict and are understood by operations managers in a variety of situations within the context of iron ore mining. The authors address a dual question: How do accounting space and production space relate to each other? And what does it mean for operations managers to reside in both those spaces at once?

Design/methodology/approach

The paper is based on field studies at a mining company involving operations managers who experience tensions between accounting and production responsibilities and must prioritize between different courses of action to create value.

Findings

In contrast to the view that management accounting poses a problem for operations managers in production environments, the authors show how especially discursive tensions foster reflection and choice. Operations managers prioritize their actions in accordance with management accounting or operations based on how they experience and reflect upon the tensions they encounter, dominating artifacts and their experienced relation to space. Operations managers are not tied to specific spaces, but they prioritize their responsibility to management accounting or operations depending on the space to which they feel a sense of belongingness.

Originality/value

Drawing upon a conceptualization of tensions between management accounting and operations as a spatial phenomenon, it is possible to understand the dilemmas experienced by operations managers in a dynamic and relational way. The authors propose that viewing tensions between management accounting and production as spatial phenomena enables a novel understanding of how such tensions can create reflexivity in responsibility with operations managers.

Details

Qualitative Research in Accounting & Management, vol. 17 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/QRAM-02-2019-0031
ISSN: 1176-6093

Keywords

  • Management accounting
  • Responsibility
  • Production
  • Tension
  • Space
  • Everyday work
  • Operations managers

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Book part
Publication date: 28 August 2018

System Failure Case Studies

John Steven Newman and Stephen M. Wander

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Abstract

Details

Harnessing the Power of Failure: Using Storytelling and Systems Engineering to Enhance Organizational Learning
Type: Book
DOI: https://doi.org/10.1108/978-1-78754-199-320181002
ISBN: 978-1-78754-199-3

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Article
Publication date: 10 January 2020

Digitalizing supply chains potential benefits and impact on lean operations

Abubaker Haddud and Anshuman Khare

New technological trends continue to emerge, and businesses adopt them in different capacity in a pursuit of improving current ways of doing things and to gain competitive…

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Abstract

Purpose

New technological trends continue to emerge, and businesses adopt them in different capacity in a pursuit of improving current ways of doing things and to gain competitive advantages over rivals. One of the key business functions that is impacted by the implementation of different disruptive technologies is the supply chain management. As a result, there is a continuous need to identify where digitalizing supply chains may provide businesses with benefits to capitalize such gains. This study aims to examine potential impacts of digitalizing supply chains on five selected lean operations practices through the identification of key areas and benefits under each of these practices.

Design/methodology/approach

Data were collected from 74 participants mainly from the academic community and who were university scholars through the use of an online survey. The used online survey consists of six main parts in total, but three were included in this paper and these were designed to gather data about participants’ general information, level of influence of seven technological trends on supply chain performance and management and potential impact of digitalizing supply chains on five lean operations practices.

Findings

The authors were able to confirm the significant impact of digitalizing supply chains on the five examined lean operations practices. Most of the examined potential impacts were found to improve certain areas that directly improve the practices of the explored five lean operations practices as well as the overall supply chain and business performance. They were also able to determine the level of influence of the seven examined enabling technologies on supply chain performance and management.

Originality/value

To the best of the authors’ knowledge, this study is the first of its kind. Although some literature explored different aspects related to the concept of Industry 4.0 and digitalizing supply chains, no study has specifically explored potential impacts of digitalizing supply chains on lean operations. The results from this study can be beneficial to academic scholars interested in the researched themes, business professionals specializing in supply chain management and lean operations, organizations within different industrial sectors particularly manufacturing where lean thinking is adopted and any other party interested in understanding more about the impact of digitalizing supply chain on lean operations and on an overall business performance.

Details

International Journal of Lean Six Sigma, vol. 11 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/IJLSS-03-2019-0026
ISSN: 2040-4166

Keywords

  • Technology
  • Benefits
  • Supply chain management
  • Adoption
  • Digital supply chains
  • Lean operations

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Article
Publication date: 15 October 2018

Operations management body of knowledge and its relevance to manufacturing and service organizations

Jurandir Peinado, Alexandre Reis Graeml and Fernando Vianna

The purpose of this paper is to assess the differences in importance assigned by manufacturing or service organizations to topics related to operations management and its…

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Abstract

Purpose

The purpose of this paper is to assess the differences in importance assigned by manufacturing or service organizations to topics related to operations management and its attendant body of knowledge.

Design/methodology/approach

The authors did this by cataloguing and analyzing vacancy announcements related to operations management, presented by manufacturing and services companies in major Brazilian human resources websites.

Findings

The results show that manufacturing companies primarily hire personnel with skills in routine process management, quality management, lean manufacturing, ergonomics and work organization. Service companies generally seek professionals with knowledge and experience in logistics, supply chain management and project management.

Research limitations/implications

This study presents some limitations that reduce the power of its conclusions. There is some degree of subjectivity in the interpretation of the contents of the analyzed ads. In order to reduce this problem, the authors who did the tabulation of data marked the situations for which there were some doubts about the classification, discussing them with the other author, until they reached a consensus on the best way to classify each one.

Originality/value

The discussion about the importance assigned by manufacturing and service companies to the topics of operations management is crucial for not only the results obtained, but also to stimulate the debate on topics that comprise or should comprise the body of knowledge of operations management, and the way they are incorporated into business practice. This provides an additional opportunity to reflect on the potential of operations management in supporting business managers now and in the future.

Details

Revista de Gestão, vol. 25 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/REGE-03-2018-0049
ISSN: 2177-8736

Keywords

  • Services
  • Operations management
  • Manufacturing
  • Job ads

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Article
Publication date: 1 February 1988

Effective Operations Management

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of…

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Abstract

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of knowledge concerning operations relates to production in manufacturing industry but, increasingly, similar problems are to be found confronting managers in service industry. It is only in the last decade or so that new technology, involving, in particular, the computer, has encouraged an integrated view to be taken of the total business. This has led to greater recognition being given to the strategic potential of the operations function. In order to provide greater insight into operations a number of classifications have been proposed. One of these, which places operations into categories termed factory, job shop, mass service and professional service, is examined. The elements of operations management are introduced under the headings of product, plant, process, procedures and people.

Details

Management Decision, vol. 26 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/eb001490
ISSN: 0025-1747

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Article
Publication date: 8 January 2018

Service operations: what’s next?

Joy M. Field, Liana Victorino, Ryan W. Buell, Michael J. Dixon, Susan Meyer Goldstein, Larry J. Menor, Madeleine E. Pullman, Aleda V. Roth, Enrico Secchi and Jie J. Zhang

The purpose of this paper is to present exciting and innovative research questions in service operations that are aligned with eight key themes and related topics…

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Abstract

Purpose

The purpose of this paper is to present exciting and innovative research questions in service operations that are aligned with eight key themes and related topics determined by the Journal of Service Management (JOSM) Service Operations Expert Research Panel. By offering a good number of such research questions, this paper provides a broad range of ideas to spur conceptual and empirical research related to service operations and encourage the continued creation of deep knowledge within the field, as well as collaborative research across disciplines that develops and incorporates insights from service operations.

Design/methodology/approach

Based on a Delphi study, described in the companion article, “Service Operations: What Have We Learned?,” the panel identified eight key research themes in service operations where leading-edge research is being done or has yet to be done (Victorino et al., 2018). In this paper, three or four topics within each theme are selected and multiple questions for each topic are proposed to guide research efforts. The topics and questions, while wide-ranging, are only representative of the many ongoing research opportunities related to service operations.

Findings

The field of service operations has many interesting research topics and questions that are largely unexplored. Furthermore, these research areas are not only increasingly integrative across multiple themes within operations but often transcend functional disciplines. This creates opportunities for ever more impactful research with a greater reach throughout the service system and suggests that service researchers, regardless of functional affiliation, can contribute to the ongoing conversation on the role of service operations in value creation.

Originality/value

Leveraging the collective knowledge of the JOSM Service Operations Expert Research Panel to expand on the research themes generated from the Delphi study, novel questions for future study are put forward. Recognizing that the number of potential research questions is virtually unlimited, summary questions by theme and topic are also provided. These questions represent a synopsis of the individual questions and can serve as a quick reference guide for researchers interested in pursuing new directions in conceptual and empirical research in service operations. This summary also serves as a framework to facilitate the formulation of additional research topics and questions.

Details

Journal of Service Management, vol. 29 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/JOSM-08-2017-0191
ISSN: 1757-5818

Keywords

  • Service operations
  • Service supply networks
  • Service operations performance
  • Customer and employee behavior
  • Servitization
  • Knowledge-based services
  • Participation roles and responsibilities
  • Sustainable services
  • Social impact services
  • Sharing economy

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