What is the term for the tools techniques and actions used by an organization to transform inputs into outputs?

Operations management transforms inputs (labor, capital, equipment, land, buildings, materials, and information) into outputs (goods and services) that provide added value to customers. All organizations must strive to maximize the quality of their transformation processes to meet customer needs.

WHAT IS THE TRANSFORMATION PROCESS?

A transformation process is any activity or group of activities that takes one or more inputs, transforms and adds value to them, and provides outputs for customers or clients. ... Changes in the physical characteristics of materials or customers.

HOW OPERATIONS CAN BE VIEWED AS A TRANSFORMATION PROCESS?

Briefly describe how operations can be viewed as a transformation process. Operations is often defined as a transformation process. Inputs such as raw materials, labor, equipment, and capital are transformed into outputs (goods and services). Customer feedback is used to adjust the transformation process.

WHAT IS PROCESS IN OPERATION MANAGEMENT?

Operations management is an area of management concerned with designing and controlling the process of production and redesigning business operations in the production of goods or services. ... Operations produce products, manage quality and creates service.

 EXAMPLE OF AN OUTPUT AND INPUT OF THE TRANSFORMATION PROCESS

Information and materials are two examples of inputs to the transformation process. ... Inputs to the transformation process are tangible, but the outputs may be tangible or intangible.  In general, operations management activities are not information and decision intensive.

WHAT IS THE MAIN OPERATION PROCESS OF THE ORGANIZATION?

Operations management (OM) is the business function responsible for managing the process of creation of goods and services. It involves planning, organizing, coordinating, and controlling all the resources needed to produce a company's goods and services.

FOUR PROCESS STRATEGIES

A process or transformation strategy is an organization's approach to transforming resources into goods and services. These goods or services are organized around a specific activity or process.

Every organization will have one of the four process strategies:

a.    Process focus in a factory; these processes might be departments devoted to welding, grinding, and painting. In an office the processes might be accounts payable, sales, and payroll. In a restaurant, they might be bar, grill, and bakery. The process focuses on low volume, high variety products are also called job shop. These facilities are process focus in terms of equipment, layout, and supervision.

b.    Repetitive focus; falls between the product and process focus. The repetitive process is a product-oriented production process that uses modules. Modules are parts or components of a product previously manufactured or prepared, often in a continuous process. Fast-food firms are an example of repetitive process using modules.

c.     Product focus, are high volume, low variety processes; also called continuous processes. Products such as light bulbs, rolls of paper, beer, and bolts are examples of product process. This type of facility requires a high fixed cost, but low costs. The reward is high facility utilization.

d.    Mass customizations focus; is rapid, low-cost production that caters to constantly changing unique customer desires. This process is not only about variety; it is about making precisely what the customer wants when the customer wants it economically. Achieving mass customization is a challenge that requires sophisticated operational capabilities.

Article from QD

PROCESS APPROACH

Most ISO management system standards now expect organizations
to implement a process approach. But what is it, exactly?

The process approach is a management strategy. When managers use a
process approach, it means that they manage and control the processes that
make up their organizations, the interactions between these processes, and
the inputs and outputs that tie these processes together. It also means that
they manage these process interactions as a system.

A process is a set of activities that are interrelated or that interact with
one another. Processes use resources to transform inputs into outputs.
They are interconnected because the output from one process often
becomes the input for another process.

ISO standards define an output as the �result of a process�. They then
go on to list four general types of outputs: services, software, hardware,
and processed materials. However, ISO's very broad definition suggests
that there are many more types of outputs. If an output is the result of a
process, then many kinds of outputs (results) are possible including
not only tangible outputs like products but also intangible ones.

So outputs could include not only services, software, hardware, and
processed materials, but also decisions, directions, instructions, plans,
policies, proposals, solutions, expectations, regulations, requirements,
recommendations, complaints, comments, measurements, and reports.
Clearly, an output could be almost anything.

But what about inputs? Since the output of an upstream process often
becomes the input for a downstream process, outputs and inputs are
really the same thing.

Since this is rather abstract, we�ll make it more concrete with examples.

What is the technology used to transform inputs into outputs?

What are inputs used by organizations?

What is the term for the process of coordinating the different parts of an organization?

Which of the following refers to the part of a business organization that is responsible for producing goods or services?