Questões

The Operations Function

Although somewhat ‘invisible’ to the marketplace the operations function in a typical company accounts for well over half the employment and well over half the physical assets. That, in itself, makes the operations function important. In a company’s organization chart, operations often enjoys parity with the other major business functions: marketing, sales, product engineering, finance control (accounting), and human resources (personnel, labor relations). Sometimes, the operations function is organized as a single entity which stretches out across the entire company, but more often it is embedded in the district, typically product-defined divisions into which most major companies are organized.

In many service businesses, the operations function is typically more visible. Service businesses are often organized into many branches, often with geographic responsibilities – field offices, retail outlets. In such tiers of the organization, operations are paramount.

The operations function itself is, often divided 

.................two major groupings .................tasks:

line management and support services. Line management generally refers.................those managers directly concerned................the manufacture of the product or the delivery of the service. They are the ones who are typically close enough to the product or service that they can ‘touch’ it. Line management supervises the hourly, blue-collar workforce. In a manufacturing company, line management frequently extends to the stockroom (where material, parts, and semi-finished products – termed ‘work-in-process inventory – are stored), materials handling, the tool room, maintenance, the warehouse (where finished goods are stored), and distribution, as well as the so-called ‘factory floor’. In a service operation, what is considered line management can broaden considerably. Often, order-taking roles, in addition to orderfilling roles, are supervised by service line managers.

Support services for line management’s operations can be numerous. Within a manufacturing environment, support services carry titles such as quality control, production planning and scheduling, purchasing, inventory control, production control (which determines the status of jobs in the factory and what to do about jobs that may have fallen behind schedule), industrial engineering (which is work methods oriented), manufacturing engineering (which is hardware-oriented), on-going product engineering, and field service. In a service environment, some of the same roles are played but sometimes under vastly different names.

Thus, the managers for whom operational issues are central can hold a variety of titles. In manufacturing, the titles can range from vice-president – manufacturing, works manager, plant manager, and similar titles at the top of the hierarchy, through such titles as manufacturing or production manager, general superintendent, department manager, materials manager, director of quality control, and down to general foreman or foreman. Within service businesses, ‘operations manager’ is sometimes used but frequently the title is more general – business manager, branch manager, retail manager, and so on.

SCHMENNER, Roger W. Production/Operations Management. 5th Edition. Prentice-Hall, 1993.

Read the following text and choose the best alternative: 

“Although an executive may answer his own phone at times, he may still prefer for his secretary to answer it when he is not available. Secretaries may also have to answer departmental phone lines.”

(by Heather Eastridge from http:// www.ehow.com/facts_5256675_executive-secretary-duties-res) 

        Businesses are starting to introduce new options for tipping at self-checkout machines, putting even more pressure on customers amid rising inflation costs. Despite having zero interaction with employees during transactions, self-checkout machines at places such as coffee shops, bakeries, airports, and sports stadiums are giving customers the option to leave the typical 20% tip, according to a report from the Wall Street Journal.

        Business owners believe that the prompt for a tip can boost staff pay and increase gratuities — but customers are questioning where and to whom the extra cash is going, considering self-checkout is done by the customers themselves. “They’re cutting labor costs by doing self-checkout. So what’s the point of asking for a tip? And where is it going?” are some of the questions customers ask. But tipping researchers claim this is a way for companies to put the responsibility of paying employees on the customer rather than increasing employee salaries themselves. Self-tipping is viewed by many customers as a way to guilt-trip the person into tipping on something when they typically wouldn’t.

        Many companies told the Journal that these tipping prompts are optional, and the extra gratuity is split between all employees. However, experts say that tips at a self-checkout machine might never even get to an actual employee since protections for tipped workers in the federal Fair Labor Standards Act don’t extend to machines.

Internet: <https://nypost.com> (adapted).