Operations Management

“When I asked you to build me a wall, I was hoping that instead of just dumping the bricks in a pile, you might have found time to cement them together, you know, one on top of the other, in the traditional fashion.”   - Basil Fawlty


Of course a business needs the key ingredients, but they alone are not enough. They also need to be managed — they need to be exploited, defended and developed.

Customers have always been demanding and are becoming more so; expectations are greater than ever before. We are accustomed to instant information; when you order product or service nowadays you expect to know where it is and what is happening with it at every stage.

This transparent operational 24/7 - 360 degree monitoring and feedback is impractical to perform manually. It needs to be embedded within the processes and systems architecture. It is no longer sufficient for operations management to be introspective, merely focusing on the functional efficiency within the organisation. Interaction throughout the process chain is required to provide continual status reporting from suppliers to final delivery.

All business is not alike

There is no one standard operations methodology that can be pulled off the shelf fully formed and ready to right all wrongs. It is also not just a matter of time and natural business evolution. There needs to be internal inspection and process evaluation, once the current position is known, the desired destination decided, then a fitting process protocol can be designed. Then that will be able to deliver the required value-adding elements whilst providing support and assistance to the core processes.