A misunderstanding in operations management
This paper examines the concerns of limitations that are stipulated from implementing the concepts of process management. The argument is that business environments are constantly changing and implementing initiatives in these environments can be concerning. A large discussion centers around investigating internal and external organizational context that can effect process management, especially its relationship with performance. The research method studies plants around the world located in the US, Korea, Sweden, Japan, Finland, Austria, Germany, and Italy which produce electronics, machinery and the transportation of supplies. 238 plants were included in the data set and data was collected on the categories of operational performance, internal organizational characteristics, manufacturing practices, and external markets. Additionally, other basic process concepts are covered which include process improvement, process control, process design, and process management. Overall the findings of the study showed that The findings support the perspective that process management can be tailored to achieve a certain type of performance. When process management is broken down into the components of design, control, and improvement, organizations do not have to sacrifice innovation performance. Furthermore, there are practical applications suggested with the findings of the study. It is believed that basic concepts, like process design, can assist plants in to help focus on new product development and innovation. the key insight from this study is that process management can be an effective tool if the levels of process design, control, and improvement are a fit with the competitive environment.
Sanders, J. L. (2008). Discovering process management: One of the least understood concepts in operations management (Order No. 3325303). Available from ProQuest Central. (304583672).