Operational Efficiency 

 Operational efficiency refers to the capacity for a given organization to deliver services or products to a customer in a way that is cost –effective while at the same time maintaining high quality. The core processes of the organization are streamlined so as to respond to market needs and forces that are constantly changing. It involves minimizing cost and time in production process while not comprising on the quality of intended products.

Operational efficiency refers to the ability of an organization to achieve optimum performance though utilizing resources in a good way, improved utilization of the operational processes and aligning the performance to the set goals or mission. Effectiveness involves operational practices that enable the products or services of an organization to perform fairy in the market as compared to competitors.

Operations strategies basically refer to techniques or methods adopted by an organization to achieve the set goal and objectives. They are methods that a firm uses to come up with efficient and effective processes, examine and implement them in the production of goods and services. They are techniques used in allocation of resources for the purpose of driving the strategy that is adopted in the organization.

Operations sustainability refers to a way in which an organization evaluates the extent to which its practices can be maintained while at the same time minimizing risks that faces future resources. It’s a method whose aim is to determine how the operational strategy adopted by the organization will ensure that in future resources will not be exposed to risks that may lead to losses and wastage. Such a method ensures present needs are met while not affecting the capacity to serve future needs.

 

Concept of value

Quality relates to value which is in turn determined by efficiency and effectiveness, or cost in relation to value provided by the customer. Quality in the provision of products or services refers to extent to which they can meet a need or how fit it is for the intended use. Quality can be defined from two aspects of product or service which include design and process quality. Design quality involves the various characteristics of a specific service or product while process quality involves the extent to which a product or service is reliable in terms of being defect free (Jacobs & Chase, 2008). Quality is realized when the organization satisfies the needs of the customer.

Six Sigma

Six Sigma refers to a methodical approach that is structured for the purpose of product improvement and strength of the product design. In an organization, Six Sigma means quality measurement that strives to reach near the perfection of a product. By using available data and facts, the tool can identify and even eliminate wastage by reducing the variability of the basic process in operations (Narayan, 2008).

Genuine focus on customer

 The various elements of products or services provided to the customer should be Critical To Quality and such elements forms a basis on which the needed process measures are determined and how they perform against different vital requirements (Narayan, 2008). Anything done in the process of providing products or services is aimed at offering maximum value to a client.

Data- and fact-driven management

The management of an organization begins with providing clarity on the various measures that are vital in ensuring there is success in performance. The attention is therefore paid on how information systems can be improved, and considering the analysis of data which is used to enhance understanding of major variables and how results can be optimized. Through data analysis managers are able to get answers for different vital questions in supporting decisions or solutions that are based on facts (Narayan, 2008).  These questions relates to the kind of information needed and how that information will be used in maximizing benefits.

Process focus

The process a vital aspect  for the success of six sigma  regardless of whether it relates to services or designing of a product , enhancing efficiency and satisfaction of customers or carrying out the operations in organization (Narayan, 2008) . Basically it is a way of determining the facilitation of competition in presenting value to business customers.

Proactive management

This refers to a definition of ambitious goals or objectives, carrying out a frequent review of the goals and setting priorities that are outright. In this case, attention is placed on prevention of a problem and assessing why things are done in the organization. Such a way of decision making is responsive and at the same time dynamic in nature (Narayan, 2008). By questioning how things are done in such a way prevents individuals from blindly following the decisions made. The approach makes an organization ready to deal with crisis while reserving more time and efforts for innovative works.

Boundary-less   collaboration

There are great opportunities available when barriers are broken and teamwork is improved in the organization.  Through collaboration among suppliers, customers and organization huge amounts of money that is lost due to disconnect between the parties is saved (Narayan, 2008).

Drive for perfection, tolerate failure

Individuals are prompted to develop new ideas and methods that can help an organization to perform better. It involves taking risks that will create a way for improved products, reduced costs and even more capabilities and this basically means pressing towards perfection but with a calculated risk (Narayan, 2008).

References

Narayan, P. (2008). Inventory management-principles and practices. Place of publication not identified: Excel Books. 145-146

Sohn, B., Pillai, D., & Acker, N. (2000). 300 mm factory design for operational effectiveness. In IEEE/ASMC Conference, SEMICON Europa. Munich, Germany.

 

Jacobs, F. R., & Chase, R. B. (2008). Operations and supply management: the core. McGraw Hill/Irwin.