1. When analysing this definition th above mention definition the
following key aspects can be eidentified:
-Management tasks:operation include all the management task of
planning,leading,organising and controling.
-All employees:operation management is the responsibility of
everyone in the business or in the organisation.
-Resources:operation involve all the resourcess such as man,machines
and money.
-Core activity:operation is the core activity of evry employee and for
every business function.
-Cross-functional:operation management can go across organisational
business units as presented in the value chaine.

2.  System approach to operation management.

 A system approach implicates that the
organisation is the system and the organisation is
the open system.In the open system all the sub-
system work together or move towards working
for the common goal of the total system.In the
operationall the inputs that ar tranformed into the
outputs are exposed to the various subsystem.All
subsystem must work together to achieve the
common goal or the common purpose of the
organisation.

3.  Characteristics of operation management.

 The volume characteristics of operation management.
 The volume dimention refers to the volume of the product or service its self.

 Provides Quantitative Answers
 The solutions found by using operations research are always quantitative. OR considers
two or more options and emphasizes the best one. The company must decide which
option is the best alternative for it.
 Human Factors
 In other forms of quantitative research, human factors are not considered, but in OR,
human factors are a prime consideration. People involved in the process may become
sick, which would affect the company's output.
 New Problems Revealed
 Finding a solution to a problem in OR uncovers additional problems. To obtain
maximum benefits from the study, ongoing and continuous research is necessary. New
problems must be pursued immediately to be resolved.

4.  Objectives of Production or operation Function
1. To produce goods and services as per the estimated
manufacturing cost and minimum inputs of resources.
2. To produce right quality goods and services as per the
established standards and specifications.
 3. To produce goods and services as per the decided time
schedule.
4. Minimize the use of resources to the optimum level. These are 4
M's :- like Machinery, Materials, Manpower and Money. These
inputs are to be used to full extent to result minimum cost, quality
and time.
5. Maximize the utilization of manpower.
6. Minimizing the total cost of production with continuous
elimination of non-value added activities and improwing labour
productivity on the production shop floor.

5.  Responsibility of operation manager

 The responsibilities of an operations manager involves the process
of planning, designing, and operating production systems and
subsystems.
Most managers have operations management responsibilities;
these include product design, facility location, facility design and
layout, quality assurance, materials management and inventory
control, scheduling, and maintenance planning.
When managing warehouse or transport staff, the role may also
include:
 Implementing health and safety procedures
 Managing staff training issues
 Motivating other members of the team
 Project management

6.  Activity Sequencing

The Activity Sequencing process involves the
identification and documentation of the logical
relationships among schedule activities.
Schedule activities can be logically sequenced
with appropriate precedence relationships,
leads and lags to enable a realistic, achievable
project schedule. Sequencing may be
performed using project management software
and/or manual techniques.

7.  Constraints on the planning and control task
 In any operation the supply of resources is not infinite.
Consider the planning and control of a music concert.
The electrical work for the concert could be performed
in a few hours if several hundred electricians all
arrived and set about the task simultaneously, but this
would be more expensive than using a smaller number
over a longer time. There might also be a physical
constraint on how many electricians are available in
the time. Even with an infinite budget, if there are only
ten electricians available to do the work within the
time period, then that is the limit on the number which
can be hired. There will also be constraints imposed by
the quality of what is required by the concert
promoters.

8.  Planning and controlling

Planning and control are different but very closely related.
Planning is the theoretical end of the activity, while control
is the more applied end. Planning involves deciding what to
do and when to do it. Control involves making sure that
plans are actually taking place in practice and responding
when things do not according to plan. Planning looks at
activities sometime in the future. Control looks at activities
that are happening now. (Of course ‘now’ can mean this
minute, this hour, today, this week, this month, etc. It is all
relative). The point being that there is an immediacy about
control that is not there in planning. However, because
control involves taking circumstances into account and re-
planning, control inevitably involves making plans (or more
accurately, making new plans).