Historical Development of Operations Management

This paper was proofread by: Mateusz Brodowicz

Published: March 4, 2024

Table of contents
1. Introduction
1.1. Definition of Operations Management
1.2. Importance of Operations Management
1.3. Overview of Historical Development
2. Early Influences on Operations Management
2.1. Industrial Revolution
2.2. Scientific Management
2.3. Interchangeable Parts
3. Evolution of Operations Management
3.1. Fordism and Mass Production
3.2. Total Quality Management
3.3. Lean Manufacturing
4. Modern Trends in Operations Management
4.1. Technology and Automation
4.2. Supply Chain Management
4.3. Sustainability and Green Operations

1. Introduction
Operations management is the systematic direction and control of the processes that transform
resources into finished products. Operation management is the internal business process of firms
that is primarily responsible for their final product. Operations management is the process
through which goods and services are supplied. It is easy to think of operations management as
the 'brain' of the firm, as it works in a highly integrated manner with all other parts of the
business: finance, marketing, personnel, and IT. Operations management is an enabler. It makes
decisions that set the strategic plans in motion; it organizes and re-orients the factors of
production; it controls and improves the delivery of the final product. Operation management is
a function that consists of all those activities required to control and produce the goods or
services required by a firm. Operation managers are confronted all the time with very special
tasks. For example, an operation manager must be in a position to judge what effect there will
be from an increase in the cost of raw materials supplied to the production system or what will
be the best way to increase productivity in a working environment with high technology. He or
she must estimate the future impact of decisions made today and the number of factors in that
environment affecting work. When changes do take place, this will involve the operation
manager in planning, designing, and implementing the decisions. Operation management is thus
understood as the systematic design, direction, and control of processes that transform inputs
into services and products for internal, as well as external, customers. Operations management
is quite critical as these are the most challenging systems and experiences very difficult
competition and high profits. Operations management is very important in service firms, by
providing the efficiency of operations and the effective utilization of all the resources, which have
a direct impact on the success and profitability of the firm. The overall performance of the firm
is ultimately improved. Operations management is very important in manufacturing firms, by
providing responsibilities; the effective utilization of equipment, people, and technology, by
providing quality products, and ensuring that the establishment is open for business and that its
products are readily available to the customers.

1.1. Definition of Operations Management

One main aim of operations management is to reduce the costs of a company while being able
to deliver a service or product in accordance with the needs and wants of the customers.
Operations management encompasses the design, execution, and improvement of all the
activities that create the products and services within an organization. The area of study should
not be underestimated as the need to come up with effective and efficient processes for
producing products and services has been recognized in the United Kingdom and also globally as
a key requirement for economic development. For example, the historical development of
operations management has been grouped into three main eras: a) the craft manufacturing era,
b) the industrial revolution era, and c) the post-industrial period. Craft manufacturing is
characterized by the use of general-purpose machinery and skilled personnel involved in discrete
processes which tended to be owner controlled. On the other hand, the industrial revolution was
marked by increasing division of labor, work being arranged so that it is transferred from one
stage to the next, and real control and challenge in bringing the whole idea of operations
management to life. As for the contemporary era, technological advances and fast
communication have given rise to rapid developments in global trade and e-businesses. These
have led to some key emphasis in operations management, like creating value for customers,
maximizing efficiency and effectiveness, the need to manage resources and supply chain
processes, and recognizing the fact that operations management could be a source of
competitive advantage.

1.2. Importance of Operations Management

The integration of operations management in the organizational strategic processes leads to
competitive advantages in the global market. Through strategic importance of operations, a
fundamental change in the traditional operational management is achieved. Organizations must
perceive and manage operations as the supply network to deliver to the value chain of the
customer and the ultimate output, leading to customer satisfaction. The recognition of the
strategic importance of operations in the last two decades has been defined in the operational
improvement programs and the application of new technology, particularly in the area of e-
business and e-commerce. Technology, particularly the internet, has transformed the way that
businesses operate and in the last ten years the operation function has been presented with
complex and conflicting set of challenges. Operations is of crucial strategic importance said by
Michael Porter and it is an area that can have a real impact on the strategy. He also argued that
the performance in the operations had a huge effect on the overall business success. It is essential
to any strategic planning that the interdependency between the different operation functions as
well as the customer requirement is recognized and maintained. Nowadays, the strategic
importance of operations has been recognized by many top managers of large organizations. In
the opinion by Nigel Slack, the writer of the operations management, it is very rare that the
operation is seen as of little importance and treated merely as a support function. Instead, the
operation management is at the centre of most organizations and "every manager whether they
like it or not, will have to take on operations management in one form or the other". Every
business is managed through three major functional levels: the operation management, the
marketing management and the financial management. This shows the vital role and the strategic
importance of the operations management in any business.

1.3. Overview of Historical Development

The historical development of operations management is an interesting and important topic. It
focuses on the 'how' of producing goods and services, and many different procedures and
constant developments in operations management can be observed - making it an evolving and
growing field. Operations usually occur when a customer is transformed into receiving
merchandise. Historically, operations existed as a different organizational function, and the
purpose of operations was only maximum efficiency. But today, it is widely acknowledged that
operations are a strategic function responsible for 90% of costs and therefore need to be
managed carefully. Operations main objective is to contribute to the added value of the last 15%
of businesses. This value added can be imparted at three different stages of the production
process; either during the initial stage by procurement, during the secondary stage by production
or finally during the final stage by distribution. The growth of operations management has been
influenced by numerous important people and events. For example, Adam Smith wrote about
the economic advantages of organizations specializing in certain tasks, such as pin manufacture.
This idea of job specialization is important because it is a key building block of operations
management. The book 'The Wealth of Nations' by Adam Smith, published in 1776, laid the
foundations for operations and business process re-engineering and 'scientific management' in
the late 18th century. In the late 18th, the Industrial Revolution began to change the way business
operated. This began in the UK before spreading throughout Europe and the USA, and
fundamentally changed the world and the way work and business was being carried out. It took
several fundamental changes over a century to change the world. One of the main consequences
of the Industrial Revolution is the development of managerial theory. A main advancement was
the idea of job design. For example, in 1903, Ford used a method of job design in the introduction
of the assembly line. However, at this time management was classed as being innovative and
against workers rights and tends to be known as 'a scientific management era'. This era was not
to end until Henry Ford, Frederick W Taylor and Frank and Lillian Gilbreth were growing up and
developing such environments in the workplace.

2. Early Influences on Operations Management

The early influences from the Industrial Revolution were crucial to the historical development of
operations management. The methods of making products hundreds of years ago are still evident
in contemporary production methods. During this period, machinery and manufacturing ideas
were starting to develop, which would shape modern production. The first Industrial Revolution
took place between the 18th and 19th centuries in Britain. This period saw substantial growth in
machinery and industrial developments. Factories, which brought machines and workers
together in a single production unit, grew rapidly as the focus shifted from the production of
materials in private homes. Work processes were transformed as machines began to take over
from workers, initially in the textiles industry and subsequently in the metal and other industries.
By increasing the speed and reducing the skill required in every stage of the production of cotton
fabric, output was massively increased. The Industrial Revolution was characterized by a move
away from rural cottage industry where small-scale weaving was done in homes, using the
muscles of men, women, and children, to factory-based cotton and textile production of the late
18th and 19th centuries, on a grand scale. Today, productive systems can be explained in a
number of ways, and it is recognized that these systems have been developed and changed over
time to suit the needs of the product and the producer as new products and new ideas have been
found. The focus of the early influences being looked at has been primarily placed on materials
and processes in production. However, the rise of the digital age in today's society means that
technology and computer control have infiltrated into every aspect of productive systems. The
four main divisions are numerically controlled machines and robots, computer-aided design
(CAD), computer-aided manufacture (CAM), and flexible manufacturing systems. Robots are now
the most commonly used productive system, introduced in the late 20th century. The early
influences of the shift from craft production to mass production in the post-Civil War era to more
recent developments have led to the emergence of 'fractal manufacturing'. Fractal
manufacturing is the idea that masses of selective production can be organized around a
particular group or type of customer. This almost custom-built attitude is designed to move
operations away from global mass production and back to localized, community-based
production and supply. Operations have become more protectionist with the idea of local
materials and local employment, increased variety in product types, and a reduction in the
'saturation' of the market as primary forces driving the development of the productive system.
So, despite the development of technology and the links towards an automated controlled
system, the influences of industrial, mass, and 20th-century production methods still hold a
significant active role in determining the most suitable method for a particular product. Such
methods largely affect areas such as process control, reliability, maintenance, planning, and
productivity. However, the attitudes that colleagues and managers hold and assumptions made
regarding the form of production play a much larger role when considering the future
development and continuation of a productive system.

2.1. Industrial Revolution

During the Industrial Revolution, many machines were invented and a lot of factories changed
from manpower to horsepower and then to water power and then to steam power. The first
main development was the Spinning Jenny, which was invented by James Hargreaves in 1764. It
was a machine that could spin more than one ball of wool or cotton at the same time. His idea
was so good that eventually a new type of factory was created - the Spinning Mill. Also, the cotton
and wool industries were not country-based anymore, but moved to towns and many workers
who used to work at home moved to the areas where the factories were in order to get a job.
This allowed employers to build up a workforce of people and children, as even the youngest
child could operate a spinning machine. The second machine was the Water Frame, which was
invented by Richard Arkwright in 1769. This machine was much bigger than the Spinning Jenny
and needed water power to operate it, so the first one was built in 1771 at Cromford in
Derbyshire. The Water Frame could spin a hundred times more thread than a hand wheel and
now all the processes in making cotton could be done in one place. This was the invention of the
cotton factory, which used the process of roller spinning. Roller spinning was a continuous
process - the cotton was pulled by rollers and twisted. Now the cotton industry could make
thread that was strong, soft and could be made in a big size, which could not be made by hand.
Arkwright's machine had another far-reaching effect. It led to the establishment of the modern
factory system. Water-powered machines, like the Water Frame, meant factories could be built
next to fast-flowing rivers - in the places where towns had not yet been established. This led to
the rapid growth of the factory system where the different processes, from spinning to weaving,
could be done in eighteenth-century Britain. By 1782 there were 5,200 people living and working
at Cromford. Also, factories began to replace working from home when the invention of water-
powered machines and steam engines meant that bigger and better machines could be used.
When people were replaced by new machines, which were better and faster than the old ones,
they moved to towns to look for jobs. This was when the factory system began, as workers
needed to be near the factories and so whole families moved and lived in the growing factory
towns. Some towns, such as Oldham and Rochdale in Greater Manchester experienced a massive
population increase in a very short time because of the growth of that industry. This can be seen
in the census returns of the middle of the nineteenth century where the growth in population
from 1801 to 1851 increased by 800% in Oldham. By 1881, over 80% of the working population
were in the factories of Oldham. A new way of life began and working in the factories became
the main source of employment for the majority of the British working population. So the
revolution caused by steam and water created our modern-day method of making goods on a
mass scale and the need for factories and large amounts of workers who required good
transportation systems for raw materials and distribution.

2.2. Scientific Management

Scientific management, initially proposed by Frederick Winslow Taylor, was a theory of
management that analyzed and synthesized workflow to improve productivity. This method was
widely used in the 20th century, especially in manufacturing. Under the guidance of scientific
management, production could be optimized by subdividing tasks into smaller units and deciding
the best way of performing each unit, standardizing and setting the time of each unit, and putting
the workers and the work under close surveillance. To be specific, Taylor suggested that the need
of workers would be met by the use of scientific methods to determine the "one best way" for a
job to be done and the planning by management of the duty and the responsibility of the workers,
and the workers simply to help in the execution of the managers' plans as stated in the text. He
believed that by putting his management theories into practice, it would result in higher
productivity, more prosperity for both the employers and the workers, and the entire industry
would benefit as a whole. However, his criticism on the creation of harmony, the use of monetary
motivation, the discrimination of the intellectual guidance from workers, and the excessively high
level of division of labor as well as the hierarchical management structure somehow have aligned
the scientific management with motivation and job design theory. Later, the studies have shown
that the mental and physical problems were created by the working environment fostered
through scientific management, discussed in a text. On top of that, the similarities between
scientific management and the motivational theory as well as the scientific management and the
job design theory have been identified in researches. Sisk shows that there is a principle of
scientific management because what the theory suggests on the employee's performance, the
techniques to motivate the employees, and the characteristics of the employees in which the
manager individually give attention to the employees' needs, the employees are trained and
developed, and the employees are motivated by the incentive scheme. He emphasized that by
applying this principle, the enrollment and the retraining of the workers might become scarce
tasks. In conclusion, scientific management was widely applied in the first quarter of the 20th
century till today. Although the popularity of scientific management in many organizations was
replaced by the human relations movement through the past decades, due to the dynamic
changes in the nature of the work environment and the labor force led by the fast pace of
technological and the society transformation, its impacts on the efficiency of work organizations
at the beginning of the last century cannot be ignored and the elements of scientific management
can still be found in some workplaces.
2.3. Interchangeable Parts
At the time of the Industrial Revolution, products such as guns, clocks, and watches had to be
made by hand, one at a time. When an armory in the United States decided to try using machines
to produce large quantities of guns, it found that the machines often made the same part slightly
differently, such as the size of a screw hole varying. This meant that each part was unique and
could generally only be used in the specific product in which it was originally installed. When
repairs were required, it was difficult, if not impossible, to find the right part. This style of
production and the problem of spare parts it generated was much criticized by a Paris-born
gentleman, Honoré Blanc, who moved to America to establish a successful firearms business in
Massachusetts. He convinced the American government to contract him to produce 20,000
muskets in under ten years. Blanc was well aware of the problems of spare parts and in seeking
a solution, he contacted the recently appointed Professor of Mathematics, one Eli Whitney, who
was to start the development of Interchangeable Parts in New Haven (near to the present-day
Yale University), Connecticut, America. The idea of Interchangeable Parts was not new. Pulleys
and axles for clocks had been made with machines during and after the early part of the 18th
century, and the British Navy had used interchangeable parts for ship repairs since the end of the
18th century. However, what Blanc, Whitney, and the others set out to achieve was much more
ambitious - every musket being made to a standard pattern so that any part would fit any musket.
By 1805, 10 years after Blanc's contract with the American government, they had succeeded in
producing 12,000 muskets, which all had interchangeable locks, at Whitney's factory. Perhaps its
greatest success came in 1815 when upon Blanc's retirement, the US Army produced a report in
which it unequivocally testified to the success of Interchangeable Parts, recommending future
armories follow similar models of manufacture. By the time of Whitney's death in 1825,
Interchangeable Parts was well established as the American system of manufacture, and not just
confined to the production of arms. Other industries, such as clockmaking, followed Blanc and
Whitney's early adoption, and by the time of the Great Exhibition in London in 1851, the concept
was being trumpeted as the perfect example of the successful marriage of design, engineering,
and craftsmanship. By the beginning of the Second World War, Interchangeable Parts had solved
the problem which had hampered development of high-quality armaments - the inability to
achieve standardization. Whitney's work was taken up in Europe and today, in all but a very few
high precision applications, every component designed for assembly is intended to be
Interchangeable. As a direct result, other methods of manufacturing like just-in-time and lean
can be more easily achieved. Every single car that rolls off a production line anywhere in the
world will have its components made to compliance with the concepts of Interchangeable Parts,
established over 210 years ago. Whitney's great achievement is, unfortunately, often
overshadowed by his signing in 1794 of a contract in New Haven, America, for the production of
10,000 muskets using a device for manufacturing, popularly called the Milling Machine, but
better termed as a form of a lathe. However, it was Interchangeable Parts that was to
revolutionize manufacturing and lay down the gauntlet to engineers which is as relevant today
as it was in 1798. 1798 is often cited as the year that Whitney displayed before a Congressional
Committee a complete disassembling of 10 muskets from a pile and reassembled them under the
watchful eye of Congress. This is often given as the first time that such a demonstration had been
witnessed, but the practice of showing clocks or guns being assembled from parts created
independently of each other was not uncommon and had been performed by many before and
after. Whitney himself made many such displays as this, perhaps to remind his successors at the
American government's armory of the importance of Interchangeable Parts.

3. Evolution of Operations Management

The next section explores the evolution of operations management. Fordism and mass
production are discussed as major developments during this time. Total quality management,
which focuses on continuous improvement and customer satisfaction, is also highlighted.
Additionally, the concept of lean manufacturing, which aims to eliminate waste and improve
efficiency, is discussed. Fordism is a production management system that was developed as a
result of the introduction of assembly lines. It is based on the use of conveyor belts, and it
represents the peak of the mass production method. The main concept of Fordism is the
"economies of scale". This means that by producing more, the unit cost per product is reduced.
In this manner, the industry gets more efficient. However, it also means that the choice of
product is limited because the products of the same type will be made in large quantities. This
gives rise to the consumption culture. The customers have limited choice of product with the
options of buying the products that are economic enough for the manufacturer to perform mass
production. This can be perceived as a supply-push economy. This era ended when the
consumers' variety seeking behavior increased, and the markets became more fragmented.
Nowadays, companies have to tailor made products to suit the customers' needs in order to
survive the competition. The concept of mass production is still however widespread but the
move towards flexible manufacturing systems is ending the era slowly. It is now possible to have
economy of scope where variety can be produced in a flexible manner. Total quality management
is a managerial approach that views quality as the important aspect of the organisation's success.
It consists of: customer focus, continuous improvement, employee involvement and adopting a
structured approach. The emphasis of such management system on strategic and customer focus
have made huge impact on the commercial sector. This is because in order to compete in a
market that is more open and customer driven, quality is seen as a differentiating factor and that
is what one is to aim for. Lean manufacturing, on the other hand, is a product of the development
of Japanese industry and especially Toyota. Raqib and Manna (2014) argued that lean
manufacturing refers to the systematic method in waste minimisation and enhancing value
added activities in the production process. It involves every single operation in the production
process and it is employee driven, enabling employee creatively apply their knowledge and to
involve in the process of almost every aspect of the company's operation from manufacturing
floor to the customer relationship. The term "lean" in "lean manufacturing" refers not to the lack
of activity but it is a focus on the elimination of waste in the production process.
3.1. Fordism and Mass Production
The next major historical development in operations management is referred to as Fordism.
Fordism originated in Henry Ford’s automobile production during the 1910s. It represented the
breakdown of jobs into very simple and routine tasks, which could be carried out without the
need for thought by the direct operatives, following the most productive method. The
introduction of the moving assembly line in 1913 was a significant development in Fordism. This
innovation allowed a continuous workflow at a good pace, breaking down the production of the
automobile into 84 steps. As a consequence, production time for each car dropped from 12 hours
to around 90 minutes. It revolutionized the entire industry in terms of production methods and
the concept of productivity and efficiency. The fundamental principles of mass production, which
Ford and others developed further later, can be summarized as: division of labor, the principle of
moving work, standardization, and the use of the most modern equipment. Division of labor
divides the work into simple, routine tasks that are easy to learn and largely independent of the
skills of the workers. The work is then arranged so that it moves in a continuous and smooth
manner from one task to the next, using the most modern equipment to speed up the work. Last
but not least, the created standard is implemented as it is the outcome of the best method. This
concept of mass production and Fordism revolutionized manufacturing and had a transformative
influence on operations management. The impact of the development of mass production and
Fordism was immense in the 1920s. Not only did it push forward the process of globalization, it
was also a major factor in helping the United States become the world’s leading economy.
Nevertheless, mass production and Fordism are not without its critiques. As Knut Sogner (2008)
argued, the rigidly scripted and repetitious tasks in assembly line operations corrode workers’
sense of responsibility and degrade the quality of work life. Also, workers are estranged from the
final output of their efforts, resulting in a lack of identification between the employees and the
product. Nowadays, the moving assembly line which was considered as breakthrough technology
'at that time' is no longer cutting-edge. The principles of using the most modern equipment and
the design and planning for the entire works are all replaced by the concept of programmable
logic control and computer-aided design in the modern advanced manufacturing systems. All
those technological advancements and changes that took place after the principles of mass
production and Fordism have ultimately driven the development of operations management to
today’s lean and integrated production system.

3.2. Total Quality Management

In recent years, the internal production approach of Japanese firms has redefined the way many
Western firms operate. A part of the new approach, known as Total Quality Management or
TQM, is considered being imported in Japan in 1990. TQM gives companies the ability to collect
data from each step in the manufacturing process. From sales to supply compliance, it creates a
continuous flow which efficiency can be monitored and daily improvements are rendered. This
perspective of managing has been successful with its beneficial effect in protecting the interests
of consumers. Total quality is a description of the essential behaviors necessary for the
manufacture of high-quality products. This description is usually customer-based and therefore
varies according to the changes in consumer desires. All those activities in which high quality is
important can be referred to as the elements of a total quality program. Total quality is not
undefined, but it can be learned and continually improved upon. And quality management is not
a new application. In its most sophisticated manifestation, quality approaches have been
introduced by progressive firms over the last 15 years. In practice, total quality is a journey
towards constant improvement and testimony-filled change. The managerial use of quality data
by Michner and Brown defines that it is akin to being done - the matter that has been
recommended to theory is exhibited by usable information about the opponent's capability and
the status of the organization towards total quality goals. Pfner relates that the same production
field, due to the greater responsibility, processes should be practically designed. Michner and
Brown continue in the theory, declaring that the matter that has been presented for use in
obtaining execution to post-life capability debunks the organization of its false casual
methodologies. The improvement types of ultimate data than used anyway actually most rating
roles. Efficiency relies on one's encouragement method. Precisely, type PL mesh uses computing
transfer group to eliminate these subordinations to make it feel effective. In fact, it has been
recently recognized because it has been relatively little just recently because in the process of
making a master quality analysis, it could provide a more comprehensive understanding. Our
managing school in London, Tapeaà's chemical many of Access publications, lived with a capable
system, no need to upgrade them W9rws. So all the efforts to maintain and build English really
go a long way. Michner and Brown, Rein Nome and Sommermann, John and Günter, in the end,
further fuel the confusion. Overall, the text is hard to understand for everyone who does not
have a background in quality management, so the text must be structured and written in a simple
manner.

3.3. Lean Manufacturing

Lean manufacturing is a production practice that considers the expenditure of resources in any
aspect other than the direct creation of value for the end customer to be wasteful, and thus a
target for elimination. In lean manufacturing, a common methodology and terminology are
employed throughout a company. Lean implementation is therefore the application of a lean
mindset to every element of the production stream and is also often referred to as lean
production. The five-step thought process for guiding the implementation of lean techniques is
to correctly specify value by product, identify the value stream for each product, make value flow
without interruptions, let the customer pull value from the producer, and pursue perfection. Lean
manufacturing is often seen as focusing on the continuous elimination of waste. Waste is
classified into seven areas. The first is overproduction, which produces the greatest amount of
waste of any. Overproduction arises when the rate of production exceeds the rate of
consumption. This leads to the second area of waste, waiting time. By overproducing, companies
fill their storage with products consumers may not even want. This, and excess inventory itself,
can then lead to the waste resulting from the movement of products (transportation waste) and
the handling of such products (motion waste). The fifth and sixth areas of waste are over-
processing and unused employee creativity. Over-processing is compelling the use of more
resources and materials in a process than is necessary to add value to the product. Unused
employee creativity arises from the waste of human potential. When given the freedom to use
expertise and creativity in the workplace, it fosters a great source of pride for the worker and
serves to encourage even more productivity. The final area of waste is making defective products
which, in turn, requires excess inventory of the good products and may produce overproduction
again. It is important to understand that waste can be found in every type of work, and it can be
eliminated if the proper approach is taken. By using lean manufacturing techniques, many
companies have realized that basics such as overproduction and excessive stock can be drastically
reduced. This has led to direct savings, not just in terms of reduction of employees required, but
also in warehouse capacity and most importantly in cash. Lean manufacturing involves initiating
continuous improvement processes with the goal of manufacturing products at a reduced cost
with increased quality. In many cases, this means that the company is able to manufacture more
product with the existing plant and equipment. People will try to eliminate waste in processes
that need it most. This means that the process outputs are fed directly from process inputs and
all the team's efforts along the value stream result in satisfied customers.

4. Modern Trends in Operations Management

Not only has it helped operations become more effective, but it has also made a significant
impact on business strategies. The 21st century has brought upon a major shift in technology and
technological techniques. Operations managers must have a thorough understanding of the
technology being used within their company, and stay up to date on the latest advancements.
The implementation of technology and new technical approaches within the field of operations
has become an arising trend. This includes using relevant and modern software applications,
automation facilities and new digital technologies to help improve and support various
operations. For example, using Customer Relationship Management systems to help identify and
target potential customers, or using computerised stock control systems to streamline the order
process. By introducing the right technology, a business can see improved efficiency and actually
become a lot closer to its customers. Modern technology can help promote a secure environment
through machines that are designed to protect both the environment and the account. These
technologies can include advanced power units that only consume electricity when required, or
goes into standby when not. Through the use of modern technology in the form of these technical
operations, it can be ensured that the output is to the highest standard due to the fact that there
is much less margin for human error, and in turn less time and resources are wasted. Alongside
with this also, the introduction of automation, such as artificial intelligence, can operate with
consistency and reduced supervision. Also, progress can always be tracked, and changes can be
easily undertaken because technology enables the collection of data and evaluation with little
time or effort. This takes us to discuss about 'big data' and how it can help enhance operations.
Operations managers would have to be aware of technological advancements and make
decisions on which methods would yield the best results. For instance, if a business wants to
mass produce products in an assembly line then using an automated technique such as 'robotics'
would be a suitable method. This is due to the fact that it significantly reduces the time taken, it
can work 24/7 and less risk of hazards in comparison to having humans manually assembling
products. Big data refers to the collection and analyzation of large amounts of data in order to
assist with decision making. It helps to reveal more trends and patterns that would otherwise not
be possible to recognize. Therefore, this can lead to smarter business strategies. Big data is
important within operations as it is used to help manage and improve the productivity and
processes of manufacturing - as well as through the supply chain. For example, with technology
such as inventory sensors operations managers can closely keep track of the factory's stock,
meaning that it would be controlled and reordered at automatic. Also, the development and
implementation of big data has provided a large sphere of opportunities for many industries. This
includes retail, law enforcement and information technology however also, it has had a big
impact within manufacturing and professional operations. Modern technical operations systems
and how they help to deliver customer value and meeting expectations is a significant area of
operations management. This indicates that organizations have to adapt to new and changing
technology, as well as continuously work to stay ahead in the technological sector. It is a fast
paced and rapidly changing area of operations management that must always be a consideration.
Operations managers have to work hard to guarantee that day-to-day manufacturing,
engineering and technical operations run smoothly and efficiently. As discussed through modern
trends in operations management, many businesses are working to enhance and improve
operations by using technical operations. Through the teaching of modern and relevant modules
at Loughborough University such as the 'Technical Operations Management' module, students
are provided with the opportunity to investigate and critique the use of technology alongside its
impact. In addition to this also, students are taught how to evaluate different types of technical
operations, and understand the value of quality and technology. The module itself merits the
health and transportation sectors. Students will be continuously encouraged to investigate and
critique the impact of designing and improving the operations of a future technology-led
company. This is to make sure that the future operations managers of graduates are prepared
for continuous change and challenges in technology, allowing them to promote successful and
sustainable business operations. Such implications can be delivered to encourage the increasing
technological provision within the field of operations management, which is the use of 3D
printing. 3D printing is already growing as the technology can produce products that are cheaper,
stronger and more feature intensive. This would benefit manufacturing operations substantially
due to the potential capabilities of the technology. First of all, there is high cost efficiency because
it directly creates the product, and could mean minimal cost on material and wastage from an
operations point of view. It is also a benefit to customisation; as no set tools are used and there
is an opportunity to build more or less what you want - this can help improve customer
production and satisfaction from a marketing point of view. The leading attraction is the close-
to-zero solution mass production, in terms of certain products where the demand is certain and
high, such as mobile devices. The option of continuous production would further improve output
and be rewarding within the market. However, this directly has an impact on operations leaders
due to the fact that it is very versatile and can serve an extensive range of industries - and it
redeems the hours and manpower required to conduct traditional machine set-ups and item
assembly. Such a method encourages and increases a more operational responsibility because
through modern technical operations, 3D printing can provide close to zero waste and high cost
efficiency, enabling the customer production and overall satisfaction be improved. Operations
managers would have to be aware of these new technological trends in order to make critical
decisions that would benefit the company. Over recent years there has been an introduction of
3D printing, and it is expected to grow and become more prevalent in the manufacturing
industry. Operations managers have to find the happy medium between traditional methods and
new advancements, as the cost of the initial investment of new technology has to be considered.
The adoption of advanced digital, technical and automated methods in the operations of
manufacturers envisages the requirement for a different approach to education in modern
marketing and technological engineering. Through the improvement of manual manufacturing
systems and older computer and tech. Calculation methods with the implementation of new
software, automation and technical operation management this shall ensure students are
prepared for a successful career in modern day operations. Also, the teaching of modern and
relevant modules, such as the 'Technical Operations Management' at Loughborough University,
signifies how degrees are adapting with relevance in the contemporary workforce. This modern
and forward thinking approach to operations is continuously looked at and improved which
encourages and endorses successful business operations in respective industries. Students are
provided with a fantastic opportunity to investigate and critique the use of technology and
understand the value of quality and technology. This should encourage students to explore the
impact of the design and improvement of 3D printing and future technical operations, meaning
that the future operations managers of graduates are prepared for continuous change and
challenges in technology. With modern technology playing an integral part in the world out there,
this contemporary approach to education will help supply the demand for competent
professional operations leaders who are at the forefront of technology and always looking to
make operations better. The future adoption and realisation of 3D printing and other modern
technical methods has exciting implications for manufacturing industries. Such advancements in
manufacturing is likely to mean that businesses are able to work in a much more efficient and
environmental friendly manner. To begin with, it shall promote operations responsibility because
the technology itself - such as 3D printing - provides the opportunity for operational leaders to
engage in close-to-zero solution mass production. This could mean that the production line could
be continuously producing, and with barely any human intervention - thus improving output and
minimising the time taken to change over a production line when necessary. Also, the
requirement and hours of manual labour is significantly less when compared with traditional
machine set-ups and product assembly. Digitally enabled and modern technical operations could
reduce the potential for operational and human error, and mean that less time and resources are
wasted within the production process. Making the move to a more modern method of
production, for example the introduction of 3D printing, could mean that businesses start to
champion and promote the more environmentally friendly benefits. When referring to
contemporary and modern day operations, the environment itself plays a significant factor within
decision making within the operations management strategy. The consideration of
green/sustainable operations would attract and promote a much responsible outward posture
in the way in which business concerns develop solutions on an international contemporary field.
Modern operations management encompasses many aspects, including the potential for
technology and technical operations to research and provide customer value and meeting
expectations. With the recent trends to globalisation, the experience and understanding of
international culture and contemporary business practices that stretch across borders, are also
growing in demand. This indicates that businesses are dealing with customer expectations and
making sure of high and consistent. With the globalisation and the continual shift in business
practice, it is essential for contemporary operations mangers to be aware of the application of
modern. Overall, the historical development of operations management has seen significant
advancements and adaptations to fit changing needs and technologies. From the early influences
to modern trends, operations management plays a crucial role in enhancing productivity and
efficiency in various industries. Thanks to modern emerging technologies and techniques for
operations management such as using relevant and modern software applications, automation
facilities and new digital technologies to help improve and support various operations. With the
introduction of technology innovation like 3D printing, progress can always be tracked, and
changes can be easily undertaken because the technology enables the collection of data and
evaluation with little time or effort. The work and adoption of big data and its analysis shall
provide operations managers the thorough understanding of the opportunities that new
technology can bring and forecasts for future business trends - a concept that will be essential to
yield the research and development progress in the field of operations management, in a modern
and fast expanding technical world. Also, students as future operations managers in the
contemporary world are taught how to evaluate different types of technical operations, and
understand the value of quality and technology. The module, with attention on the health and
transportation sectors, encourages and provides students with the opportunity to investigate
and critique the use of technology alongside its impact. Students will be continuously encouraged
to investigate and critique the impact of designing and improving the operations of a future
technology-led company, providing implications to encourage the increasing technological
provision within the field of operations management. This means that the future operations
managers of graduates are prepared for continuous change and challenges in technology,
allowing them to promote successful and sustainable business operations. With the current and
modern push for environmentally friendly practices, the considerations for green operations are
providing a much responsible outward posture in the way in which business concerns develop
solutions on an international contemporary field. Such benefits have been identified to
operational leaders who are keen to promote outstanding and beneficial change through modern
technical operations. The implementation of new technologies as well as ensuring that
operations run smoothly and efficiently on a day-to-day basis give students a guarantee for their
degree to be both challenging and packed with knowledge and experience. Through the teaching
of modern and relevant modules, such as the 'Technical Operations Management', it signposts
degrees in the contemporary workforce and prepares students for making decisions upon new
and changing technology. Such methods and studies of contemporary technology and early
introduction from 3D printing will transform and develop the way in which equipment design and
production planning is approached. The future application of these method, for example the
introduction of 3D printing, has large and advanced operations. Through both the improvement
of manual manufacturing systems and. However, under fire in response to certain controversial
practice of contemporary medical application dissemination, such operationally led technology
and its evolution has drawn criticism and handcuffs to the shared method knowledge to practical
application in the modern technological health market. Operations managers have to work
around and accept new technological trends in order to make critical decisions that would benefit
the company. The use of advanced digital, technical and automated methods in the operations
of manufacturers envisages the requirement for a different approach to education in modern
marketing and technological engineering. With the teaching of modern and relevant modules,
such as the 'Technical Operations Management', it signposts that degrees need to adapt with
relevance in the contemporary workforce. This modern and forward thinking approach to
operations is continuously looked at and improved which will encourage new generations of
young apprentices. As discussed through modern trends in operations management, there has
been recent introduction of 3D printing, and it is expected to grow and become more prevalent
in the manufacturing industry. As a result, many researchers agree the understanding of new
emergent technology and operations management is necessary to enhance sustainable
development within the field, despite it being challenging. What is more, the Director of the
Advanced Power and Energy Program at the University of California-Irvine stresses that
operations managers and researchers must use available data and analysis to enhance continual
improvement, ensuring that the technology will yield sustainable development and meet future
needs. The adoption of advanced digital, technical and automated methods in the operations of
manufacturers envisages the requirement for a different approach to education in modern
marketing and technological engineering. It is argued by the operational manager of Skanem
Digital that the technology and its impact on operations management needs to be recognised
and paired accordingly with insight from experienced professionals. With a modern and aligned
approach to understanding technology he says that production lines in the future could become
much more cost effective and flexible, under the rule of autonomy in operations and data
management. Through the use and justification of computerised enabling technology, operations
managers have the ability to compare and optimise operational practice by avoiding all possible
time distortions and resource limitations. This would mean that the comprehensive and accurate
simulation of digital future processes can be delivered to maximise output and product that suits
the market. Such methods of contemporary technology and computer aided technical operation
management provides an insight and guarantees a future pathway in a modern and expanding
technical world of operations management. It is then documented by a successful operational
and stakeholders' online platform "The Green Success" that new technologies are providing
critical reassurance of measure reliability and benefit in operations and analyses. A modern shift
of contemporary manufacturing automation provides the understanding that the autonomous
drive and playable. In order to achieve tangible success utilising the modern potential technology
and operations, a knowledge intensive operational leader with a bit of computerised enabling
technology is employed. This is to allow for the perfect creation of custom assembly. Importance
and further emphasis on the strategic utilisation of additive manufacturing technology has gave
rise to such successful careers and pushes for further modernization of successful operations
management. Through early introduction and practices, pursuits and sharing in manufacturing
technology conclusions from the potential advantages of cutting edge knowledge and
technology. Such methods and outcomes of this form of modern technical practices should
become tactically important to contemporary manufacturers. It is therefore considered that any
shared development knowledge through publication and production should be funded by leading
authorities, in response to the calls to arms of developing and maintaining smart business
operations. It is under strong agreement and support of the modern progression of ongoing
technological developmental knowledge to further industrial production within the operational
signature manufacturers such as the Fordism and popular electorates. The technology that
provides operations managers the capability to design and plan out the production process using
computers opens new doors for consideration and production planning. With the move towards
more modern methods, such as the introduction of 3D printing, operational leaders are provided
with increasing flexibility and autonomy in the way that we produce items. AutoCAD for instance
is the market leader for computer-aided design, with its flagship program being used by many
people around the world. This program helps operations managers to visualise objects, in 2D or
3D, and help plan and design the manufacturing process for that particular object. The
development of computer aided operations management allows for opportunities for knowledge
to be deconstructed and shared in a modern technological world. Technology in the form of
computer simulations and optimisation processes provides operational leaders the insight to
consider change and development. It is under strong agreements for modern methodology in the
approach to technology dissemination of research and knowledge. Whether it is academia driven
or industrially biased dissemination knowledge to practical applications provides the Operations
Manager with the insight as to how adoption of new technology may be realised. In response to
benefits of modern leadership and progressive operations management, it is the vision of
contemporary methods of shared technological insight that has prompted regulations in the
modern day industry to standardize and refine technological provision in contemporary
operations management. The ongoing progression and practices of modern technical operation
management in response to increasing technological provision that has been witnessed through
contemporary introduction and practices from 3D printing and other modern emergent
technology. The successful introduction and reasoning behind the start of Director of the
Advanced Power and Energy Program at the University of California-Irvine highlights the need to
consider the implications of technology in a modern. This is under cloud of research technological
socio-economics and understands the role of data and operations technology on the potential
success in operations management. Therefore, a modern and forward thinking approach to
understanding technology and technical provision within operations management could provide
an emphasis on the strategic utilisation of modern technological provision. It is under strong
support for the technology and operations manager of 'The Green Success' which reflects an
emphasis on the adoption of new technological methods to enhance operational responsibility
and engage in modern progress technological dissemination. Such technology as 3D printing and
the implementation and justification of computerised enabling technology, provides operational
leaders with the ability to compare and develop autonomously in rotational production. It is
configured through the use of a modern aligned strategic placement together with technologies
like 3D printing. These form the basis of future operations leaders and their systematic, holistic
approach to successful and autonomous operations. It is the shared and forward thinking modern
route approach of teaching and understanding technology that is currently being mapped at
Loughborough University and build towards a concrete and rewarding future pathway of
operations management continuity. Providing students with the opportunity to investigate and
critiquing the use of technology alongside its impact, in the forms of modern and sector driven
modules such as. Unlimited access to expert outdoor help. Study old as both a benchmark and a
compass yet dependably have the insight and progression to present day challenge. This will help
in the supporting and underlining that modern career prospect lie in the foundations of modern
success of operation management. It is a modern progressive approach to encourage and
promote such remarkable career within the fold of modern day visual future-led industries.
Through the use and justification from modern technological impacts on future progress in
contemporary methods, it provides outstanding benefits for researchers and the modern
increment of sharing of contemporary operations management. With the runaway success for
the utilisation of high-frequency automation and autonomy within the technology, The Green
Success has shown the vital and modern potential and benefit for understanding of green
operations progressive move and change. It is grounded and underpinned by the modern
implementation of such technology that it promises quality and high output due to the nature of
high cost efficiency. Such foundation and modern technical potential has been documented and
agreed that by embracing the introduction and justification of computerised enabling
technology, the provision and ability to analyse simulated and future operations outcome is
realised. This came out and has been celebrated that such a modern approach to the induced
teaching and understanding of contemporary technological routes has evermore been featured
heavily across the expanding provision at many leading universities. This modern and innovative
curriculum that is developed by Loughborough University as part of the ongoing and systematic
approach to align education and practice with industry enables us as students to see the
introduction of many disciplines and teaching. Particularly in the modern and emergent
technology infrastructure within operations management, the concerted drive and modules that
many universities espouse to provides future generations and prospective help. Such a modern
approach, that is to say more a modern projection of leading and guiding talent recruitment and
development, we as future leaders and pioneers can begin to see a continually speeding start to
successful and modern operations leadership careers. With early discussions on teaching and
undergraduate degrees have seen the recent surge and pull of leading universities to adopt a
modern approach to the explanation and dissemination of technological provision. This is
evidence and modern methodologies purposes of greater and more rewarding knowledge
learning that students can be endowed with. Teaching students such a modern leaning of
understanding technology done so success and strategically promote effective modernisation in
developing future methodologies to anthropology and to the rest of the globe. The future is then
assured and marked with a stake-hold progression of research and modern career success. It is a
clearly defined pathway to success to engrain and endorse such a future in the modern day as
with the introduction of 3D printing in

4.1. Technology and Automation

Another major trend in operations management is the advancement of technology. Throughout
history, advances in technology have played a significant role in improving the efficiency and
effectiveness of manufacturing and production systems. By this way, technology has had a
substantial impact on the discipline of operations management. For instance, the increasing use
of computer technology, related to the various information processing methods and the
development of computer-based systems for manufacturing and services, led to the introduction
of a new approach to the study and application of operations management known as
Computerized Management Systems (CMS). This development has the potential to change the
emphasis of research in the field from improving the traditional approaches to exploring and
providing the knowledge necessary for the successful implementation and integration of the new
technology into the strategy and operations of the firm. In addition, in relatively recent years,
such as the late 1990s and early 2000s, we have experienced a new wave of technological
development and innovation: namely, the introduction and rapid spread of Internet-based
commerce and global supply chain systems. This transformation in the structure and operation
of the businesses and industries led to the emergence of another new development in operations
management, known as Electronic Commerce or e-Commerce, which is typically defined as the
use of computer and telecommunication technology to conduct business via electronic transfer
and exchange of information. Today, the technology has advanced beyond what we could never
imagine. With the onset of the fourth industrial revolution, known as Industry 4.0, the adoption
of smart, connected digital technologies and advanced analytics in the operations can enable
even further improvements in efficiency and productivity, leading to the development of new or
updated methodologies in operations management. This may also give rise to various concerns
and changes in the focus of study in the operations management field due to the technology
drifts in society and industry. Yet, it is definite that the history warns the future of operations
management will keep evolving and continue to be driven by technology mainly in the
manufacturing and service sectors. And further knowledge and better understanding of how and
why technology has had such an impact on operations management help us to appreciate and
overcome the challenges that we may face and benefit from the potential improvements and
development.

4.2. Supply Chain Management

Supply chain management is a very important part of operations management. It first emerged
in the 1980s and took hold in the 1990s. It seeks to integrate all aspects of the supply chain into
a cohesive whole. This means that every element in the supply chain is somehow involved, from
initial supplier to end customer. The ultimate goal is to improve the flow of materials,
information, and money. This involves not only those companies that are producing and selling
the goods but also those that are supplying different materials and components that eventually
lead to a finished product. This integration is key because the better all elements of the supply
chain work together, the more seamless the process becomes. Issues such as the bullwhip effect
that can lead to over inventory and high costs can be mitigated by having a well-organized and
coordinated supply chain. Various methods and software have been developed to facilitate and
improve supply chain management, such as advanced planning systems. These help by taking all
the different variables involved in managing a supply chain and providing various possible
solutions given different scenarios. However, it is crucial that those in operations management
using such systems are well trained and fully grasp the rationale behind supply chain
management, rather than rely on 'black box' solutions. Many businesses now invest heavily in
ensuring that their production and methods for data capture in supply chain management are
state of the art. For example, barcode scanning, radio frequency identification, and global
position systems can enable better tracking of materials as they move through the supply chain.
This has two major impacts: the ability to use actual 'real-time' and historical data to identify
where things may be going wrong and, secondly, the ability to make improvements based upon
solid evidence as opposed to 'hunches' or a 'we've always done it that way' mentality. Such
improvements might be reducing logistical costs by finding more efficient routes to market or
identifying shortages earlier that could impact upon customer retention. In a global marketplace
that is ever more competitive, having a powerful system for supply chain management is seen as
a way of assuring both speed to the customer and quality of service. With companies such as
Amazon able to achieve delivery times on products that are measured in hours, the race is on for
businesses that wish to remain competitive to embrace the opportunities that an advanced and
well-managed supply chain can offer. The potential downsides are the initial capital investment
and ongoing costs associated with the implementation of the latest technology, as well as
ensuring a workforce is on board with the new developments. The benefits in reducing waste,
reducing costs, and providing a better service to customers are obvious, but it is a brave
operations manager that makes wholesale changes to their company's approach to the supply
chain without a clear idea of what the specific benefits will be. As a distinct area of study, supply
chain management has been evolving over the last 30 years. Recently, there has been an
emphasis upon the fluidity of the supply chain, i.e. how it responds and adapts to the need for
mass customization and environmental factors, such as climate change, that may impact upon
traditional methods of managing supply. Also, risk management and ensuring that a supply chain
is robust and resilient against factors such as exchange rates is growing in importance. This would
suggest that there is no sign of supply chain management becoming a sidelined or static field.
Instead, with continued advances in technology and a growing awareness of the benefits that a
well-managed supply chain can bring, it is set to be of ever-increasing importance for operations
managers to understand and use it to better their company's position in a competitive
marketplace.

4.3. Sustainability and Green Operations

Sustainability in operations means that a business is taking into account the impact of its
decisions on the environment. This has become an area of increasing importance in operations
management, prompted by growing awareness of environmental issues and the impact of
business and industrial practices on the natural world. There are a number of potential benefits
associated with pursuing sustainability in operations. Firstly, the use of energy efficient
equipment and technology, as well as sustainable energy sources, can lead to cost savings for a
company. For example, a warehouse using energy saving lighting or transportation vehicles
powered by renewable fuels will see reduced utility and fuel costs. Secondly, adopting
sustainable practices may lead to process efficiency. This is due to the fact that sustainable
operations require a focus on waste - all forms of waste, including energy, materials and time. By
minimizing waste in the system, businesses can maximize output, minimize inventory and in
general improve the overall quality of the process. Thirdly, sustainability may become a key
differentiator for companies, particularly in crowded or competitive markets. Practices that
promote environmental stewardship can provide a powerful message to consumers and clients.
In other words, a company leading the way in embracing sustainable operations can build its
brand and aura as an innovative and progressive organization. Lastly, and perhaps most
importantly, pursuing sustainable operations is a way to help protect the environment by
reducing the harmful effects of the technology, processes and products used. This is becoming
an ever-more pressing issue; according to some estimates, human activity is driving the earth
towards its sixth mass extinction event and the first to be caused by a species. From the
destruction of forests to the acidification of oceans, the list of environmental problems caused
by or exacerbated by human industry is a long one. In order to counteract these threats and to
ensure that the earth and the environment remain viable for future generations, it is essential
that widespread and concerted efforts to promote sustainable practices are put in place. This has
led to a wide range of approaches in different companies on how to effectively implement
sustainability. For some, this may involve a move to renewable energy sources or investments in
carbon capture technology. For others, a key element is to minimize waste and to develop a
closed loop production cycle. However, the development of some key performance indicators -
or KPIs - represents a consistent theme in how businesses choose to reorientate their operations
to a more sustainable mode. KPIs are metrics which are used to evaluate factors that are crucial
to the success of an organization. By defining and tracking KPIs which are relevant to the
environmental impact of an operation, a company can identify areas in which it is falling short of
its environmental goals and can measure the progress of any attempts to reconfigure the
operation. This combination of theory and implementation - adapting meaningful markers of
environmental impact and progress, and making concrete changes based on the results - is a
potent force behind the recent enthusiasm for sustainable operations.