EMERGING TRENDS IN

OPERATIONS MANAGEMENT

By
DR. ARUN B K
 EMERGING TRENDS
 CONCEPTS OF OPERATIONAL CAPABILITY
AND INNOVATION
 ENTERPRISE-WIDE AND EXTENDED
APPROACHES
 USAGE OF TECHNOLOGY IN OPERATIONAL
STRATEGY
 FACILITY LOCATION TRENDS
 FOCUS ON PRODUCT/SERVICE DEVLOPMNT
 FOCUS ON INTEGRATION
 OPERATIONAL
CAPABILITY AND
INNOVATION
 CONCEPT OF OPERATIONAL
CAPABILITY AND INNOVATION

 EMPLOYED IN ALL THREE AREAS OF

OPERATIONAL MANAGEMENT VIZ.,
OUTPUT,
ACTIVITIES AND OUTPUT-ACTIVITY
CONNECTION
 EMPLOYED FOR REQUIREMENTS BEYOND
AN ORGANIZATION AS WELL FOR EXAMPLE

IN SCM AND GREEN INITIATIVES

 CONCEPT OF OPERATIONAL
CAPABILITY

 “CAPABILITY” IS MORE OF SKILL AND

KNOWLEDGE FOCUS WHEN COMPARED TO
“CAPACITY”
 ALL OPERATIONAL IMPERATIVES NEED
CAPABILITY
 DEPENDS ON “ACTION RESEARCH” –
RESEARCH-ACTION-RESEARCH CYCLE
 CONCEPT OF OPERATIONAL
INNOVATION

 “INNOVATION” IS ABOUT FUNDAMENTAL

THINKING AND RETHINKING
 CAN BE GRADUAL, SUDDEN OR
DISRUPTIVE
 “GRADUAL” – HAPPENS DAILY IN SMALL
ACTIVITIES (SIMPLIFICATION), “SUDDEN” –
MORE TO DO WITH OUTPUTS (REDESIGN,
“DISRUPTIVE” – AFFECTS MANY ACTIVITIES

EXAMPLE INTERNET
 FOCUS ON
ENTERPRISE-WIDE
AND EXTENDED
APPROACHES
ENTERPRISE-WIDE APPROACHES

 FOCUS ON “BUSINESS PROCESS

REENGINEERING (BPR)” – TO RE-ESTABLISH

PURPOSE TO PROCESS CORRELATION

 FOCUS ON “THEORY OF CONSTRAINTS” TO
IDENTIFY THE IMBALANCES IN THREE
AREAS VIZ., THROUGHPUT, INVENTORY
AND OPERATIONAL EXPENSES WHICH
MATCHES WITH OUTPUT, ACTIVITIES AND
OUTPUT-ACTIVITY CORRELATION
 EXTENDED APPROACHES

 FOCUS ON “SUPPLY CHAIN MANAGEMENT”

 FOCUS ON “JUST IN TIME” INVENTORY
PRACTICES
 FOCUS ON GREEN INITIATIVES
 FOCUS ON CRM AND OTHER EMOTIONAL
ASPECTS OF BUSINESS
 INCREASING ROLE
OF TECHNOLOGY IN
OPERATIONAL
STRATEGY
 “TECHNOLOGY” IS METHOD OF DOING
THAT IS COLLECTION OF “TECHNIQUES”
 “OPERATIONAL STRATEGY” IS A PLAN
THAT ADDRESSES UNCERTAIN OR
CHANGING COMPONENTS OF FUTURE
 CONTINUOUS IMPROVEMENTS IN MANUAL
BASED METHODS
 UPON SATURATION, GRADUALLY SWITCH
OVER TO EQUIPMENT BASED METHODS
 UPON SATURATION, SWITCH OVER TO
KNOWLEDGE BASED METHODS SUCH AS
ROBOTS AND ARTIFICIAL INTELLIGENCE
CHANGING TRENDS
IN FACILITY
LOCATION
 PHASE-WISE IMPLEMENTATION AND
CORRECTION
 IN SERVICES – EMPHASIS ON PROJECT-
BASED WORKING
 FOCUS ON MULTIPLE SMALL FACILITIES
 FOCUS ON OUTSOURCING
 FOCUS ON FLEXIBILITY IN LAYOUT AS
WELL AS DISTRIBUTION CHANNELS
 FOCUS ON “SOFT POWER”
FOCUS ON PRODUCT
AND SERVICE
DEVELOPMENT
 “DEVELOPMENT” MEANS CHANGES IN
PRODUCT OR SERVICE TO MINIMIZE
PROBLEMS TO STAKEHOLDERS
 FOCUS ON FUNDAMENTALS
 FOCUS ON CONTINUOUS INTERACTIONS
WITH STAKEHOLDERS
 INCORPORATION OF BEST PRACTICES
THROUGH CRITICAL OBSERVATION
 LEARNING FROM COMPETITORS
 FOCUS ON
INTEGRATION
 FOCUS ON “WIDER” REQUIREMENTS SUCH
AS LOSS TO THE SOCIETY AND
PROTECTION OF ENVIRONMENT
 FOCUS ON MULTIPLE FUNCTIONS IN ONE
PRODUCT AND MULTIPLE SERVICES IN ONE

LOCATION
 ATTEMPTS TO INTEGRATE COST, QUALITY
AND DELIVERY THROUGH ARTIFICIAL
INTELLIGENCE
RECAPTULATION
 SCOPE FOR FUTURE RESEARCH
 ENHANCING OPERATIONAL CAPABILITIES

 CULTIVATING INNOVATION

 DEVELOPING INDIAN CONCEPTS ON SUSTAINABLE

BUSINESS PRACTICES

 INCORPORATING SPIRITUAL INTELLIGENCE IN

OPERATIONS MANAGEMENT

 LIMITATIONS OF BUSINESS PROCESS RE-

ENGINEERING

 LIMITATIONS OF SUPPLY CHAIN MANAGEMENT

 THANK YOU
WELCOME FOR ANY ? ? ?
AND KIND
SUGGESTIONS / COMMENTS / OBSERVATIONS

FOR
IMPROVEMENT