Process Selection and Operations Management: Layout, Outsourcing, and Capacity, Assignments of Nursing

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Process Selection Decisions Latasha Oliver Walden University Busi-3010 Operations Management Dr. Richard Horne 8 /16/

Process Selection Decisions Layout Description The process layout is an organizational layout that aims at improving a facility’s efficiency by organizing the workflow around the production process. In this arrangement, workers who perform similar tasks and equipment that perform related tasks are placed together, allowing products to move from one workstation to the next (Gitman et al., 2018). Notably, products do not pass through every workstation, but only through the workstations that they need to pass through (Gitman et al., 2018). This grouping of processes allows for flexibility and efficiency by ensuring that different products are handled at the same time. Typically, this method works best for organizations that produce a large variety of products in small quantities such as customized handcrafted furniture. The product layout is organized around the product. Here, products require continuous and repetitive production processes, requiring that the production process is organized in an assembly line where products move along a line following a particular sequence (Gitman et al., 2018). Examples of this layout include a car assembly line and a food processing plant. The fixed-position layout does not require the product to be moved around. This is an essential layout for large products or services that cannot be moved from one location to another such as the production of ships or construction sites, requiring workers and equipment to move to the product (Gitman et al., 2018). Scenario Consideration A restaurant's spatial layout and interior design play a significant role in determining consumer behavior (Wan, 2021). Hence, to determine the focus areas for the restaurants, it is important to identify areas that the customers of each restaurant style would value and

on these. As an interior designer for a family-style restaurant, I would prioritize the dining area and the restrooms. This is because this restaurant style prioritizes its customers’ comfort, promotes functionality, and exudes warmth. I would ensure that these two areas are family- friendly for instance by ensuring warm and functional lighting, providing space and seating arrangements that can accommodate families and ensure comfort, while ensuring that the restrooms have family-friendly features including changing stations for babies. On the other hand, a high-end restaurant prioritizes style, sophistication, and creating a dining experience that is memorable for customers. Hence, I would prioritize the entrance to create a striking first impression and to set the tone for the rest of the restaurant experience. The second priority area should be the dining area. This area should be visually stunning, exude comfort, ambiance, elegance, and luxury, and provide privacy. For instance, lighting should be strategically placed to highlight focal areas, provide comfort, and ensure the privacy of the diners. Consideration Factors for In-House Production vs. Outsourcing The first factor to consider when deciding whether to outsource a product or produce it in-house is the cost of production of each mode in the context of the organization. For instance, a study by Sayed et al. (2021) reveals that while outsourcing attracts higher costs in the short term, in the long run, in-house production may become more costly due to sustainability factors such as the costs associated with daily monitoring, managing, and sustaining food production. The second factor is supplier sustainability (Sayed et al., 2021). Producing a product in-house requires that the supply of the raw materials is sustainable and reliable. When these conditions are not met, in-house production may become challenging. Another factor that needs to be considered when deciding whether to outsource a product or produce it in-house is compliance challenges (Sayed et al., 2021). The option with easier compliance requirements is more favorable.

Application of the Service Process Design Matrix When Examining Service Processes The service process design matrix is an important tool in service delivery that can be used to examine, understand, and improve services (Park et al., 2021). This tool categorizes services based on labor intensity and customization levels resulting in four categories namely, service shop, mass service, professional service, and factory service. Service factory has low labor intensity and customization requirements, service shop has low labor intensity but high customization requirements, mass service has high labor intensity and low customization, while professional service has low labor intensity and high customization. An organization aiming at improving its services can apply this matrix to define, understand, and apply informed decision-making based on the type of service they provide. For instance, a company aiming to improve its services through automation may use this matrix to examine its services to help determine how best to establish the balance between efficiency and human-to-human contact (Park et al., 2021). For instance, this tool can be used to determine whether a business operates in the professional service category requiring that automation is used to customize services to fulfill the high customization needs of this service category. On the other hand, a business that thrives in a labor-intensive environment and low customization can significantly benefit from full automation where improving efficiency is key. Still, an organization that has low labor intensity and low customization needs may also benefit from the automation of many of its services. Process Types and Associated Products The project production process is a production process that involves the development of unique and specialized products that require optimization, control, and keen design through a robust technical framework (Arbulu, 2019). Usually, the workers and equipment are moved to the production location as opposed to having a constant place of production. A

production process, process procedures remain constant, which makes maintenance and monitoring of process variables less complex and more efficient. A product that may be produced through this process is a product that is produced in large volumes and requires little to no customization such as the production of soft drinks. Warehouse Construction Considerations Warehousing is an essential part of an organization’s logistics and is attributed to 20% of logistics costs (Alumbugu et al., 2021). This is because warehousing can determine the quality of service delivery, the delivery time, the cost of delivery, and consumer satisfaction. Therefore, before constructing a warehouse it is important to consider a few factors. First, it is important to determine whether the development will be accessible to consumers. This is because some products are time-sensitive and limited accessibility can result in delays, wastage, and damage, increasing costs for the consumer and producer (Alumbugu et al., 2021). The second consideration is socio-economic factors. These include how well the warehouse will be connected to the local transportation network, the cost of constructing and maintaining the establishment, the cost of transportation, and the potential for future expansion. As mentioned above, a warehouse significantly affects an organization’s logistics functions. Therefore, it should be well connected to transportation networks, consume reasonable resources, and allow future expansion. Another important criterion is the construction area’s natural conditions. These conditions include the area’s soil conditions, the topography, the slope, and the local environmental risks, such as floods and earthquakes (Alumbugu et al., 2021). A warehouse is an important organizational investment and it needs to be located in an area that is not prone to damage and a geographical location that promotes access, among other considerations. A Process Flow Chart for a Simple Business Process

Process charts are an important part of quality control in business (Nadiyah & Dewi, 2022). They ensure the standardization of business processes, which allows for actions or activities to be performed correctly based on the set requirements. The selected business process is the approval of invoices in a business. This process starts with the submission of the invoice to the finance department by the vendor. The next step is to verify the invoice. This step is performed by the accounts payable who assess for the accuracy and completeness of the invoice. They determine whether the correct amount has been submitted, the vendor details are correct, and whether the information essential for invoice processing is available, among others. After the invoice has been verified, it is forwarded to the head of the department for approval who checks for items such as the limit of authorization. After this, the payment is authorized and the vendor is scheduled for payment based on the established terms. Making Capacity Decisions Capacity decision-making is a type of decision-making where one strategically balances between demand and resources to ensure efficiency and cost-effectiveness. This is an important part of production and the entire supply chain as these decisions need to ensure that the production process optimally utilizes the process design. Essentially, a plant’s process design determines its production capacity, which should be optimally used to ensure capacity utilization. As an operations manager for a manufacturing plant, factors that I would consider when making capacity decisions include the demand and consumer needs to ensure profitability, the available technologies, and human labor available for production, the cost of production, and the efficiency of the organization’s supply chain. The demand for the product needs and meeting the consumer’s needs are an important part of ensuring profitability, necessitating that these factors are considered (Zhan et al., 2022). For instance, the decision to decide whether to increase the production of a product should reflect the current demand.

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