Sr ops manager: PayScale – Error 404 (Not Found)
What is A Senior Operations Manager?
A senior operations manager oversees the efficient running of all business operations in a particular department or establishment. It is your duty as a senior operations manager to ensure that all standards and policies of the establishment are upheld. Some of your duties may include evaluating workers’ performances, drafting budgets, generating progress reports, and setting sales targets. It is your job to set goals and motivate your team to see that the set goals are accomplished within the specified timelines. A senior operations manager is also expected to devise strategies that would improve workflow, ensure maximum productivity and boost profitability.
To become a senior operations manager, you need a minimum qualification of a bachelor’s degree in business, management, finance, or other related fields. Getting to this position also requires years of work experience. An effective senior operations manager has top-notch project management skills and is respected as both a team player and team leader. A top senior operations manager can earn as high as $162,000, while the average senior operations manager earns $116,926.
What Does a Senior Operations Manager Do
There are certain skills that many senior operations managers have in order to accomplish their responsibilities. By taking a look through resumes, we were able to narrow down the most common skills for a person in this position. We discovered that a lot of resumes listed communication skills, leadership skills and management skills.
Learn more about what a Senior Operations Manager does
How To Become a Senior Operations Manager
If you’re interested in becoming a senior operations manager, one of the first things to consider is how much education you need. We’ve determined that 67.3% of senior operations managers have a bachelor’s degree. In terms of higher education levels, we found that 14.8% of senior operations managers have master’s degrees. Even though most senior operations managers have a college degree, it’s possible to become one with only a high school degree or GED.
Learn More About How To Become a Senior Operations Manager
Top Senior Operations Manager Jobs Near You
Senior Operations Manager Career Paths
In addition to switching up your job search, it might prove helpful to look at a career path for your specific job. Now, what’s a career path you ask? Well, it’s practically a map that shows how you might advance from one job title to another. Our career paths are especially detailed with salary changes. So, for example, if you started out with the role of operations director you might progress to a role such as vice president eventually. Later on in your career, you could end up with the title vice president & general manager.
Senior Operations Manager
Operations DirectorVice President
Vice President & General Manager
12 Years
Operations Director
Regional Director Of Operations
11 Years
Operations DirectorChief Finance Officer
Chief Finance And Operating Officer
14 Years
Senior Project ManagerVice President
Vice President Operation Manager
10 Years
DirectorDirector Of Sales
Vice President Of Sales & Operations
11 Years
Senior Project ManagerManaging Partner
Operating Partner
8 Years
Show More
Top Careers Before Senior Operations Manager
Operations Manager(343,868 Jobs)
28.
8 %
Manager(1,236,194 Jobs)
Project Manager(167,116 Jobs)
Top Careers After Senior Operations Manager
Operations Manager(343,868 Jobs)
15.2 %
Operations Director(114,993 Jobs)
12.7 %
General Manager(442,690 Jobs)
10.1 %
Recent Job Searches
-
Requirements Engineer Jobs
LocationRequirements Engineer DMI Technology Jobs
-
Operations Coordinator Jobs
ResumeLocationOperations Coordinator Elo TouchSystems Jobs
-
Customer Service Representative Jobs
ResumeLocationCustomer Service Representative DH Pace Jobs
-
Carpenter Jobs
ResumeLocationCarpenter McGough Jobs
-
Commercial Underwriter Jobs
ResumeCommercial Underwriter EagleBank Jobs
-
Infant And Toddler Teacher Jobs
ResumeInfant And Toddler Teacher County of Contra Costa Jobs
Senior Operations Managers in America make an average salary of $126,839 per year or $61 per hour.
The top 10 percent makes over $175,000 per year, while the bottom 10 percent under $91,000 per year.
Average Senior Operations Manager Salary
$126,839 Yearly
$60.98 hourly
$91,000
10 %
$126,000
Median
$175,000
90 %
See More Salary Information
What Am I Worth?
Senior Operations Manager Education
Senior Operations Manager Majors
Business
39.4 %
Management
Finance
Senior Operations Manager Degrees
Bachelors
67.3 %
Masters
14.8 %
Associate
12.1 %
Top Colleges for Senior Operations Managers
1. University of Pennsylvania
Philadelphia, PA • Private
In-State Tuition
$55,584
Enrollment
10,764
2. Northwestern University
Evanston, IL • Private
In-State Tuition
$54,568
Enrollment
8,451
3. University of Southern California
Los Angeles, CA • Private
In-State Tuition
$56,225
Enrollment
19,548
4.
New York University
New York, NY • Private
In-State Tuition
$51,828
Enrollment
26,339
5. Pennsylvania State University
University Park, PA • Private
In-State Tuition
$18,454
Enrollment
40,108
6. University of Texas at Austin
Austin, TX • Private
In-State Tuition
$10,610
Enrollment
40,329
7. SUNY at Binghamton
Vestal, NY • Private
In-State Tuition
$9,808
Enrollment
13,990
8. Northeastern University
Boston, MA • Private
In-State Tuition
$51,522
Enrollment
13,760
9. Bentley University
Waltham, MA • Private
In-State Tuition
$49,880
Enrollment
4,177
10. Lehigh University
Bethlehem, PA • Private
In-State Tuition
$52,930
Enrollment
5,030
The skills section on your resume can be almost as important as the experience section, so you want it to be an accurate portrayal of what you can do.
Luckily, we’ve found all of the skills you’ll need so even if you don’t have these skills yet, you know what you need to work on. Out of all the resumes we looked through, 14.3% of senior operations managers listed procedures on their resume, but soft skills such as communication skills and leadership skills are important as well.
- Procedures, 14.3%
- Customer Service, 10.8%
- Project Management, 6.2%
- Continuous Improvement, 5.6%
- Facility, 4.7%
- Other Skills, 58.4%
Senior Operations Manager Demographics
Senior Operations Manager Gender Distribution
Female
After extensive research and analysis, Zippia’s data science team found that:
- Among senior operations managers, 25.8% of them are women, while 74.2% are men.
- The most common race/ethnicity among senior operations managers is White, which makes up 71.5% of all senior operations managers.
- The most common foreign language among senior operations managers is Spanish at 47.
5%.
5%.Online Courses For Senior Operations Manager That You May Like
Advertising Disclosure The courses listed below are affiliate links. This means if you click on the link and purchase the course, we may receive a commission.
Supply Chain Management A-Z: Operations & Logistics Basics
Supply Chain Management Basics: An MBA style course to boost your career as a business operations & logistics manager…
View Details on Udemy
Operations Management
Have you ever wondered about the right methods to improve productivity, configure your supply chain or address the demand on hand? In recent years, businesses have strived to improve productivity and quality, reduce costs and delivery times, and embrace flexibility and innovation. These strategies are part of the Operations Management (OM) activities that service and manufacturing organizations engage in. Operations Management helps you to understand the role of OM in a firm and to develop.
..
View Details on edX
ISO 9001:2015-Quality Management System Implementation & Audit
Learn how to Implement and Audit a Quality Management System as per ISO 9001: 2015…
View Details on Udemy
Show More Senior Operations Manager Courses
Job type you want
Full Time
Part Time
Internship
Temporary
How Do Senior Operations Manager Rate Their Jobs?
Do you work as a Senior Operations Manager?
Rate how you like work as Senior Operations Manager. It’s anonymous and will only take a minute.
Top Senior Operations Manager Employers
Senior Operations Manager Videos
Karen – Amazon Senior Operations Manager
A Day In the Life of a LinkedIn Manager on a GoPro
Don Lamken Former Macy’s Senior Operations Manager Our Life is a Journey””
Becoming a Senior Operations Manager FAQs
How do I start a career in operations management?
To start a career in operations management, a person should pursue a bachelor’s degree in business administration or a related field.
While a student in college, a person should pursue an internship and experience in business and office environments.
How much should an operations manager be paid?
An operations manager should be paid $85,660 or higher. However, differences in pay rates can range from as high as $180,000 to as low as $50,000. The big discrepancy in salaries results from the differences in the operations manager’s type of role from one industry to another.
What is a senior operations manager?
A senior operations manager is the position that manages the establishment and administration of operational services, programs, and initiatives. They differ from operations managers in that they have more responsibility and oversight.
What is the career path for an operations manager?
The career path for an operations manager typically starts with gaining direct experience in both business and operations areas. Generally, a person will start by gaining a bachelor’s degree in business or another relevant degree.
What level is an operations manager?
Operations manager is typically a mid-level management role. While this depends on the size and structure of the company, these roles are typically for people who already have some experience leading a team.
Have more questions? See all answers to common executive management questions.
Search For Senior Operations Manager Jobs
Updated September 9, 2022
Job Application for Senior Operations Manager at Pilot.com
The Role
Every day, we do exciting work that makes a difference to startup founders and business owners. At Pilot you will be helping clients solve critical financial and business strategy challenges. Our team works with a multitude of high growth startup clients from different industries and stages as their trusted advisor and hands-on strategic finance consultant.
As a CFO Services Operations Manager, you’ll drive and analyze key business processes within CFO Services at Pilot.
You will support team leads in CFO Services as well as other senior stakeholders across various verticals within Pilot to deliver analytic insights that ensure efficient day to day processes and support strategic decision-making. You will be expected to own key operational processes, identify process weaknesses, and drive scalable solutions.
Key Responsibilities
- Collaborate cross-functionally to help other teams (e.g. Revenue Operations, Finance & Accounting, etc.) execute on important recurring reporting or drive operational scale and efficiency for CFO Services
- Assist with CFO Services month-end close process and reconciliations between prepaid hours and billed hours
- Maintain metrics and analysis of team KPIs, and provide regular flux reporting on performance through regular business reviews for both inside and outside of CFO Services
- Partner with the team leads and department head to make informed judgments on customer pricing, workforce planning and forecasting
- Identify trends in customers usage and advise the team leads and department head with additional revenue opportunities
- Generate, dig into and leverage data and insights to run and improve CFO Services processes (i. e. minimize team administrative time spent)
e. minimize team administrative time spent)About you
- 5-8 years of relevant finance, data analytics or operations experience
- Excel modeling skills using large data sets from multiple sources with the ability to own complicated model end-to-end for a senior audience
- Experience with data visualization software (e.g. Looker) and/or SQL is a plus
- The ability to be highly detail oriented, but can visualize the larger impact from the aggregated data output
- Can-do attitude towards solving complex problems and building scalable, efficient processes
- Has an appreciation for the importance of revenue visibility and the revenue recognition
- Demonstrated project management experience with minimal guidance
- Demonstrated professional experience collaborating cross-functionally to achieve an objective
- Nice to have: Experience reading and working with contracts (e. g. Zuora)
g. Zuora)About Pilot
Pilot launched in 2017 to bring the back office into the modern era. Pilot provides small businesses with dedicated finance experts – which Pilot hires as full-time, U.S.-based employees – who learn the ins-and-outs of their business. Pilot integrates directly with the billing, banking, expense, and payroll systems customers already use. With a special blend of custom software and expert bookkeepers, Pilot delivers accurate, consistent bookkeeping and financial management and tax services that give entrepreneurs the freedom to focus on their business.
Pilot has over 1,000 customers and has raised over $170 million in financing from Sequoia, Index Ventures, Stripe, Bezos Expeditions, and Whale Rock. Our investors also include a long list of world-class entrepreneurs, including Patrick and John Collison, Drew Houston, and Diane Greene. Our most recent funding round doubled our valuation to $1.2 billion – Meet Fintech’s Newest Unicorn.
Why Pilot?
- We invest in our employees’ development and happiness because our employees are the keys to our success and ensuring happy customers
- The opportunity to join a seasoned founding team that has led companies through two prior successful startups and acquisitions (by Oracle and Dropbox).
- Flexible vacation/time-off policy
- All federal holidays are observed
- Competitive benefits package including wellness benefits such as Modern Health, Headscape, One Medical, Aaptiv and Rightway
- Parental leave for birthing or non-birthing parents – 100% pay for 12 weeks
- 401(k) plan
RECRUITMENT SCAM NOTICE
Recruitment fraud is a sophisticated scam offering fake job opportunities. This type of fraud can occur through false websites, impostor LinkedIn profiles, fake job postings on job boards, phishing e-mails claiming to be from the company, etc. The fraudsters often request recipients to provide sensitive personal or financial information (SSN, bank account, etc.
) and/or to make payments.
Please note that employment offers and any requests for information will always be made by a Pilot employee with a @pilot.com email address. If you are receiving an employment inquiry or employment offer from a non @pilot.com email address, please assume it is not genuine. Pilot never asks job seekers to make any payment as part of the recruiting process. If you have any questions about the authenticity of the Pilot recruitment process or an offer that you have received, please contact us by email at [email protected]. If you have provided monies or other sensitive personal information and suspect you are the victim of fraud, please contact your local authorities or the Federal Trade Commission at 1-877-382-4357 or online at ftc.gov/complaint.
RECRUITMENT AGENCY POLICY
Pilot does not accept agency resumes. Please do not forward resumes to our jobs alias, employees, or any other company location.
Pilot is not responsible for any fees related to unsolicited resumes.
EQUAL EMPLOYMENT OPPORTUNITY
Pilot is an equal opportunity employer committed to providing employees with a work environment free of discrimination and harassment. We base employment decisions on business needs, job requirements, and individual qualifications, without regard to race, color, religion, or belief; national, social, or ethical origin; age; physical, mental, or sensory disability; sexual orientation; gender identity and/or expression; martial, civil union, or domestic partnership status; past or present military service; HIV status; family medical history or genetic information; family or parental status including pregnancy; or any other status protected by the laws or regulations in the locations where we operate. Pilot will not tolerate discrimination or harassment based on any of these characteristics.
Pilot welcomes the opportunity to consider qualified applicants with prior arrest or conviction records.
Pilot’s demonstrated commitment to diversity extends to hiring talented individuals in spite of prior criminal history in accordance with local, state, and/or federal laws, including San Francisco’s Fair Chance Ordinance and the California and Tennessee ban-the-box laws.
If you are a qualified individual with a disability and need a reasonable accommodation in the job application process, please reach out to [email protected].
IMPORTANT E-VERIFY INFORMATION
Federal law requires Pilot to confirm the identity and employment eligibility of all persons hired to work in the United States, and Pilot participates in the E-Verify program for this purpose. Pilot will provide the Social Security Administration (SSA) and, if necessary, the Department of Homeland Security (DHS), with information from each new employee’s Form I-9 to confirm work authorization.
Please read the attached notices, available in English and Spanish, for important information.
- E-Verify Notice
- Right to Work Notice
Senior Operations Manager SPS at Amazon
Our mission: To be Earth’s most customer-centric company.
- Size: 10,000+ employees
- Industry: Technology
View Company Profile
DESCRIPTION
Job summary
Senior Operations Manager Seller Support
Amazon opened its virtual doors in 1995 and strives to be the world’s most customer-centric company, where customers can find and discover anything they might want to buy online. Our Seller Support Team, which acts as the primary interface between Amazon Services and Merchants selling on the Amazon.com platforms, is focused on building the world’s most Seller-focused company, allowing for increased product selection on the Amazon Marketplace and creating a wealth of opportunities for sellers to have a successful business.
We are looking for a highly motivated professional to be responsible for the planning, organization, and oversight of the operations of our Costa Rica virtual call centers (VCC) and SJO11 site .
Today, the team in Costa Rica handles email and phone contacts in multiple languages and supports a number of collaborative efforts with other Amazon teams. The Senior Operations Manager is responsible for building a Seller-obsessed culture and will own all long-range and strategic planning; design, development, and implementation of quality improvement initiatives targeted at service improvement; staff productivity; and staff and Seller satisfaction. The Senior Operations Manager must manage the Seller Experience through strategic leadership and vision, daily operational management and continuous process improvements. He or she will have left strong successors behind them in their former companies and be focused on building a strong, sustainable organization at Amazon.com. In addition, the right individual will have solid business judgment, ability to effectively communicate site goals, and drive a fast-paced organization to deliver results with a focused and pragmatic approach to the business.
Primary Responsibilities:
• Develop and drive the overall direction, coordination, and evaluation of Seller Support activity.
• Collaborate with internal partners to build input-focused operating plans for achievement of key measures
• Build working culture where accountability, transparency, and collaboration are the norm and where rapid deep dives into root causes of defects causing Seller paid is a standard operating practice
• Tirelessly advocate for improvements to systems and processes that will benefit Associates and/or Sellers
• Implement bar-raising programs aimed at hiring and developing top talent and build career development roadmap for site leadership
• Inspire front line teams to go beyond the standard to find creative solutions for our Sellers issues.
• Create closed-loop feedback processes where Associates are encouraged to be active participants in identifying opportunities for improvements to Seller Experience, workplace conditions, and internal tools
• Work with finance team to develop and manage to annual expense budget
• Build collaborative relationships with leaders in other departments
• Foster a work environment that respects and is responsive to the needs of a diverse staff
• This role will require some travel
Basic Qualifications:
• High levels of performance and developing future leaders
• Excellent communication skills, analytical skills, and flexibility are essential
• A Bachelor’s degree is required
Preferred Qualifications:
• Advanced degree in business (MBA) is preferred
• Process Improvement Methodologies Experience.
BASIC QUALIFICATIONS
Basic Qualifications
- The ideal candidate will point to a work history where they have demonstrated sincere passion and obsession for customers while maintaining a lean, highly productive operation.
- He or she will have at least eight years of people management and operations leadership experience, to include four years in a senior management role in a fast paced, customer obsessed technical/Customer Service environment.
- This person will possess a proven track record of leading large teams to high levels of performance and developing future leaders.
- Excellent communication skills, analytical skills, and flexibility are essential.
- A Bachelor’s degree is required
- This role will require some travel and occasional international travel.
PREFERRED QUALIFICATIONS
Preferred Qualifications
- Advanced degree in business (MBA) is preferred.
Client-provided location(s): San José Province, San José, Costa Rica
Job ID:
Amazon-2058589
Apply on company site
Company Videos
Hear directly from employees about what it’s like to work at Amazon.
Jobs in Santa Ana, Costa RicaHuman Resources and Recruitment Jobs in Santa Ana, Costa Rica
Senior Operations Manager Job Description
Job Descriptions
Senior Operations Manager
Job Description
4.6
177
votes
for Senior Operations Manager
Senior operations manager
provides regular training and coaching to call center staff in order to increase first call resolution and ensure compliance with appropriate federal and state laws.
Senior Operations Manager
Duties & Responsibilities
To write an effective senior operations manager job description, begin by listing detailed duties, responsibilities and expectations. We have included senior operations manager job description templates that you can modify and use.
Sample responsibilities for this position include:
Improve OEE through implementing more efficient methods utilizing lean manufacturing methodologies
Provide student account management support for escalated issues pertaining to enrollments and payments
Organize and input online and local registration set-up data
Disseminate and acquire part-time employee and contractor hiring paperwork
Lead part-time employee and contractor payroll
Prepare facility permits
Coordinate program level risk management
Perform any other related duties or special projects as directed
Acts as primary front-line manager with direct responsibility for a team of 10 customer services representatives Supervisors are bilingual whereas all agents are expected to speak Japanese only
Responsible for hiring, discipline, and terminations
Senior Operations Manager
Qualifications
Qualifications for a job description may include education, certification, and experience.
Licensing or Certifications for
Senior Operations Manager
List any licenses or certifications required by the position:
ITIL, PMP, RCA, HA, CPIM, SAP, LEAN, II, PMI, NICET
Education for
Senior Operations Manager
Typically a job would require a certain level of education.
Employers hiring for the senior operations manager job most commonly would prefer for their future employee to have a relevant degree such as
Bachelor’s and University Degree
in
Business, Engineering, MBA, Marketing, Education, Healthcare Administration, Pharmacy, Computer Sciences, Accountancy, Nursing
Skills for
Senior Operations Manager
Desired skills for
senior operations manager
include:
Six Sigma and Kaizen methodologies would be highly advantageous
Call center services industry and best practices
Expense and employee dynamics
Federal and state call center compliance regulations
Microsoft office programs and multiple operating systems
Understanding ramifications of call center actions on the business
Any known constraints
Available utilities
Property to assist Tenant Coordination with as-built conditions
Desired experience for
senior operations manager
includes:
Create a positive environment where your team can learn and thrive – Drive team to consistently deliver amazing customer experiences and exceed performance of our outsourced sites
Coach supervisors to identify and address specific areas of focus to drive agent performance
Mentor and develop supervisors to become proficient within organizational structure and progress as future leaders
Maintain flexibility to accommodate schedule changes based on business needs
Record of strong performance exceeding performance expectations through consistent and positive coaching and development practices
Motivated to be a consistent, high performer by taking initiative to uncover areas of opportunity, identifying innovative ways to improve overall team performance, and maintaining receptive and open mind to receive and incorporate feedback as appropriate
Senior Operations Manager
Examples
Our growing company is looking to fill the role of senior operations manager.
To join our growing team, please review the list of responsibilities and qualifications.
Responsibilities for senior operations manager
- Will set and clarify requirements and expectations for Operations and Shift Managers
- Works closely with support staff (HR, Finance, Facilities, Safety, IT and other Sr
- Plan, monitor and co-ordinate workflow ensuring work is processed in a timely and efficient manner, taking remedial action where required
- Monitor staffing levels to ensure resources are deployed effectively to meet business objectives and ensure productivity is maximised
- Ensure issues/errors are escalated upwards (in a timely manner) to the Senior Operations Manager or Head of Operations, providing solutions where necessary
- Ensure quality reviews are undertaken to minimise risk
- Ensure all processes are consistent, current, documented and reviewed on a regular basis
- Attend and participate in internal and external meetings when required promoting a professional image at all times
- Coach and develop Assistant Manager’s/Supervisor’s performance to develop their own skills
- Maintain an awareness of strategic issues affecting the industry
Qualifications for senior operations manager
- Ability to react with appropriate levels of urgency to situations and events that require quick response or turnaround with a high detail orientation
- Perform the Account and Maintenance Approval function for the Direct Investing and Financial Planning businesses the principle resource for the Private Wealth Management LOB (PIA and PIC)
- To ensure all regulatory requirements are being adhered to within the account administration cycles and in circumstances where they are not, the deficiency needs to be escalated and a solution or process enhancement must be put in place to address the deficiency
- Understand and keep current of the ongoing regulatory and internal control changes of the group including the Firm’s AML, Privacy and QI requirements
- Candidate requires extensive knowledge of firm and industry processes along with a sound knowledge of business unit functions and procedural documentation protocols
- Successful adherence to our agreed upon SLAs
Our company is growing rapidly and is searching for experienced candidates for the position of senior operations manager.
To join our growing team, please review the list of responsibilities and qualifications.
Responsibilities for senior operations manager
- The Operations Manager’s role includes providing the Customer with a pleasant experience
- Supervise and administer all “deal-driven” tenant and landlord construction, CapEx projects for any given fiscal year
- Effectively manage Vendors through a thorough understanding of all applicable service or maintenance contracts, maintain open communication with vendors through regular meetings
- Understand and follow GGP policies for bidding, identify qualified bidders, manage all construction activity to meet plans and specs
- Create the annual expense budget within defined guidelines, implement and forecast operating expenses to that budget
- Understand any existing or (implement) new technology
- Instill a culture of customer obsession, aiming for excellent customer service
- Maintain high standards of operations Health & Safety
- Inspire and reward an atmosphere of best practice sharing among employees
- Via our People Agenda, you’ll create, build up, lead and inspire your workforce to deliver improved performance levels
Qualifications for senior operations manager
- A solid understanding of the applications environment, including CRM, business intelligence, middleware
- A minimum of a Bachelor’s degree in Science, Engineering or Business Administration is required
- Responsible for assisting with/creating operating budgets and capital budgets with other department managers
- Responsible for talent management process for Operations employees
- Accountable for ensuring union contract terms & conditions are met for area of responsibility
- Computer proficiency with Excel, Word, Outlook and Computerized Maintenance Management System (CMMS) required, 360 experience is a plus
Our growing company is looking for a senior operations manager.
We appreciate you taking the time to review the list of qualifications and to apply for the position. If you don’t fill all of the qualifications, you may still be considered depending on your level of experience.
Responsibilities for senior operations manager
- Responsible for spearheading continuous improvement throughout the program
- Invoicing and Commission reporting and analytics support
- Review all client communications
- Create program roll-out and launch communications
- National field travel, approximately 10% travel (often with short notice) with some overnight travel and/or airline travel required
- Ability to manage multiple and diverse services
- Determines optimum staffing model for the department
- Management of repository operations
- Serve as primary liaison to Moen’s Operations organization and partner with them to continuously optimize end-to-end ecommerce supply chain
- Identify opportunities to improve Moen’s approach to servicing key ecommerce customer accounts
Qualifications for senior operations manager
- Satisfactory performance rating in current management position
- Demonstrated ability to solve complex of problem
- Demonstrated leadership skills to effectively develop and lead a high performing team in meeting function/department/company short-term goals and objectives
- Takes on all issues, challenges and people
- At least 5 years of experience as project manager for an international software or hardware company
- Excellent understanding in operations or project management practices, techniques, tools and methodologies
Our company is growing rapidly and is hiring for a senior operations manager.
If you are looking for an exciting place to work, please take a look at the list of qualifications below.
Responsibilities for senior operations manager
- Work closely with Warehouse Management Systems team (WMS) in order to understand, maintain knowledge of and manage the operation and training of the WMS
- Develop, implement and facilitate processes that focus on achieving measurable improvements to production efficiency, inventory management, quality, fulfillment accuracy and on-time delivery
- Plan resources (both equipment and staff) to meet growth requirements and seasonality constraints based on corporate strategic plan
- Establish annual departmental operating budgets and track/control spending within budget
- Maintain environmental, safety and other regulatory compliance
- Provide excellent service to all internal and external customers
- Any other duties as assigned by management from time to time
- Reporting to the Monitoring Operations Director and working alongside other Senior Operations Managers in a collaborative manner, which drives innovation and improvement
- To have a well defined engagement and communication model in place to ensure all teams understand the performance of the business, and take responsibility for their own performance in supporting the success of the operation
- Carrying out effective personal development reviews to ensure a clear understanding of objectives and a process of reviewing progress so that colleagues at all levels are recognised for excellent performance
Qualifications for senior operations manager
- Degree qualified in Engineering or a Supply Chain/Logistics/ Manufacturing related discipline or MBA graduate
- Experience in an integrated delivery system new practice and facilities development
- Responsible for participating in weekly Operational Management review of ongoing escalations, process improvements and other staffing discussions
- Hands-on work or education experience working routing protocols MPLS, Multicast, GRE, VoIP, HSRP, QoS, L2 switching
- Bachelor’s degree (B. A./B.S.) from four-year college or university highly preferred
- 7-10 years related experience at management level, in logistics
A./B.S.) from four-year college or university highly preferredOur company is looking for a senior operations manager. Thank you in advance for taking a look at the list of responsibilities and qualifications. We look forward to reviewing your resume.
Responsibilities for senior operations manager
- Assist with the coordination of internal and external audit’s as they are scheduled
- Oversee the creation, implementation and coordination of improved operational systems, processes and policies, in support of organization’s mission in all departments under your Supervision
- Serve as a member of the Senior Management Team, and provide support to the Country Office in ensuring information flows, advice and support on operations issues related to the Office
- Ensure all staff are adequately supplied with equipment, technology, supplies, to perform their jobs and maximize billability
- Mentor program setup and monitoring, training, goals/year end reviews, morale
- Manage staffing workloads
- Determine staffing needs, interview prospects, onboard new employees, conduct exit interviews
- Marketing – assist with client outreach, proposal prep, interview prep
- Assist with Transportation strategic planning (serves as a senior member of GA Transportation)
- Project Management – may also serve as a project manager or client manager in a part time role (meaning a small amount of time (20-40%)
Qualifications for senior operations manager
- Relationship management experience, including familiarity with business agreements, negotiation and issue management
- Experience in high-volume, seasonal distribution environment with perishable product lines preferred
- Bachelor’s Degree preferred and/or equivalent related experience
- Bi-lingual in Spanish/English highly preferred
- Ability to read, interpret and develop general operating plans
- Ability to work with variety of departments including IT, Finance, Supply Chain, Quality Assurance, Human Resources, Merchandising and Marketing in order to carry out the needs of the business
Related Job Descriptions
Browse More
Senior Operations Manager jobs – Reed.
co.uk
Job hidden.
Promoted
Senior Operations Manager
31 August by Amazon
-
Competitive salary -
Bolton
Lancashire -
Permanent, full-time
Operations is at the heart of Amazon customer experience. Each action we undertake is done on behalf of our customers, as our goal is to meet their expectations. The role of senior Operations Manager is a critical position and delivers huge impact both.
..
Go to similar:
Manager jobs
Job hidden.
Promoted
Senior Operations Manager
14 September by GXO Logistics
-
£47,000 – £50,000 per annum -
Barnsley
South Yorkshire -
Contract, full-time
GXO Logistics Supply Chain Inc.
Are you looking for a new challenge and enjoy working in a fast-paced environment? Maybe you’re looking to develop your career and become a Site Manager? Here at GXO Logistics, we have an outstanding opportunity for a Senior…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Operations Manager
14 September by Butler, Bridge & May
-
£22. 25 – £34.78 per hour
-
Wilton, Salisbury
Wiltshire -
Contract, full-time
25 – £34.78 per hour
Our client, an organisation in the public sector, has a fantastic 3 month contract opportunity to join their Estates Operations Team as Senior Operations Manager based at their Salisbury site. The role holder will provide a professional technical and operational…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Operations Manager
13 September by Castlefield Recruitment
-
£170. 00 – £220.00 per day
-
Salisbury
Wiltshire -
Temporary, full-time
00 – £220.00 per day
Senior Operations Manager, Salisbury, 170 – 220 p/day (Monday – Friday), minimum 6 months Client: Castlefield Recruitment are currently recruiting for a temporary Senior Operations Manager to join a large Public Sector organisation in Salisbury for a 6-month…
Go to similar:
Manager jobs
Job hidden.
New
Easy Apply
Senior Operations Manager
Yesterday by Brewster Partners Recruitment Group
-
£50,000 – £55,000 per annum -
Worksop
Nottinghamshire -
Permanent, full-time
The Company Brewster Partners are currently recruiting for a Senior Operations Manager for our client based in Worksop The Job: This is a full time, permanent, role.
As the Senior Operations Manager you will oversee eight team members, who oversee circa…
Go to similar:
Manager jobs
We’d love to know how we can improve your job search. Please give us your feedback.
Job hidden.
Featured
Senior Operations Manager
14 September by GXO Logistics
-
£47,000 – £50,000 per annum -
Barnsley
South Yorkshire -
Contract, full-time
GXO Logistics Supply Chain Inc.
Are you looking for a new challenge and enjoy working in a fast-paced environment? Maybe you’re looking to develop your career and become a Site Manager? Here at GXO Logistics, we have an outstanding opportunity for a Senior…
Go to similar:
Manager jobs
Job hidden.
Featured
Senior Operations Manager
31 August by Amazon
-
Competitive salary -
Bolton
Lancashire -
Permanent, full-time
Operations is at the heart of Amazon customer experience.
Each action we undertake is done on behalf of our customers, as our goal is to meet their expectations. The role of senior Operations Manager is a critical position and delivers huge impact both…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Operations Manager
2 September by Kelly Services
-
£60,000 – £65,000 per annum -
Edinburgh
Midlothian -
Permanent, full-time
With support of the wider team and senior members you will grow to perform the following duties.
Guiding and managing a team of Technical Asset Managers to meet the contractual deadlines and the demands of our contracts. Take ownership for their portfolio…
Go to similar:
Manager jobs
Posted by
Kelly Services
Job hidden.
Easy Apply
Senior BD Operations Manager
13 September by Carter Murray
-
Salary negotiable -
London
London -
Permanent, full-time
This Senior Business Development Operations Manager role sits in a leading global law firm and will take a lead role on overall marketing, business development and operational direction of one of the firm’s key sectors.
The Senior Business Development…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Operations Marketing Manager
13 September by Lipton Media
-
£58,000 – £68,000 per annum -
Fulham
London -
Permanent, full-time
Senior Operations Marketing Manager 58,000 – 68,000 Bonus Excellent Benefits Hybrid Working Global events business seeks a highly motivated Senior Marketing Operations Manager to join their team.
Our client is responsible for producing the industry’s leading…
Go to similar:
Manager jobs
Job hidden.
Senior Operations Manager
4 days ago by Michael Page
-
£60,000 – £65,000 per annum -
Hemel Hempstead
Hertfordshire -
Contract, full-time
Michael Page Logistics are looking to recruit an Operations Manager for our client in Hemel Hempstead.
Client Details Our client are a well-known supplier to the retail sector. Description You will be responsible for leading the operation (consisting of…
Go to similar:
Operative jobs
Job hidden.
Easy Apply
Senior Operations Marketing Manager
26 September by Lipton Media
-
£58,000 – £70,000 per annum -
Fulham
London -
Permanent, full-time
Senior Operations Marketing Manager 58,000 – 70,000 Bonus Excellent Benefits Hybrid Working Global events business seeks a highly motivated Senior Marketing Operations Manager to join their team.
Our client is responsible for producing the industry’s leading…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Operations Marketing Manager
20 September by Lipton Media
-
£58,000 – £68,000 per annum -
Fulham
London -
Permanent, full-time
Senior Operations Marketing Manager 58,000 – 68,000 Bonus Excellent Benefits Hybrid Working Global events business seeks a highly motivated Senior Marketing Operations Manager to join their team.
Our client is responsible for producing the industry’s leading…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Field Operations Manager
26 September by Made Employment Ltd
-
£40,000 – £45,000 per annum -
Stratford Enterprise Park
Warwickshire -
Permanent, full-time -
Work from home
Do you have experience of managing a team remotely? Have you worked for a debt recovery company in the past? If so, then this is the job for you Our client are a leading field services business who are the middle man between the utility companies and their.
..
Go to similar:
Manager jobs
Posted by
Made Employment Ltd
Job hidden.
Easy Apply
Senior Operations Manager Surrey/London
25 August by Harrison Holgate
-
£60,000 – £70,000 per annum -
Redhill
Surrey -
Permanent, full-time
A reputable Global Insurance Company are currently looking for a Senior Operations Manager to join their team in the Surrey/London office.
The successful candidate will have experience in a similar role from a retail insurance background. You will report…
Go to similar:
Manager jobs
Get new jobs matching this search straight to your inbox.
Job hidden.
Senior Operations Manager – Utilities
4 days ago by Civil London
-
£80,000 – £90,000 per annum -
Ditton, Aylesford
Kent -
Permanent, full-time
We are currently working in partnership with a leading tier one civil engineering company with locations across the UK.
The position will involve working on an established utility water framework contract in the South East. As Senior Operations Manager…
Go to similar:
Manager jobs
Job hidden.
Senior Operations Manager – Utilities
1 week ago by Civil London
-
£75,000 – £85,000 per annum, negotiable -
Uppingham
Rutland -
Permanent, full-time
We are currently working in partnership with a leading tier one civil engineering company with locations across the UK.
The position will involve working on an established utility framework contract. As Senior Operations Manager, this role can offer long…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Supply Chain Operations Manager
22 September by Pod Talent
-
£65,000 – £80,000 per annum -
London
London -
Permanent, full-time
Supply Chain Operations, Senior Manager Cosmetic Start-Up 65,000 – 80,000 Fully Remote My client are a US based business that are rapidly growing ( 50% in 2022) and looking to grow their Supply Chain Operations function in Europe and the UK by hiring a.
..
Go to similar:
Operative jobs
Posted by
Pod Talent
Job hidden.
Easy Apply
YOS Senior Operations Manager 669176
14 September by Essential Employment
-
£31.30 per hour -
Brixton, London
London -
Temporary, full-time
YOS Senior Operations Manager needed in London 31.
30ph ref 669176 To be responsible for the day to day operational management of the multi-agency Youth Justice Service in accordance with policies, procedures and national service standards. To assist the…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Commercial Business Operations Senior Manager
31 August by Nicholas Howard
-
Competitive salary -
Paddington, London
London -
Permanent, full-time
Nicholas Howard Limited are delighted to be recruiting for a new and exciting role as a Commercial Business Operations Senior Manager.
Position summary: The role of Commercial Business Operations Manager is responsible for supporting the Commercial Excellence…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Operations Supplier Manager
26 September by TPN LTD
-
£90,000 – £110,000 per annum -
London
London -
Permanent, full-time
About The Company Our client is the world leader in online travel and related services, provided to customers and partners in over 220 countries and territories through six primary consumer-facing brands.
The mission of the company is to make it easier…
Go to similar:
Manager jobs
Posted by
TPN LTD
Job hidden.
Easy Apply
Senior Project Manager Operations / AV
15 September by Rise Technical Recruitment Limited
-
£50,000 – £55,000 per annum -
Bolton
Lancashire -
Permanent, full-time
Senior Project Manager (Operations / AV) 50,000 – 55,000 Progression to Higher Management Training Holidays Pension Excellent Company Benefits Bolton, North West (Commutable from: Manchester, Rochdale, Oldham, Wigan, Stockport, Blackburn, Burnley, Preston.
..
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Project Manager Operations / AV
14 September by Rise Technical Recruitment Limited
-
£42,000 – £46,000 per annum -
Bolton
Lancashire -
Permanent, full-time
Senior Project Manager (Operations / AV) 42,000 – 46,000 Progression to Higher Management Training Holidays Pension Excellent Company Benefits Bolton, North West (Commutable from: Manchester, Rochdale, Oldham, Wigan, Stockport, Blackburn, Burnley, Preston.
..
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior IT Operations Manager GBP 57000
4 days ago by In Technology Group Limited
-
£53,000 – £57,000 per annum -
Pontefract
West Yorkshire -
Permanent, full-time
Senior IT Operations Manager Salary: Up to 57,000 D.
O.E Location: Wakefield Responsible for all IT service management and delivery you will be a vital stakeholder to the organisation both internally and externally, liaising with senior management teams…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Business Development & Operations Manager
14 September by Totum
-
Competitive salary -
London
London -
Permanent, full-time
Senior Business Development & Operations Manager – Regulatory An exciting opportunity has arisen for someone looking to take full responsibility for coordinating and delivering all advisory and support marketing, BD and operational services for the.
..
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior BD & Operations Manager (Regulatory)
13 September by Leighton Taylor Consulting
-
£70,000 – £75,000 per annum -
London
London -
Permanent, full-time
This leading legal firm looking for a specialist Regulatory-focused Senior Business Development and Operations Manager.
Reporting to the Head of Business Development, this position has full responsibility for coordinating and delivering all advisory and…
Go to similar:
Manager jobs
Job hidden.
Easy Apply
Senior Operations Manager (Accommodation Services) – Events Agency
26 September by Royall Appointments
-
Salary negotiable -
Maidenhead
Berkshire -
Permanent, full-time
Title: Senior Operations Manager (Accommodation Services) – Events Agency Keep Calm – OUR Operations Manager is here Our client is a leading Meeting and Events agency specializing in Premier Event planning.
They work with an outstanding portfolio of clients…
Go to similar:
Manager jobs
Posted by
Royall Appointments
Senior Operations Manager job with Washington State University
- Job Details
- Organization
Title:
1162-NN – Manager
Business Title:
Senior Operations Manager
Additional Titles:
Location:
Washington State University
Employee Type:
Admin. Professional (+) (Fixed Term)
Job Family:
Administrative Professional – Not OT Eligible
Position Details:
COVID-19 Vaccine Information:
In accordance with Washington State Governor’s Proclamation 21.
14.2, as a condition of employment, you must be fully vaccinated or have an approved medical/religious accommodation by time of hire. People are considered fully vaccinated two weeks after receiving their last shot in a vaccine series. Vaccine or an approved accommodation will be verified prior to your first day of work. Should you not be fully vaccinated or have an approved medical/religious accommodation you will not be able to start employment with WSU. Information regarding vaccine verification and/or requesting a medical/religious accommodation is available at https://hrs.wsu.edu/covid-19/vax-verification/. Please contact HRS at [email protected] or 509-335-4521 if you have questions.
Summary of Duties:
The USAID Discovery & Exploration of Emerging Pathogens – Viral Zoonoses, or DEEP VZN, is a five-year project that will build scientific capacity in partner countries to safely detect and characterize unknown viruses which have the potential to spill over from wildlife and domestic animals to human populations.
With up to 12 countries, the project will carry out large-scale animal surveillance programs focusing on finding previously unknown pathogens from three viral families that have a large potential for viral spillover from animals to humans: coronaviruses, the family that includes SARS-CoV-2 the virus that causes COVID-19; filoviruses, such as the Ebola virus; and paramyxoviruses which includes the viruses that cause measles and Nipah.
Washington State University is seeking a Senior Operations (SO) Manager to be responsible for overall management of DEEP VZN project operation activities at the headquarter level. This includes oversight of procurement, logistics, resources, personnel, and compliance. Responsibilities include creating and overseeing adherence to the project’s Operations Manual, USAID regulations, contract requirements and limitations, policies, procedures, controls, and reporting systems for HQ and country staff. The SO Manager will also ensure that activities are compliant with WSU policies and U.
S. Government (USG) regulations. The SO Manager will work closely with consortium partners, vendors, and in country implementing partners. This position reports to the DEEP VZN Project Director and collaborates with WSU Central Administration.
This position will internally drive the operations and creation of an operations policy between the global management team and partners as well as between the global team and country programs, and independently create systems to ensure correct management, compliance, and the capture of all operationally relevant results.
This position will be primarily based at our WSU Pullman Campus; however, remote/hybrid opportunities may be available and can be discussed and can be discussed during the interview process. Pullman, Washington location is not a requirement.
Required Qualifications:
-
A Bachelor’s degree in a relevant field and four (4) years of progressively responsible experience in a field related to the functional managerial area which has included at least one (1) year of supervisory experience.
Any combination of relevant education and experience may be substituted for the educational requirement on a year-for-year basis. -
B.A. Degree in Business Administration, Business Management, International Development or equivalent.
-
Minimum 7 years of operations management experience on USAID-funded projects, including multiple USAID funding sources and bureaus. Direct management of budgets $50+ million.
-
Familiar with USG rules and regulations including those applicable to USAID contracts, agreements and grants including ADS, AIDAR, CFR, etc.
-
Proficient in MS Office (Word, Excel, and Outlook).
-
Strong written, oral, and presentation skills in English.
-
Detail-oriented and highly organized.
-
Experience completing a variety of operational tasks by establishing priorities and working in a fast-paced office environment, under pressure and against numerous deadlines.
-
Ability to work independently and as well as part of a team.
-
Accuracy and attention to detail in the performance of duties is of critical importance.
-
Excellent organizational skills, including task and time management.
-
Impeccable business ethics, including the protection of confidential information.
-
Demonstrated computer software skills, including the ability to use Microsoft Office programs, such as: Outlook, Word, Excel, and Access.
Any combination of relevant education and experience may be substituted for the educational requirement on a year-for-year basis.
Preferred Qualifications:
Additional Information:
Area/College: College of Veterinary Medicine
Department Name: Paul G. Allen School for Global Health, Discovery & Exploration of Emerging Pathogens – Viral Zoonoses (DEEP VZN) project
City, State, Zip: Pullman, WA 99164
Department Link: globalhealth.wsu.edu
Monthly Salary: $5,000.00 – $7,916.00 | Commensurate with qualifications and experience
FTE: 100%
This is a temporary position. (DEEP VZN project intended scope is 2021-2026)
Temporary End Date: This is a temporary position expected to end 4 years after the start date.
Renewal is dependent on the need for extension and/or if additional funding is secured to extend employment.
Screening Begin Date: This position will begin screening applicants on April 18, 2022, and will remain open until a successful candidate has been identified.
Background Check: This position has been designated by the department to require a background check.
Application Instructions:
Applicants must attach the following documents to their online application: 1) resume, 2) cover letter, Application materials should clearly communicate how the applicant meets all required qualifications and additional requirements. Applicants are required to include contact information for three professional references.
Required Documents:
-
Resume
-
Cover Letter
Time Type:
Full time
Position Term:
12 Month
WASHINGTON STATE UNIVERSITY IS AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION EDUCATOR AND EMPLOYER.
Members of ethnic minorities, women, special disabled veterans, veterans of the Vietnam-era, recently separated veterans, and other protected veteran, persons of disability and/or persons age 40 and over are encouraged to apply.
WSU employs only U.S. citizens and lawfully authorized non-U.S. citizens. All new employees must show employment eligibility verification as required by the U.S. Citizenship and Immigration Services.
WSU is committed to providing access and reasonable accommodation in its services, programs, activities, education and employment for individuals with disabilities. To request disability accommodation in the application process, contact Human Resource Services: 509-335-4521 (v), Washington State TDD Relay Service: Voice Callers: 1-800-833-6384; TDD Callers: 1-800-833-6388, 509-335-1259(f), or [email protected].
Working at Washington State University
Founded as the people’s university, WSU embraces its land-grant heritage, seeking to transform lives through education, research, and community engagement and service.
The University has been delivering life-changing knowledge and discoveries to the state, region, nation, and the world for nearly 130 years. WSU enjoys productive partnerships with major industries in the state, including agribusiness, aerospace, health care, software, technology, and construction. The colleges at WSU Health Sciences Spokane have formed robust partnerships across the state of Washington, both with large medical centers and hospitals, as well as a variety of rural and community hospitals and clinics.
WSU is Washington’s land-grant university with campuses located statewide in Everett, Pullman, Spokane, Tri-Cities, Vancouver, and online through the Global Campus. WSU also has research centers located throughout the state and extension offices in every county. Learn about WSU’s statewide reach.
WSU employees promote academic excellence and innovative research with nationally recognized academic programs, renowned professors, students who make a difference, and vibrant communities.
WSU offers staff and faculty a comprehensive benefits package as well as professional development and a host of work/life quality programs. Explore WSU’s benefits.
Review the application instructions for instructions and tips on using the WSU Jobs site and applying for jobs at WSU.
WSU is Washington’s land-grant university with campuses located statewide in Everett, Pullman, Spokane, Tri-Cities, Vancouver, and online through the Global Campus. WSU also has research centers located throughout the state and extension offices in every county. Learn about WSU’s statewide reach.
WSU employees promote academic excellence and innovative research with nationally recognized academic programs, renowned professors, students who make a difference, and vibrant communities.
WSU offers staff and faculty a comprehensive benefits package as well as professional development and a host of work/life quality programs.
Explore WSU’s benefits.
Review the application instructions for instructions and tips on using the WSU Jobs site and applying for jobs at WSU.
Diversity Profile: Washington State University
As a land-grant institution, diversity, equity, and inclusion serve as core values and beliefs of Washington State University (WSU). At the university, college, or department level, WSU is committed to fostering open, proactive dialogue to create a more inclusive culture at all its locations including the five physical campuses and its online Global Campus, as well as its 39 Extension offices, four research centers, and 25 small business development centers.
Core Belief
WSU is committed to achieving an ethical and socially just society for all. Instituting social change on a large scale begins at home with system-level policies that actively promote equity. The University is committed to diversity, equity, and inclusion throughout every aspect of its statewide system.
We strive to create a climate that enables underrepresented students, faculty, and staff to thrive in communities that foster a sense of belonging in a culture of inclusion. The ultimate goal? Creation of institutional culture in which inclusion and equity are the norms, a model that helps move the world toward a place in which all people are treated with dignity and respect.
Core Value
Equity, diversity, inclusion, and belonging. Promotion of an ethical and socially just society through an intentional commitment to equity, diversity, and inclusion.
WSU’s core ideology can be found in its System Strategic Plan.
WSU’s Student Body
WSU’s student body statewide is ethnically diverse: 31 percent of our students are underrepresented minorities, and first-generation students represent nearly 33 percent of the total enrollment. About 15 percent of WSU students hail from outside the state of Washington and about 7 percent are international students.
System-wide enrollment reached a record 31,607 students in fall 2019.
Associate Vice Provost for Inclusive Excellence Recently Announced
Dr. Lisa Guerrero was recently named associate vice provost for inclusive excellence. Guerrero has been an active advocate for diversity and inclusion since joining the WSU faculty in 2004. She is currently a professor of Comparative Ethnic Studies in WSU’s School of Languages, Cultures, and Race. She will maintain her faculty position, while serving as associate vice provost in a half-time appointment.
Dr. Guerrero will provide leadership to academic affairs in implementing WSU’s commitment to equity, diversity, and inclusion. She will help to identify and implement best practices and evidence-based approaches in faculty hiring, tenure and promotion, research support, faculty retention, teaching and mentoring, and curriculum planning. One of her first areas of responsibility will be to oversee the Racism and Social Inequality in the Americas faculty cluster hire program for Fall 2021.
Representative Affinity Groups
Representative affinity groups within the Washington State University system include the following:
- Asian American and Pacific Islander Faculty Staff Association (AAPIFSA)
- Association for Faculty Women (AFW)
- Black Faculty and Staff Association
- Chicanx, Latinx, Faculty, Staff, & Allies Association
- Commission on the Status of Women
- Disabled Faculty and Staff Allies Association (DFSA)
- Group on Women in Medicine and Science (GWIMS)
- LGBTQ Faculty and Staff
- President’s Commission on Gender Identity/Expression and Sexual Orientation (GIESO)
- WSU Women in Science, Technology, Engineering and Math (WiSTEM)
WSU Resources and Offices
WSU Human Resource Services supports a climate of integrity and equity that actively reflects open, respectful dialog. Additional resources are available on the Human Resource Services website.
90,000 training on the operating room online – on the Skillbox
platform, Discount 45% ATS 0 days 00:00
Sign up for the course
6 months free – the first payment after half a year
1111111111111111111111111111111111
You will learn how to build business processes and the effective work of company departments. Learn how to achieve compliance with deadlines and quality standards for goods and services. You can increase your KPI and earn more.
- Process approach to management
- 148 hours of practice during training on the platform
- Production optimization plan and new company strategy by the end of the course
- Access to the course and updates forever
Product operations manager of the company and services. He analyzes volumes, speed and costs in production, monitors risks and changes.
Offers effective solutions to improve work and help increase profits.
Operations managers are always in demand in various industries: from IT to large industrial enterprises. These specialists set up business processes in the enterprise, are engaged in consulting or work in a managerial position.
What makes the profession of an operations manager
-
A prestigious and sought-after specialty
Operations managers are required by financial and IT companies, outsourcing agencies, hotels, restaurants and other organizations. Their services are used by corporations and small businesses. You will be able to choose where to move on and find a job you like.
-
Opportunity to build a career in a top company
Leading market players need operations managers to effectively build processes and protect business from risks. You will have every chance to get a job in a world-famous company Right now, Ozon, Yandex and Sber are looking for operational managers on hh.
ru. -
Business connections and a large circle of acquaintances
The operations manager constantly interacts with internal top managers, supplier companies, officials. In this position, you will communicate a lot and make useful contacts that will be useful in work and beyond.
ru. Who this course is for
- Executives and top managers
Transform the operating model into a streamlined and transparent process by implementing a system of metrics and continuous analysis in the company. You will be able to manage quality and optimize costs.
- Small and Medium Business Owners
Get a scheme for effective company management and identify business growth points. You will be able to build a management system and increase competitiveness.
- Business process implementation specialists
Enrich and systematize your knowledge base, learn how to implement changes, consolidate your skills on case studies.
You will be able to find problem areas in processes and offer working solutions.
You will be able to find problem areas in processes and offer working solutions. What you will learn
-
Implement operational management
Be able to develop and continuously improve business processes.
-
Manage projects
Learn to define project goals, calculate economics, manage people, deadlines and tasks.
-
Analyze data
You will be able to use Big Data and BI systems to measure the performance of departments, employees, and marketing.
-
Develop a business strategy
Understand how to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals.
-
Calculate risks
Understand how to protect the company from risks. Learn to classify and analyze them. You will be able to prepare a risk management strategy.
-
Build financial models
After analyzing the financial statements and the external market, you can calculate the unit-economy and determine the profitability of the company.
-
Analyze business processes
Learn how to discover the business processes that generate the most revenue. You can optimize them to increase your revenue.
-
Manage a team
Learn how to create and manage teams, even if they work remotely. You can manage engagement and motivation.
-
Manage sales
Find opportunities for rapid revenue growth, evaluate the efficiency of processes in the sales department, implement planning and control systems.
Learn now, pay later!
The expenses for the first 0 months of training on the Skillbox platform are covered. At this time, you watch videos, practice on real tasks, improve your skills and start earning.
Loan program from reliable banks
Sign up for a course or get a free consultation
Thank you !
Your application has been successfully sent
You will be able to work remotely in the state and earn additional freelance income in various areas of education, business, finance, IT.
How is the training
on the platform
4 steps to change in career and life
- Registration
Get to know the platform
The Skillbox platform is our own development, which we are constantly improving. Videos, practical tasks and communication with curators are waiting for you. Access to the materials will open immediately after the purchase of the course.
- Theory
Gain knowledge
The courses consist of thematic videos of different duration. Watch them anytime, anywhere. Access is perpetual, so you can always come back and repeat the theory.
- Practice
Complete tasks
We believe that skills can only be developed through practice. Therefore, after the theory, practical work or a test awaits you. All tasks are close to real ones you can proudly put them in your portfolio.
- Feedback
Working with a curator
Curators check assignments. These are experts on the topic of the course.
They will help with difficult tasks and suggest how to improve your projects. You can communicate with checking curators directly on the platform.
They will help with difficult tasks and suggest how to improve your projects. You can communicate with checking curators directly on the platform. -
Operational management and continuous improvements
-
- Introduction
- Management of products and services production
- Fundamentals of operating costs for the implementation of operational activities
- Fundamentals
- Establishing a continuous improvement process
- Two states of business: capitalization and profit
- Scheme of business processes. The main process that generates profit
- Supporting processes as a stabilizing element of the model
- Role and budget models
900
-
-
Project management
-
- Project concept development Part 1
- Development of the project concept. Part 2
- Fixing project requirements
- Project resources. Tenders. Procurement
- Project economics. OPEX & CAPEX. P&L Project
-
-
Risk management
-
- Basic concepts in risk management
- Risk Cynication Cycle
- Identification and Risk Analysis Classification and qualitative risks analysis of
- Quantity risk analysis. Risk Map
- Risk management strategies. Anti -RIDERICALS
-
-
Team Management
-
- Effective command: how to create, develop, send
- Systems of goals and indicators, Relations with management
- Command
- Control
- Development Control How to implement the necessary changes
- Management of the remote team
-
-
Office of
-
- Preparation of organizational changes
- Changes
- Verification of changes for the strength
-
Team Lead
-
- Self-management
- Task and focus management
-
-
Data analyst from scratch
-
- Introduction to big data.
- Power BI
- Introduction to big data.
-
-
Analytics for executives and business owners
-
- Digital analytics ecosystem. Marketing and product
- Digital analytics tools. Visualization
-
- Current situation
- Evaluation of current processes
- Analysis of the current planning and sales control system
-
-
The legal side of the business
- Labor Litigation (commercial disputes)
-
-
Excel from zero to PRO
-
- The main functionality of Excel. Part 1.
- The main functionality of Excel. Part 2.
- Excel formulas and functions. Introduction.
- Excel formulas and functions. We continue to work with formulas.
- Excel formulas and functions. more complex formulas.
- Excel formulas and functions. Dealing with errors, data validation.
- Data visualization in Excel.
- Pivot tables in Excel.
-
-
Final Design
Analyze production data to identify improvements needed to increase production and reduce costs. Develop a plan for the implementation of changes, prepare a presentation.
Have you taken any courses yet?
Tell the manager about it – you won’t have to pay for this course!
Get a course presentation and expert advice
Your application has been sent successfully
Our manager will contact you as soon as possible
Final project
-
Change plan
Develop a plan for implementing changes, prepare a presentation.
Speakers
Alexander
Savitsky
Director of Efficiency Management in the International Telecommunications Company
Mikhail
Geisice
Operations Director of the Agency Possible Group
Pavel
Bulavin
Bank Discovery Bank
Sergey
Sergey
Sergey
SergeyEvgeny
Skorikov
Chief Architect and System Business Analyst AWG.
RU Alexander
Dzhumurat
Head of recommender system development team at ivi.ru
Petr
Orlov
Head of digital transformation at Refin.online
Temirlan
Ir. Head of Technological Development Department, MTS Interactive Commerce Department
Alexey
Mankovsky
Product Manager at Leroy Merlin
Evgeniya
for the quality of education. The whole theory is recorded with top market experts,
and practice is as close as possible to real work tasks.
Hear what those who have already achieved their goals with Skillbox have to say.Speaker’s work
-
Alexander Savitsky
More than 10 years of experience in strategic and operational consulting, including one of the Big Three companies. Now he is in charge of performance management at an international telecommunications holding.
-
One of the world’s largest phosphate producers
Optimized $30 million in capital costs and $10 million in annual operating costs.
-
South African Coal Company
Responsible for preparing 4 mines for sale. Increased the cost of the project by more than 40%.
-
Underground diamond mine
Increased the rate of diamond mining by 20% due to the digitalization of production and improvements in operational management.
-
Australian Service Company
Responsible for the implementation of robotic process automation to reduce the number of support functions. As a result, reduced labor costs by 15% within the project perimeter.
-
Middle East Aluminum Producer
Led the development of an aluminum transformation program. Over 5 years, increased the profitability of the asset (EBITDA) by more than 2 times.
Your resume after passing the course
Operations Manager
dated 100 000 ₽
My skills:
- Evaluation of business processes
- Distribution of the budget for transcounts
- Risk management
- digital-analytics and improvements
- Project management
- Team building and conflict management
- Financial statement analysis
- Prioritization and planning
- Project budget planning
- Data analytics
- Sales planning and control
The Skillbox certificate
confirms that you have completed the course and will become an additional argument when applying for a job.
Certificate example
Year of English!
Complete 3 practical work from the first course and get access to the lessons and materials of the CESPA online platform for a year.
Offer valid for Skillbox users who have purchased any skill since August 1, 2021.
Waiting for you:
- method of accelerated memorization of words and grammar;
- a personalized learning program to help you speak English from scratch;
- 4 individual sessions of 25 minutes with teachers to improve pronunciation.
Frequently Asked Questions
-
What is the training schedule on the platform? Can you combine it with work?
You can study course materials in a mode convenient for you, combine learning on the platform with work and personal life. Moreover, all videos will be available at the end of the course, so you can brush up on your knowledge at any time.
-
How many hours per week will I need to spend on the platform?
It all depends on you.
On average, platform users work from 3 to 5 hours a week. -
Who will help me learn on the platform?
You will have reviewing experts and a curator in the course’s Telegram chat. They will comment on practical work, give useful advice and answer any questions. You can adopt their experience, professional knowledge and life hacks.
-
Are there any installment plans?
Yes, you can buy the course in installments and plan your budget by splitting the entire amount into small monthly payments.
- St. Petersburg
Author:
Professional GuideUpdated by
Operations Manager is a specialist who improves the efficiency of a company or enterprise. The profession is related to analysis, budgeting, control and management. The knowledge necessary to work in the field of operational management can be obtained at a university or an online university.
By the way, the ProfGid career guidance center has recently developed an accurate career guidance test that will tell you which professions suit you, give an opinion about your personality type and intelligence. Content:
- Brief description
- Profession Features
- Pluses and minuses of profession
- PLASS
- BESSISE
- Important personal qualities
- TADE
- Universities to the Best Vesides for the Best Vesides for the Best Vespers
- Courses
- Place of work
- Salary
- Operations manager salary as of September 2022
- Professional knowledge
- Examples of companies with operations manager vacancies
See also:
Brief description
Operations managers use methods and technologies that allow them to collect and analyze information, as well as generate reports. The latter are used to make managerial decisions in conditions of high market competition.
Operational managers prevent financial costs, assess risks, improve the image of a company or enterprise, establish feedback with department heads, employees, directors. The results of their work help to prevent bankruptcy, low production efficiency and unhealthy competition. Profession features
Operations managers have in-depth knowledge of economics, enterprise management, risk management, production processes and other areas. They effectively analyze the current situation, identify weaknesses and search for growth points. The operations manager has the following duties:
- identification of factors that hinder the development of the enterprise and entail losses;
- determination of financial and competitive risks;
- reduction of financial costs;
- search for ways to help increase the profitability of the business and reduce the cost of its operation;
- building operational strategies;
- increasing the competitiveness of a company or enterprise;
- change of production systems.
Read also:
The duties of an operations manager depend on the current market situation, the initial position of the enterprise and the tasks that need to be solved. It provides setting tasks of different types: short-term (from 1 day to a week), intermediate (from 1 month to a year), long-term (from 1 to 5 years). Working with long-term tasks can only be done if the operations manager has rich experience and narrow knowledge. Its activities play a primary role in the profitability and efficiency of all business processes. Large companies have a staff of operational managers, representatives of small and medium-sized businesses attract specialists on an outsourcing basis.
Pros and cons of the profession
Pros
- The profession guarantees a high level of income, as well as certain bonuses.
- Operations manager is a prestigious profession with broad career prospects.
- The opportunity to find a job in companies that occupy a leading position in the domestic and international market.
- A wide circle of acquaintances, the ability to quickly establish business connections.
- Management activities that ensure continuous development.
- High demand in the labor market, because operational managers work at manufacturing enterprises, companies, outsourcing agencies.
Read also:
Cons
- Work is associated with increased responsibility.
- Frequent stress, calls from the employer at odd hours.
- Business trips are possible if the operations manager works in a company whose branches are scattered throughout the country.
Important personal qualities
An operations manager is a person with developed systems and analytical thinking. He instantly notices the smallest mistakes, has professional honesty and purposefulness. Able to manage human resources, quickly finds a common language with the team and is able to gain authority. Prone to continuous learning, persistent and responsible.
Operations manager training
There are no clear requirements for the level of education of an operations manager, but the priority is given to specialists who have graduated from a university and studied areas related to business analytics and enterprise management. This profession is chosen by former executives, top managers, business process implementation experts. Work in the field of operations management will require experience, as well as a certificate of completion of thematic courses.
See also:
Universities
-
4 years
55,000 ₽/year
no
budget places -
4 years
320,000 ₽/year
20
budget places -
5 years
80,000 RUB/year
no
budget places -
4 years
80,000 RUB/year
10
budget places
Best Universities for an Operations Manager
- HSE.
- FU.
- NRNU MEPhI.
- VAVT.
- St. Petersburg State University.
Courses
Skillbox Online University
The online university provides the education you need to work in operations management and continuous improvement. Students receive knowledge in the field of business processes, building operational processes, management, control of resources. The duration of the course is 2 months, the form of education is remote.
See also:
Place of work
Operations managers are full-time employees of large enterprises and companies. Their services are expensive, so small and medium-sized businesses hire operations managers privately or through outsourcing agencies. Contacts of a talented operations manager will be passed from hand to hand, so he will be provided with a stable client flow.
Salary
Operations managers are senior professionals who are well paid.
The level of income depends on experience, the availability of specialized education and an MBA or mini MBA degree, the type of tasks being solved (short-term, intermediate, long-term) and the place of work. Operations manager salary for September 2022
Salary information provided by hh.ru portal.
Russia 40000-150000 RUB
Moscow 50000-200000 RUB
Professional knowledge
- Enterprise and human resource management.
- Business Intelligence.
- Control and management of resources.
- Budgeting.
- Operational strategies.
- Methods for identifying points of growth.
See also:
Examples of companies with vacancies for an operations manager0000 Principles of Operations Management, Les Galloway – IQ Research and Education Portal – National Research University Higher School of Economics
How to organize the production of goods and services? How to make this production really effective? How to reduce production and storage costs? What should a manager do to ensure that his unit works without failures? How to find and rationally use the strengths of your corporation? You will find answers to these and many other questions in this book.
The situational tasks given in each section illustrate the material presented and facilitate its consolidation. The book is intended for university students studying management and organization of production. In addition, a successful combination of theory and practice allows us to recommend it for managers of any level who want to improve their educational and professional level.
Operations is “a process, method, or set of activities, principally of a practical nature” ( Collins English Dictionary , 1986). Based on this definition, an operation is an integral attribute of any type of human activity that is characterized by organization and productivity. From this we can conclude that all organizational functions are operations and that any managerial activity includes operational management .
The terms “production” and “operations” are often used interchangeably; in industry, commercial and non-commercial activities, it is widely believed that production management is a separate area, isolated from others, which should be of interest only to those who are directly involved in production.
Production management – historically the first established scientific discipline of management. She was also the first to enter the teaching programs. Production managers were, and often still are, competent specialists who can be entrusted with all the tasks of managing the processes of product creation. We will discuss this topic in more detail in Chapter 2, but for now we will note only that as long as productive activity was considered the main source of the nation’s welfare, and the economic situation as a whole was characterized by underproduction (this was certainly the case until the 1950s), such an attitude was justified. However, today we are experiencing a period of intense competition, competition on a global scale, and in many countries the main source of wealth is no longer the sphere of production, but the service sector. Operations management is no longer the responsibility of one production manager. The service sector has become so important that it is time to understand all its intricacies.
In this book, we will adhere to the view that all production activities are operations, which means that operational management is relevant to all of them.
From this fundamental point of view, operations should be viewed in terms of the performance of the entire organization. Without a clear operational strategy and effective operational management, an organization can only survive by sheer chance. Thus, operational management is an important discipline, mandatory for managers of all levels and departments. However, despite the view we have adopted, it must be recognized that its most obvious and developed application can still be found in the field of production , and this inevitably affects the text of this book. For readers who are more interested in other areas of creation, we invite you to consider how you can apply the approaches and techniques described below to their functions.
This chapter will describe the nature, purpose, and structure of an operational function. The following sections will first look at the operations function itself and then its relationship to the rest of the functions in the organization. It will also describe the main areas in which this function finds its application. In the final part of the chapter, we will talk about the basic principles of organizing the operational function. Traditionally, operations management is considered to be something related mainly to production activities or the physical change in the state of products. Therefore, it is often defined as follows:
Operational management is the activity of managing the process of acquiring materials, turning them into a finished product and delivering this product to the buyer.
This definition, in our opinion, is too general. It includes the purchasing function, the production function, and the physical distribution function, which, although closely related to operations, are usually considered separate disciplines. More importantly, this definition is restrictive, as it does not allow for any other activities that are not related to physical production.
Any useful activity is associated with the processing of something. For example, the processing of information in the financial sector, the publishing business or in the field of communications. When providing services – hairdressing or medical – even buyers are involved in the processing process. Processing operations are also carried out in the functional divisions of the production organization, for example, in the financial department or the human resources department.
A more precise definition, therefore, might sound like this:
Operational management is all activities associated with the intentional transformation (transformation) of materials, information or customers.
Operational management is the efficient and rational management of any operations. The extent to which physical goods are involved is largely unimportant. The theory is equally applicable to a hospital ward or an insurance office, as it is to a factory floor or factory. The following are a number of examples illustrating the core activities (operations) of various organizations. Turns prefabricated parts into TV receivers. Components are usually purchased from other manufacturers. A TV manufacturer usually does not work with end-users, but supplies its products to dealers for subsequent sale. Transformation:
Component parts – Finished productBuyer buys an expensive, complex set of dishes, entertainment and image. Hunger most likely plays a small role in satisfaction, but in general, the transformation looks like this:
The customer seeks satisfaction – Satisfied customerUsually the visitor only purchases food, so the transformation is:
Hungry customer – Satisfied customer or focus.Assuming the customer knows what he wants, so the transformation would be:
Buyer with Specific Needs (r) Satisfied BuyerInsurance companies usually claim they sell investments and protection. In fact, insurance does not protect against the occurrence of an insured event, but provides financial compensation, so “protection” is perhaps an exaggeration.
The model of investment in transformation might look like this:
Buyer with some amount of money – Buyer with more money
However, in the case of protection, the truly satisfied buyer is the one with whom nothing happened, and since this is beyond the control of the company, its alternative would be:
Buyer Suffering Loss – Buyer Financially Compensated for Loss
Both of these transformations are too long-term to serve as a basis for managing the operation. Therefore, the following, shorter-term transformations can determine the activities of the insurance company:
Buyer in need of financial advice – Buyer properly advised – Buyer in need of compensation – Buyer who received compensationWhen moving from commercial organizations to social, government and charitable organizations, problems arise with the definition of a buyer. In this case, the alternatives are:
Defendant: unlikely to be the buyer, unless wrongly justified, but this is already a lack of quality.
Authorities: a cynical approach – since the majority of voters do not tolerate crime, those in power should be seen as the catchers of criminal elements. The transformation looks like this:
Authorities (r) More popular authorities
Let each one decide for himself whether he can hold this view.
Society: The conventional wisdom is that crime is undesirable and the justice system is one aspect of crime control. The transformation looks like this:
Crime Concerned Society (r) Lower Crime Society
Operational management consists of both efficient and rational management of any operations.
EFFICIENCY can be defined as the achievement of the goals set for the system; in a general sense, efficiency is customer satisfaction. RATIONALITY is the achievement of goals, or the satisfaction of needs, using a minimum of resources.
At the most primitive level, business organizations exist only on profit, which can be expressed as
Profit = Revenue – Costs
Due to its dual impact on profit, operations management plays a vital role in the success of the organization. The main thing in improving efficiency is to ensure that operations are carried out in such a way that customer requests are satisfied. The organization provides the customer with the services he wants and in a way that suits his needs, or produces goods that the customer wants according to certain specifications.
IMPROVED EFFICIENCY increases revenue by making the organization more competitive. INCREASING EFFICIENCY certainly reduces costs, but this should never be done at the expense of efficiency.
Without proper application of operational management principles, an organization can only be profitable by a stroke of luck. Either she accidentally did everything right, or her competitors are not much better than her. In any case, it is unlikely that such luck will last forever.
Things are not so simple in non-profit organizations , such as local and state governments, health care, etc. These organizations are not driven by profit, so they are often accused of inefficiency; often they are monopolies, which by definition are not subject to competition, as a result of which they breed bureaucracy and are indifferent to the needs of buyers. Opinions about them are usually formed based on political goals, and facts about their effectiveness are usually not available. Nevertheless, the concepts of efficiency and rationality apply here as well. Thus, improving the efficiency of non-profit organizations implies that limited resources will not be spent on unacceptable activities, and increasing rationality leads to minimizing the resources required to perform specific actions.
Excessive pursuit of efficiency, however, can be detrimental to the quality of the service. For example, it would probably be more rational than if household waste was collected once a month from giant trash cans, but in this case, homeowners will have problems with collecting and storing waste, plus a threat to health – as a result, it turns out that the service for garbage collection is no longer effective .The structure of most organizations is based on division by function.
The specific location of certain duties may vary, and in a very wide range. Sometimes the purchasing function is completely subordinated to the production department, quality assurance – to the research and development departments, and sometimes – to the same marketing. Some organizations have a separate technical service function that includes research and development, production engineering, quality assurance, data processing, and even production control.
In the service industry, the situation is usually not so clear, but in large organizations, similar structures are most often traced.
The operations function is the backbone of any organization and interacts with all its other functions. Personnel and purchasing can be seen as service functions in relation to the main operations (ie, as services), while finance is not only a service, but also performs a controlling function. Relationships with R&D and marketing departments are not so clear cut. Both are more corporate-focused and often take operations for granted to help them get the job done.
An illustration of this conflict is the often present but incompatible views of sales and production departments, when in the first they believe that the only function of production is to do what the second should sell, and in the second they believe that the main task of trade is to sell what the first should produce . In fact, both must find opportunities to meet the needs of the market .
Therefore, for the normal organization of operational management in departments, one distinctive area of competence should be singled out, which will become their useful contribution to the company’s marketing.There are four distinct activities that can be described as operations.
It would be a mistake to consider these activities as separate ones. All manufacturers are in the business of supplying their products to customers, which may also require transportation, and will always provide some element of service in terms of taking orders and providing information.
The most convenient way to visually represent the relationships between the listed activities is a tetrahedron of operations.
An organization may seek to use one of many possible combinations of any two or more elements. No organization sits at any corner of the tetrahedron, since there is an element of service in every production, supply, or transportation transaction, and no enterprise of any size can be characterized as exclusively service-oriented.Systems of operations can be classified according to the nature of the flow of materials from the supplier to the buyer. There are two main categories of systems. One covers production and supply, where the buyer is the final recipient of the goods. The other is related to transportation and service, when the buyer himself contributes to the desired process.
The simplest model is when the material from the supplier enters the system, is processed and transferred to the buyer. The difference in the models arises from the different approach to inventory management.
Transport and service operations differ from production and supply in two important ways: firstly, the customer contributes to the process, and secondly, services cannot be stored. To cope with fluctuations in demand, one has to either maintain excess capacity or have a “stock of buyers”, in other words, create a queue. Neither is a panacea because you can’t use extra capacity today to meet increased demand tomorrow, and customers tend to drop out of line if they wait too long.
The customer queue may take on a physical form, such as at a bus stop, supermarket checkout, passport control at customs, and so on, or become an appointment system when office hours are assigned, or a combination of the two.Regardless of the material flow scheme used, there are various ways to organize the physical and control structure of an operating function. The differences between them are not so distinct, and the number of different systems, depending on who defines them, varies from three to six, but still, for most purposes, division into three main groups will suffice:
However, even the smallest and largest operations have certain characteristics due to which they have similar structures.
For small-scale operations, as a rule, the term “work” is applied, for large-scale – “project”.
The tasks that a construction company performs on different projects may be broadly similar, but have significant differences in detail. No two construction projects are the same. The contract is negotiated with a specific customer, and the product or service is manufactured according to his, the customer’s requirements. Each product is special. Because of this variety of work or projects, the information collected as tasks are completed can only be applied in future contracts in a generalized form. In order for the work to be completed on time, and for a firm, for example, a heavy engineering plant, to make a profit, it has to rely entirely on its estimators. It is very difficult to accurately determine the scope and timing of future work, so the organization must have a flexible structure and contain some excess unused capacity. Flexibility can be achieved through multi-skill workers or through subcontracting. The equipment is usually owned by the company itself, but some of it may be idle, as it may be needed to service the next order. That part of the equipment that is used infrequently can only be rented if necessary – if, of course, it can be quickly rented. The planning and control system largely depends on the subjective assessment of goals, while progress is monitored after completion of individual stages of work or a project. If the demand for a particular resource, function, or technology is large enough, a unit cost reduction can be achieved by covering it. This principle applies to serial work organization when a limited range of goods or services is produced. In this case, a batch (series) of several pieces (or several thousand pieces) of products is processed as a whole at once, as one object. Each product passes in a certain sequence through the same stages of production as all the others; operations are carried out using the same equipment. Since the products are standardized, the exact number of required machines, labor, materials and time will be known from past experience, allowing for good planning and control.
Therefore, it becomes possible to advance (at the planning stage) the formation of schemes of production processes for workshops and individual sections.
As a simple example, let’s take the production of tablets – aspirin, for stomach pain or just mints. The process of their manufacture can consist of three stages: mixing, when all the ingredients are mixed, pressing, when the tablets themselves are formed, and, so to speak, processing, when the tablets are inspected and packaged. All mixing machines are grouped in one place, managed by a specific group of workers and controlled by one master. The same applies to pressing and processing.
Such an organization has several advantages. The division into separate technological processes with common skills, techniques and problems provides a convenient basis for planning and control. The work is isolated in the appropriate sections, and its progress is tracked by the passage of blanks from one process to another. As part of the process, quality control can also be carried out, when a batch is sent back from the next stage if it does not meet certain requirements. The same person can be assigned responsibility for both the management and maintenance of the site. As a rule, work within the site is flexible (ie the mixer operator can control any machine in his site), which allows for more efficient use of labor. In general, however, plant capacity utilization may decrease because specific products require specific equipment but may not be produced in sufficient quantities to fully utilize them. In some sources, the term “flow” is specifically used to indicate the continuity of production processes, as, say, in the petrochemical industry. In other publications, it is applied to operations in which production lines are involved. As the concept of “mass production” implies, if the demand for a particular product becomes really large, it becomes possible to allocate separate equipment and labor exclusively for its production. This allows you to optimize the layout of workplaces and the scheme of the entire production process in accordance with the characteristics of this product, which gives a significant increase in efficiency, although at the expense of flexibility.
As a result, as a rule, we get a production line, when successive stages of the technological process are physically adjacent to each other and can be connected into a single conveyor. This flow pattern is followed by the management structure: one master is responsible for the entire technical process of a particular product.
Since such a scheme includes a significant amount of specialization of each section, the production line usually does not allow any significant deviations in the product or its components. As a result of the loss of flexibility, any decrease in demand results in capacity downtime.This chapter introduces the concept of the operations function and briefly discusses its relationship with the rest of the company’s functional areas. The operation tetrahedron is also presented as a means for describing the main function of the organization, and an overview of alternative ways of organizing operations is given. The success of the entire enterprise depends entirely on the alignment of the plan, organization and control of operations with the main function of the organization, and further on ensuring its efficient operation.
Compliance will be covered in chapters 2, 3, and 4, and the remainder of the book will cover effective organization.
The efficiency and rationality of operational management depends entirely on the correct choice of operational strategy. If an operations function does not have clear, agreed, and achievable goals, there is no doubt that it will soon cease to live up to expectations.
Unfortunately, in many organizations there is no explicit strategy at all, and where there is an overall strategy for operations, the operational function is often given too little attention.
There are manufacturing companies that act as if their operating strategy is to make whatever the customer wants, in any quantity, at the lowest possible cost, and with the highest possible quality. This, of course, is an unrealistic goal, but for some reason in sales departments they believe that they can achieve it in production. When this does not happen, the production is blamed. Operations managers too often think of themselves as completely reactive, always ready to meet the needs of the market (as marketers imagine them to be), and so busy fighting the problems that this impossible mission creates that they no longer have time to create a coherent strategy for themselves.
In Chapter 1, we showed that the operational function is the key to successful competition.
Without an efficient and streamlined operations function, no organization can maintain market leadership because it will lose out on delivery speed, price, or quality, and most likely all three.
This chapter will cover all the main elements of a coherent operational strategy. The components of corporate and market strategies that affect operations and the possibilities of building an operational strategy based on them will be studied. The final part of the chapter will discuss the use of profiling to identify inconsistencies in current operations and market requirements, as well as the benefits of proactive operational actions in relation to corporate strategy.Operations is “a process, method, or set of activities, primarily of a practical nature” (Collins English Dictionary, 1986). Based on this definition, an operation is an integral attribute of any type of human activity that is characterized by organization and productivity.
From this we can conclude that all organizational functions are operations and that any managerial activity includes operational management. The terms “production” and “operations” are often used interchangeably; in industry, commercial and non-commercial activities, it is widely believed that production management is a separate area, isolated from others, which should be of interest only to those who are directly involved in production.
Production management is historically the first established scientific discipline of management. She was also the first to enter the teaching programs. Production managers were, and often still are, competent specialists who can be entrusted with all the tasks of managing the processes of product creation. We will discuss this topic in more detail in Chapter 2, but for now we will note only that as long as productive activity was considered the main source of the nation’s welfare, and the economic situation as a whole was characterized by underproduction (this was certainly the case until the 1950s), such an attitude was justified.
However, today we are experiencing a period of intense competition, competition on a global scale, and in many countries the main source of wealth is no longer the sphere of production, but the service sector. Operational management is no longer the preserve of one production manager. The service sector has become so important that it is time to understand all its intricacies. In this book, we will adhere to the view that all production activities are operations, which means that operations management is relevant to all of them.
From this fundamental point of view, operations should be viewed in terms of the performance of the entire organization. Without a clear operational strategy and effective operational management, an organization can only survive by sheer chance. Thus, operational management is an important discipline, mandatory for managers of all levels and departments. However, despite the view we have adopted, it must be recognized that its most obvious and developed application is still to be found in the field of production, and this inevitably affects the text of this book.
For readers who are more interested in other areas of creation, we invite you to consider how you can apply the approaches and techniques described below to their functions. This chapter will describe the nature, purpose, and structure of the operational function. The following sections will first look at the operations function itself and then its relationship to the rest of the functions in the organization. It will also describe the main areas in which this function finds its application. In the final part of the chapter, we will talk about the basic principles of organizing the operational function.
What is operational management?
Traditionally, operations management is considered to be something related mainly to production activities or the physical change in the state of products. Therefore, it is often defined as follows:
Operational management is the activity of managing the process of acquiring materials, turning them into a finished product and delivering this product to the buyer.
This definition, in our opinion, is too general. It includes the purchasing function, the production function, and the physical distribution function, which, although closely related to operations, are usually considered separate disciplines. More importantly, this definition is restrictive, as it does not allow for any other activities that are not related to physical production.
Any useful activity is associated with the processing of something. For example, the processing of information in the financial sector, the publishing business or in the field of communications. When providing services – hairdressing or medical – even buyers are involved in the processing process. Processing operations are also carried out in the functional divisions of the production organization, for example, in the financial department or the human resources department.
A more precise definition, therefore, might sound like this:
Operational management is all activities associated with the intentional transformation (transformation) of materials, information or customers.
Operational management is the effective and rational management of any operations. The extent to which physical goods are involved is largely unimportant. The theory is equally applicable to a hospital ward or an insurance office, as it is to a factory floor or factory. The following are a number of examples illustrating the core activities (operations) of various organizations.
TV manufacturer
Transforms prefabricated parts into television receivers. Components are usually purchased from other manufacturers. A TV manufacturer usually does not work with end-users, but supplies its products to dealers for subsequent sale. Transformation:
Component parts – Finished product
Exclusive restaurant
Buyer acquires an expensive, complex set of dishes, entertainment and image. Hunger most likely plays a small role in satisfaction, but in general, the transformation looks like this:
The buyer is looking for satisfaction – Satisfied buyer
RAM snacks
Usually the visitor acquires only food, so the transformation is this:
Hungry buyer – satisfied buyer
However, most of the production efforts are used to prepare food:
Raw materials – Ready meals
Thus, the activity has a mixed character, or focus.
Self -service supermarket
It is assumed that the buyer knows what he wants, so the transformation will be:
with certain needs (R) Satisfied buyer
Insurance companies usually approve insurance companies. that they sell investments and protection. In fact, insurance does not protect against the occurrence of an insured event, but provides financial compensation, so “protection” is perhaps an exaggeration.
Transformation investment model might look like this:
Buyer with some amount of money – Buyer with more money :
Buyer Suffering Loss – Buyer Financially Compensated for Loss
Both of these transformations are too long-term to serve as a basis for managing the operation. Therefore, the activities of an insurance company can be determined by the following, shorter-term transformations:
Buyer in need of financial advice – Properly advised buyer – Buyer in need of compensation – Buyer who has received compensation
Justice System
– When moving from commercial organizations to social, public and charitable organizations, problems arise in determining the buyer.
In this case, the alternatives are: Defendant: unlikely to be the buyer, unless wrongly justified, but this is already a lack of quality.
Authorities: a cynical approach – since the majority of voters do not tolerate crime, those in power should be seen as the catchers of criminal elements. The transformation looks like this:
Authorities (r) More popular authorities
Let each one decide for himself whether he can hold this view.
Society: The conventional wisdom is that crime is undesirable and the justice system is one aspect of crime control. The transformation looks like this:
Society Concerned with Crime (r) Society with a Lower Crime Rate
Operational management consists of both efficient and rational management of any operations.
EFFICIENCY can be defined as the achievement of the goals set for the system; in a general sense, efficiency is customer satisfaction. RATIONALITY is the achievement of goals, or the satisfaction of needs, using a minimum of resources.
Due to its dual impact on profit, operations management plays a vital role in the success of the organization. The main thing in improving efficiency is to ensure that operations are carried out in such a way that customer requests are satisfied. The organization provides the customer with the services he wants and in a way that suits his needs, or produces goods that the customer wants according to certain specifications.
IMPROVED EFFICIENCY increases revenue by making the organization more competitive. INCREASING EFFICIENCY certainly reduces costs, but this should never be done at the expense of efficiency.
Without proper application of operational management principles, an organization can only be profitable by a stroke of luck. Either she accidentally did everything right, or her competitors are not much better than her. In any case, it is unlikely that such luck will last forever.
everything is not so simple in non -profit organizations, for example, local and state authorities, healthcare, etc.
Such organizations are not a profit, so they are often convicted of inefficiency; often they are monopolies, which by definition are not subject to competition, as a result of which they breed bureaucracy and are indifferent to the needs of buyers. Opinions about them are usually formed based on political goals, and facts about their effectiveness are usually not available. Nevertheless, the concepts of efficiency and rationality apply here as well. Thus, improving the efficiency of non-profit organizations implies that limited resources will not be spent on unacceptable activities, and increasing rationality leads to minimizing the resources required to perform specific actions. Excessive pursuit of efficiency, however, can be detrimental to the quality of the service. For example, it would probably be more rational if household waste was collected once a month from giant garbage cans, but in this case, homeowners will have problems with collecting and storing waste, plus a health threat – as a result, it turns out that the garbage collection service no longer effective.
Operational function in the organization
The structure of most organizations is based on division by function.
The specific location of certain duties may vary, and in a very wide range. Sometimes the purchasing function is completely subordinated to the production department, quality assurance – to the research and development departments, and sometimes – to the same marketing. Some organizations have a separate technical service function that includes research and development, production engineering, quality assurance, data processing, and even production control.
In the service sector, the situation is usually less clear, but in large organizations, similar structures are most often observed.
The operations function is the backbone of any organization and interacts with all other functions. Personnel and purchasing can be seen as service functions in relation to the main operations (ie, as services), while finance is not only a service, but also performs a controlling function.
Relationships with R&D and marketing departments are not so clear cut. Both are more corporate-focused and often take operations for granted to help them get the job done. An illustration of this conflict is the often present but incompatible views of sales and production departments, when in the first they believe that the only function of production is to do what the latter should sell, and in the second they believe that the main task of trade is to sell what the former should produce. In fact, both must find opportunities to meet the needs of the market.
Therefore, for the normal organization of operational management in departments, one distinctive area of competence should be singled out, which will become their useful contribution to the company’s marketing.
Operations as activities
There are four distinct activities that can be described as operations.
Production. The most obvious type of operational activity: physical materials are turned into products, which are then sold to customers.
The buyer can use them for further production operations; thus, the overall chain – from the receipt of raw materials to the delivery of the product to end consumers – can be quite long. Supplies. Activities primarily related to the change of ownership of a physical good. The most striking example is distribution networks.
Transport. An activity primarily concerned with the movement of goods or people from one place to another without any physical transformation of the objects being moved.
Service. Activity associated with a change in the state of the buyer. It can be a physical condition, as in the case of dentistry and hairdressing, an intellectual one, as in the case of education and consulting, or, more often, a complex combination of these and other conditions.
It would be a mistake to treat these activities as separate activities. All manufacturers are in the business of supplying their products to customers, which may also require transportation, and will always provide some element of service in terms of taking orders and providing information.
The most convenient way to visually represent the relationships between the listed activities is a tetrahedron of operations. An organization may seek to use one of many possible combinations of any two or more elements. No organization sits at any corner of the tetrahedron, since there is an element of service in every production, supply, or transportation transaction, and no enterprise of any size can be characterized as exclusively service-oriented.
Material flows
Systems of operations can be classified according to the nature of the flow of materials from the supplier to the buyer. There are two main categories of systems. One covers production and supply, where the buyer is the final recipient of the goods. The other is related to transportation and service, when the buyer himself contributes to the desired process.
Production and supply
The simplest model is when material from a supplier enters the system, is processed and transferred to the buyer.
The difference in the models arises from the different approach to inventory management. Model 1 Most common system. Its advantage for production is that the maximum efficiency of the production process is achieved, since the supply of raw materials is guaranteed and there is no need to quickly respond to changes in customer demand – stocks are created for this. Stocks in this case “isolate” production from the vicissitudes of both supply and demand. The same model applies to retail distribution, where a stock of goods is held in stock, taken to the counters as needed, and kept there, again as stock, until sold out. Using a margin to isolate different stages from each other greatly simplifies management work, but at the same time introduces its own limitations and inconveniences. The most obvious problem is the cost of holding inventory, which will be discussed in Chapter 8. This model can only be applied when there is demand for a certain range of products. In the case of make-to-order, stock of finished goods cannot be created under any circumstances.
Model 2: The high cost of holding inventory has forced many organizations to reduce or eliminate their inventory of raw materials, arranging supplies to match production demand exactly. Production is now critically dependent on the reliability of the source of supply, and this reliability is usually achieved by increasing the supplier’s inventory. At the same time, the management of the supply process must be well established, because due to errors in communications, a shortage or accumulation of excess stocks in a production organization is inevitable. In addition, in general, there is no reduction in the cost of storage, since now these costs are passed on to the supplier, who will not fail to include them in the cost of his products. Nevertheless, this model still exists, for example, when processing perishable materials that simply cannot be stored in a warehouse for a long time. So, peas must be frozen immediately after harvest, after a few hours it will already lose its commercial qualities.
Therefore, model 2 is used in many food-related industries. Model 3. This model is applicable in any situation where the buyer is willing to wait for delivery, when the production process is very short, or when the product is made to the buyer’s specification and therefore cannot be stocked ready-made. Most enterprises of heavy engineering and civil construction work according to this model, although the amount of stocks of raw materials and materials may be different. Other examples include some service industries such as custom tailoring or handcrafted fine wood furniture. In the latter case, the supply of raw materials is actually part of the production process, since the wood must be “rested” in stock in order to dry, and only then it becomes suitable for processing.
Model 4. There are mail order companies that accept orders for the delivery of goods by mail. They advertise the product, take orders, pass them on to the manufacturer, who then manufactures and delivers the product.
The firm simply administers the orders and, if the money for the product is paid up front, receives its percentage between the receipt of the order and the payment of the manufacturer’s invoice. With such an organization of work, model 4 is applicable. Thus, this model is applicable in most cases of custom production, when a stock of raw materials and materials is not required. For example, in civil engineering, materials are usually purchased for specific projects, instead of creating huge stocks, and the finished product cannot, in principle, get into the stock. The drive to reduce storage costs and improve system response times has led to a manufacturing strategy called just-in-time. The ultimate goal of this approach is zero inventory at all stages, so it is fully consistent with Model 4. This topic will be covered in Chapter 10. Transport and service
Transport and service operations differ from production and supply in two important ways: first, the customer contributes to the process, and second, services cannot be stored.
To cope with fluctuations in demand, one has to either maintain excess capacity or have a “stock of buyers”, in other words, create a queue. Neither is a panacea because you can’t use extra capacity today to meet increased demand tomorrow, and customers tend to drop out of line if they wait too long. The customer queue may take on a physical form, such as at a bus stop, supermarket checkout, passport control at customs, and so on, or become an appointment system when office hours are assigned, or a combination of the two.
Model 1. This is the model for almost any “first class” service. Customers are served immediately, but this is achieved by maintaining excess capacity. First-class service naturally costs more, because this excess must be recouped.
Model 2. This model is typical for cheap services. Resources are fully utilized, hence higher efficiency, but buyers have to wait. The contrast between models 1 and 2 is best illustrated by the example of private and public medicine.
Although in private clinics it is not always possible to get to the doctor without a queue, the wait is usually much shorter, and the appointed time is always the time for a visit to the office, rather than the time for joining the queue of the same waiting. Courier delivery firms usually offer two types of services: guaranteed next day delivery and delivery for a much shorter time, which is usually referred to as the average, rather than the maximum, time of correspondence in transit. The same capacity is used for each of these services, so there is no need to maintain a surplus to cover unexpected spikes in “24 hour delivery” demand. If the demand for such a service increases, the necessary capacity can be borrowed, extending the delivery time of “normal” correspondence. If the demand for it falls, the quality of the standard service improves again. Model 3. It can be seen as an example of poor management – idle resources and customers waiting in line, however, it models the work of most service operations in the short run.
Most services are characterized by rapid and large fluctuations in demand. For example, drinking establishments, restaurants and trauma departments at hospitals are most in demand on weekends, in public transport, significant fluctuations in demand are typical on weekdays from 8.30 to 9.30 a.m., etc. Since it is impossible to add or remove capacity at the same speed, management has no choice but to create a semblance of a queue during peak periods and put up with some oversupply of resources at other times. Reduced fares and discounts for off-hours pensioners are examples of attempts to make some use of idle transport. Organization of work
Regardless of the material flow scheme used, there are various ways to organize the physical and control structure of an operating function. The differences between them are not so distinct, and the number of different systems, depending on who defines them, varies from three to six, but still, for most purposes, division into three main groups will suffice:
production by works/projects;
serial production;
in-line/mass production.
Let’s consider each of them in more detail.
Work/project management
What can be in common between a contractor building an airport building or a bridge and a design office making up a brochure for their client? However, even the smallest and largest operations have certain characteristics due to which they have similar structures. For small-scale operations, as a rule, the term “work” is applied, for large-scale – “project”.
The tasks that the construction company performs in the framework of different projects can be generally similar, but have significant differences in details. No two construction projects are the same. The contract is negotiated with a specific customer, and the product or service is manufactured according to his, the customer’s requirements. Each product is special. Because of this variety of work or projects, the information collected as tasks are completed can only be applied in future contracts in a generalized form.
In order for the work to be completed on time, and for a firm, for example, a heavy engineering plant, to make a profit, it has to rely entirely on its estimators. It is very difficult to accurately determine the scope and timing of future work, so the organization must have a flexible structure and contain some excess unused capacity. Flexibility can be achieved through multi-skill workers or through subcontracting. The equipment is usually owned by the company itself, but some of it may be idle, as it may be needed to service the next order. That part of the equipment that is used infrequently can only be rented if necessary – if, of course, it can be quickly rented. The planning and control system largely depends on the subjective assessment of goals, while progress is monitored after completion of individual stages of work or a project. Mass production
If the demand for a particular resource, function, or technology is large enough, a unit cost reduction can be achieved by covering it.
This principle is applied in the serial organization of work, when a limited range of goods or services is produced. In this case, a batch (series) of several pieces (or several thousand pieces) of products is processed as a whole at once, as one object. Each product passes in a certain sequence through the same stages of production as all the others; operations are carried out using the same equipment. Since the products are standardized, the exact number of required machines, labor, materials and time will be known from past experience, allowing for good planning and control. Therefore, it becomes possible to advance (at the planning stage) the formation of schemes of production processes for workshops and individual sections. As a simple example, let’s take the production of tablets – aspirin, for stomach pain or just mints. The process of their manufacture can consist of three stages: mixing, when all the ingredients are mixed, pressing, when the tablets themselves are formed, and, so to speak, processing, when the tablets are inspected and packaged.
All mixing machines are grouped in one place, managed by a specific group of workers and controlled by one master. The same applies to pressing and processing. This organization has several advantages. The division into separate technological processes with common skills, techniques and problems provides a convenient basis for planning and control. The work is isolated in the appropriate sections, and its progress is tracked by the passage of blanks from one process to another. As part of the process, quality control can also be carried out, when a batch is sent back from the next stage if it does not meet certain requirements. The same person can be assigned responsibility for both the management and maintenance of the site. As a rule, work within the site is flexible (ie the mixer operator can control any machine in his site), which allows for more efficient use of labor. In general, however, plant capacity utilization may decrease because specific products require specific equipment but may not be produced in sufficient quantities to fully utilize them.
In-line/mass production
In some sources, the term “flow” is specifically used to indicate the continuity of production processes, as, say, in the petrochemical industry. In other publications, it is applied to operations in which production lines are involved. As the concept of “mass production” implies, if the demand for a particular product becomes really large, it becomes possible to allocate separate equipment and labor exclusively for its production. This allows you to optimize the layout of workplaces and the scheme of the entire production process in accordance with the characteristics of this product, which gives a significant increase in efficiency, although at the expense of flexibility. As a result, as a rule, we get a production line, when successive stages of the technological process are physically adjacent to each other and can be connected into a single conveyor. This flow pattern is followed by the management structure: one master is responsible for the entire technical process of a particular product.
Since such a scheme has a significant amount of specialization in each area, the production line usually does not allow any significant deviations in the product or its components. As a result of the loss of flexibility, any decrease in demand results in capacity downtime.
Summary
This chapter introduces the concept of the operating function and briefly discusses its relationship to the rest of the company’s functional areas. The operation tetrahedron is also presented as a means for describing the main function of the organization, and an overview of alternative ways of organizing operations is given. The success of the entire enterprise depends entirely on the alignment of the plan, organization and control of operations with the main function of the organization, and further on ensuring its efficient operation. Compliance will be covered in chapters 2, 3, and 4, and the remainder of the book will cover effective organization.
The efficiency and rationality of operational management depends entirely on the correct choice of operational strategy.
If an operations function does not have clear, agreed, and achievable goals, there is no doubt that it will soon cease to live up to expectations. Unfortunately, in many organizations there is no explicit strategy at all, and where there is an overall strategy for operations, the operational function is often given too little attention.
There are manufacturing companies that act as if their operating strategy is to make whatever the customer wants, in any quantity, at the lowest possible cost, and with the highest possible quality. This, of course, is an unrealistic goal, but for some reason in sales departments they believe that they can achieve it in production. When this does not happen, the production is blamed. Operations managers too often think of themselves as completely reactive, always ready to meet the needs of the market (as marketers imagine them to be), and so busy fighting the problems that this impossible mission creates that they no longer have time to create a coherent strategy for themselves.
In Chapter 1, we showed that the operational function is the key to successful competition.
Without an efficient and streamlined operations function, no organization can maintain market leadership because it will lose out on delivery speed, price, or quality, most likely all three.
This chapter will cover all the main elements of a coherent operational strategy. The components of corporate and market strategies that affect operations and the possibilities of building an operational strategy based on them will be studied. The final part of the chapter will discuss the use of profiling to identify inconsistencies in current operations and market requirements, as well as the benefits of proactive operational actions in relation to corporate strategy.
Close
Preface to the first edition
Preface to the second edition
Chapter 1. Operations and operational function
What is operational management?
Operational function in an organization
Operations as activities
Material flows
Labor organization
Chapter 2.
Operational strategy Corporate factors
Service and its meaning
Operational strategy
Coordination of operating and market strategies
Chapter 3. Design of product
Design of product
Variety and standardization
High engineering
Chapter 4. Service development
Service characteristics
Industrialization in service development
Quality of service
Chapter 5. Capacity planning
Preliminary decisions
Site selection
One site or several?
Planning the layout of equipment
Chapter 6. Organization of the production process0011
Demand and its forecasting
demand fluctuations
Planning System
Linear programming
Chapter 8. Office of
Types to stockpiles
Determination of costs
Inventory management system selection
Control
Chapter 9.
Planning and control 2 – production scheduling Conservative calendar planning
Practical methods of calendar planning
Planning of material support
Production resources planning
System
Optimization of the production technology
Chapter 10. Planning and control 3 – System “accurately -and -hare”
Just-in-time
Implementation of the JIT system
Application and limitations of T-B
Kaizen
Chapter 11. Project planning and control projects
Network planning
Duration Analysis
Chapter 12. Quality Management
Determination of Quality
Control control. Problem
Total Quality Management
Quality Standards
Service Quality
Chapter 13 Maintenance
Reaction and preventive approaches
Warning approach
Complex Policy
Appendix 1. Quantitative methods in operational management
Appendix 2.
Introduction to control maps Appendix 3. History of the development of key concepts of operational management
literature
Name index
Subject index
Company and trademark index
who it is and what tasks it performs in the company
As a rule, the COO is the second person in the company. And if the CEO can be called a sprinter, then the operational one can be called a marathon runner. So says the founder of the company “Business Constructor” and a specialist in business systematization Kirill Kunitsky. The sprinter runs great for short distances – the founder of the company also quickly lights up with a new idea. The marathon runner is ready to run for a long time and is more enduring – just like the chief operating officer.
Helping
The MC.today editors figured out what tasks a COO solves, what he should know and how to find a good COO.
CEO vs. COO: What’s the Difference
Tesla’s Elon Musk or Amazon’s Jeff Bezos are people who come up with ideas and bring them to life.
They are not just directors or owners of the business, but its main engines. Such people are also called “visionaries”: those who anticipate the development of the market and understand how it will develop further. According to Kirill Kunitsky, visionaries quickly light up with some idea and begin to put all their energy into it. But as soon as it bears the first fruits, the owner becomes bored. The daily routine is difficult for him – he wants to move on and come up with new projects.
That is why it is difficult for any large company to develop without a COO.
Course
Recruitment
Become a professional IT recruiter and earn $1800 in two years
REGISTER!
The Operations Director is a specialist who takes over the management of a routine work process. For example, he can oversee the sales and marketing department, start production, and approve the sales plan.
The CEO is more concerned with external issues: how the company is represented in the market and where to go next.
And the attention of the COO is focused on internal tasks – on employees and business processes. What tasks does the COO solve for the business
In 2011, after the resignation of Steve Jobs, Tim Cook took over as CEO of Apple. By that time, Cook had been the chief operating officer, or COO , for over four years. And since 2015, this position at Apple has been occupied by Jeff Williams. Today it is he who is called the right hand and the future successor of Cook.
The tasks that a COO performs in one company may not be similar to his functions in another. If, for example, a marketer changes jobs, he clearly understands what is expected of him in a new place. There is a standard set of responsibilities for this position – the difference can only be in the product or service itself.
In the case of the COO, there is no single generally accepted job definition. In some companies, the chief operating officer is responsible for production, marketing and sales, in others – for research and development, in others – for finance and hiring.
The tasks that the chief operating officer decides depend solely on the vision of the company’s CEO or owner. For example, Jeff Williams from Apple is responsible not only for organizing all internal business processes, but also for product design.
Jeff Williams at the Apple presentation. Source
In addition, everyone is in different stages of growth. A startup is not the same as a company with a 50-year history. This means that the duties of the COO will be different.
4 types of COOs
Depending on the goals that the CEO sets for the COO, the stage of development and the characteristics of the company, there are four types of COOs.
- Executive: monitors the company’s income and losses, reports for each month, quarter or year, and is also responsible for the overall strategy. This is the most common type of COO.
- Agent of Change: is working on new projects and bringing products to market.
- Mentor: advises younger or novice team members, works with the HR department on recruitment.
- Successor: takes care of all business processes within the company, delves into the details and learns from the CEO to eventually become his successor.
Regardless of the type of COO in his work, he often:
- plans and strategizes;
- counts, tracks and analyzes data;
- is negotiating with suppliers and partners.
In addition, the COO can manage several departments at once. For example:
- for production;
- for procurement;
- for finance;
- Sales and Marketing.
What the COO should know
When Dell’s personal computer company’s share price fell from $49 to $16 in the mid-1990s, COO Mort Toepfer saved the day.
At that time, Dell was on the verge of collapse: the CFO resigned, and the launch of a new laptop model was suspended. The company did not understand which models were profitable and which were only losses. Mort opened factories abroad, which reduced the cost of production, and completely changed the structure of the company.
As of 2019, Dell was the third largest computer company in the world with a market share of 16.8%.
It takes at least 15 years to become a good COO. This is a person who should be able to work well with numbers, have an analytical mindset, understand marketing and finance. For example, Apple’s Jeff Williams takes notes in a small notebook in meetings, and Cook’s questions can quickly give out a lot of numbers.
In addition, COO:
- must have a diploma from a technical or economic university;
- be able to use modern programs that will help improve the performance of the company;
- to know all the business processes by which the company lives;
- to understand the current legislation;
- understand how to maintain documentation;
- be able to analyze the market;
- have leadership qualities;
- be able to work in a team.
The same Jeff Williams from Apple is famous for his exactingness and straightforwardness. But, according to his subordinates, in meetings he sometimes transfers the role of “bad cop” to someone else.
It takes four steps to hire a good operations manager
German businessman Felix Eiser hired his first COO only three years after founding his company. He regrets not doing it sooner. Felix is sure: then many mistakes would have been avoided, and his personnel manager would not have quit so quickly. While the founder is thinking about strategy, it is important that all processes within the company are under control. The operating director is the main assistant to the owner in this matter.
To hire a good COO, Felix suggests following these four steps:
1. Create an evaluation sheet and determine the job responsibilities of the future COO
Using such a list, you can objectively evaluate the applicant, and not rely on intuition.
In addition, based on it, it will then be easy to make a description of the vacancy itself for publication. This is what the score sheet looks like: COO: position card Mission The COO must take full responsibility for all internal business processes and triple the customer base. Targets 1. Increase the staff to 200 people in three years. 2. Increase order processing efficiency by 50% by automating processes. Personality 1. Be able to manage people. 2. Be a team player. 3. Be able to build business processes. 4. Have an analytical mind. 5. Be a strong communicator/negotiator. Skills Experience at least 10 years Education higher Driver’s license at least 10 years Experience in process automation of business blocks: production, purchasing, marketing, logistics, finance, personnel. mandatory Experience in describing business processes in the AS-IS view and developing business processes in the TO-BE view required Experience in communication and interaction with clients mandatory Finance experience preferably Sales experience will be plus Mentoring skills will be plus 2.
Reach as many applicants as possible
Felix says the more applicants the better. To do this, you need to publish a vacancy on all popular job search sites, social networks and specialized groups in instant messengers. In addition, you can conclude contracts with recruitment agencies, and also search among friends.
3. Conduct the first stage of the interview by phone
At the same time, the HR manager should make an acquaintance call. He will invite the most suitable candidates to the next stage. To make it easier to evaluate applicants, Felix recommends using a special table and other tips from Jeff Smart’s book “Who”.
4. Arrange trial days for several suitable candidates
To do this, they are given two or three tasks in advance. Later, each of the applicants for the position makes a presentation. On it, he tells his version of solving problems. It’s important to do this in front of the whole team, and here’s why:
- so no detail is left unattended: the more people, the more points of view;
- the company shows its respectful attitude towards employees: everyone can vote against a candidate;
- is also easier for the applicant himself: he communicates with employees and can understand how comfortable he is to work here.
Major mistakes when choosing a candidate
Coach and founder of the Zhivoe Delo Consulting Group Alla Zadneprovskaya says: owners often make mistakes when choosing an operating director. For example, when they hire a hard COO. Although before that they themselves “motherly” took care of employees, praised them, scolded them and basically made decisions for them. And when a new director introduces discipline and begins to demand results, employees get offended and sabotage all the work.
Or it happens like this: the owners hire an operating director who lacks leadership qualities. Such a COO cannot become an authority for other employees.
It is also important for the owner and operating director to agree in advance on how they will work together. Alla claims that there can be several tricks:
- The CEO or the owner of the company constantly interferes in the work of the COO, cancels his decisions and nullifies all his authority among employees.
- The owner does not take part in the activities of the company at all. This may end up with the new COO quickly burning out and leaving.
In both cases, it is necessary to clearly agree on which functions the owner retains for himself and which he gives to the operating director. Support from the owner and his trust in organizational matters are also important.
Women COOs of globally renowned companies
- Sheryl Sandberg is the COO of Facebook. In 2012, she was included in the annual Time 100 list of the most influential people in the world. And in December 2019, her fortune was estimated at almost $ 2 billion.
- Gwynn Shotwell is the COO of the American aerospace corporation SpaceX. According to Forbes, she is ranked 49th among the most powerful women in the world.
- Marissa Ann Meyer is a former COO of Yahoo!. She held this position from 2012 to 2017. She was also the youngest director of a Fortune 500 company.
The 18th “E-commerce-2022” – the largest e-commerce and online retail conference in Russia
Day One October 13
09:00 – 10:00 Registration. Welcome coffee break
10:00 – 12:00 Plenary talk show. E-commerce: big rework
Sanctions, withdrawal of foreign brands, legalization of parallel imports, increase in market share of marketplaces — time has thrown new challenges to all players of e-commerce and omnichannel retail. In order to succeed, overtake competitors, occupy vacant niches and not lose ground, it is necessary to change management approaches, adjust business processes, introduce new business models, rethink marketing and the system of working with employees. Fresh ideas and the best insights on how the market will continue to change and how to remake the business in response to these changes – from the owners and top management of the largest companies as part of a sharp plenary session.
- Plenary participants:
- Dmitry Alekseev , President DNS
- Igor Gusev , CEO of La Redoute
- Alexander Kuzin General Director Pharmacy Chain 36.6
- Viktor Kuznetsov , Founder and Chairman of the Board of Directors of VseInstrumenty.ru
- Alexander Manyonok , General Director of the Askona Group of Companies
- Evgeny Movchan , General Director STD Petrovich
- Mikhail Slavinsky , General Director of CITILINK
- Denis Tomashevsky , General Director of ECCO Russia
12:00 – 12:45 Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 STRATEGIES
Hall 1MARKETING
Hall 2Business processes
Hall 3Technologies
Hall 4Sellers and marketplaces
Hall 5LEAR TALES
Hall 612:45:45 – 14:45
1.
1 Strategy or tactics? How to evolve in times of constant crisis 14:45 – 15:45
Lunch
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 15:45 – 17:45
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 18:15 – 19:45
1.
3 Major overhaul of customer service Service solutions in sales
Ekaterina Lozhkina, Head of Remote Acquisition of New Customers Tele2
12:15 – 14:15 14:15 – 14:150011
2.1 We develop sales through media content. New methods that work in 2022
14:15 – 15:15
Lunch
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 15:15 – 17:15
2.
2 Economy marketing and economy marketing. Adapting to new conditions 17:15 – 17:45
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 17:45 – 19:45
2.
3 Loyalty, repeat sales, discounts 12:45 – 14:45
14:45 – 15:45
Lunch
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 15:45 – 5:15 p.
m.1762
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 17:45 – 19:45
3.
3 Personnel policy in the changed market. Non-standard solutions 12:45 – 14:15
4.1 How to deal with new challenges in IT
14:15 – 15:15
Lunch
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 15:15 – 5:45 p.
m.
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 18:15 – 19:45
4.
3 Case session. How we built work to launch a large project in a short time 12:45 – 14:45
5.1 Strategic and managerial issues of interaction with marketplaces
14:45 – 15:45
Lunch
2222
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 15:45 – 5:15 p.
m.
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 17:45 – 19:45
5.
3 Advertising and promo on marketplaces: best practices 12:45 – 14:15
0012 Industry roundtables are a convenient format for meeting and discussing problems with colleagues from stores of the same profile as you. Round tables are held in the format of an exchange of views under the guidance of experienced moderators
14:15 – 15:15
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES Hall 6 15:15 – 17:15
6.
2 Industry roundtables Industry roundtables are a convenient format for meeting and discussing problems with colleagues from stores of the same profile as you. Round tables are held in the format of an exchange of views under the guidance of experienced moderators
17:15 – 17:45
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGY Hall 4 SELLERS AND MARKETPLACES Hall 5 INDUSTRY ROUND TABLES
Hall 6 17:45 – 19:45
6.
3 Industry roundtables Industry roundtables are a convenient format for meeting and discussing problems with colleagues from stores of the same profile as you. Round tables are held in an exchange format led by experienced moderators
20:30 – 22:30 Dinner with speakers (only for premium packages)
Day Two 14 October
10:00 – 10:30 Welcome coffee
5
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 Strategies
Hall 1Marketing
Hall 2Business Processes
Hall 3Hall 4
Hall 5
12:00
1.
4 D2C strategy in action. Opportunity time to take off 12:00 – 12:30
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 12:30 – 14:30
1.
5 The company is in focus. hoff 10:30 – 12:30
2.4 Looking for growth reserves in the face of compressed advertising channels
12:30 – 13:00
Coffee break
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 13:00 – 14:30
2.
5 Where to get clients in the new conditions – non-standard methods and approaches 10:30 – 12:30
3.4 Country of advice
Let’s start the morning with problem solving. On the “Land of Soviets” your colleagues from other companies help to solve your problems. The section is held under the guidance of an experienced moderator and invariably breaks the applause of the participants. Collective “brainstorming”, a sea of communication and solving specific problems. Prepare specific questions from any area of e-commerce.
12:30 – 13:00
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGY Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 13:00 – 14:30
3.
5 How to ensure continuity of supply, find new suppliers and establish parallel imports 10:30 – 12:00
4.4 Working with IT professionals in a new way
12:00 – 12:30
Coffee break
- 2 STRATEGIES
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 12:30 – 14:30
4.
5 Automate logistics and increase its efficiency with IT 10:30 – 12:00
5.4 From seller to manufacturer – how to go painlessly
- – 12:30
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 12:30 – 14:30
5.
5 Direct conversation with marketplaces Traditional “Ecommerce” format: the opportunity for sellers to get answers to their questions from representatives of the largest marketplaces
10:30 – 12:00 6012 Master class: How to evaluate the effectiveness of a loyalty program
At the master class, you will learn about the main goals and objectives of the loyalty program, as well as what models underlie and determine key actions. You will learn how to formulate operational goals, get acquainted with new methods for calculating the effectiveness of a loyalty program, which will allow you to correctly evaluate the contribution to increasing sales and profits. Together with an expert, you will identify the main KPIs of the loyalty program that affect the achievement of operational goals, and learn how to track key metrics.
12:00 – 12:30
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGY Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 12:30 – 14:30
6.
5 Workshop: Brand Health – a checklist for assessing the health of your brand
At the master class, you will learn about what brand strength metrics exist, and dive into the issue of monitoring reputation through comparison with the closest competitors and the loyalty index. You will learn to understand the choice of the client, his motives and barriers, as well as apply metrics in evaluating the effectiveness of brand awareness campaigns.
14:30 – 15:30 Lunch
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTER CLASSES Hall 6 Strategies
Hall 1Marketing
Hall 2Business Processes
Hall 3Hall 4
Hall 5
17:30
1.
6 How to change yourself and change the company
17:30 – 18:00
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 18:00 – 19:30
1.
7 Regulation of e-commerce. Review for CEO
15:30 – 17:30
2.6 Mastering “native” marketing platforms – best cases and features of work
17:30 – 18:00
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGY Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 18:00 – 19:30
2.
7 Marketing strategy when entering new markets
15:30 – 17:30
3.6 Features of delivery, logistics, business processes in the food sector
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 18:00 – 19:30
3.
7 Line employees: communication, training, problems and solutions
15:30 – 17:00
:30
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 17:30 – 19:00
4.
7 Free section
The only section where reports are selected not by the Program Committee, but by voting of the conference participants and site visitors
Vote0012 5.6 Working with marketplaces: how to build an ideal business process
17:30 – 18:00
Coffee break
STRATEGIES Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTERCLASS Hall 6 18:00 – 19:30
5.
7 More orders! Cases of working with alternative marketplaces
15:30 – 17:30
6.6 Master class (subject to be confirmed)
17:00 – 17:30
Coffee break
Hall 1 MARKETING Hall 2 BUSINESS PROCESSES Hall 3 TECHNOLOGIES Hall 4 SELLERS AND MARKETPLACES Hall 5 MASTER CLASSES Hall 6 19:45 – 22:00 “Big Turnover” award (except packages “Service”, “Service +”)
Who and how helps in the development of environmental technologies in Russia – Opinions on vc.
ru
Sustainable development issues remain relevant for Russian business even in difficult times. However, it is not always clear what and how to develop a startup, where to seek support and how to promote your product in the field of ecology.
1258
viewsOleg Pertsovsky, Operations Director of the Energy Efficient Technologies Cluster of the Skolkovo Foundation, tells which domestic market participants contribute to the development of technologies for ecology and sustainable development, and what is now coming to the fore on the environmental agenda:
How to act as an eco-startup
The path of a startup with environmental development is not so different from that of any other start-up company: it goes through all the same stages from the idea and the creation of an MVP to the implementation of pilot projects and replication. At different stages of development, questions arise that are familiar to all other startups: how to understand the customer’s need; how to formulate a product concept; how to attract funding; what kind of people are needed in the team; how to protect intellectual property; which commercialization model to choose; how to develop a go-to-market strategy.
Perhaps the main difference between an ecological startup is that it is sometimes a little more difficult for it to formulate a value proposition for the customer, since it is not always a direct economic effect from the implementation of its development.
The economics of such projects can be assessed through the prism of environmental risk management, often critically dependent on state regulation, whether it be penalties or, on the contrary, measures to support some decisions. Also, the effect may generally lie in the plane of interaction with different stakeholders – government agencies, employees, local communities. Although sometimes the very non-economic factors associated with the desire of companies to be “green” can simplify the implementation of eco-technologies.
Currently, federal and regional development institutions have launched many programs that can support start-ups using various financial and non-financial instruments.
These are grants, and concessional debt financing, and assistance in attracting private investors, and support for patenting, and various training programs, attracting mentors, promotion on the market, and assistance in interacting with potential customers. It makes sense for every startup to study these tools, as they can significantly facilitate and accelerate its development.
There are also specific mechanisms for promoting eco-technologies. I would single out among them the “Green Award” of the Russian Environmental Operator (REO) and the program to support the implementation of technologies in the field of ecology and sustainable development GreenTech Startup Booster, which has been carried out for the 3rd year in a row by the Skolkovo Foundation with the support of leading companies from the utility sector waste, oil and gas industry, chemistry, electric power industry, metallurgy, transport. The objective of the program is the selection, examination and acceleration of the introduction of new technologies according to thematic requests from industrial partners.
At the same time, let’s be honest, most industrial customers are often not ready to consider projects with a technical readiness level below the fifth or sixth, and sometimes even later. That is, these should be solutions with a ready-made experimental or prototype and performance, confirmed at least in the laboratory, and better – in conditions close to real. You have to go all the way to this stage yourself, and this is where development institutions can help. Within the framework of programs such as, for example, the GreenTech Startup Booster, it becomes possible for projects of different stages to receive feedback on the demand for technologies and the tasks of finalizing new solutions being created to meet the needs of target industries and companies.
Oleg Pertsovsky
Key components of a successful environmental startup
It is worth paying attention to several fundamentally important points, which are, although still insufficient, but the minimum necessary conditions for creating a high-tech business:
- First of all, the project must have a clear product concept.
A correct understanding of how, what and for whom is done will help to make a quality product and offer. To do this, you need to study the environment, the competitive market, as well as the needs and economics of potential consumers. A startup needs a competitive product that, in some way, is better than those already presented. And it is better in what is important for the target customer. That is, you need to understand what will attract a market client in a new product. And here it is very important to learn how to show these advantages clearly and in any format, whether it is a full-fledged speech, a short pitch, a presentation or an article. This will help to avoid a regularly occurring situation when a technologically promising project cannot “reach out” to a potential customer, because it does not address its needs, but talks only about itself.
- The second most important component is the team , which will work not only on the technology, but also on the commercialization of the product.
Innovation is not a scientific development, but a development brought to the market. And therefore, the team should include from the very beginning not only developers, but also those who understand the technological and business processes of future customers, who will be engaged in interaction with investors, partners and customers. It is not always necessary to include all competencies in the staff: some tasks, especially those related to the specifics of industry markets and enterprises, can be solved by attracting third-party mentors. Both development institutions and private mentor clubs actively help in this.
The combination of a good idea and a strong team gives perspective for the future development of the project. Of course, many other difficulties will arise along the way of “growing up”, but this is what I would call the minimum set for a start.
These tips are universal for any project, and environmental projects are no exception.
They look very banal, but still remain relevant.
Eco-demands of business
As part of the already mentioned GreenTech Startup Booster program, every year partners form a list of priority technology areas for them, in which the search for projects is carried out. The emphasis shifts slightly depending on current priorities and specific companies participating in the program. Their list is adjusted every time, including partners from new sectors.
For example, in 2022, in addition to the already traditional partners, such as the Russian Environmental Operator and Russian Railways joined the program. This adds to the list of topics formulated by oil, chemical, electric power and metallurgical companies that have repeatedly participated in the program, such as Gazpromneft, Tatneft, Sibur, Mosenergo, Norilsk Nickel, TMK, Severstal, Helix and many others.
At the top level of the accelerator, 6 key areas have been identified that reflect the current technology needs of businesses from these industries in the field of ESG:
1) traditional environmental issues related to air and water pollution, disposal and storage of various wastes;
2) issues of increasing the efficiency of the use of various resources, primarily energy and water;
3) transition to more environmentally friendly energy and transport;
4) addressing issues of industrial safety and labor protection;
5) cross-cutting topic for all previously listed areas, which deserves special mention – automation and digitalization of monitoring, management and forecasting processes in the field of ESG;
6) and, finally, solutions aimed at stimulating environmentally friendly behavior of people and raising their awareness in this area.
Within each of these areas, there are dozens of topics that are relevant for certain companies, but the top-level picture with the needs of large industrial organizations looks exactly like this.
In order not to be unfounded, I will give a few opinions of our partners who actively involve new developments in their own production and cooperate with start-ups of the Skolkovo Foundation.
Denis Butsaev, Director General of the Russian Ecological Operator:
“By 2030, in accordance with the goals of the Ecology national project, we must learn how to sort all municipal waste in the country, the volume of MSW disposed of should be reduced to 50% . Therefore, first of all, it is important to develop tools that allow processing waste in such a volume.
One way to reduce the amount of waste sent to landfills is to implement automated systems based on artificial intelligence that allow efficient and high-volume sorting of waste. It is important for us to understand what technical and software tools will allow us to sort MSW with maximum accuracy and isolate useful fractions for recycling and production of recyclable materials.
And this is about the circular economy.”
Alexander Butko , Managing Director of PJSC Mosenergo:
“The GreenTech Startup Booster 2021 program helped us get acquainted with interesting innovative solutions in the areas of reducing air emissions, discharges into water bodies, industrial pollution of subsoil and soil, and ensuring human safety at work. The innovative technology for capturing and beneficial use of carbon dioxide has become a key project, which is now being worked on intensively with the development company. Its implementation will make it possible to obtain the status of the first commercial project to capture carbon dioxide from the flue gases of a thermal power plant in Russia.
Mosenergo is a commercial organization that operates ready-made technologies and equipment offered by the market. Therefore, we are most interested in projects related to improving the economic and energy efficiency of thermal generation equipment and improving environmental safety.
The priority characteristics in the evaluation are the economic efficiency of the project and the degree of its readiness for implementation and practical application at the company’s production facilities. Basically, our attention is drawn to projects that already have experience in practical implementation, or those for which there are already at least experimental samples. At the same time, we are ready to develop projects from the initial level, if the predicted efficiency is high enough.”
This year, a foreign company, the Egyptian Madkour Group, also appeared among the partners of the program. Their requests also indicate a high interest in environmental solutions in production, namely in the field of “green” energy.
Hisham Madkour, Executive Vice President Madkour Group:
“We are keen to learn more about advanced Russian technologies in all areas, especially in green energy, which have great potential for import substitution of previously dominant Western technologies.
Such projects are the most competitive in terms of product quality and economic benefits. Our goal is to find the most suitable start-up with a proven technology in the field of green energy in order to join forces and jointly develop a new technology within the Skolkovo Innovation Center.”
In conclusion, I would like to note that following the results of the previous stages of the program, more than 1800 applications were collected. More than 200 of them were heard in person by representatives of the partners. Many of these developments are today at various stages of industrial implementation. There are a number of working cases in which, thanks to the effective interaction between start-up developers and industrial consumer companies, there is a real opportunity to speed up the development of solutions for specific customer requests and introduce new innovative technologies using an accelerated procedure.
For example, solutions from CityAir and Videomatrix companies for monitoring emissions into the atmosphere are already being implemented by one of the major metallurgical companies.
Aurora Borealis, a developer of municipal solid waste disposal systems, supplied a flue gas treatment unit for the coke shop of a metallurgical plant. BFB implemented a project with NLMK to strengthen soil during road construction using steel-smelting slag. Reinnolts Lab introduces a line of heat exchange equipment with an increased heat transfer coefficient for the energy, metallurgy, oil and gas and petrochemical industries. Biometric Labs has launched solutions for new methods for monitoring fluid leaks from pipelines. Sphagnum ECO completed a vertical gardening project based on a reinforced module with sphagnum moss. InGener is preparing to launch a wastewater treatment pilot, while Real Invest and Rotary Disc Technologies are testing their carbon dioxide capture technologies with partners.
Despite any changes in the economy, society, international relations, ecology remains one of the most important problems of our time. And it is technologies (if they are introduced) that can solve these problems.
- First of all, the project must have a clear product concept.
-
Tenders. Procurement 
RU 
On average, platform users work from 3 to 5 hours a week. 
By the way, the ProfGid career guidance center has recently developed an accurate career guidance test that will tell you which professions suit you, give an opinion about your personality type and intelligence. 
Operational managers prevent financial costs, assess risks, improve the image of a company or enterprise, establish feedback with department heads, employees, directors. The results of their work help to prevent bankruptcy, low production efficiency and unhealthy competition. 
The level of income depends on experience, the availability of specialized education and an MBA or mini MBA degree, the type of tasks being solved (short-term, intermediate, long-term) and the place of work. 
The situational tasks given in each section illustrate the material presented and facilitate its consolidation. The book is intended for university students studying management and organization of production. In addition, a successful combination of theory and practice allows us to recommend it for managers of any level who want to improve their educational and professional level.
The following sections will first look at the operations function itself and then its relationship to the rest of the functions in the organization. It will also describe the main areas in which this function finds its application. In the final part of the chapter, we will talk about the basic principles of organizing the operational function. 
The main thing in improving efficiency is to ensure that operations are carried out in such a way that customer requests are satisfied. The organization provides the customer with the services he wants and in a way that suits his needs, or produces goods that the customer wants according to certain specifications. 
Opinions about them are usually formed based on political goals, and facts about their effectiveness are usually not available. Nevertheless, the concepts of efficiency and rationality apply here as well. Thus, improving the efficiency of non-profit organizations implies that limited resources will not be spent on unacceptable activities, and increasing rationality leads to minimizing the resources required to perform specific actions. 
Sometimes the purchasing function is completely subordinated to the production department, quality assurance – to the research and development departments, and sometimes – to the same marketing. Some organizations have a separate technical service function that includes research and development, production engineering, quality assurance, data processing, and even production control. 
The most convenient way to visually represent the relationships between the listed activities is a tetrahedron of operations. 
For small-scale operations, as a rule, the term “work” is applied, for large-scale – “project”. 
The equipment is usually owned by the company itself, but some of it may be idle, as it may be needed to service the next order. That part of the equipment that is used infrequently can only be rented if necessary – if, of course, it can be quickly rented. The planning and control system largely depends on the subjective assessment of goals, while progress is monitored after completion of individual stages of work or a project. 
Therefore, it becomes possible to advance (at the planning stage) the formation of schemes of production processes for workshops and individual sections. 
The same person can be assigned responsibility for both the management and maintenance of the site. As a rule, work within the site is flexible (ie the mixer operator can control any machine in his site), which allows for more efficient use of labor. In general, however, plant capacity utilization may decrease because specific products require specific equipment but may not be produced in sufficient quantities to fully utilize them. 
As a result, as a rule, we get a production line, when successive stages of the technological process are physically adjacent to each other and can be connected into a single conveyor. This flow pattern is followed by the management structure: one master is responsible for the entire technical process of a particular product. 
Compliance will be covered in chapters 2, 3, and 4, and the remainder of the book will cover effective organization. 
From this we can conclude that all organizational functions are operations and that any managerial activity includes operational management. 
However, today we are experiencing a period of intense competition, competition on a global scale, and in many countries the main source of wealth is no longer the sphere of production, but the service sector. Operational management is no longer the preserve of one production manager. The service sector has become so important that it is time to understand all its intricacies. 
For readers who are more interested in other areas of creation, we invite you to consider how you can apply the approaches and techniques described below to their functions. 
In this case, the alternatives are: 
Such organizations are not a profit, so they are often convicted of inefficiency; often they are monopolies, which by definition are not subject to competition, as a result of which they breed bureaucracy and are indifferent to the needs of buyers. Opinions about them are usually formed based on political goals, and facts about their effectiveness are usually not available. Nevertheless, the concepts of efficiency and rationality apply here as well. Thus, improving the efficiency of non-profit organizations implies that limited resources will not be spent on unacceptable activities, and increasing rationality leads to minimizing the resources required to perform specific actions. 
Relationships with R&D and marketing departments are not so clear cut. Both are more corporate-focused and often take operations for granted to help them get the job done. 
The buyer can use them for further production operations; thus, the overall chain – from the receipt of raw materials to the delivery of the product to end consumers – can be quite long. 
The most convenient way to visually represent the relationships between the listed activities is a tetrahedron of operations. 
The difference in the models arises from the different approach to inventory management. 
Therefore, model 2 is used in many food-related industries. 
The firm simply administers the orders and, if the money for the product is paid up front, receives its percentage between the receipt of the order and the payment of the manufacturer’s invoice. With such an organization of work, model 4 is applicable. Thus, this model is applicable in most cases of custom production, when a stock of raw materials and materials is not required. For example, in civil engineering, materials are usually purchased for specific projects, instead of creating huge stocks, and the finished product cannot, in principle, get into the stock. The drive to reduce storage costs and improve system response times has led to a manufacturing strategy called just-in-time. The ultimate goal of this approach is zero inventory at all stages, so it is fully consistent with Model 4. This topic will be covered in Chapter 10. 
To cope with fluctuations in demand, one has to either maintain excess capacity or have a “stock of buyers”, in other words, create a queue. Neither is a panacea because you can’t use extra capacity today to meet increased demand tomorrow, and customers tend to drop out of line if they wait too long. 
Although in private clinics it is not always possible to get to the doctor without a queue, the wait is usually much shorter, and the appointed time is always the time for a visit to the office, rather than the time for joining the queue of the same waiting. Courier delivery firms usually offer two types of services: guaranteed next day delivery and delivery for a much shorter time, which is usually referred to as the average, rather than the maximum, time of correspondence in transit. The same capacity is used for each of these services, so there is no need to maintain a surplus to cover unexpected spikes in “24 hour delivery” demand. If the demand for such a service increases, the necessary capacity can be borrowed, extending the delivery time of “normal” correspondence. If the demand for it falls, the quality of the standard service improves again. 
Most services are characterized by rapid and large fluctuations in demand. For example, drinking establishments, restaurants and trauma departments at hospitals are most in demand on weekends, in public transport, significant fluctuations in demand are typical on weekdays from 8.30 to 9.30 a.m., etc. Since it is impossible to add or remove capacity at the same speed, management has no choice but to create a semblance of a queue during peak periods and put up with some oversupply of resources at other times. Reduced fares and discounts for off-hours pensioners are examples of attempts to make some use of idle transport. 
In order for the work to be completed on time, and for a firm, for example, a heavy engineering plant, to make a profit, it has to rely entirely on its estimators. It is very difficult to accurately determine the scope and timing of future work, so the organization must have a flexible structure and contain some excess unused capacity. Flexibility can be achieved through multi-skill workers or through subcontracting. The equipment is usually owned by the company itself, but some of it may be idle, as it may be needed to service the next order. That part of the equipment that is used infrequently can only be rented if necessary – if, of course, it can be quickly rented. The planning and control system largely depends on the subjective assessment of goals, while progress is monitored after completion of individual stages of work or a project. 
This principle is applied in the serial organization of work, when a limited range of goods or services is produced. In this case, a batch (series) of several pieces (or several thousand pieces) of products is processed as a whole at once, as one object. Each product passes in a certain sequence through the same stages of production as all the others; operations are carried out using the same equipment. Since the products are standardized, the exact number of required machines, labor, materials and time will be known from past experience, allowing for good planning and control. Therefore, it becomes possible to advance (at the planning stage) the formation of schemes of production processes for workshops and individual sections. 
All mixing machines are grouped in one place, managed by a specific group of workers and controlled by one master. The same applies to pressing and processing. 
If an operations function does not have clear, agreed, and achievable goals, there is no doubt that it will soon cease to live up to expectations. 
Operational strategy 
Planning and control 2 – production scheduling 
Introduction to control maps 
They are not just directors or owners of the business, but its main engines. Such people are also called “visionaries”: those who anticipate the development of the market and understand how it will develop further. 
And the attention of the COO is focused on internal tasks – on employees and business processes. 
In addition, based on it, it will then be easy to make a description of the vacancy itself for publication. This is what the score sheet looks like: 
Reach as many applicants as possible
She was also the youngest director of a Fortune 500 company. 
1 Strategy or tactics? How to evolve in times of constant crisis 
3 Major overhaul of customer service 
2 Economy marketing and economy marketing. Adapting to new conditions 
3 Loyalty, repeat sales, discounts 
m.1762
3 Personnel policy in the changed market. Non-standard solutions 
m.
3 Case session. How we built work to launch a large project in a short time 
m.
3 Advertising and promo on marketplaces: best practices 
2 Industry roundtables 
3 Industry roundtables 
4 D2C strategy in action. Opportunity time to take off 
5 The company is in focus. hoff 
5 Where to get clients in the new conditions – non-standard methods and approaches 
5 How to ensure continuity of supply, find new suppliers and establish parallel imports 
5 Automate logistics and increase its efficiency with IT 
5 Direct conversation with marketplaces