The New Role For Operations Management

Today’s operations environment is a complex, fast-changing world where mistakes, even small ones, can be fatal for organizations. The Internet has accelerated that change and made competition more lethal.

The challenges for operations and materials managers are extreme, and the areas that must be mastered is increasing exponentially. These include the Internet, ERP systems, cellular manufacturing technology, robotics, environmental regulations, multi-cultural organizations, and new product development.

Mastering any one of these areas require college courses or special certification, and no one person can master them all. But somehow, operations and materials professionals must integrate all these functions into a smooth-running process that delivers products and services on a routine basis. In effect, they must become symphony conductors.

Take a look at an orchestra. Dozens of musicians playing a variety of instruments at various skill levels. To achieve a beautiful sound, the conductor must know the music inside and out, then work with each musician to create a melodic masterpiece.

While the conductor may be skilled at one or two instruments, he can’t possibly know them all. But he must recognize the individual strengths and weaknesses of all musicians.

Not unlike a conductor, an operations manager juggles myriad activities, technologies, and people to make a plant or department work on a day-to-day basis. Can anyone be a master of all the skills needed? I think not.

But a strong manager understands the technologies and the processes that must work together (the new word is “integrate”). That is, he or she is familiar and comfortable enough with these new technologies to realize their business value.

The Web is a perfect example. Based on all the new technologies and products on the market today, my children and I believe we can create our own web site in just a couple of days. Of course we base this assumption on the fact that we have never done this before. Operations managers, on the other hand, develop web sites to make money. But it’s not the site that will make or break you. Rather, it’s how you manage the business value of that site, how you change your organizational processes to take advantage of its power.

Whether the issue is making money with a web site or making beautiful music, the key to success is a willingness to learn new skills and possessing the emotional maturity and courage to see the opportunity - not the risk! It doesn’t matter how you learn, but that you make the effort to learn. Take classes, read, experiment. Sure, this takes time and effort. It also means admitting you don’t know it all. It also means you consider learning an integral part of your daily routine. Is is a part of yours? Or are you stuck in the “we’ve-always-done-it-that-way” mentality?

It’s also important to view learning as an opportunity, not a risk. How many people and companies have you seen fail because they were more interested in reducing risk than in seizing opportunity? The fact is the Web has changed things. You and your organization can sit and whine about it or you can dive right in and take the advantage of all the new opportunities it presents.

Will you make mistakes? Sure, that’s the only way you’ll make it happen. The fact is this is new ground; there aren’t any roadmaps that show you how to succeed. But one thing is certain: if you do nothing, you will fail.