Performance Dimensions at C20 - Essay Example

? Operations Management Operation Management in C20 Transformation of inputs to outputs INPUTS OUTPUTS Finished products & services Outcomes Outcomes Fig. 1 ITO model monitoring performances at C20 Analysis The ITO model above is an improvement of the former IPO model. This was reached due to the shortcomings that arose from the IPO in analysis vital information in project management. It represents how the C20 works out its operations to reach peak performance dimensions. The input sort by the organization is acquired from funds of equity from the management body, labor infused by its employees and the resources obtained, local or foreign. The time line of the organization has also incorporate enormous inputs since it runs from 0900 hours to 1700 hours of six working days in a week. Time, performance dimension and cost are objectives to ensuring tasks’ output at C20. These three objectives are traditionally the basic parameters for measuring project success or failure (Dennis, 2007, pg 17) Each task team should clearly understand its task inputs and outputs, interface personnel and work transfer mechanism. (David & Lewis, 2006, pg. 434) hence their transformation requires the use of processes. To achieve its performance dimensions, C20 uses the two operational courses of action, project and operational processes. These processes are to be executed in order to produce reliable outputs. C20 begins its actions through the operational process since it is the backbone of project procedures, hence making the whole project successful. The project processes at C20 of making fireplace tiles depend mainly on the characteristics portrayed by the said proposal. It also depends on the resources provided by its management. Outputs are eventually brought forth from the internalized project processes. Outputs from C20 concretize themselves between beneficial achievement and delivery and include the finished products and services availed to the entire populace. The end product and the process for producing it cannot be fully specified in advance;(Gary, 2007, pg 5) end products consist of finished artistic decors of fireplace tiles, Baxi Burnall systems, Solid, Gas, and Electric fires; fireside and Baxi Burnall accessories. Service output includes safety assured by the tangible products. These outputs are reached when the purpose of the operational and project process are conditioned and reached. However the outputs are further converted due to the inevitable change that takes place in the business (project) processes. In due course after the production of outputs, outcomes are analyzed by the management. This then leads to the study of the utilization of the final products. Utilization of the outputs produced is done by the customers of C20. This utilization determines the possible outcomes that the company will experience. It solely depends on how affordable the output is to its customers. Performance dimensions at C20 20th Century Fires (C20) is a company that was established in 1997 with the mandate of making artistic decorations on fireplaces and mantel designs and fireplace accessories from tiles and wood. Since then it has embarked in projects dealing with the making of fireplaces’ tiles and at the same time maintained its industrial culture. For this reason, it is necessary to establish constructive models of operation in the organizations management that monitor the ultimate success of the projects at hand. The ITO model is in the limelight in this context. Dimensions at which performances at C20 are drawn and improved from the designs of the products produced. Promotion of C20 as a non-profit organization has helped to lay down proper public relations with its project customers. Analysis made from the company’s financial years defining the gross profits and losses aid in maintaining a good course of action in the performances of C20. A number of showrooms are also built to show case the suitability of the outputs, regardless of whether new or old and also for posterity value. Although the ITO model used at C20 defines the propulsion of performance, presentation gaps are witnessed at different levels of the dimensional work. Use of technology in the project process has not been issued. The question of the input labor is not defined as either manual or technological. There is also no comprehensive analysis concerning the demand of the outputs incase of a disaster among the processes, as illustrated by the Fig. 1 above. The conceptual fitness-for- purpose is not addressed and this could lead to a malfunction of any part of the ITO model. A fitness-for-purpose feature is a characteristic that the output must have so that it can be utilized by project customers in such a way that target outcomes are generated. (Ofer & John, 2011, pg. 161)The illustration of the model also shows that C20 embrace customers as utilizers of the outputs, unlike other management models Impact of processes on performance of C20 Formative reviews help a person or organization identify ways to improve their performance. (Graham, 2008, pg. 213) The improved performance of these people in the design and testing phrases is due to their strong background can save considerable time and effort. (Harold, 2009, pg. 734) The processes enhance handy works that successively effectuate production of stylistic, quality finished products. Project processes on the other hand meliorate performance by ensuring continued availability of resources. The resources are got locally and from a far and are then fabricated to make renewable and recyclable outputs. Utilization of renewable and recycled products increases the rate of utilization leading to a positive outcome that uplifts the performance dimension required at C20. Good performances at C20 are also maintained by proper operations in market. C20 ensures the selling and buying of old designs of products. Practicality of the outputs produced through the mandate of operational processes promotes peak performance by encouraging the support of project consumers world-wide. In each company such as C20, evaluations and reliability tests are closely monitored to ensure potentiality of the project. Independent audits are conducted to determine gaps that have not been fully addressed (Chitram, 2010, pg 8) since they form a major part in the operation management of the organization. Their assumption may eventually lead to interminable constrains if not addressed. Ostensibly, the C20 management has implicated essential inputs, outputs and outcomes in the overall management of the company. Reference list Bose, K. T. 2007. Total Quality of Management. Delhi, India: Pearson Education Chitram, L. 2010. Project execution: a practical approach to industrial and commercial project management. Chicago: CRC Press. Dennis, L. 2007. Project Management. New York: Gower Publishing Ltd. David, C. and Lewis, I. 2006. Project Management: Strategic Design and Implementation. New York: McGraw-Hill professional. Dinsmore, P. C. and Cabanis-Brewin, J. 2011. The AMA handbook of Project Management. New York: American Management Association. Gary R. H. 2007. Project Management: 24 Steps to Help You Master Any Project. New York: McGraw-Hill Professional. Graham, O. 2008. Project Reviews, Assurance and Governance. New York: Gower Publishing Ltd Harold, K. 2009. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New York: John Wiley & Sons. Lindsay, M.W. and Evans, R.J. 2002.The Management and Control of Quality, New York: South- Western Ofer, Z. and John, S. 2011. Project management for the Creation of Organizational Value. New York: Springer. Read More