International Business Operations Management

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The switch from batch processing to line processing requires a shift from a traditional operations management approach. Twenty-first century organizational management systems are inter-linked as integrated and holistic units, nodes in a wider global network of market communities (Hill & Jones, 2004).


And production tends to be variable across the range of products which are usually made 'to-order'. Further, there may be a lapse in time between orders and delivery, due a 'bottle-neck' in the change-over of production methods (Perison, Brown, Easton, & Howard, 2002). Thus, with this traditional form of operations management, the process is labour intensive and idle time is much more likely.
Organizations are making the switch from batch production to a more linear and continuous form of operations. This paper will review the effects of the switch from batch to line processing for a fictional Company. Firstly, a definition of line processing will be given. Secondly, an evaluation of the effect the change will have on five core areas of operations will be provided (marketing, accounting, finance, human resources and information systems). Finally, a conclusion shall synthesize the main points and support the use of line processing for the Company.
A definition of line processing is a method of mass production that is high volume and extremely cost efficient because it is not labour intensive (Shim & Siegel, 1999). There is minimum changeover of equipment, processes and staff when products are being manufactured, due to the standardization and minimization of a product range (Horngren, Foster, Datar, & Srikant, 2000). ...
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