美国代课：运营管理
运营管理是企业沉迷于生产产品或服务的重要方式。运营的功能对于组织来说很重要，因为它所产生的产品和服务是组织存在的关键原因。为了理解操作的功能，有一些基本的键，这些键包括4 Vs.并不是所有的4 Vs都是本文的重点。重点在于从体量和多样性的角度来探索这两个项目(Gronroos,C。和Ravald。,2011)。体积维度的一个很好的例子是麦当劳，它以低成本、高体积的产品和快餐生产而闻名。公司的业务量对有效组织业务至关重要。同样，多样性维度可以用多样性维度的例子来解释。描述这一点的一个常见例子是公共汽车服务和出租车服务之间的区别。两家公司都提供租车服务，但出租车服务的种类更多。当这两个基本的Vs操作管理相结合时，得到的是体积变化矩阵(Gronroos,C。和Ravald。,2011)。该矩阵对于确定产品或服务所涉及的流程的数量和基于种类的维度至关重要，因此在文献综述中具有重要意义。
本文的目的是探索此矩阵中的组件，并了解容量变化对服务流程的影响方式。本文的范围进一步在于解释在容量变化矩阵的最有效区域内拥有服务流程的意义。
Volume-Variety矩阵
这一过程有助于创造所需的灵活性，以生产各种产品和服务的必要数量。相对而言，任何服务或产品的定制都是高的，而且数量也很低。然而，产量并不像项目中的流程那么低，项目中的流程仅凭其定义并不能产生产量。设备和劳动力具有灵活性，并能处理各种任务。探索体积和品种矩阵的另一个基本过程包括批处理流程。例如，正在制定的航空旅行计划、服装制造、为满足装配线需要而制造的家具和部件制造、为加工提供的贷款抵押以及基于重型设备的制造。批处理流程与作业流程在数量和种类上都是不同的。这里的关键区别在于，卷是重复提供的相同服务。另一个重要的对比是，一个狭窄的产品或服务范围是给定的(Gronroos,C。和Ravald。,2011)。装配到订购的策略比工作车间的制造到订购的策略更有可能实现多样性。一些重要的最终产品或服务组件可能会提前进行生产。最初的产品或服务，最终又被生产出来。批处理流程显示支持适度的数量，但是variety仍然有太多的授权，无法为每个服务或产品提供大量的资源。模式流是混乱的，没有跨设施的任何标准操作序列。
美国代课：运营管理
Operations management is significantly the way in which businesses indulge in producing products or services. The function of operations is important for organizations as the products and services produced by it are the key reasons for this organizations existence. In order to understand the function of operations, there are essential keys and these keys include the 4 Vs. Not all 4 Vs are the focus of this paper. The focus lies in exploring the 2 from the lot inclusive of volume and variety (Grönroos,C. and Ravald, A., 2011). An excellent example for Volume Dimension is McDonalds who is famous for its low cost high volume products and production of fast food. The operational volume of the company is essential for organizing the business effectively. Similarly, the variety dimension can be explained using the example of Variety Dimension. A general example used for describing this is the difference between bus services and taxi services. Hired transportation services are offered by both but taxi service offers a better variety dimension. When these two essential Vs of operations management are combined, what is obtained is the Volume-Variety Matrix (Grönroos,C. and Ravald, A., 2011). The matrix is essential in determining volume and variety based dimensions with regard to a process involved for a product or service and hence its significance across literature reviews.
This paper has been developed to explore the components in this matrix along with understanding the way in which volume-variety influence service processes. The scope of this paper further lies in explaining the significance of having a service process within the volume-variety matrix’s most effective area.
Volume-Variety Matrix
This process helps in creating the flexibility required for producing products and services variety in essential volume. Relatively, customization is high and volume for any of the services or products that is also at its low. Volumes, however aren’t as lower as for the processes in projects which through its mere definition do not result in producing quantity. The equipment and workforce have flexibility and handle variety of tasks as well. Another essential process to explore the volume and variety matrix includes the batch flow process. For example, air travel schedules being made, garments manufactured, manufacturing for furniture and components made to feed the line of assembly, loan mortgage for processing and heavy equipment based manufacturing. A process for batch flow is different from the process of job with regard to variety as well as volume. The key difference here is that volumes are high same services that are repeatedly provided. Another essential contrast is that a narrow products or service range is given (Grönroos,C. and Ravald, A., 2011). It is possible to achieve variety by a strategy for assemble to order than the make to order strategy for job shop. Some essential final product or service components might undergo production in advance itself. The initial product or service, eventually is again produced. The processes for batch flow show moderate volumes supported but variety still has too many warrants to dedicate resources substantially for every service or product. The pattern flow is jumbled without any standard operational sequence across the facility.
