There are five essential differences between services and goods. The first is that a service is an intangible process that cannot be weighed or measured, whereas a good is a tangible output of a process that has physical dimensions. This distinction has important business implications since a service innovation, unlike a product innovation, cannot be patented. Thus, a company with a new concept must expand rapidly before competitors copy its procedures. Service intangibility also presents a problem for customers since, unlike with a physical product, they cannot try it out and test it before purchase.
The second is that a service requires some degree of interaction with the customer for it to be a service. The interaction may be brief, but it must exist for the service to be complete. Where face-to-face service is required, the service facility must be designed to handle the customer's presence. Goods, on the other hand, are generally produced in a facility separate from the customer. They can be made according to a production schedule that is efficient for the company.
The third is that services, with the big exception of hard technologies such as ATMs and information technologies such as answering machines and automated internet exchanges, are inherentlyheterogeneous-they vary from day to day and even hour by hour as a function of the attitudes of the customer and the servers. Thus, even highly scripted work such as found in call centers can produce unpredictable outcomes. Goods, in contrast, can be produced to meet very tight specifications day-in and day-out with essentially zero variability. In those cases where a defective good is produced, it can be reworked or scrapped.
The fourth is that services as a process are perishable and time dependent, and unlike goods, they can't be stored. You cannot "come back last week" for an air flight or a day on campus.
And fifth, the specifications of a service are defined and evaluated as a package of features that affect the five senses. These features are
Supporting facility (location, decoration, layout, architectural appropriateness, supporting equipment).
Facilitating goods (variety, consistency, quantity of the physical goods that go with the service; for example, the food items that accompany a meal service).
Explicit services (training of service personnel, consistency of service performance, availability and access to the service, and comprehensiveness of the service).
Implicit services (attitude of the servers, atmosphere, waiting time, status, privacy and security, and convenience).
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Maybe you can find your answer on wikipedia.They seem to have a reasonable explanation:http://en.wikipedia.org/wiki/Management
Operations management is often used along with production management in literature on the subject. It is therefore, useful to understand the nature of operations management .Operations management is understood as the process whereby resources or inputs are converted into more useful products .A second reading of the sentence reveals that, there is hardly any difference between the terms produ7ction management and operations management .But, there are a least two points of distinction between production management and operations management .First, the term production management is more used for a system where tangible goods are produced .Whereas ,operations management is more frequently used where various inputs are transformed into tangible services .Viewed from this perspective, operations management will cover such services organization as banks ,airlines ,utilities ,pollution control agencies super bazaars, educational institutions ,libraries ,consultancy firm and police departments, in addition ,of course ,to manufacturing enterprises. The second distinction relates to the evolution of the subject. Operation management is the term that is used now a days .Production management precedes operations management in the historical growth of the subjectThe two distinctions not withstanding, the terms production management and operations management are used interchargeably .Scope of Production and Operation ManagementThe scope of production and operations management is indeed vast .Commencing with the selection of location production management covers such activities as acquisition of land, constructing building ,procuring and installing machinery ,purchasing and storing raw material and converting them into saleable products.Added to the above are other related topics such as quality management ,maintenance management ,production planning and control, methods improvement and work simplification and other related areas.
production management is concerned with those process which convert the inputs into outputs. The inputs are various resources like- raw material ,men,machines,methods etc. & the outputs are good and services.. IN other side, operations management refers to the systematic design, direction and control of processes that transform inputs into services and products for internal as well as external use.
Operation research is tool/technique for solving the problems such as economics, queuing theory, mathematical optimization, simulation and stochastic models etc. Operation management is concerns management of production (transformation) system, system design, operation, improvement, systematic analysis of organizational process.
Yes, there are a few differences between operation and production management. Each job title has different responsibilities to the company to help things run smoothly.?æ
The operations approach is a production oriented area of management. It helps to improve efficiency, improve quality and cut wastes. Behavioral sciences approach is a humanistic approach that deals with human relations movement.
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Differences include mass; temperature; energy production; density; composition (percentage of elements).
Differences include mass; temperature; energy production; density; composition (percentage of elements).
In the wet process, raw materials are mixed with water to form a slurry before being fed into the kiln, while in the dry process, raw materials are dried, ground, and fed into the kiln in a powder form. The wet process is energy-intensive and produces more pollutants, while the dry process is more energy-efficient and environmentally friendly.
No
very good
Operations research deals with the application of advanced analytical methods. Operations management involves managing and directing the processes of development, production, manufacturing.
One makes things the other sells things.
Animosity and tough love
heritage