Learning with Projection Effects in Service Operations Systems

2019 ◽  
Vol 29 (1) ◽  
pp. 90-100
Author(s):  
Qiao‐Chu He ◽  
Ying‐Ju Chen ◽  
Rhonda Righter
Keyword(s):  
Service Operations ◽  
Operations Systems

scholarly journals A different perspective on operations systems classifications

1991 ◽  
Vol 22 (1/2) ◽  
pp. 9-15
Author(s):  
S. R. Van Der Walt
Keyword(s):  
Operations Management ◽  
Service Operations ◽  
Management Approach ◽  
Manufacturing Operations ◽  
Process Structure ◽  
Operations Systems ◽  
Modern Technologies

The student in the field of operations management often encounters the problem of why and how the management approach of one type of operations system differs from another. In the operations literature these differences are mostly explained by referring to the process structure in the case of manufacturing operations. In the case of service operations the differences are often explained by referring to the differences between services and manufacturing. These explanations are unsatisfactory, particularly in the light of modern technologies, and sometimes emphasise what is being done in the operations system rather than looking at the approach which should be followed or how the generation of the output should be managed. The management approach is more important to the student in this field. The objective of this study is to identify those dimensions or factors that have been used in the literature to describe the nature and management approach of operations systems, to analyse the underlying meaning thereof, and to isolate those dimensions that independently influence the management approach of operations systems.

The experimental space module for working off of service operations in an orbit

2006 ◽  
Author(s):  
V.V. Bulanov ◽  
V.M. Ivanov ◽  
V.I. Luckiaschenko ◽  
G.R. Uspensky
Keyword(s):  
Service Operations ◽  
Space Module

scholarly journals Diunsa: An Entrepreneurial Family’s Digital Response to COVID-19

2021 ◽  
pp. 251512742110331
Author(s):  
Lauri Union ◽  
Carmen Suen ◽  
Rubén Mancha
Keyword(s):  
Customer Service ◽  
Family Business ◽  
Service Operations ◽  
State Of Emergency ◽  
Supply Chain Disruptions ◽  
Online Retail ◽  
External Resources ◽  
The Third ◽  
The Family ◽  
Brick And Mortar

On March 15, 2020, in response to the Covid-19 pandemic, the Honduran government unexpectedly announced a state of emergency and mandated immediate closure of all businesses. Diunsa closed its six stores. The family-owned retailer had anticipated supply chain disruptions, stocked from alternative suppliers, and formed a crisis management team. Now, to keep the business afloat during the unexpected closure and retain all its employees on the payroll, the company had to move sales from the brick-and-mortar stores to an incomplete online retail site. The third generation in the family business—the Faraj siblings, all in their 20’s—led the critical transition online and response to setbacks. As digital-native millennials, they helped improve the website, customer service, operations, and delivery in a short amount of time and using external resources and various technologies. As the situation stabilized, Diunsa’s leadership asked: How will Diunsa build on the momentum for digital transformation and turn its tactical actions into a digital strategy? How can we continue to tap into the leadership of our up-and-coming generation to achieve these goals?

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