Main functions of operation management

Abstract Presented paper concentrate on problems connected with the function of operation management within the company. Operation function is responsible for producing products and delivering services. But it needs support and input from others areas of the organization. The aim of the paper it to analyze on the basis on inter-national the main functions of operation management. We can distinguish seven main functions of operation management in the industrial enterprise: planning, scheduling, purchasing, controlling, quality control and inventory control. In each of those fields operations managers should conduct many decision affecting of-organization effectiveness.


Introduction
Operation function is responsible for producing products and delivering services (Wolniak, 2019;Wolniak and Skotnicka-Zasadzień, 2014;Wolniak et al., 2017). But it needs support and input from others areas of the organization. In the standard business organization we can distinguish three basic functional areas where we can include ( fig. 1): finance, marketing and operations. Regardless of type of the business there are three mentioned functions within (Pacana et al., 2014;Skotnicka-Zasadzień et al., 2017a;Skotnicka-Zasadzień et al., 2017b;Szczucka-Lasota and Wolniak). In the Table 1 we described basic function of mentioned areas.
The aim of the paper it to analyze on the basis on international the main functions of operation management.  (Knod and Schonberger, 2000). Is responsible for securing financial resources at favorable prices and allocating those resources throughout the organization, as well as budgeting, analyzing investment proposals, and providing funds for operations.

Marketing
Is responsible for assessing consumer wants and needs, and selling and promoting the organization's goods or services. Marketing's focus is on selling and/or promoting the goods or services of an organization. Marketing is also responsible for assessing customer wants and needs, and for communicating those to operations people (short term) and to design people (long term). Marketing, design, and production must work closely together to successfully implement design changes and to develop and produce new products. Marketing can provide valuable insight on what competitors are doing.
Marketing also can supply information on consumer preferences so that design will know the kinds of products and features needed; operations can supply information about capacities and judge the manufacturability of designs.

Operations
Is responsible for producing the goods or providing the services offered by the organization. Source: Own work on basis: (Knod and Schonberger, 2000).

Organization
Marketing Operations Finance

Operation managementdefinition
Operation management has long history that can be dated to the XVIII century. In the Table 2 there is a presentation of main steeps of the operation management. Worldwide comunication Internet of Things Source: (Kumar and Suresh, 2009).
We can define operations management as (Bellgran and Säfsten, 2009;Galvin, 2009;Gunether, 2018;Stevenson, 2002):  the management of systems or processes that create goods and provide services,  an area of management concerned with designing and controlling the process of production and redesigning business operations in the productions of goods and services,  operation management involves planning, organizing, coordinating, and controlling all the resources needed to produce a company's goods and services, it involves managing people, equipment, technology, information, and all the other resources needed in the production of goods and services,  the business function responsible for managing the process of creation of goods and services, is the central core function of every company,  is the process, which combines and transforms various resources used in the production/operations subsystem of the organization into value added product/services in a controlled manner as per the policies of the organization,  it is that part of an organization, which is concerned with the transformation of a range of inputs into the required (products/services) having the requisite quality level,.  is the process which transforms the input resources of an organization into final goods (or services) through a set of defined, controlled and repeatable policies,  the process whereby resources, flowing within a defined system, are combined and transformed by a controlled manner to add value in accordance with policies communicated by management.

Operation management functions
The basic role of operation management in the company is its transformation role in the process of converting inputs such as raw materials into finished goods and services (Domingues and Machado, 2017;Fiorentino, 2018). The transformation role of operation management makes this function very important part of the whole organization. As a result it is directly responsible for many decision within the company and activities that give rise to product design and delivery problems (Peinado et al., 2018). The design and management of operations strongly influence how much material resources are consumed to manufacture proper goods or deliver a service to customer. This way we have to make sure that there is enough inventory to produce the quantities that need to be delivered to the customer, and ensuring that what we made is what our customers want (Wilson, 2018) The characteristic of main function of operation management we assumed in the Table 3.

Planning
Includes choosing a location for the business and scheduling production. Where a business is located is directly related to how successful the business will be. This fact is as true for a company that is opening its first factory or store as it is for an older business that is expanding into a new area. Among the factors to consider are nearness to markets, raw materials, labor supply, and transportation facilities.

Scheduling
Operations involves setting beginning and ending times for each step in the production process. It includes planning and checking the use of labor, machinery, and materials so that production moves smoothly. Scheduling ensures that work will be finished on time whether it is manufacturing automobiles or books or dry cleaning a blouse or shirt.
Organizing IS the activities that establish a structure of tasks and authority. Operation managers establish a structure of roles and the flow of information within the operations subsystem. They determine the activities required to achieve the goals and assign authority and responsibility for carrying them out.

Purchasing
In order to do business, a company needs the raw materials to produce its goods or offer its services. It also must have machinery, office supplies, and any other supplies it uses. Obtaining raw materials, machines, and supplies is the purchasing function of the production process and involves getting the best deal for the company. The people who buy goods for a business have to decide what to buy, from whom, and at what price.

Controlling
Is the activities that assure the actual performance in accordance with planned performance. To ensure that the plans for the operations subsystems are accomplished, the operations manager must exercise control by measuring actual outputs and comparing them to planned operations management.
Controlling costs, quality, and schedules are the important functions here.

Quality control
Quality control is checking the quality of the goods produced. It involves overseeing the grade or freshness of goods, their strength or workability, the workmanship or design, harmlessness, adherence to federal or industry standards, and many other factors. Quality control systems may be as simple as testing the thousandth item produced or testing each product as it is finished.

Inventory control
Almost all manufacturers and many service businesses, such as dry cleaners, need inventories, or stockpiles, of the materials they use for making their products or offering their services. Manufacturers and businesses, such as supermarkets, also keep inventories of finished goods on hand for sale, but inventories are costly. The more inventory a busi-ness has, the less capital it has for other activities. In deciding how much inventory to keep on hand, those in charge of inventory control also have other costs to consider. If the price of a raw material is expected to rise, a business may stockpile it to keep future costs down. Often a supplier will discount large orders. Some businesses may decide that the discounts outweigh the other costs of maintaining a large inventory. Source: On basis: (Rodionova and Shashnikova, 2008;Kumar and Sures, 2009) This decision are not easy and sometimes can be costly. This is the reason why operation management is a function implemented within the particular firm to improve performance and financial bottom line (Gembalska-Kwiecień et al., 2018).
The process of creation of goods and services involves transforming or converting inputs into outputs. We can distinguish various types of input and output. Also we should to use one or more transformation processes (for example: storing, transporting, repairing). To ensure that desired output are obtained we should take into account various measurements et various points of transformation process (feedback) and then compare them with previously established standards to determine whether corrective actions is needed (control of the production processes) (Olkiewicz et al., 2019;Wolniak et al., 2019).
Finance and operation management should cooperate in some fields by exchanging information's and expertise to achieve its goals. Especially those activities are connected in following fields (Gupta et al., 1994;Knod et al., 2000):  Budgeting. Budgets must be periodically prepared to plan financial requirements. Budgets must sometimes be adjusted, and performance relative to a budget must be evaluated.  Economic analysis of investment proposals. Evaluation of alternative investments in plant and equipment requires inputs from both operations and finance people.  Provision of funds. The necessary funding of operations and the amount and timing of funding can be important and even critical when funds are tight. Careful planning can help avoid cash-flow problems. Despite finance and marketing operation management also interacts with other functional areas of the organization like:  legal,  accounting,  management information systems,  human resources,  public relations.

Conclusion
Nowadays operation management plays important role in organizational management in production enterprise. We can distinguish many activities that can be seen as operation management scope of interest.
Year by year from first part of XX century up till now the role of those type of activities has been rising. Now we can distinguish seven main functions of operation management in the industrial enterprise: planning, scheduling, purchasing, controlling, quality control and inventory control. In each of those fields operations managers should conduct many decision affecting organization effectiveness.