OMS... Operational Management Systems

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What are Operational Management Systems?

OMS is a process that develops Supervisors/line Managers so that they have a clear vision of their operation; one that is holistic and reflects input from suppliers, customers and management. It also ensures the best possible results day-to-day, everyday.

Process Management provides the tools and techniques to facilitate the effective implementation of Operational Management Systems.

The Process Supervisor

As a jump-start into the process, our consultants often build the management systems. However, the Supervisor who is responsible for the specific management system is immersed in every step of its development. It is the knowledge, experience and insight of the responsible process Supervisor that makes the completed management system a realistic working document.

Employee Relations

Communication is key to Operational Management Systems. When facilitated properly Operational Management Systems improves the collaboration between employees of different departments and between those in non-parallel shifts. Operationalizing a process includes a series of customer/supplier negotiations and feedback sessions. These sessions help strengthen relationships and improve morale. For many, this is the first time their opinions and expertise have ever been sought to make improvements in daily work operations.

The Management System

The left-hand side of the management system depicts the flow of inputs from all suppliers through the actual sequence of activities to the next process customers. The right hand side of the management system documents the result indicators (how customer requirements will be tracked). It also shows the process indicators (the early warning system that aids in contingency planning). The indicators help higher-level management track the performance of individual work processes and link performance back to departmental and organizational goals.

Speak with Facts

Process indicators and results indicators are tracked daily. The indicators provide the process Supervisors and Managers with a factual approach to communicating with suppliers, customers and higher-level management. As each new management system is developed, more process Supervisors and Managers are trained in Operational Management Systems. The organization builds momentum as work processes are stabilized and improved using the data, a standard improvement methodology and a common language.

Maintain the Management System

To maintain the gains from the implementation of Operational Management Systems, three critical elements must be in place:

· Visibility

· A review system

· A policy for handling significant personnel changes

Reviews

A review system must be in place to ensure that supervisors and managers accept and use Operational Management Systems as the way they manage daily operations. If the supervisor was comfortable with management-by-fire-fighting or management by control, or one of the many other management styles, Operational Management Systems will not automatically become ingrained. It will take time, commitment, effort and encouragement from upper-level management.

Management reviews are structured meetings where the individual in the next reporting level up uses an interview process to understand how his/her direct report is managing the operation. It is a learning process for both parties. Reviews are not to be used as employee slam-dunk sessions. Process changes, indicators and improvement activities are some of the elements discussed in the management review.