3 The transformation model

3.1 The transformation model

The discussion above has highlighted the role of operations in creating and delivering the goods and services produced by an organisation for its customers. This section introduces the transformation model for analysing operations. This is shown in Figure 1, which represents the three components of operations: inputs, transformation processes and outputs. Operations management involves the systematic direction and control of the processes that transform resources (inputs) into finished goods or services for customers or clients (outputs). This basic transformation model applies equally in manufacturing and service organisations and in both the private and not-for-profit sectors.

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Figure 1 The transformation model

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This mapping diagram shows three objects positioned in a line. The first is a large white arrow containing the word ‘Inputs’ and pointing towards the right. In the centre is a white rectangular box containing the words ‘Transformation Process’. Next to this is another large white arrow containing the word ‘Outputs’ and pointing towards the right. There is a narrow black line beneath the objects linking the two arrows. It leads from ‘Outputs’, with an arrow head pointing to ‘Inputs’. The narrow black line is labelled 'Feedback'.

Figure 1 The transformation model

Let's look at each of the components of Figure 1 in a little more detail.