Operations management in the mid-sized engineering consulting firm

Abstract

The authors attempts to define the use of the title 'operations manager' in an engineering consulting firm, and specifically tries to distinguish this job function from the responsibilities of the general or branch office manager. She points out that, in order to gain a competitive edge in the coming decade, engineering firms must tighten management control over their operating efficiencies. Operations management must be well defined with specific goals and objectives. Priority must be given to reducing the time and cost related to getting reports, drawings and specifications out to the client. Issues of paper flow, forms management, records management, equipment efficiencies, and product consistencies are important. General knowledge of the technical and administrative aspects of the company is required, as well as responsibilities and authority for issues that cross traditional departmental lines. The importance of the operations manager in assisting companies to achieve a competitive edge is discussed.<>