{"id":15447,"date":"2024-03-18T12:44:57","date_gmt":"2024-03-18T12:44:57","guid":{"rendered":"https:\/\/reflector.fi\/operational-management-operational-management-system-and-daily-operational-model\/"},"modified":"2026-06-12T07:53:54","modified_gmt":"2026-06-12T07:53:54","slug":"operational-management-operational-management-system-and-daily-operational-model","status":"publish","type":"post","link":"https:\/\/reflector.fi\/en\/blog\/operational-management-operational-management-system-and-daily-operational-model\/","title":{"rendered":"Operational management: operational management system and daily operational model"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><strong><em>This is the second blog post in a three-part series. The first article in the series introduced us to the <a href=\"https:\/\/reflector.fi\/onko-yrityksesi-strategisessa-johtamisjarjestelmassa-huomioitu-seka-arjen-etta-kehityksen-johtaminen\/\" type=\"link\" id=\"https:\/\/reflector.fi\/onko-yrityksesi-strategisessa-johtamisjarjestelmassa-huomioitu-seka-arjen-etta-kehityksen-johtaminen\/\"><u>strategic management system<\/u><\/a> and its role in the organization. The purpose of this blog is to focus on presenting the operational management system and the daily operational model. In this post, I will present the basic elements and structures of operational management.   <\/em><\/strong><\/p>\n\n<h2 class=\"wp-block-heading\">Operational management or management system<\/h2>\n\n<p class=\"wp-block-paragraph\"><br\/><strong><em>Operational management<\/em><\/strong> is always about what we do daily, which is referred to as the <strong><em>operational management system<\/em><\/strong>. In my experience, organizations understand this structure well and its importance in management as a whole. I have been involved in many projects where the management system serves its purpose well. It includes the areas described in the posted image below, either in whole or in part. I have also seen cases where the management system unfortunately exists only on paper. In such cases, it has not yetr been implemented in daily operations, and operations are not conducted or managed according to it in practice.      <\/p>\n\n<p class=\"wp-block-paragraph\">Below is a description of the operational management system and its various areas as they appear to us at Reflector when we carry out client assignments. <\/p>\n\n<figure class=\"wp-block-image size-full\"><img decoding=\"async\" src=\"https:\/\/reflector.fi\/wp-content\/uploads\/2024\/03\/Johtamisjarjestelma.png\" alt=\"operational management\" class=\"wp-image-10161\" title=\"operational management\"\/><\/figure>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<h2 class=\"wp-block-heading\">Areas of the operational management System<\/h2>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<p class=\"wp-block-paragraph\">I will illustrate through brief examples what areas the operational management system consists of when it has been implemented and adopted into the organization&#8217;s daily operations. <\/p>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<h3 class=\"wp-block-heading\">1. Goal Roll Down <\/h3>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<ul class=\"wp-block-list\">\n<li>Operational objectives derived from strategy can be broken down to different levels of the organization, down to the lowest operational level. At the lowest level, people understand what the objectives mean and recognize that they can also influence them. The objectives are perceived as realistic, and through <a href=\"https:\/\/reflector.fi\/palvelut\/arkkitehtuuri\/\" type=\"link\" id=\"https:\/\/reflector.fi\/arkkitehtuuri\/\"><u>enterprise architecture<\/u><\/a> methods, it is ensured that they are also ambitious enough.   <br\/> <\/li>\n<\/ul>\n\n<h3 class=\"wp-block-heading\">2. Performance monitoring, metrics, and meeting practices <\/h3>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<ul class=\"wp-block-list\">\n<li>Monitoring is built around the metrics for which objectives have been set. The monitoring interval depends on the nature of the operation. I have experience from factory environments, for example, where we monitored production success hourly and recorded the results in a tracking template designed for this purpose. Often, monitoring is done on a daily or weekly basis, and thus in the mornings\/on Mondays, the supervisor asks employees with metrics in hand: &#8220;Did we do what we were supposed to do?&#8221;. The same thinking can naturally be applied to, for example, banking and insurance operations, where the time frame is only different. <\/li>\n\n\n\n<li>Creating systematic meeting practices around monitoring is vital for the management system to live and thrive. Even a small lapse can undermine the entire system, so it is important to be careful here!  <br\/> <\/li>\n<\/ul>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<h3 class=\"wp-block-heading\">3. Quality assurance and process development <\/h3>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<ul class=\"wp-block-list\">\n<li>Information from monitoring is utilized systematically. Functions begin to develop their own development \/ task lists for the short and medium term. This comes as a free bonus from the previous point and the meeting practices within it.   <br\/> <\/li>\n<\/ul>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<h3 class=\"wp-block-heading\">4. Operational planning and scheduling <\/h3>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<ul class=\"wp-block-list\">\n<li>This point involves detailed planning of operations over a short time frame. Resources are secured for today, tomorrow, and the entire week. Examples of resources include people, budget, time, technology, and materials.   <\/li>\n\n\n\n<li>This section receives input from point 2 (performance monitoring, metrics, and meeting practices), the work of supervisors and managers. Variance management and decision-making are based on new metrics and monitoring created for this purpose.  <\/li>\n\n\n\n<li>If this area does not communicate sufficiently with the development function, management system and\/or there are no common practices for agreeing on resourcing, the risk is that development will stop or at least be significantly delayed from the plan. Conversely, resourcing for development begins to negatively affect daily line work. Conclusion: discussion and alignment are necessary.   <br\/> <\/li>\n<\/ul>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<h3 class=\"wp-block-heading\">5. Staff management and resource allocation <\/h3>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<ul class=\"wp-block-list\">\n<li>The time frame in this point is medium\/long term. I call this rough planning of operations. The objective is to ensure the prerequisites for execution for the coming weeks and months. Information about the volume of work and order load must be known in order to plan with quality.    <br\/> <\/li>\n<\/ul>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<h3 class=\"wp-block-heading\">6. Risk and information management <\/h3>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<ul class=\"wp-block-list\">\n<li>The role of risk management is to ensure that we have key processes and actions documented to identify, assess, and manage potential risks related to the organization&#8217;s operations. <\/li>\n\n\n\n<li>The objective of information management is to ensure that the right information is available to the right people at the right time, so that informed decisions can be made and organizational performance can be improved. We have methods for how information is collected, stored, shared, and utilized.  <\/li>\n<\/ul>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<h2 class=\"wp-block-heading\">Daily operational model<\/h2>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<p class=\"wp-block-paragraph\">When the elements described above are clearly part of daily management, it can be stated that the organization has an established daily operational model. Operations are goal-oriented and systematic. The aim is to improve the quality of execution and processes. Metrics and variance management have become established in operations, and the continuous improvement model is an integral part of the operational management system.   <\/p>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<h3 class=\"wp-block-heading\">Coming next: <\/h3>\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n<p class=\"wp-block-paragraph\">Blog 3: Development management system and development operating model. <\/p>\n\n<p class=\"wp-block-paragraph\">Also read the <a href=\"https:\/\/reflector.fi\/onko-yrityksesi-strategisessa-johtamisjarjestelmassa-huomioitu-seka-arjen-etta-kehityksen-johtaminen\/\">previous post<\/a> in the series.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>This is the second blog post in a three-part series. The first article in the series introduced us to the strategic management system and its role in the organization. The purpose of this blog is to focus on presenting the operational management system and the daily operational model. 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