If you are managing an operation or field after the sale, it will be avoided to work intertwined with otherdepartments. In fact, the most interpreted part is the operation, even if you have 360degree evaluationsmadeper year in organizations with large number of employees and wide range of fields. Therefore, development in terms of joint work requires continuity. You may need to redesign your entire routine operation for a cost reduction recommendation or a new service quality enhancing application that you see in the service system. Therefore, operational development must be strictly monitored first-hand. Action should be taken quickly and other departments (especially finance and human resources) should be worked out as solution partners. This is how the perfection of the operation will be achieved.

The excellence of a service is achieved bypushingtheboundaries of theemployee/customer (actually the human factor) and the system. It is a success to increase this to 7 pieces without sacrificing quality while doing 5 pieces per day from the work you provide. However, it should definitely record the reasons for its development, publish it in-company as a learned course and continue to question it with the mentality of continuous development. Based on the same example, it is possible to reach the limit level by increasing this number each time and/or doing the same amount of work in a different field (increasing or folding the business volume in parallel). The limit level should be determined as soon as it becomesaware that the quality of service and operation will be minimized. This complete development will surely take time. However, it will become sustainable when it is constructed with the right approaches and systems. Thus, the most important element desired in the operation management will be captured.