Though operations management in the construction industry is somewhat challenging because the construction industry is a combination or conglomerate of dynamic and ever complex networks of units operating as individual or virtual enterprises (Dantas & Guerrini, 2011). However, there are so many challenges that oppose the successful implementation of operations management in an organisation.
The transformed input resources are acted upon and converted in the transformation process, such as materials, information, customers while the transforming input resources are been acted by the transformed input resources, such as buildings, plant, equipment and the people who operate and manage these processes, that is, the transforming input resources uses the transformed input resources to produce finished goods and services for the customer. The raw-materials in the form of transformed and transforming inputs. There are different views and notion about the definition of operations management but (Slack, Chambers & Johnston, 2010) defined operations management as the part of an organization that is entrusted with the sole responsibility of coordinating the operation functions and processes that seeks to successfully transform raw- materials or resources into finished goods and services.
It embraces a number of management procedures and techniques to actually establish the science of operations management (Slack, Chambers & Johnston, 2010). Operations management is the act of controlling, organising and managing resources which have the potential to create goods and services.
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