QUESTION ONE
The success of an organization depends not just in production and operations, but the interrelationship between this function and other functions of the organization such marketing, finance and human resources. As a company grows, no one person can do everything. There are different areas of activity that take different styles or knowledge. Production and operations will not be complete without successful mobilization and application of financial resources towards the production activity. At the same time, organizations must also ensure that the output of production is conveyed successfully to the target customer through effective marketing.
Finance ties all departments together with monetary measurements that tell whether the organization is making money. They also regulate the acquisition of funds to keep the business going on, and investing money received wisely. Sales and Marketing are usually lumped together into a group that focuses on maintaining and attracting customers to the company's products and services.
Other functional areas that might interface with production and operations to make the organization successful include the following sections: Research and Development, Transportation, Information Services, Security, Medical, Government Relations and Training.

QUESTION TWO: a) Operations strategy Operations strategy is the development of a long-term plan for using the major resources of the firm for a high degree of compatibility between these resources and the firm’s long term corporate strategy. Operations strategy addresses very broad questions about how these major resources should be configured to achieve the desired corporate objectives. Some of the major long-term issues addressed in operations strategy include:

* How large do we make our facilities? * What type of processes do we install to make the products