Volume and variety are two such elements of operations management that help in determining the way performance objectives are designed in terms of quality, speed, dependence and flexibility along with cost along with helping the operations are aligned in the most appropriate sense. The matrix for this has been provided in the following figure however it is specific for manufacturing process type (Grönroos,C. and Ravald, A., 2011). This matrix links two life cycles inclusive of the life cycle of a product and that of a process. The product life cycle model illustrates the way in which products evolve over time. Products of higher variety generally are offered in the initial phases and the variety of products keeps designing in the later stages. The product volume per model similarly increases with time as the product evolves throughout the phases of its lifecycle subsequently. The matrix is responsible for illustrating the common rules to manufacture or produce processes and products.
Using and finding the process most appropriate is required for ensuring quality and keeping lower costs sufficiently for matching the demand in the market and its volume. However, it is unusual that products fit in a neat fashion into individual processes or another and various products have dependency over various processes to be created. Such hybrid processes have become even more common now such as in the automobile industry. Therefore the matrix is used to improvise the processes and understand where gap exists in terms of information. An essential dimension here is the job shop process which can be illustrated to explore the volume variety dimensions (Grönroos,C. and Ravald, A., 2011). Examples of Job shop processes are inclusive of custom metal shop for processing, rooms for emergency in hospitals, moulding shop for customer plastic injections or customized cabins being made.