Process Selection and Facility LayoutChapter 6Copyright ©201

Process Selection and Facility Layout
Chapter 6
Copyright ©2018 McGraw-Hill Higher Education. All rights
reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education
6-‹#›
1
You should be able to:
LO 6.1 Explain the strategic importance of process selection
and the influence it has on the organization and its supply chain
LO 6.2 Name the two main factors that influence process
selection
LO 6.3 Compare the four basic processing types
LO 6.4 Explain the need for management of technology
LO 6.5 List some reasons for redesign of layouts
LO 6.6 Describe product layouts and their main advantages
and disadvantages
LO 6.7 Describe process layouts and their main advantages
and disadvantages
LO 6.8 Solve simple line-balancing problems
LO 6.9 Develop simple process layouts
Chapter 6: Learning Objectives

6-‹#›
Process selection
Refers to deciding on the way production of goods or services
will be organized
It has major implications for
Capacity planning
Layout of facilities
Equipment
Design of work systems
Process Selection
LO 6.1
6-‹#›
Process Selection and System Design
Forecasting
Product and
Service Design

Technological
Change
Capacity
Planning
Process
Selection
Facilities and
Equipment
Layout
Work
Design
LO 6.1
6-‹#›
Key aspects of process strategy:
Capital intensity
The mix of equipment and labor that will be used by the
organization

Process flexibility
The degree to which the system can be adjusted to changes in
processing requirements due to such factors as
Product and service design changes
Volume changes
Changes in technology
Process Strategy
LO 6.1
6-‹#›
Two key questions in process selection:
How much variety will the process need to be able to handle?
How much volume will the process need to be able to handle?
Process Selection
LO 6.2
6-‹#›
Job Shop
Repetitive

Batch
Continuous
Job ShopBatchRepetitive/
AssemblyContinuousDescriptionCustomized
goods or
servicesSemi-
standardized
goods or
servicesStandardized
goods or
servicesHighly standardized
Goods or servicesAdvantagesAble to handle a
wide variety
of workFlexibility; easy
to add or change products or servicesLow unit
cost, high volume, efficientVery efficient, very
high volumeDisadvantagesSlow, high cost
per unit,
complex
planning and
schedulingModerate cost
per unit,
moderate
scheduling
complexityLow flexibility,
high cost of downtimeVery rigid, lack of

variety, costly to change, very high cost of downtime
Types of Processing
LO 6.3
6-‹#›
Sustainable Production of
Goods and Services
There is increasing pressure for organizations to operate
sustainable production processes
According to the Lowell Center for Sustainable Production:
“Sustainable Production is the creation of goods and services
using processes and systems that are: non-polluting; conserving
of energy and natural resources; economically efficient; safe
and healthful for workers, communities, and consumers; and,
socially and creatively rewarding for all working people.”
6-‹#›
Process and Information Technology
Process and information technology can have a major impact on
costs, productivity and competitiveness:
Process technology
Methods, procedures, and equipment used to produce goods and

provide services
Information technology
The science and use of computers and other electronic
equipment to store, process, and send information
6-‹#›
Process technology and information technology can have a
profound impact on:
Costs
Productivity
Competitiveness
The Need to Manage Technology
LO 6.4
6-‹#›
Automation
Machinery that has sensing and control devices that enable it to
operate automatically
Fixed automation
Programmable automation
Flexible automation

Automation
6-‹#›
Programmable Automation
Programmable automation
Involves the use of high-cost, general-purpose equipment
controlled by a computer program that provides both the
sequence of operations and specific details about each operation
Computer-Aided Manufacturing (CAM)
The use of computers in process control, ranging from robots to
automated quality control
Numerically Controlled (N/C) Machines
Machines that perform operations by following mathematical
processing instructions
Robot
A machine consisting of a mechanical arm, a power supply, and
a controller
6-‹#›

Flexible Automation
Flexible automation
Evolved from programmable automation. It uses equipment that
is more customized than that of programmable automation. A
key difference between the two is that flexible automation
requires significantly less changeover time.
FMS (Flexible Manufacturing System)
A group of machines designed to handle intermittent processing
requirements and produce a variety of similar products
CIM (Computer Integrated Manufacturing)
A system for linking a broad range of manufacturing activities
through an integrated computer system
6-‹#›
Flexible Manufacturing System (FMS)
FMS
A group of machines designed to handle intermittent processing
requirements and produce a variety of similar products
Have some of the benefits of automation and some of the
flexibility of individual, or stand-alone, machines
Includes supervisory computer control, automatic material
handling, and robots or other automated processing equipment
6-‹#›

CIM
A system for linking a broad range of manufacturing activities
through an integrated computer system
Activities include
Engineering design
FMS
Purchasing
Order processing
Production planning and control
The overall goal of CIM is to link various parts of an
organization to achieve rapid response to customer orders
and/or product changes, to allow rapid production and to reduce
indirect labor costs
Computer Integrated Manufacturing (CIM)
6-‹#›
Facilities Layout
Layout
The configuration of departments, work centers, and equipment,
with particular emphasis on movement of work (customers or
materials) through the system
Facilities layout decisions arise when:
Designing new facilities
Re-designing existing facilities

6-‹#›
Inefficient operations
High cost
Bottlenecks
Accidents or safety hazards
Changes in product or service design
Introduction of new products or services
Changes in output volume or product mix
Changes in methods or equipment
Changes in environmental or other legal requirements
Morale problems
The Need for Layout Planning
LO 6.5
6-‹#›
Basic objective
Facilitate a smooth flow of work, material, and information
through the system
Supporting objectives
Facilitate product or service quality
Use workers and space efficiently
Avoid bottlenecks
Minimize material handling costs

Eliminate unnecessary movement of workers or material
Minimize production time or customer service time
Design for safety
Layout Design Objectives
LO 6.5
6-‹#›
Basic Layout Types
Product layouts
Process layouts
Fixed-position layout
Combination layouts
6-‹#›
Product layout
Layout that uses standardized processing operations to achieve
smooth, rapid, high-volume flow
Repetitive Processing: Product Layouts
Used for Repetitive Processing
Repetitive or Continuous
Raw materials

or customer
Finished item
Station
2
Station
3
Station
4
Material
and/or labor
Material
and/or labor
Material
and/or labor
Material
and/or labor
Station
1
LO 6.6

6-‹#›
Product Layouts: Advantages & Disadvantages
Advantages
High rate of output
Low unit cost
Labor specialization
Low material handling cost per unit
High utilization of labor and equipment
Established routing and scheduling
Routine accounting, purchasing, and inventory control
Disadvantages
Creates dull, repetitive jobs
Poorly skilled workers may not maintain equipment or quality
of output
Fairly inflexible to changes in volume or product or process
design
Highly susceptible to shutdowns
Preventive maintenance, capacity for quick repair and spare-
parts inventories are necessary expenses
Individual incentive plans are impractical
LO 6.6
6-‹#›

Process layouts
Layouts that can handle varied processing requirements
Non-repetitive Processing: Process Layouts
Used for Intermittent processing
Job Shop or Batch
Dept. A
Dept. B
Dept. D
Dept. C
Dept. F
Dept. E
LO 6.7
6-‹#›

Process Layouts: Advantages & Disadvantages
Advantages
Can handle a variety of processing requirements
Not particularly vulnerable to equipment failures
General-purpose equipment is often less costly and easier and
less costly to maintain
It is possible to use individual incentive systems
Disadvantages
In-process inventories can be high
Routing and scheduling pose continual challenges
Equipment utilization rates are low
Material handling is slow and inefficient
Reduced spans of supervision
Special attention necessary for each product or customer
Accounting, inventory control, and purchasing are more
involved
LO 6.7
6-‹#›
Fixed position layout
Layout in which the product or project remains stationary, and
workers, materials, and equipment are moved as needed
Fixed Position Layouts

6-‹#›
Combination Layouts
Some operational environments use a combination of the three
basic layout types:
Hospitals
Supermarket
Shipyards
Some organizations are moving away from process layouts in an
effort to capture the benefits of product layouts
Cellular manufacturing
Flexible manufacturing systems
6-‹#›
Service layouts can be categorized as: product, process, or fixed
position
Service layout requirements are somewhat different due to such
factors as:
Degree of customer contact
Degree of customization
Common service layouts:
Warehouse and storage layouts
Retail layouts
Office layouts
Service Layouts

6-‹#›
Cellular Layouts
Cellular production
Layout in which workstations are grouped into a cell that can
process items that have similar processing requirements
Groupings are determined by the operations needed to perform
the work for a set of similar items, part families, that require
similar processing
The cells become, in effect, miniature versions of product
layouts
6-‹#›
Group Technology
Group technology
The grouping into part families of items with similar design or
manufacturing characteristics
Design characteristics:
Size
Shape
Function

Manufacturing or processing characteristics
Type of operations required
Sequence of operations required
Requires a systematic analysis of parts to identify the part
families
6-‹#›
Service Layouts
Two key factors:
Customer contact
Degree of customization
Layouts:
Warehouse and storage layouts
Retail layouts
Office layouts
6-‹#›
The goal of a product layout is to arrange workers or machines
in the sequence that operations need to be performed
Designing Product Layouts:
Line Balancing
LO 6.8

6-‹#›
Line balancing
The process of assigning tasks to workstations in such a way
that the workstations have approximately equal time
requirements
Goal:
Obtain task grouping that represent approximately equal time
requirements since this minimizes idle time along the line and
results in a high utilization of equipment and labor
Why is line balancing important?
It allows us to use labor and equipment more efficiently
To avoid fairness issues that arise when one workstation must
work harder than another
Line Balancing
LO 6.8
6-‹#›
Cycle Time
Cycle time
The maximum time allowed at each workstation to complete its
set of tasks on a unit

Cycle time also establishes the output rate of a line
LO 6.8
6-‹#›
The required number of workstations is a function of
Desired output rate
Our ability to combine tasks into a workstation
Theoretical minimum number of stations
How Many Workstations Are Needed?
LO 6.8
6-‹#›
Precedence Diagram
Precedence diagram
A diagram that shows elemental tasks and their precedence

requirements
LO 6.8
6-‹#›
Assigning Tasks to Workstations
Some heuristic (intuitive) rules:
Assign tasks in order of most following tasks
Count the number of tasks that follow
Assign tasks in order of greatest positional weight
Positional weight is the sum of each task’s time and the times of
all following tasks
LO 6.8
6-‹#›
Balance delay (percentage of idle time)
Percentage of idle time of a line

Efficiency
Percentage of busy time of a line
Measuring Effectiveness
LO 6.8
6-‹#›
Designing Process Layouts
The main issue in designing process layouts concerns the
relative placement of the departments
Measuring effectiveness
A major objective in designing process layouts is to minimize
transportation cost, distance, or time
LO 6.9
6-‹#›

Information Requirements
In designing process layouts, the following information is
required:
A list of departments to be arranged and their dimensions
A projection of future work flows between the pairs of work
centers
The distance between locations and the cost per unit of distance
to move loads between them
The amount of money to be invested in the layout
A list of any special considerations
The location of key utilities, access and exit points, etc.
LO 6.9
6-‹#›
Distance between locations in metersToABCFromA2040B30C
Process Layout ProblemInterdepartmental work flows (loads per
day)To123From13017021003
LO 6.9
6-‹#›
Process Layout Problem (cont.)
A
B

C
1
2
3
30
170
100Dept.LoadsLocationDistance (meters)Load Distance Score1
to 2170A to B20170 x 20 = 3,4001 to 330A to C4030 x 40 =
1,2002 to 3100B to C30100 x 30 = 3,000Total7,600
LO 6.9
6-‹#›
Work Design and Measurement
Chapter 7
Copyright ©2018 McGraw-Hill Higher Education
6-‹#›
You should be able to:
LO 7.1 Explain the importance of work design
LO 7.2 Compare and contrast the two basic approaches to job
design

LO 7.3 Discuss the advantages and disadvantages of
standardization
LO 7.4 Describe behavioral approaches to job design
LO 7.5 Discuss the impact of working conditions on job
design
LO 7.6 Compare the advantages and disadvantages of time-
based and output-based pay systems
LO 7.7 Explain the purpose of methods analysis and describe
how methods studies are performed
LO 7.8 Describe four commonly used techniques for motion
study
LO 7.9 Define a standard time
LO 7.10 Describe and compare time study methods and
perform calculations
LO 7.11 Describe work sampling and perform calculations
LO 7.12 Compare stopwatch time study and work sampling
Chapter 7: Learning Objectives
6-‹#›
Job Design
Job design
The act of specifying the contents and methods of jobs
What will be done in a job
Who will do the job
How the job will be done
Where the job will be done
Importance
Organization’s are dependent on human efforts to accomplish
their goals
Many job design topics are relevant to continuous and

productivity improvement
Objectives
Productivity
Safety
Quality of work life
LO 7.1
6-‹#›
Efficiency vs. Behavioral Job Design
Efficiency School
Emphasizes a systematic, logical approach to job design
A refinement of Frederick Winslow Taylor’s scientific
management concepts
Behavioral School
Emphasizes satisfaction of needs and wants of employees
LO 7.2
6-‹#›
Specialization
Specialization
Work that concentrates on some aspect of a product or service
AdvantagesFor management:
Simplifies training
High productivity

Low wage costsFor employees:
Low education and skill requirements
Minimum responsibility
Little mental effort neededDisadvantagesFor management:
Difficult to motivate quality
Worker dissatisfaction, possibly resulting in absenteeism, high
turnover, disruptive tactics, poor attention to qualityFor
employees:
Monotonous work
Limited opportunities for advancement
Little control over work
Little opportunity for self-fulfillment
LO 7.3
6-‹#›
Behavioral Approaches to Job Design
Job Enlargement
Giving a worker a larger portion of the total task by horizontal
loading
Job Rotation
Workers periodically exchange jobs
Job Enrichment
Increasing responsibility for planning and coordination tasks,
by vertical loading
LO 7.4
6-‹#›

Motivation
Motivation is a key factor in many aspects of work life
Influences quality and productivity
Contributes to the work environment
Trust is an important factor that affects motivation
6-‹#›
Teams
Teams take a variety of forms:
Short-term team
Formed to collaborate on a topic or solve a problem
Long-term teams
Self-directed teams
Groups empowered to make certain changes in their work
processes
6-‹#›
Benefits of teams
Higher quality
Higher productivity

Greater worker satisfaction
Team problems
Some managers feel threatened
Conflicts between team members
Teams
6-‹#›
Quality of Work Life
Quality of work life affects not only workers’ overall sense of
well-being and contentment, but also their productivity
Important aspects of quality of work life:
How a worker gets along with co-workers
Quality of management
Working conditions
Compensation
LO 7.5
6-‹#›
Compensation
It is important for organizations to develop suitable
compensation plans for their employees
Compensation approaches
Time-based systems

Output-based systems
Incentive systems
Knowledge-based systems
6-‹#›
Time-based system
Compensation based on time an employee has worked during the
pay period
Output-based (incentive) system
Compensation based on amount of output an employee produced
during the pay period
Compensation Systems
6-‹#›
Comparing Compensation
ApproachesManagementWorkerTIME-BASED
AdvantagesStable labor costs
Easy to administer
Simple to compute pay
Stable OutputStable pay
Less pressure to produce than under output
systemDisadvantagesNo incentive for workers to increase
outputExtra efforts not rewardedOUTPUT-BASED

AdvantagesLower cost per unit
Greater outputPay related to efforts
Opportunity to earn moreDisadvantagesWage computation more
difficult
Need to measure output
Quality may suffer
Difficult to incorporate wage increases
Increased problems with schedulingPay fluctuates
Workers may be penalized because of factors beyond their
control (e.g., machine breakdown)
LO 7.6
6-‹#›
Individual incentive plans
Straight piecework
Worker’s pay is a direct linear function of his or her output
Minimum wage legislation has reduced their popularity
Base rate + bonus
Worker is guaranteed a base rate, tied to an output standard,
that serves as a minimum
A bonus is paid for output above the standard
Group incentive plans
Tend to stress sharing of productivity gains with employees
Individual and Group Incentive Plans
6-‹#›

Knowledge-based pay
A pay system used by organizations to reward workers who
undergo training that increases their skills
Three dimensions:
Horizontal skills
Reflect the variety of tasks the worker is capable of performing
Vertical skills
Reflect the managerial skills the worker is capable of
Depth skills
Reflect quality and productivity results
Knowledge-Based Pay Systems
6-‹#›
Management Compensation
Many organizations used to reward managers based on output
New emphasis is being placed on other factors of performance
Customer service
Quality
Executive pay is increasingly being tied to the success of the
company or division for which the executive is responsible
6-‹#›

Methods Analysis
Analyzing how a job gets done
It begins with an analysis of the overall operation
It then moves from general to specific details of the job
concentrating on
Workplace arrangement
Movement of workers and/or materials
Methods Analysis
LO 7.7
6-‹#›
The need for methods analysis can arise from a variety of
sources
Changes in tools and equipment
Changes in product design or introduction of new products
Changes in materials and procedures
Government regulations or contractual agreements
Accidents or quality problems
The Need for Methods Analysis
LO 7.7
6-‹#›
Methods Analysis Procedure
Identify the operation to be studied, and gather relevant data

Discuss the job with the operator and supervisor to get their
input
Study and document the present methods
Analyze the job
Propose new methods
Install the new methods
Follow up implementation to assure improvements have been
achieved
LO 7.7
6-‹#›
Consider jobs that:
Have a high labor content
Are done frequently
Are unsafe, tiring, unpleasant, and/or noisy
Are designated as problems
Quality problems
Processing bottlenecks
etc.
Guidelines for Selecting a Job to Study
LO 7.7
6-‹#›
Analyzing the Job: Flow Process Charts

Flow process chart
Chart used to examine the overall sequence of an operation by
focusing on movements of the operator or flow of materials
LO 7.7
6-‹#›
Analyzing the Job: Worker-Machine Chart
Worker machine chart
Chart used to determine portions of a work cycle during which
an operator and equipment are busy or idle
LO 7.7
6-‹#›
Motion study
Systematic study of the human motions used to perform an
operation
Motion Study Techniques
Motion study principles– guidelines for designing motion-
efficient work procedures
Analysis of therbligs– basic elemental motions into which a job

can be broken down
Micromotion study– use of motion pictures and slow motion to
study motions that otherwise would be too rapid to analyze
Charts– activity or process charts, simo charts (simultaneous
motions)
Motion Study
LO 7.8
6-‹#›
Developing Work Methods
In developing work methods that are motion efficient, the
analyst attempts to
Eliminate unnecessary motions
Combine activities
Reduce fatigue
Improve the arrangement of the workplace
Improve the design of tools and equipment
LO 7.8
6-‹#›
Work Measurement
Work measurement is concerned with how long it should take to
complete a job.

It is not concerned with either job content or how the job is to
be completed since these are considered a given when
considering work measurement.
LO 7.9
6-‹#›
Work Measurement
Standard time
The amount of time it should take a qualified worker to
complete a specified task, working at a sustainable rate, using
given methods, tools and equipment, raw material inputs, and
workplace arrangement.
Commonly used work measurement techniques
Stopwatch time study
Historical times
Predetermined data
Work sampling
LO 7.9
6-‹#›
Stopwatch Time Study
Used to develop a time standard based on observations of one
worker taken over a number of cycles.

Standard Elemental Times
are derived from a firm’s own historical time study data.
Predetermined time standards
involve the use of published data on standard elemental times.
Work sampling
a technique for estimating the proportion of time that a worker
or machine spends on various activities and idle time.
Work Measurement Techniques
LO 7.10
6-‹#›
Stopwatch Time Study
Used to develop a time standard based on observations of one
worker taken over a number of cycles.
Basic steps in a time study:
Define the task to be studied and inform the worker who will be
studied
Determine the number of cycles to observe
Time the job, and rate the worker’s performance
Compute the standard time
LO 7.10
6-‹#›

The number of observations to collect is a function of
Variability of the observed times
The desired level of accuracy
Desired level of confidence for the estimated job time
Number of Cycles to Observe
LO 7.10
6-‹#›
Observed Time
LO 7.10
6-‹#›
Normal Time
Assumes that a single performance rating has been made for the
entire job
LO 7.10

6-‹#›
Normal Time
Assumes that performance ratings are made on an element-by-
element basis
LO 7.10
6-‹#›
Standard Time
LO 7.10
6-‹#›
Historical Times
Standard Elemental Times are derived from a firm’s own
historical time study data.

Over time, a file of accumulated elemental times that are
common to many jobs will be collected.
In time, these standard elemental times can be retrieved from
the file, eliminating the need to go through a new time study to
acquire them.
LO 7.10
6-‹#›
Predetermined time standards involve the use of published data
on standard elemental times.
Developed in the 1940s by the Methods Engineering Council.
The MTM (methods-time-measurement) tables are based on
extensive research of basic elemental motions and times.
To use this approach, the analyst must divide the job into its
basic elements (reach, move, turn, etc.) measure the distances
involved, and rate the difficulty of the element, and then refer
to the appropriate table of data to obtain the time for that
element
Predetermined Time Standards
LO 7.10
6-‹#›
Work sampling is a technique for estimating the proportion of

time that a worker or machine spends on various activities and
the idle time.
Work sampling does not require timing an activity or involve
continuous observation of the activity
Uses:
ratio-delay studies which concern the percentage of a worker’s
time that involves unavoidable delays or the proporti on of time
a machine is idle.
analysis of non-repetitive jobs.
Work Sampling
LO 7.11
6-‹#›
Work Sampling
LO 7.11
6-‹#›
Work Sampling vs. Stopwatch Time
StudiesAdvantagesObservations are spread out over a period of

time, making results less susceptible to short-term fluctuations
There is little or no disruption of work
Workers are less resentful
Studies are less costly and less time-consuming, and the skill
requirements of the analyst are much less
Studies can be interrupted without affecting the results
No timing device is required
It is well suited for nonrepetitive tasksDisadvantagesThere is
much less detail on the elements of a job
Workers may alter their work patterns when they spot the
observer, thereby invalidating the results
In many cases, there is no record of the method used by the
worker
Observers may fail to adhere to a random schedule of
observations
It is not well suited for short, repetitive tasks
Much time may be required to move from one workplace to
another and back to satisfy the randomness requirement
LO 7.12
6-‹#›
Job Design Success
Success factors:
Carried out by personnel with appropriate training and
background
Consistent with the goals of the organization
In written form
Understood and agreed to by both management and employees

6-‹#›
It is important to make design of work systems a key element of
strategy:
People are still at the heart of the business
Workers can be valuable sources of insight and creativity
It can be beneficial to focus on quality of work life and
instilling pride and respect among workers
Companies are reaping gains through worker empowerment
Operations Strategy
6-‹#›
time
Cycle
day
per
time
Operating
rate
Output
=
rate
output

Desired
day
per
time
Operating
time
Cycle
=
å
å
=
=
=
s
task time
of
Sum
stations
of
number
minimum
l
theoretica
where
time

Cycle
min
min
t
N
t
N
stations
of
number
Actual
where
100
time
Cycle
cycle
per
time
Idle
Delay
Balance
=
´
´
=
actual
actual
N
N
Delay

Balance
-
100%
Efficiency
=
mean
Sample
error
acceptable
Maximum
percentage
accuracy
Desired
deviation
standard
Sample
confidence
desired
for
needed

stddev.
normal
of
#
where
or
2
2
=
=
=
=
=
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=
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s
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observatio
of
Number
times
recorded
of
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time
Observed
OT
where
OT
=
=
=
=
å
å
n

x
n
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i
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rating
e
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PR
time
Normal
NT
where
PR
OT
NT
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=
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(
)
j
j
x
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j
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e
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NT
where
PR
NT
=
=
=
´
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on workday

based
percentage
Allowance
1
1
AF
time
job
on
based
percentage
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1
AF
and
factor
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AF
time
Standard
ST
where
AF
NT

ST
day
job
=
-
=
=
+
=
=
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A
A
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size
Sample
size
sample
by the
divided
s
occurrence
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number
(the

proportion
Sample
ˆ
confidence
desired
achieve
to
needed
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standard
of
Number
)
ˆ
1
(
ˆ
=
=
=
-
=
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p
z
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p
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e
percent
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(
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p
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MGT-530: Operation Management (Processes, Facilities, and
Work Systems) Module 07
Regulations:
· GRADING EXPECTATIONS :
1. I recommend that you use the grading rubric to shape your
work product (Attached).

2. With respect to grading, The instructor really looks for 2
things: citations and substance. I encourage you to include cites
and information from scholarly and/or peer-reviewed sources in
addition to the course text (Stevenson, W. (2018). Operations
management (13th ed.). New York, NY: McGraw-Hill Irwin.
ISBN-13:9781259667473)
Otherwise, my potential for points is reduced. It  indicates you
have read the course materials and searched far and wide for
theories, statistics, and facts to address the issue at hand. I
encourage you to paraphrase these sources. Convert the content
into your own words rather than using direct quotes. This
improves the synthesis of information, and it makes the writing
more closely resemble your own style. 
In addition to scholarly citations, a substantive assignment is
one that not only answers the question but advances the
discussion. Please, do more than is expected.
· The writer must apply APA style guidelines.
· Support your submission with:
1. Course material concepts, principles, and theories from the
textbook and Use it in the references (Stevenson, W. (2018).
Operations management (13th ed.). New York, NY: McGraw -
Hill Irwin. ISBN-13:9781259667473)
2.  At least Three scholarly, peer-reviewed journal articles such
as:
2.1 Rezagholi, M. (2019). Demands for multidimensional
information on the work environment: A methodological
framework for regular studies. Work, 63(1), 9–20.
2.2 Korkulu, S., & Bona, K. (2019). Ergonomics as a social
component of sustainable lot-sizing: A review. Periodica
Polytechnica: Social and Management Sciences, 27(1), 1–8.
2.3 Beke, E., Horvath, R., & Takacs-Gyorgy, K. (2020).
Industry 4.0 and Current Competencies. Our Economy (Nase
Gospodarstvo), 66(4), 63–70. https://doi.org/10.2478/ngoe-

2020-0024
· Be 2 pages in length, does not include the title page, abstract,
conclusion and required reference page, which are never a part
of the minimum content requirements.
Processes, Facilities, and Work Systems
Business processes are important to communicate an
organization’s best practices as they leverage themselves
against competitors. Some benefits of business processes are
that in the long run gains may be realized in cost reduction,
meeting customers’ expectations, and streamlining business
operations. Business process management then focuses on a
workflow that may hinder good performance.
Address the following requirements:
1. Identify a business process for which there is not yet a
workflow diagram, explain the situation, and devise a workflow
to address the problem
2. Defend your workflow and identify any areas of concern that
may hinder successful implementation and a proposed remedy to
that concern.
Thank you for your support
MGT
-
5
30
:
Operation Management

(
Processes, Facilities, and Work Systems
)
Module 0
7
Regulations
:
·
GRADING EXPECTATIONS
:
1.
I recommend that you use the grading rubric to shape your work
product (
Attached
).
2.
With respect to
grading, The instructor really looks for 2 things:
citations

and substance
. I
encourage you to include cites and information from
scholarly and/or peer
-
reviewed sources in
addition to the course text
(
Stevenson
, W. (2018). Operations management (13th ed.). New
York, NY: McGraw
-
Hill Irwin. ISBN
-
13:9781259667473)
Otherwise
, my
potential for points is reduced. It
indicates you have read the course materials
and searched far and wide for theories, statistics, and facts
to address the issue at hand.
I encourage
you to paraphrase these sources. Convert the content into your
own wor
ds rather than using direct
quotes
. This improves the synthesis of information, and it makes the
writing more closely resemble
your own style.

In addition to
scholarly citations, a substantive assignment is one that not only
answers the
question but adv
ances the discussion. Please, do more than is expected.
·
The writer must apply
APA style guidelines
.
·
Support your submission with:
1.
Course material concepts, principles, and theories from the
textbook and
Use
it in the
references
(Stevenson, W. (2018). Operations management (13th ed.). New
York, NY:
McGraw
-
Hill Irwin. ISBN

-
13:9781259667473)
2.
At least
Three
scholarly, peer
-
reviewed journal articles such as:
2.1
Rezagholi, M. (2019). Demands for multidimensional
information on the
work
environment: A methodological framework for regular studies.
Work, 63(1), 9
–
20.
2.2
Korkulu, S., & Bona, K. (2019). Ergonomics as a social
component of sustainable lot
-
sizing: A review. Periodica Polytechnica: Social and
Management Sciences, 27(1), 1
–
8.

2.3
B
eke, E., Horvath, R., & Takacs
-
Gyorgy, K. (2020). Industry 4.0 and Current
Competencies. Our Economy (Nase Gospodarstvo), 66(4), 63
–
70.
https://doi.org/10.2478/ngoe
-
2020
-
0024
·
Be
2
pages
in length,
does not include the title
page, abstract, conclusion and
required
reference page,
which are never a part of the minimum content requirements.
MGT-530: Operation Management (Processes, Facilities, and
Work Systems)
Module 07

Regulations:
NS :
1. I recommend that you use the grading rubric to shape your
work product (Attached).
2. With respect to grading, The instructor really looks for 2
things: citations and substance. I
encourage you to include cites and information from scholarly
and/or peer-reviewed sources in
addition to the course text (Stevenson, W. (2018). Operations
management (13th ed.). New
York, NY: McGraw-Hill Irwin. ISBN-13:9781259667473)
Otherwise, my potential for points is reduced. It indicates you
have read the course materials
and searched far and wide for theories, statistics, and facts to
address the issue at hand. I encourage
you to paraphrase these sources. Convert the content into your
own words rather than using direct
quotes. This improves the synthesis of information, and it
makes the writing more closely resemble
your own style.
In addition to scholarly citations, a substantive assignment is
one that not only answers the
question but advances the discussion. Please, do more than is
expected.
The writer must apply APA style guidelines.
1. Course material concepts, principles, and theories from the
textbook and Use it in the
references (Stevenson, W. (2018). Operations management (13th
ed.). New York, NY:
McGraw-Hill Irwin. ISBN-13:9781259667473)
2. At least Three scholarly, peer-reviewed journal articles such

as:
2.1 Rezagholi, M. (2019). Demands for multidimensional
information on the work
environment: A methodological framework for regular studies.
Work, 63(1), 9–20.
2.2 Korkulu, S., & Bona, K. (2019). Ergonomics as a social
component of sustainable lot-
sizing: A review. Periodica Polytechnica: Social and
Management Sciences, 27(1), 1–8.
2.3 Beke, E., Horvath, R., & Takacs-Gyorgy, K. (2020).
Industry 4.0 and Current
Competencies. Our Economy (Nase Gospodarstvo), 66(4), 63–
70.
https://doi.org/10.2478/ngoe-2020-0024
conclusion and required
reference page, which are never a part of the minimum content
requirements.
SEU Discussion Board Rubric
Meets
Expectation
Approaches
Expectation
Below
Expectation
Limited
Evidence

No
Evidence
Content, Research, and Analysis
2 Points 1.5 Points 1 Point .5 Points 0 Points
Content Meets Expectation
- Demonstrates
excellent
knowledge of
concepts, skills,
and theories
relevant to topic.
Approaches
Expectation -
Demonstrates fair
knowledge of
concepts, skills,
and theories.
Below Expectation
- Demonstrates
significantly flawed
knowledge of
concepts, skills,
and theories.
Limited Evidence -
Demonstrates poor
or absent
knowledge of
concepts, skills,
and theories.
No Evidence - Did

not participate.
Support Meets Expectation
- Statements are
well supported;
posts extend
discussion.
Approaches
Expectation -
Statements are
partially
supported; posts
may extend
discussion.
Below Expectation
- Support is
deficient; posts do
not extend
discussion.
Limited Evidence -
Statements are not
supported
No Evidence - Did
not participate.
Writing
Quality
Meets Expectation

- Writing is well
organized, clear,
concise, and
focused; no errors.
Approaches
Expectation - Some
significant but not
major errors or
omissions in
writing
organization,
focus, and clarity.
Below Expectation
- Numerous
significant errors
or omissions in
writing
organization,
focus, and clarity.
Limited Evidence -
Numerous errors
or omissions—at
least some
major—in writing
organization,
focus, and clarity.
No Evidence - Did
not participate.
Timelines
s

Meets Expectation
- Initial post made
before deadline.
Approaches
Expectation - Initial
post made 1 day
late.
Below Expectation
- Initial post 2 days
late.
Limited Evidence -
Initial post 3 days
late.
No Evidence - Did
not participate.
Quantity Meets Expectation
- Initial post and
two other posts of
substance.
Approaches
Expectation - Initial
post and one other
post of substance.
Below Expectation
- Initial post only.

Limited Evidence -
One post of
substance to
colleagues.
No Evidence - Did
not participate.
Total Points Possible: 10

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