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PRODUCTION-FACTORS OF PRODUCTION-POM And SPOM.pptx

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PRODUCTION-FACTORS OF PRODUCTION-POM And SPOM.pptx

  1. 1. PRODUCTION, FACTOR OF PRODUCTION, PRODUCTION OPERATIONS MANAGEMENT AND SCOPE OF PRODUCTION OPERATIONS MANAGEMENT REPORTERS: PIOLO VINCENT DELLOSA RHEA MAE HUNAT ROSE ANN MACARIO
  2. 2. M O D U L E 7 Production operations management is the process which combines and transforms various resources used in the production/operation subsystem of the organization into value added products/services in a controlled manner as per the policies of the organization. It is also a business function responsible for planning, coordinating and controlling the resources needed to produce products and services for a company. Operation Management designs, operates and improves productive systems, systems for getting work done. Transformation of raw materials (input) to desired product and services (outputs) by adding economic value to it thru: Separation – extraction Modification/improvement – alternating physical attributes Assembly – in manufacturing plant
  3. 3. Production management is a process of planning, organizing directing and controlling the activities of the production function. It combines and transforms various resources used in the production subsystem of the organization into value added product in a controlled manner as per the policies of the organization. Objectives of Production Management The objective of the production management is to produce good services of right quality and quantity at the right time and right manufacturing cost. 1. Right Quality 2. Right Quantity 3. Right Time 4. Right Manufacturing Cost The 5 PS of Production are the product, plant, programmes, processes and people. These factors are combine together to produce good and services.
  4. 4. SCOPE OF PRODUCTION OPERATIONS MANAGEMENT
  5. 5. LOCATION The selection of location is a key-decision as large investment is made in building plant and machinery. Location of plant should be based on the company's expansion, plan and policy, diversification plan for the products, changing sources of raw materials and many other factors. Considerations: 1. Location - Strategic Importance 2. Long term commitment/costs 3. Impact on investments, revenues, and operations 4. Supply Chains 5. Objectives 6. Profit potential 7. No single location may be better than others 8. Identify several locations from which to choose 9. Options 10. Expand existing facilities 11. Add new facilitie 12. Move
  6. 6. PLANT LAYOUT " A plan of an optimum arrangement of facilities including personnel, equipment, equipment, storage space and handling of materials". (James Moore) "Handling" is the art and science of moving, packing, and storing products in any any form. PRODUCT DESIGN "All about solving users' problems and design thinking, which is part of that process". (Martha Bergmann) Product Development - translate the needs of customers into technical specification. 1. Marketing 2. Product Development 3. Manufacturing
  7. 7. PROCESS DESIGN A macroscopic decision-making of an overall process route for converting the raw material into finished products. PRODUCTION PLANNING AND CONTROL Define as the process of planning the production in advance, setting the exact route of each item, fixing the starting and finishing dates for each item to give production orders to shops and to follow up the progress of products according to the orders. Routing - the selection of path which each part of the product will follow, which being transformed from raw material to finished products. Scheduling - define as the fixation of time and date for each operation as well as it determines the sequence of operations to followed. Dispatching - concerned with the starting starting process.
  8. 8. MATERIAL MANAGEMENT Is the aspect of management function which is primarily concerned with the acquisition, control and use of materials needed and flow of goods and services connected with the production process having some predetermined objectives in view. The main objectives of materials management are: • To minimize material cost. • To purchase, receive, transport and store materials efficiently and to reduce the related cost. • To cut down costs through simplification, standardization, value analysis, import substitution, etc. • To trace new sources of supply and to develop cordial relations with them in order to ensure continuous supply at reasonable rates. • To reduce investment tied in the inventories for use in other productive purposes and to develop high inventory turnover ratios.
  9. 9. QUALITY CONTROL May be defined as a system that is used to maintain a desired level of quality in a product or service. The main objectives of quality control are: • To improve the companies income by making the production more acceptable to to the customers i.e., by providing long life, greater usefulness, maintainability, etc. • To reduce companies cost through reduction of losses due to defects. • To achieve interchange ability of manufacture in large scale production. • To produce optimal quality at reduced price. • To ensure satisfaction of customers with productions or services or high quality level, to build customer goodwill, confidence and reputation of manufacturer. • To make inspection prompt to ensure quality control. • To check the variation during manufacturing.
  10. 10. MAINTENANCE MANAGEMENT Is very important that the plant machinery should be properly maintained. The main objectives of maintenance management are: • To achieve minimum breakdown and to keep the plant in good working condition at the lowest possible cost. • To keep machines and other facilities in such a condition that permits them to be used at their optimal capacity without interruption. • To ensure the availability of the machines, buildings and services required by other sections of the factory for the performance of their functions at optimal return on investment.
  11. 11. T H E E N D

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