2. Chapter Nine
LEARNING GOALS
1. Describe the current state of U.S. manufacturing
and what manufacturers have done to become
more competitive.
2. Describe the evolution from production to
operations management.
3. Identify various production processes and describe
techniques that improve productivity, including
computer-aided design and manufacturing, flexible
manufacturing, lean manufacturing and mass
customization.
9-2
3. Chapter Nine
LEARNING GOALS
4. Describe operations management planning issues
including facility location, facility layout, materials
requirement planning, purchasing, just-in-time
inventory control and quality control.
5. Explain the use of PERT and Gantt charts to
control manufacturing processes.
9-3
4. Profile
SAMUEL J. PALMISANO
IBM
• Palmisano, CEO and President of IBM, started in
the company in 1973.
• The company’s earnings have quadrupled under
Palmisano.
•Switching the company’s
9-4
5. Chapter Nine
NAME that COMPANY
This company’s robots manufacture, test, and
package motor starters - all untouched by
human hands. The machines can fill special
orders, even for a single item, without slowing
down the process.
Name that company!
9-5
6. Manufacturing
and Services in
Perspective
MANUFACTURING in the U.S.
LG1
• The U.S. is still the world’s leading
manufacturer.
• Manufacturing has continued to grow since
1970. In fact, U.S. manufacturing is 2x bigger
than in 1970.
• Almost 25% of all
goods produced each
year come from the
U.S.
9-6
7. Manufacturing
and Services in
Perspective WHAT’S MADE in the USA?
LG1 Leading U.S. Manufactured Goods
Source: Parade Magazine, www.parade.com, accessed June 2011.
9-7
8. Manufacturing
and Services in
Perspective Exporters Extraordinaire
LG1 Top Ten States that Manufacture Goods for Export
Source: CNBC, www.cnbc.com, accessed June 2011.
9-8
9. Manufacturing
and Services in
Perspective MASSIVE MANUFACTURERS
LG1 The Top Ten U.S. Manufacturers
Source: Industry Week, www.industryweek.com, accessed June 2011.
9-9
10. KEY WORD:
SUSTAINABILITY
(Thinking Green)
• The market for new green products and services
is almost endless.
• Given the rate of population growth, it’s important
to plan ahead for a world with limited resources.
• Companies like DuPont, Michelin, Chevron and
Nokia are working on sustainability projects.
• Procter & Gamble and Kaiser Permanente issue
their own mandatory sustainability scorecards to
their supply chains.
9-10
11. Manufacturing
and Services in
Perspective
TOP-PAYING SERVICE JOBS
LG1
• The U.S. economy is no longer manufacturing
based.
• 85% of jobs are in the service sector.
• The top-paying service jobs in the U.S. are in:
- Legal services
- Medical services
- Entertainment
- Accounting
- Finance
- Management consulting
9-11
12. Manufacturers
and Service
Organizations
Become More
REMAINING COMPETITIVE in
Competitive
LG1 GLOBAL MARKETS
• U.S. is still the leader in nanotechnology and
biotechnology.
• How can U.S. businesses maintain a competitive
edge?
- Focusing on customers
- Maintaining close relationships with suppliers
- Practicing continuous improvement
- Focusing on quality
- Saving on costs through site selection
- Relying on the Internet to unite companies
- Adopting new production techniques
9-12
13. LEARNING from GERMANY
(Reaching Beyond Our Borders)
• Ten years ago, Germany’s economy was much like
ours today.
• Stihl invested in highly trained workers.
• Stihl remained competitive
in the manufacturing
world.
• German companies
poured money into
research and stayed away
from high tech products.
9-13
14. From Production
to Operations
Management
PRODUCTION and
LG2 PRODUCTION MANAGEMENT
• Production -- The creation of goods using land,
labor, capital, entrepreneurship and knowledge (the
factors of production).
• Production
Management -- All the
activities managers do to
help firms create goods.
9-14
15. From Production
to Operations
Management
OPERATIONS MANAGEMENT
LG2
• Operations Management -- A specialized area
in management that converts or transforms resources
into goods and services.
• Operations management includes:
- Inventory management
- Quality control
- Production scheduling
- Follow-up services
9-15
16. Operations
Management in
the Service Sector OPERATIONS MANAGEMENT
LG2 in the SERVICE SECTOR
• All about creating a good experience for those
who use the service.
• In hotels, like Ritz-
Carlton, operation
management
includes fine dining,
fresh flowers, and
training for every
employee.
9-16
17. Operations
Management in
the Service Sector THERE’S an APP for THAT
LG2 Top Productivity Apps for iPad
Source: Entrepreneur, February 2011.
9-17
18. Progress
Assessment PROGRESS ASSESSMENT
• What have U.S. manufacturers done to regain a
competitive edge?
• What must U.S. companies do to continue to
strengthen the country’s manufacturing base?
• What led companies to focus on operations
management rather than production?
9-18
20. Production
Processes FORM UTILITY
LG3
• Form Utility --
The value producers
add to materials in the
creation of finished
goods and services.
9-20
21. Production
Processes GROVE’S BASIC PRODUCTION
LG3
REQUIREMENTS
1. To build and deliver products in response to the
demands of the customer at the scheduled
delivery time.
2. To provide an acceptable quality level.
3. To provide everything at the lowest possible
cost.
9-21
22. Production
Processes PROCESS and ASSEMBLY in
LG3 PRODUCTION
• Process
Manufacturing --
The part of production
that physically or
chemically changes
materials.
• Assembly Process
-- The part of the
production process that
puts together
components.
9-22
23. Production
Processes KEY PRODUCTION PROCESSES
LG3
• Production processes are either continuous or
intermittent.
• Continuous Process -- Long production runs
turn out finished goods over time.
• Intermittent Process -- Production runs are
short and the producer adjusts machines frequently
to make different products.
9-23
24. Production
Processes
MINUTE MADE
LG3 Production of Some of America’s Favorite Products
9-24
25. The Need to
Improve Production
Techniques andDEVELOPMENTS MAKING U.S.
Cut Costs
LG3 COMPANIES MORE COMPETITIVE
1. Computer-aided design
and manufacturing
2. Flexible manufacturing
3. Lean manufacturing
4. Mass customization
9-25
26. Computer-Aided
Design and
Manufacturing
COMPUTER-AIDED DESIGN and
LG3 MANUFACTURING
• Computer-Aided
Design (CAD) -- The
use of computers in the
design of products.
• Computer-Aided
Manufacturing (CAM)
-- The use of computers in
the manufacturing of
products.
9-26
27. Computer-Aided
Design and
Manufacturing
COMPUTER-INTEGRATED
LG3 MANUFACTURING
• Computer-Integrated
Manufacturing (CIM) --
The uniting of computer-
aided design with computer-
aided manufacturing.
• CIM is expensive but it cuts
as much as 80% of the time
needed to program machines
to make parts.
9-27
28. Flexible
Manufacturing FLEXIBLE MANUFACTURING
LG3
• Flexible Manufacturing -- Designing machines
to do multiple tasks so they can produce a variety of
products.
• Allen-Bradley uses flexible manufacturing to build
motor starters.
• 26 machines and robots build, test and package
parts.
9-28
29. Lean
Manufacturing LEAN MANUFACTURING
LG3
• Lean Manufacturing -- Using less of everything
than in mass production.
• Compared to others, lean companies:
- Take half the human effort.
- Have half the defects in finished products.
- Require one-third the engineering effort.
- Use half the floor space.
- Carry 90% less inventory.
9-29
30. Mass
Customization MASS CUSTOMIZATION
LG3
• Mass Customization -- Tailoring products to
meet the needs of a large number of individual
customers.
• More manufacturers are
learning to customize.
• Mass customization
exists in the service
sector too.
9-30
31. MASS CUSTOMIZATION
of CANDY
(Spotlight on Small Business)
• Chocomize lets customers customize their
chocolate bars.
• Co-founder, Eric Heinbockel, sought funding help
from his family.
• Chocomize now has three full-time chocolate
makers and is expected to be a success.
9-31
32. Progress
Assessment PROGRESS ASSESSMENT
• What’s form utility?
• Define and differentiate the following: process
manufacturing, assembly process, continuous
process and intermittent process.
• What do you call the integration of CAD and
CAM?
• What’s mass customization?
9-32
34. Facility
Location FACILITY LOCATION
LG4
• Facility Location
-- The process of
selecting a geographic
location for a
company’s operations.
• Rising numbers of Internet businesses means
brick-and-mortar retailers must find great
locations.
9-34
35. STAY or LEAVE
(Making Ethical Decisions)
• Potential of low-cost labor is very attractive to
companies hoping to remain competitive.
• However, shuttering operations and moving can
often cause severe economic problems in
dependent areas.
• What would you do if you were the CEO of
ChildrenWear Industries faced with this problem?
9-35
36. Taking
Operations
OPERATIONS MANAGEMENT
Management to
the Internet
LG4 on the INTERNET
• Sometimes businesses outsource engineering,
design and manufacturing to other companies.
• Often these relationships are managed through
the Internet.
• Many companies are developing Internet-focused
strategies.
9-36
37. Facility Location
in the Future FUTURE FACILITY LOCATION
LG4
• Information technology gives firms increased
flexibility in terms of location.
• Telecommuting -- Working from home via
computer.
9-37
38. Facility Layout
SETTING UP the FACILITY
LG4
• Facility Layout -- The physical arrangement of
resources, including people, to most efficiently
produce goods and provide services.
• Facility layout depends on the processes
performed:
- Service: Help customers find products
- Manufacturing: Improve efficiency
9-38
39. Facility Layout
FACILITY LAYOUT OPTIONS
LG4
1. Assembly Line Layout – Workers do only a few
tasks at a time.
2. Modular Layout – Teams of workers produce more
complex units of the final product.
3. Fixed-Position Layout – Allows workers to
congregate around the product.
4. Process Layout – Similar equipment and functions
are grouped together.
9-39
44. Materials
Requirement
Planning
MRP and ERP
LG4
• Materials Requirement Planning (MRP) --
A computer-based operations management system
that uses sales forecasts to make sure parts and
materials are available when needed.
• Enterprise Resource Planning (ERP) -- A
newer version of MRP, combines computerized
functions into a single integrated software program
using a single database.
9-44
45. Purchasing
PURCHASING
LG4
• Purchasing -- The
function that searches for
high-quality material
resources, finds the best
suppliers and negotiates the
best price for goods and
services.
• The Internet has
transformed purchasing.
9-45
46. Just-in-Time
Inventory Control INVENTORY CONTROL
LG4
• Just-in-Time (JIT) Inventory Control -- The
production process in which a minimum of inventory
is kept and parts, supplies and other needs are
delivered just in time to go on the assembly line.
• To work effectively, the process requires
excellent coordination with suppliers.
9-46
47. Quality Control
QUALITY CONTROL
LG4
• Quality -- Consistently
producing what the customer
wants while reducing errors
before and after delivery.
• Six Sigma Quality -- A
quality measure that allows Photo Courtesy of: Argonne National Laboratory
only 3.4 defects per million
opportunities.
9-47
48. Quality Control
STATISTICAL QUALITY CONTROL
& STATISTICAL PROCESS
LG4
CONTROL
• Statistical Quality Control -- A process used
to continually monitor all phases of the production
process.
• Statistical Process Control -- A process of
testing statistical samples of product components at
each stage of production.
• Measuring quality along the production process
reduces the need for quality control at the end.
9-48
49. The Baldrige
Awards The BALDRIGE AWARDS
LG4
• Companies can apply for awards in these areas:
- Manufacturing
- Services
- Small Businesses
- Non-Profit/Government
- Education
- Healthcare
9-49
50. The Baldrige
Awards
THE WINNERS ARE…
LG4 2010 Baldrige Award Recipients
Source: National Institute of Standards and Technology, www.quality.nist.gov, accessed June 2011.
9-50
51. ISO 9000 and
ISO 14000
Standards WHAT is ISO?
LG4
• The International Organization for Standardization
(ISO) is a worldwide federation of national
standards bodies.
• ISO 9000 -- The common name given to quality
management and assurance standards.
• ISO 14000 -- A collection of the best practices for
managing an organization’s impact on the
environment.
9-51
52. Progress
Assessment PROGRESS ASSESSMENT
• What are the major criteria for facility location?
• What’s the difference between MRP and ERP?
• What’s just-in-time inventory control?
• What are Six Sigma quality, the Baldrige Award,
ISO 9000 and ISO 14000?
9-52
53. Control
Procedures:
PERT and Gantt
Charts
PERT
LG5
• Program Evaluation and Review Technique
(PERT) -- A method for analyzing the tasks involved
in completing a given project and estimating the time
needed.
9-53
54. Control
Procedures:
PERT and Gantt
Charts
STEPS INVOLVED in PERT
LG5
1. Analyzing and sequencing tasks
2. Estimating the time needed to complete each
task
3. Drawing a PERT network illustrating the first two
steps
4. Identifying the critical path
• Critical Path -- The sequence of tasks that
takes the longest time to complete.
9-54
55. Control
Procedures:
PERT CHART for a MUSIC VIDEO
PERT and Gantt
Charts
LG5
9-55
56. Control
Procedures:
PERT and Gantt
Charts
GANTT CHARTS
LG5
• Gantt Chart – A bar graph that shows what
projects are being worked on and how much has been
completed.
9-56
58. Progress
Assessment PROGRESS ASSESSMENT
• Draw a PERT chart for making breakfast of three-
minute eggs, buttered toast and coffee. Define
the critical path.
• How could you use a Gantt chart to keep track of
production?
9-58
Editor's Notes
Company: Allen-Bradley
See Learning Goal 1: Describe the current state of U.S. manufacturing and what manufacturers have done to become more competitive. Students are often surprised to read that the United States is the world ’s leading manufacturer, producing 25 percent of all goods produced worldwide. To start a discussion ask students: What items do companies in the United States produce?
See Learning Goal 1: Describe the current state of U.S. manufacturing and what manufacturers have done to become more competitive. What ’s Made in the USA? This slide presents the leading goods manufactured in the United States. Ask students: Why are the goods on the slide manufactured in the United States? (Student s’ answers will vary but should focus on the abundance of certain factors of production and the United States’ comparative advantage in the production of capital intensive products, topics that were covered earlier in the text.) To determine what goods are manufactured in a particular state use the Bureau of Economic Analysis website (www.bea.gov).
See Learning Goal 1: Describe the current state of U.S. manufacturing and what manufacturers have done to become more competitive. Leading U.S. Manufacturing States This slide identifies the ten leading manufacturing states in terms of amount of products made in the U.S for exports. Ask the students if they are surprised about any of the states listed being among the largest employers in manufacturing. 3. As mentioned in the previous slide, it might be useful to explore what items are being produced in each of the states mentioned in this slide by visiting www.bea.gov.
See Learning Goal 1: Describe the current state of U.S. manufacturing and what manufacturers have done to become more competitive. Top Ten Manufacturers This slide presents the top ten manufacturers (based on revenues) according to Industry Week ’s list of the 500 largest publicly held U.S. manufacturing companies. One quick observation from this slide – it is dominated by oil and energy companies. Ask the students: How much do you pay per gallon of gas? Does that have any impact on this listing? (Answer is obvious – the higher the gas price, the more money the oil companies make in both revenues and profits.)
See Learning Goal 1: Describe the current state of U.S. manufacturing and what manufacturers have done to become more competitive.
See Learning Goal 1: Describe the current state of U.S. manufacturing and what manufacturers have done to become more competitive.
See Learning Goal 1: Describe the current state of U.S. manufacturing and what manufacturers have done to become more competitive. The famous economist Joseph Schumpeter believed in continuous improvement and discussed capitalism as a force for creative destruction. If the United States is to remain competitive, the nation as a whole must continually innovate eschewing old inefficient industries in favor of capital-intensive knowledge-driven industries.
See Learning Goal 1: Describe the current state of U.S. manufacturing and what manufacturers have done to become more competitive.
See Learning Goal 2: Describe the evolution from production to operations management.
See Learning Goal 2: Describe the evolution from production to operations management.
See Learning Goal 2: Describe the evolution from production to operations management.
See Learning Goal 2: Describe the evolution from production to operations management. There’s an App for That This slide shows the top iPad apps that help service businesses increase productivity.
Manufacturers have regained a competitive advantage by focusing on the following: The needs of customers , maintaining a close relationship with suppliers to make sure they are meeting customer needs, practicing continuous improvement, focusing on quality, saving on costs through better site selection, using new technologies, adopting new production techniques. To strengthen the nation ’s manufacturing base will require an adjustment and recognition of the new realities in manufacturing. This will require focusing on new technologies, such as the green ventures discussed in your textbook. The nature of business has changed dramatically in the past twenty years forcing companies to focus on operations management. One change is the shift from a manufacturing economy to one dominated by the service industry. Operations management is a more specialized area of management that converts resources into useful outputs.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization. Andrew Grove is the former chairman of computer chip manufacturer Intel.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization. Minute Made This slide presents the production efficiency of various products. Before introducing this slide, it would be interesting to ask the students to take a guess: How many Krispy Kreme Doughnuts or Chips Ahoy! Cookies are made every minute? Again it is important to reinforce the point that production efficiency directly translates into cost savings and therefore profits.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
See Learning Goal 3: Identify various production processes and describe techniques that improve productivity, including computer-aided design and manufacturing, flexible manufacturing, lean manufacturing, and mass customization.
Form utility is the value producers add to materials in the creation of finished goods and services. For example, when a company transforms raw steel into the body of an automobile they are creating form utility. Process manufacturing physically or chemically changes materials, such as turning sand into glass or computer chips. The assembly process puts together components to create a product. For example, cars are made through an assembly process that puts together the frame, engine and other parts. Continuous process involves long production runs turning out finished goods over time. For example, a plant that makes plastic cups is run on a continuous process. Rather than using long runs, an intermittent process involves short runs that respond directly to specific customer orders. An example of this process would include manufacturers of men ’s custom business suits. The integration of CAD and CAM is referred to as computer-integrated manufacturing or CIM. Mass customization is the process of tailoring products to meet the demands of a large number of individual customers. One example of this process is NIKEiD which allows customers to design athletic shoes by choosing from a variety of colors and designs. For more information on this process go to www.nikeid.nike.com.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control. A JIT system makes sure the right materials are at the right place at the right time at the cheapest cost to meet both customer and production needs. To start a discussion with students ask the following question: While the benefits of the JIT system are obvious what are some of the drawbacks?
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control. Baldrige Award Recipients This slide presents the 2010 Baldrige National Quality Award recipients. Awardees included two manufacturers, three small businesses, one health care system, and one school system. 3. To better understand the process have students spend time reviewing the www.nist.gov website.
See Learning Goal 4: Describe operations management planning issues including facility location, facility layout, materials requirement planning, purchasing, just-in-time inventory control, and quality control. ISO is the world ’s largest developer and publisher of international standards. The purpose of ISO is to form a bridge between the public and private sectors. ISO is based in Switzerland.
Managers must always consider the customer and the impact on customers’ ability to use the company ’s services and to communicate about their needs. Other criteria that need to be considered include: labor costs, availability of resources, access to transportation, proximity to customers, suppliers, crime rates, quality of life for employees and the cost of living, to mention but a few. Materials requirement planning or (MRP) is a computer-based operations management system that uses sales forecasts to make sure needed parts and materials are available at the right time and place. Enterprise resource planning (ERP), a newer version of MRP, combines the computerized functions of all the divisions and subsidiaries of the firm into a single integrated software program that uses a single database. One major expense in the production process is the holding of parts. The goal of just-in-time inventory is to eliminate or reduce that cost. Just-in-time inventory systems keep a minimum of inventory on the premises and only deliver parts just as they are needed on the factory floor. Six Sigma is a quality-control standard which sets a benchmark of no more than 3.4 defects per million opportunities. The Baldrige Award was created in 1987 to promote a standard for overall quality in the following areas: manufacturing, services, small business, education, and health care. The award was named after Malcolm Baldrige, the late U.S. secretary of commerce. The International Organization for Standardization or ISO is a worldwide federation of national standards bodies from more than 140 countries. This nongovernmental organization establishes global measures for the quality of individual products. ISO 9000 is the common name given to quality management and assurance standards, while ISO 14000 is a collection of the best practices for managing an organization ’s environmental impact.
See Learning Goal 5: Explain the use of PERT and Gantt charts to control manufacturing processes. The Program Evaluation and Review Technique (PERT) was developed in the 1950s with the construction of the Navy ’s Polaris submarine project.
See Learning Goal 5: Explain the use of PERT and Gantt charts to control manufacturing processes.
See Learning Goal 5: Explain the use of PERT and Gantt charts to control manufacturing processes.
See Learning Goal 5: Explain the use of PERT and Gantt charts to control manufacturing processes. Henri Gantt created the Gantt Chart which allows management to chart workflow and improve worker productivity. The Gantt Chat is the forerunner to PERT.
See Learning Goal 5: Explain the use of PERT and Gantt charts to control manufacturing processes.
To answer this question please refer to figure 9.3 in the textbook. A Gantt chart is a scheduling mechanism used by manufacturers for measuring production progress. This chart will give management a clear idea as to the status of the project and how much has been completed at any given time.
