Lean Value Stream Mapping (VSM) Training ModuleFrank-G. Adler
The Lean Value Stream Mapping (VSM) Training Module v8.0 includes:
1. MS PowerPoint Presentation including 154 slides covering History of Lean Manufacturing, Five Lean Principles, Seven Lean Wastes, A Step-by-Step Approach to Value Stream Mapping with Examples, Basic Lean Management Methods and Tools.
2. MS Excel Value Stream Mapping Team Charter Template
3. MS Excel Future State Transformation Plan Template
4. MS Excel Process Study Worksheet Template & Example, Work Chart Template, Work Combination Table Template & Example, and Process Capacity Worksheet Template & Example
Lean Value Stream Mapping (VSM) Training ModuleFrank-G. Adler
The Lean Value Stream Mapping (VSM) Training Module v8.0 includes:
1. MS PowerPoint Presentation including 154 slides covering History of Lean Manufacturing, Five Lean Principles, Seven Lean Wastes, A Step-by-Step Approach to Value Stream Mapping with Examples, Basic Lean Management Methods and Tools.
2. MS Excel Value Stream Mapping Team Charter Template
3. MS Excel Future State Transformation Plan Template
4. MS Excel Process Study Worksheet Template & Example, Work Chart Template, Work Combination Table Template & Example, and Process Capacity Worksheet Template & Example
Lean manufacturing is a production process based on an ideology of maximising productivity while simultaneously minimising waste within a manufacturing operation
A simple introductory presentation on Lean Manufacturing. Learn about key principles of Lean Methodology and share this with your team using this simple Lean Thinking presentation.
Presentation contains a number of simple exercise that you can use to practice the Lean Methodology in your business.
Lean manufacturing is a production process based on an ideology of maximising productivity while simultaneously minimising waste within a manufacturing operation
A simple introductory presentation on Lean Manufacturing. Learn about key principles of Lean Methodology and share this with your team using this simple Lean Thinking presentation.
Presentation contains a number of simple exercise that you can use to practice the Lean Methodology in your business.
3 BA Rev Advance-Operations-Management-2022-A (1).pptxjuanmartinguasch
a presentation on Advance Operations Management; its importance, scope and functions; the four V's of Operations Management; ten decision areas of operations management; design goods and services, process and capacity design, location strategy
Lean is a systematic approach to identify and eliminate the eight wastes which are considered non-value-adding activities through continuous improvement. The eight wastes are - waiting, defects, extra processing, inventory, excessive motion, transportation, over production, and underutilized employees.
Lean aims to maximize customer value and financial gains to the organization. It also focuses on improving the overall efficiency, quality, and customer satisfaction in an organization. Participants will gain the skills which are necessary to utilize Lean methodologies, decrease expenses, reduce cycle times, increase volume, and improve production in Service, Manufacturing, Supply Chain, and Operations.
To know more about Lean Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Product Vs Service
Concept of Production
Scope of POM
Transformation Process
Product Design & Product Process
History of POM
Issues in POM
Product Design / Process
The processes and methods used to transform tangible inputs (raw materials, semi-finished goods, subassemblies) and intangible inputs (ideas, information, knowledge) into goods or services.
OMRefers to the management of the production system that transforms inputs into finished goods and services.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
NUMERICAL SIMULATIONS OF HEAT AND MASS TRANSFER IN CONDENSING HEAT EXCHANGERS...ssuser7dcef0
Power plants release a large amount of water vapor into the
atmosphere through the stack. The flue gas can be a potential
source for obtaining much needed cooling water for a power
plant. If a power plant could recover and reuse a portion of this
moisture, it could reduce its total cooling water intake
requirement. One of the most practical way to recover water
from flue gas is to use a condensing heat exchanger. The power
plant could also recover latent heat due to condensation as well
as sensible heat due to lowering the flue gas exit temperature.
Additionally, harmful acids released from the stack can be
reduced in a condensing heat exchanger by acid condensation. reduced in a condensing heat exchanger by acid condensation.
Condensation of vapors in flue gas is a complicated
phenomenon since heat and mass transfer of water vapor and
various acids simultaneously occur in the presence of noncondensable
gases such as nitrogen and oxygen. Design of a
condenser depends on the knowledge and understanding of the
heat and mass transfer processes. A computer program for
numerical simulations of water (H2O) and sulfuric acid (H2SO4)
condensation in a flue gas condensing heat exchanger was
developed using MATLAB. Governing equations based on
mass and energy balances for the system were derived to
predict variables such as flue gas exit temperature, cooling
water outlet temperature, mole fraction and condensation rates
of water and sulfuric acid vapors. The equations were solved
using an iterative solution technique with calculations of heat
and mass transfer coefficients and physical properties.
Water billing management system project report.pdfKamal Acharya
Our project entitled “Water Billing Management System” aims is to generate Water bill with all the charges and penalty. Manual system that is employed is extremely laborious and quite inadequate. It only makes the process more difficult and hard.
The aim of our project is to develop a system that is meant to partially computerize the work performed in the Water Board like generating monthly Water bill, record of consuming unit of water, store record of the customer and previous unpaid record.
We used HTML/PHP as front end and MYSQL as back end for developing our project. HTML is primarily a visual design environment. We can create a android application by designing the form and that make up the user interface. Adding android application code to the form and the objects such as buttons and text boxes on them and adding any required support code in additional modular.
MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software. It is a stable ,reliable and the powerful solution with the advanced features and advantages which are as follows: Data Security.MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software.
Online aptitude test management system project report.pdfKamal Acharya
The purpose of on-line aptitude test system is to take online test in an efficient manner and no time wasting for checking the paper. The main objective of on-line aptitude test system is to efficiently evaluate the candidate thoroughly through a fully automated system that not only saves lot of time but also gives fast results. For students they give papers according to their convenience and time and there is no need of using extra thing like paper, pen etc. This can be used in educational institutions as well as in corporate world. Can be used anywhere any time as it is a web based application (user Location doesn’t matter). No restriction that examiner has to be present when the candidate takes the test.
Every time when lecturers/professors need to conduct examinations they have to sit down think about the questions and then create a whole new set of questions for each and every exam. In some cases the professor may want to give an open book online exam that is the student can take the exam any time anywhere, but the student might have to answer the questions in a limited time period. The professor may want to change the sequence of questions for every student. The problem that a student has is whenever a date for the exam is declared the student has to take it and there is no way he can take it at some other time. This project will create an interface for the examiner to create and store questions in a repository. It will also create an interface for the student to take examinations at his convenience and the questions and/or exams may be timed. Thereby creating an application which can be used by examiners and examinee’s simultaneously.
Examination System is very useful for Teachers/Professors. As in the teaching profession, you are responsible for writing question papers. In the conventional method, you write the question paper on paper, keep question papers separate from answers and all this information you have to keep in a locker to avoid unauthorized access. Using the Examination System you can create a question paper and everything will be written to a single exam file in encrypted format. You can set the General and Administrator password to avoid unauthorized access to your question paper. Every time you start the examination, the program shuffles all the questions and selects them randomly from the database, which reduces the chances of memorizing the questions.
2. LECTURE OUTLINE
What is Operations Management
Corporate & Operations
strategies
Evolution of OM
Differences between Services
and Goods
Current Issues in Operations
Management
Learning Objectives for This
Course
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3. WHAT OPERATIONS AND SUPPLY
CHAIN MANAGERS DO
• What is Operations
a function or system that transforms
inputs into desired outputs
• What is a Transformation Process
a series of activities along a value chain
extending from supplier to customer
• What is Operations Management
systematic design, running &
improvement of systems that transform
inputs into services and products and
deliver them to customers
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4. ACROSS THE ORGANIZATION
Material &
Service
Inputs
Sales
Revenue
Product &
Service
Outputs
Finance
Acquires financial
resources and
capital for inputs
Marketing
Generates
sales of outputs
Operations
Translates
materials
and service
into
outputs
Support Functions
• Accounting
• Information Systems
• Human Resources
• Engineering
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5. A PROCESS VIEW
External environment
Information
on
performance
Customers
Processes
and
operations
1
2
3
4
5
Inputs
• Workers
• Managers
• Equipment
• Facilities
• Materials
• Land
• Energy
Outputs
• Goods
• Services
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6. TRANSFORMATION PROCESSES
• Physical: as in manufacturing operations
• Locational: as in transportation
• Spatial: as in warehouse operations
• Exchange: as in retail operations
• Physiological: as in health care
• Psychological: as in entertainment
• Informational: as in communication
• Academicals: imparting knowledge/skills
• Agricultural: growing crops
• Federal: government actions – licensing
Question: What is honeybee cultivation
What is poultry farming
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7. EVOLUTION OF OPERATIONS
MANAGEMENT
Craft production
process of handcrafting products or
services for individual customers
Division of labor
dividing a job into a series of small tasks
each performed by a different worker
Interchangeable parts
standardization of parts initially as
replacement parts; enabled mass
production
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8. EVOLUTION OF OPERATIONS
MANAGEMENT
Scientific management
systematic analysis of work methods
Mass production
high-volume production of a standardized
product for a mass market
Lean production
adaptation of mass production that prizes
quality and flexibility
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9. HISTORICAL EVENTS IN
OPERATIONS MANAGEMENT
Era Events/Concepts Dates Originator
Industrial
Revolution
Steam engine 1769 James Watt
Division of labor 1776 Adam Smith
Interchangeable parts 1790 Eli Whitney
Scientific
Management
Principles of scientific
management
1911
Frederick W.
Taylor
Time and motion
studies
1911
Frank and
Lillian Gilbreth
Activity scheduling
chart
1912 Henry Gantt
Moving assembly line 1908 Walter
Flanders
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10. HISTORICAL EVENTS IN
OPERATIONS MANAGEMENT
Era Events/Concepts Dates Originator
Human
Relations
Hawthorne studies 1930 Elton Mayo
Motivation theories
1940s Abraham Maslow
1950s Frederick Herzberg
1960s Douglas McGregor
Operations
Research
Linear programming 1947 George Dantzig
Digital computer 1951 Remington Rand
Simulation, waiting
line theory, decision
theory, PERT/CPM
1950s
Operations
Research groups
MRP, EDI, EFT, CIM
1960s,
1970s
Joseph Orlicky,
IBM
and others
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11. HISTORICAL EVENTS IN
OPERATIONS MANAGEMENT
Era Events/Concepts Dates Originator
Quality
Revolution
JIT (just-in-time) 1970s Taiichi Ohno (Toyota)
TQM (total quality
management)
1980s
W. Edwards Deming,
Joseph Juran
Strategy and
operations
1980s
Wickham Skinner,
Robert Hayes
Reengineering 1990s
Michael Hammer,
James Champy
Six Sigma 1990s GE, Motorola
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12. HISTORICAL EVENTS IN
OPERATIONS MANAGEMENT
Era Events/Concepts Dates Originator
Internet
Revolution
Internet, WWW, ERP,
supply chain
management
1990s ARPANET, Tim
Berners-Lee SAP,
i2 Technologies,
ORACLE, Dell
E-commerce 2000s Amazon, Yahoo,
eBay, Google, and
others
Globalization WTO, European Union,
Global supply chains,
Outsourcing, Service
Science
1990s
2000s
China, India,
emerging
economies
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13. HISTORICAL EVENTS IN
OPERATIONS MANAGEMENT
Era Events/Concepts Dates Originator
Green
Revolution
Global warming, An
Inconvenient Truth,
Kyoto
Today Numerous
scientists,
statesmen and
governments
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14. Copyright 2011 John Wiley & Sons, Inc.Copyright 2011 John Wiley & Sons, Inc.
STRATEGIC PLANNING
Mission
and Vision
Corporate
Strategy
Operations
Strategy
Marketing
Strategy
Financial
Strategy
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15. OPERATIONS STRATEGY
Corporate Strategy
• Environmental scanning
• Core competencies
• Core processes
• Global strategies
Market Analysis
• Market segmentation
• Needs assessment
Competitive
Priorities
• Cost
• Quality
• Time
• Flexibility
New Service/
Product Development
• Design
• Analysis
• Development
• Full launchOperations Strategy
Decisions
• Managing processes
• Managing supply chains
Competitive Capabilities
• Current
• Needed
• Planned
Performanc
e Gap?
No
Yes
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17. COMPETITIVE PRIORITIES
DEFINITIONS, PROCESS CONSIDERATIONS & EXAMPLES OF COMPETITIVE
PRIORITIES
COST Definition Process Considerations Example
Low-cost
operations
Delivering a service
or a product at
lowest possible cost
Processes must be
designed and operated to
make them efficient
Costco,
WalMart
QUALITY
Top quality Delivering an
outstanding service
or product
Requires superior product
features. May require a high
level of customer contact
Ferrari
Consistent
quality
Producing services
or products that
meet design
specifications on a
consistent basis
Processes designed and
monitored to reduce errors
and prevent defects
McDonald’s
TIME
Delivery
speed
Quickly filling a
customer’s order
Design processes to reduce
lead time
Dell
On-time
delivery
Meeting delivery-
time promises
Planning processes to
continuously increase
percent of on-time delivery
United Parcel
Service (UPS)
Development
speed
Quickly introducing
a new science or a
product
Cross-functional integration
and involvement of critical
external suppliers
Li & Fung
Zara
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18. COMPETITIVE PRIORITIES
DEFINITIONS, PROCESS CONSIDERATIONS, AND EXAMPLES OF COMPETITIVE
PRIORITIES
FLEXIBILITY Definition Process Considerations Example
Customization Satisfying unique
needs of each
customer by
changing service or
products designs
Low volume, close customer
contact, and easily
reconfigured
product/service offerings
Ritz Carlton
Variety Handling a wide
assortment of
services or products
efficiently
Capable of larger volumes
than processes supporting
customization
Amazon.com
National
Bicycle
Volume
flexibility
Accelerating or
decelerating the rate
of production quickly
to handle large
fluctuations in
demand
Processes must be
designed for excess
capacity
The United
States Postal
Service (USPS)
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19. POSITIONING THE FIRM: COST
Waste elimination
relentlessly pursuing the removal of all
waste
Examination of cost structure
looking at the entire cost structure for
reduction potential
Lean production
providing low costs through disciplined
operations
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20. POSITIONING THE FIRM: SPEED
Fast moves, Fast adaptations, Tight linkages
Internet
Customers expect immediate responses
Service organizations
always competed on speed (McDonald’s,
LensCrafters, and Federal Express)
Manufacturers
time-based competition: build-to-order
production and efficient supply chains
Example
two-week design-to-rack lead time of Spanish
retailer, Zara
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21. POSITIONING THE FIRM: QUALITY
Minimizing defect rates or conforming to
design specifications
Ritz-Carlton - one customer at a time
Service system designed to “move heaven and
earth” to satisfy customer
Employees empowered to satisfy a guest’s wish
Teams set objectives and devise quality action
plans
Each hotel has a quality leader
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22. POSITIONING THE FIRM: FLEXIBILITY
Ability to adjust to changes in product
mix, production volume or design
Mass customization: the mass
production of customized parts
National Bicycle Industrial Company
supplies customised bicycle mass produced
offers 11,231,862 variations
delivers within two weeks at costs only 10%
above standard models
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23. WHAT IS A SERVICE
WHAT IS A GOODS
“If you drop it on your foot, it
won’t hurt you” (Goods or
service)
“Services never include goods
and goods never include
services” (True or false)
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OM101
24. A PROCESS VIEW OF
GOODS/SERVICE
• Physical, durable output
• Output can be inventoried
• Low customer contact
• Long response time
• Capital intensive
• Quality easily measured
• Intangible, perishable output
• Output cannot be inventoried
• High customer contact
• Short response time
• Labor intensive
• Quality not easily measured
More like a
manufacturing
process
More like a
service
process
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26. ORDER QUALIFIERS & WINNERS
Order qualifiers are basic
criteria that permit a firm’s
products/services to be
considered as candidates by
customers
Order winners are the criteria
that differentiate the products
and services of one firm from
another (USPs)
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OM101
27. CURRENT ISSUES IN OM
Coordinate relationships between
mutually supportive but separate
organizations
Optimizing global supplier, production,
and distribution networks
Increased co-production of goods and
services
Global Competition
Quality, Customer Service, and Cost
Challenges
Social-Responsibility Issues
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OM101
28. QUESTION BOWL
In the Input-Transformation-Output
relationship, a typical “input” for a
department store is which of the following
a. Displays
b. Stocks of goods
c. Sales clerks
d. All of the above
e. None of the above
Answer: e. None of the above (The above are
considered “Resources” of a department
store. The correct answer is “Shoppers”)
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OM101
29. LEARNING OBJECTIVES OF
THIS COURSE
Gain an appreciation of strategic
importance of operations and supply chain
management in a global business
environment
Understand how operations relates to
other business functions
Develop a working knowledge of concepts
and methods related to designing and
managing operations and supply chains
Develop a skill set for continuous
improvement
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