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![Purchasing the new software would increase the labor
productivity by
( [1.0−0.625] / 0.625) x 100 = 60 %
It would increase the multifactor productivity (= [0.0175 −
0.0113]/0.0113) = 55 %
It is certainly worth the added overhead.](https://image.slidesharecdn.com/c974d243-94de-4a4a-8bc5-3ca9ba383d83-251203135616-354fd54d/75/c974d243-94de-4a4a-8bc5-3ca9ba383d83-ppt-84-2048.jpg)
c974d243-94de-4a4a-8bc5-3ca9ba383d83.ppt
- 1. Production and LogisticsManagement (OPS4111) Course text books/reference books 1. Operations Management William Stevensen 2. Supply Chain Management: Strategy, Planning, and Operations by Sunil Chopra and Peter Meindl, 2024 7th edition, Pearson 3. Logistics Management D. K. Agrawal
- 3. •DOMINOS •Standardization – Menuis limited, toppings and ingredients are pre-prepared, •reducing kitchen time. •Hub-and-Spoke Store Location –Multiple locations •Technology Process Discipline
- 4. Concept of Productionand Operations What is Production? • Conversion • Value addition • Utilization of Resources – Man, Machine, Material, Money, technology What is Operations? • Operations management is the execution of backend business functions • It involves overseeing manufacturing, inventory, quality control and distribution • It is the management of systems or processes that create goods and /or provide services
- 5. Historical Evolution ofOperations Management 1776: Adam Smith – Division of Labor 1799: Eli Whitney – Interchangable Parts Early 1900s: FW Taylor – Scientific management 1913: Henry Ford – Assembly Line 1950s: Toyota – Lean Manufacturing 1980s: Motorola – Six Sigma methodology 1987: ISO Standards introduced 1990s – Service Industry evolution
- 7. Human Relations Focus(Mid 1900’s) Hawthorne experiments Motivational theories Operation Research (1950’s to 1970’s) Linear Programming Other OR techniques like Simulation, PERT CPM etc. MRP, EDI,COMPUTER INTEGATED MANUFACTURING (1960’s and 70’s) Quality Movement (1970’s to 1990’s) TQM, Kaizen, 5S, SPC, TPM etc.
- 8. Each Era briefdetails Industrial Revolution (late 1700’s) Steam Engine invention Division of labour Interchangeable parts Scientific Management (Early 1900’s) Principle of Scientific management coined Time & Motion Studies Activity Charts Assembly lines
- 9. Internet and Telecommunication(Present day) Six Sigma, Kanban, JIT, CAD/CAM, Lean Manufacturing Digital Era (Present day and Future) Industry 4.0, IoT(Data interchange using internet and software), AI , ML, Robotics etc.
- 12. Which of thefollowing is not a type of production system? a) Job Production b) Batch Production c) Mass Production d) Strategic Production
- 13. The concept of“Just-in-Time (JIT)” originated in: a) USA b) Japan c) Germany d) India
- 14. The main goalof Operations Management is: a) Reducing cost only b) Maximizing customer value while minimizing resources c) Hiring more workers d) Increasing advertising
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- 19. Factors Affecting POM •Global competition • Cost challenges • Quality challenges • Customer services • Rapid expansion of advanced technologies • Scarcity of operations resources • Continued growth of Service sector • Social and environmental issues
- 22. Operations Strategy, Product& Service Design, ,Process Design & Analysis, Forecasting, Capacity & Facility Management, Supply Chain Management (SCM), Inventory & Materials Management, Scheduling & Project Management, Quality Management, Productivity & Work Study, Technology & Operations, Service Operations, Sustainable & Green Operations, Emerging Trends in OM
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- 26. Sl.No Industry /Domain / Topic Input Throughput Output 0 Biscuit Wheat flour Sugar, Salt Dry fruits, Milk & Water , other ingredients Mixing, forming, baking and cooling Salt Biscuits, Sweet Biscuits, Sweet & Salt Biscuits 1 Goods 2 Goods 3 Goods 4 Goods 5 Goods 6 Services 7 Services 8 Services 9 Services 10 Services
- 27.
- 28. Responsibilities of OperationsManagement Products & services Planning – Capacity – Location – – Make or buy – Layout – Projects – Scheduling Controlling/Improving – Inventory – Quality Organizing – Degree of centralization – Process selection Staffing – Hiring/laying off – Use of Overtime Directing – Incentive plans – Issuance of work orders – Job assignments – Costs – Productivity
- 29. Anecdotes Henry Ford’s AssemblyLine (Mass Production) • Ford observed a slaughterhouse in Chicago, where animals were processed on a moving line. • Inspired, he applied the reverse idea to cars: adding parts step by step on a moving conveyor. • Outcome: Time to assemble a car dropped from 12 hours to 90 minutes, making cars affordable for the middle class. Southwest Airlines’ 10-Minute Turnaround (Scheduling) Most airlines took 1 hour to clean, refuel, and board. Southwest designed a system to turn planes around in 10–15 minutes. This efficiency gave them more daily flights, lower costs, and competitive advantage.
- 30. Types of ProductionSystems affect Plant Layouts • Mass production • Batch production • Job based production • Assembly Line production
- 31. Job Production –Customized, one-off (e.g., tailored suits, shipbuilding). Batch Production – Groups of items produced together (e.g., bakery, pharmaceuticals). Mass Production – Standardized, large scale (e.g., automobile assembly). Continuous Production – Non-stop, 24/7, automated (e.g., oil refinery, chemical plants).
- 36. Aspect Job ProductionBatch Production Mass Production Continuous Production Output Volume Very low (one-off, custom) Medium (groups/lots) Very high (standardized) Extremely high (24/7) Variety Very high (unique items) Moderate (some variation) Very low (standard items) None (homogeneous) Flexibility Highest Moderate Low Very low Examples Tailor-made suits, shipbuilding Bakeries, vaccine batches Cars, electronics Oil refinery, steel plant Cost per Unit Highest Moderate Low Very low Skill Requirement Highly skilled labor Skilled + semi- skilled Semi-skilled + machines Highly automated, technical Speed of Production Slow Medium Fast Continuous, non- stop
- 37. Operations Strategy How wellcompany execute its business strategy using Products, Process, Methods, Resource, Quality, Cost, Lead time, Schedule Strategic- Product design, location, Technology Tactical- Employment, Equipment selection, Layout Operational- Schedule, inventory Amazon fulfilment centres to deliver fast
- 38. Operations Strategy • Setof decisions that an organization makes for production and delivery of goods • Its in line with the overall company’s business strategy • Its for achieving long term goals to be successful and competitive in the market place
- 39. Elements of OperationsStrategy • Product Assembly Strategy • Inventory Strategy • Supply Chain Optimization • Quality Strategy • Facilities Management • Forecasting for Planning • Scheduling of Resources • Use of Technology
- 40. Operations Strategy Formulation •Low Cost – Walmart • Short Processing time – McDonald’s • On time delivery – Domino’s • High Quality – Sony TV • Consistent Quality – Coca-Cola, Haldirams • Innovation- Apple, Google • Volume – Toyota • Superior Customer Service – Amazon • Convenience – Malls and Supermarkets
- 41. Stage Focus OperationsRoleExample 1 Avoidnegativeimpact Reactive,costcontrol Basicfactoryoutput 2 Supportstrategyinternally Reliable,efficient Standardizedcallcenter 3 Supportstrategyexternally Flexible,responsive Zarasupplychain 4 Leadexternally Strategicdifferentiator Toyotaleansystem
- 42. •Balanced Scorecard: Financial Performance,Customer satisfaction, Efficiency of processes, Strategy objectives
- 43. Product Strategy Options ►Differentiation ► Apple for innovative design & features ► Low cost ► Walmart ► Focus ► Toyota (Rapid Response) ►Boeing 787: https://www.youtube.com/watch?v=SJZk9vNS8NE ►Mercedes CLA: https://www.youtube.com/watch?v=fQBzMYjp85w
- 44. Boeing – salesand supply chain are worldwide Benetton (fashion brand & clothing line in Italy) – moves inventory to stores around the world faster than its competition by building flexibility into design, production, and distribution Sony (multinational conglomerate company) – purchases components from suppliers in Thailand, Malaysia, and around the world Bombardier – supply chain sourcing components for its streetcar building: gear box & motor (Germany), brake systems (USA & France)
- 45. • Robust design– strong against environment • Modular design – component/part commonality • Computer-aided design (CAD) • Computer-aided manufacturing (CAM) • Cloud computing • Value analysis • Sustainability and Life Cycle Assessment (LCA)
- 46. Competitive Priorities Cost/Price: SouthwestAirlines Differentiation /Quality :Sony Differentiation Newness: Apple Differentiation Location: ATMs Time/Responsiveness: Dominos Flexibility: Burger King have it your way Innovation: 3M Sustainability: Green Cars Customer Service: Amazon
- 47. What might bethe competitive advantage for Southwest Airlines Apple Facebook
- 48. Research and explainthe logic behind the statement “GE discovered that 75 percent of its manufacturing costs are determined by design.”
- 51. Strategy Types 1. Corporatestrategies: Adheres to a company’s mission statement and aligns itself to a larger corporate strategy. 2. Core competency strategies: Core competency operations strategies revolve around the main strengths of a company 3. Competitive strategies: Develop their operations processes in order to distinguish their product or service from competitors.
- 52. 4. Product orservice strategies: Revolves around the quality control of existing products or services as well as the development of new products and services. 5. Customer-driven strategies: Make operations decisions based on the customer experience to fulfill customer expectations.
- 53. Specific production strategies basedon the market and product type 1. Make-to-Stock (MTS): Producing goods in advance of anticipated demand, stocking them, and selling them from inventory. 2. Make-to-Order (MTO): Producing goods only after a customer places an order. 3. Postponement: Delaying product customization or final assembly until closer to the time of customer purchase to offer personalization.
- 54. Caselet - Nalco-ceramicshas been suffering losses in recent months. They are concerned about losing huge orders that are forthcoming. In order to receive the order , Nalco-ceramics wants to introduce certain changes in their product and service design. What major factors should they consider in designing their strategy. Major factors of strategy formulation · Cost · Quality · Time-to-market · Competitive advantage · Customer satisfaction
- 55. List the majoractivities before Nalco-ceramics to enhance their Product and Service Performance. · Translate customer wants and needs into product and service requirements · Refine existing products and services · Develop new products and services · Formulate quality goals · Formulate cost targets · Construct and test prototypes · Document specifications
- 56. OM’s Contribution toStrategy Product Quality Process Location Layout Human resource Supply chain Inventory Scheduling Maintenance Project management DIFFERENTIATION: Innovative design Safeskin’s innovative gloves Broad product line Fidelity Security’s mutual funds After-sales service Caterpillar’s heavy equipment service Experience Hard Rock Café’s dining experience COST LEADERSHIP: Low overhead Franz-Colruyt’s warehouse-type stores Effective capacity Southwest Airline’s use aircraft utilization Inventory Walmart’s sophisticated management distribution system RESPONSE: Flexibility Hewlett-Packard’s response to volatile world market Reliability FedEx’s “absolutely, positively, on time” Quickness Pizza Hut’s 5-minute guarantee at lunchtime 11 Operations Competitive Decisions Strategy Example Advantage Response (faster) Cost leadership (cheaper) Differentiation (better)
- 57. • ZOMATO • Datadriven personalization • Automation and AI • Real time tracking • Fleet Management • Exclusive partnerships • Focus on quality • Scalable frameworks for better service delivery
- 58.
- 59. Step 1: DefineVision & Strategic Objectives • Identify long-term vision (3–5 years) of the organization. • Define key strategic objectives that will move the organization toward the vision. Step 2: Break Down into Annual Objectives • Convert long-term goals into annual measurable objectives. • Example: • Long-term: “Become #1 in customer satisfaction” • Annual: “Increase customer satisfaction score by 10% by December 2025”
- 60. Step 3: DeployObjectives Across the Organization (Catchball Process) • Top-down: Management defines objectives. • Bottom-up: Employees provide feedback (catchball), suggest how to achieve objectives. • Promotes alignment, buy-in, and realistic targets. Step 4: Develop Action Plans • For each objective, define specific projects, KPIs, and responsible owners. • Example: “Improve customer service training program by Q2” Step 5: Implement & Execute • Assign responsibilities, monitor progress, and adjust as needed. • Teams focus on daily/weekly tasks that contribute to strategic objectives
- 61. Step 6: Monthly/QuarterlyReview • Use a PDCA cycle (Plan–Do–Check–Act) to review progress. • Identify gaps and correct deviations early. Step 7: Annual Review & Next Cycle • At the end of the year, review objectives, lessons learned, and set the next year’s priorities. • Continuous improvement is key.
- 62. Tools Used inHoshin Kanri • X Matrix: Visual representation of objectives, KPIs, initiatives, and owners. • Catchball: Iterative communication between levels to finalize objectives. • PDCA (Plan–Do–Check–Act): Ensures continuous improvement. • KPI dashboards: Track metrics and progress toward objectives.
- 63. MAIN TYPES OFOM Manufacturing : Focuses on the efficient production of tangible goods from processing of raw materials through fabrication assembly Service : The delivery of intangible services, such as healthcare, education, or customer support through the interaction between the service provider and the customer. Logistics : The movement and storage of goods through warehousing, transportation, and distribution networks. Project : The specific tasks, initiatives, or undertakings from inception to completion, often with defined goals, timelines, and resources. Time bound activity.
- 67. Importance of MeasuringProductivity Measuring productivity is crucial in manufacturing for several reasons: Identifies Inefficiencies: Productivity metrics help pinpoint weaknesses in the production process, such as machine failures, process interruptions, or material shortages. Supports Decision-Making: Accurate productivity data enables better planning, resource allocation, and investment decisions to meet future demand and optimize operations. Enhances Cost Control: By monitoring productivity, manufacturers can identify opportunities to reduce costs, minimize waste, and cut down on rework or scrap.
- 68. Importance of MeasuringProductivity Drives Continuous Improvement: Regular measurement allows for ongoing analysis and improvement of workflows, equipment utilization, and labor performance, leading to higher output and quality. Strengthens Competitiveness: High productivity enables a manufacturer to deliver more products in less time, improving the ability to meet customer demand and take on more business. Facilitates Preventive Maintenance: Monitoring productivity helps in scheduling maintenance activities proactively, reducing unplanned downtime and maintaining steady production
- 74.
- 76. A cartridge manufacturingcompany produced 6000 cartridges per day . Standard price is $ 2 / cartridge , Labor cost is $ 200; material cost is $ 800 and over head is $ 420. Determine the multifactor productivity.
- 77. Total Output Value: •Total Output = 6,000 cartridges/day , Standard Price = $2/cartridge • Total Output Value = 6,000 cartridges X $2/cartridge = $12,000/day Total Input Costs: Labor Cost = $200/day , Material Cost = $800/day . Overhead Cost = $420/day Total Input Costs = Labor Cost + Material Cost + Overhead Cost = $200 + $800 + $420 = $1,420/day Multifactor Productivity (MFP) = Total Output Value / Total Input Costs = $12,000 / $1,420 ≈ 8.45 Ans: The multifactor productivity is approximately 8.45.
- 78. A Bank employsthree loan officers, each working eight hours per day. Each officer processes an average of five loans per day. The bank’s payroll cost for the officers is $820 per day, and there is a daily overhead expense of $500. Compute the labor productivity. Compute the multifactor productivity, using loans per dollar cost as the measure.
- 79. A. Labor productivityis simply the ratio of loans to labor- hours: Formula : Output (loans) / Input (labor-hrs.) Given : Output = 3 officers × 5 loans/day Input = 3 officers × 8 hrs./day labor productivity = 0.625 loans/labor-hr.
- 80. Multifactor productivity accountsfor both labor cost and overhead Output (loans) = 3 officers × 5 loans/day Input (labor cost + overhead) = $820 + $500 Multifactor productivity = 15/1320=0.0113 loans/$.
- 81. The bank isconsidering the purchase of new computer software for the loan operation. The software will enable each loan officer to process eight loans per day, although the overhead expense will increase to $550. Compute the new labor productivity. Compute the new multifactor productivity. Should the bank proceed with the purchase of the new software? Explain.
- 82. The new softwareincreases the number of loans processed per day, but it also increases the overhead. Output (loans) = 3 officers × 8 loans/day Input (labor-hrs.) = 3 officers × 8 hrs./day New labor productivity = 1.0 loans/labor-hr
- 83. Output (loans) =3 officers × 8 loans/day Input (labor cost + overhead) = $820 + $550 / day New multifactor productivity = 0.0175 loans/$.
- 84. Purchasing the newsoftware would increase the labor productivity by ( [1.0−0.625] / 0.625) x 100 = 60 % It would increase the multifactor productivity (= [0.0175 − 0.0113]/0.0113) = 55 % It is certainly worth the added overhead.
- 85. Types of productivity( Labor, Machine, Capital, Material, Energy etc. ) Efficiency of individual machines - Speed, Setting time, breakdowns, stoppages…. Efficiency of labor (of individual worker) - Hours, output … Efficiency of plant (Overall efficiency) - Target vs Actual capacity. Higher efficiency leads to higher productivity.
- 86. Capacity Planning • Capacityis the upper limit or ceiling on the load that an operating unit can handle. • The basic questions in capacity handling are: 1. What kind of capacity is needed? 2. How much is needed? 3. When is it needed? Capacity Planning is done to meet the production requirements.
- 87. Design capacity : Maximumoutput rate or service capacity an operation, process, or facility is designed for. Effective capacity: Design capacity minus allowances such as personal time, maintenance, reduced speed etc. Utilized capacity : Can be above or below design capacity. Actual output Rate of output actually achieved ,cannot exceed effective capacity.
- 89. Design capacity =50 trucks/day Effective capacity = 40 trucks/day Actual output = 36 units/day Actual output 36 units/day Efficiency = ------------------- = ---------------- = 90% Effective capacity 40 units/ day Utilization = Actual output 36 units/day -------------------- = ----------------- = 72% Design capacity 50 units/day
- 90. The efficiency ofa factory is 75% and its utilization 50%. If effective capacity is 1,000 units. Find design capacity
- 92. A factory produces1,000 units a month. If design capacity is 3,000 and efficiency is 50% Find a. utilization and b. effective capacity.
- 95. Technology in Operations 1.Role of automation 2. Robotics 3. AI in modern production.
- 96.
- 97. Evolution of Industry4.0 Physical Systems Cyber Systems Cyber-Physical Systems
- 98. Managing a Firmin Industry 4.0 Era Management Organization Technology Business Challenges Information Systems Business Challenges Reduce Costs Increase Revenue Improve Quality Improve Customers’ Satisfaction Monitor Quality Improve Operational Efficiency Minimize waste High Competition Changing Demand Shortening Product Life Cycle Analyze Market Trend Monitor Quality Efficiency and Costs Redesign Processes Reorient People Analyze Power of the Technology To Improve Efficiency, Quality and strategic Advantages
- 100. Automation • Use oftechnology ( software, robotics ) to perform tasks or processes operating automatically through predefined rules and algorithms for industrial manufacturing. • Minimal human input. Advantages • Improves efficiency, improve quality and accuracy, reduce costs. • Avoiding repetitive or dangerous tasks execution by employees. • Common applications span, information technology (IT) systems
- 101.
- 102. 9 pillars ofIndustry 4.0: Technological Advancements Big Data and Analytics Autonomous Robots Simulation and Digital Twin Industrial Internet of Things (IIoT)-physical devices with software Augmented Reality (AR) Additive Manufacturing- creation of objects layer by digital models Cybersecurity Cloud Computing Horizontal & Vertical System Integration
- 103. Asset Utilization Quality Control Supply Chain Managemen t Product Monitoring Workplace Safety Application Domains of Industry4.0 Application Domains of Industry 4.0
- 104. Issues for ProductDesign ► Robust design – strong against environment ► Modular design – component/part commonality ► Computer-aided design (CAD) ► Computer-aided manufacturing (CAM) ► Cloud computing ► Virtual reality (VR) & Augmented reality (AR) technology ► Differences between VR and IMAX 3-D film? ► Value analysis ► Sustainability and Life Cycle Assessment (LCA) •VR (Virtual Reality): Fully immersive, computer-generated environment. Used for training, simulations, design prototyping. •AR (Augmented Reality): Overlay of digital content on the real world. Used in retail, maintenance, logistics, and marketing. •IMAX 3D / 3D media: Large-scale immersive video experiences; can be used for marketing, training, or simulation visualization.
- 105. Technology Operations/Management Use CasesExample VR Employee training, warehouse simulation, process design Walmart VR training for employees AR Real-time maintenance, remote assistance, product visualization Boeing AR glasses for wiring planes IMAX 3D Customer engagement, marketing, virtual tours Real estate or tourism companies offering 3D walkthroughs
- 106. Robust Design ► Productis designed so that small variations in production or assembly do not adversely affect the product. ► Typically results in lower cost and higher quality through less waste or scrap.
- 107. Modular Design ► Productsdesigned in easily segmented components. ► Component commonality. ► Adds flexibility to both production and marketing. ► Easier (less) transportation (costs). ► Improved ability to satisfy customer requirements.
- 108. Manufacturability Engineering Designing productsin such a way that they are easy to manufacture. ► Benefits: 1. Reduced complexity of the product 2. Robust design; faster product development 3. Additional standardization of components 4. Improvement of functional aspects of the product 5. Improved job design and job safety 6. Improved maintainability (serviceability) of the product 7. Reduction of environmental impact
- 109. ► Using computersto design products and prepare engineering documentation ► ThinkerCAD; FreeCAD; BlocksCAD; AutoCAD ► Shorter development cycles, improved accuracy, lower cost ► Information and designs can be deployed worldwide faster responses Computer Aided Design (CAD)
- 110. ► Design forManufacturing and Assembly (DFMA) ► Solve manufacturing problems during the design stage ► 3-D Object Modeling ► Small prototype development ► CAD through the Internet ► STEP (Standard for The Exchange Product Model Data) ► a platform used for International product model data exchange/sharing ► 3D printing or Additive manufacturing Extensions of CAD
- 111. Computer-Aided Manufacturing (CAM) ►Utilizing specialized computers and program to control manufacturing equipment ► Often driven by the CAD system (CAD/CAM) ► Additive manufacturing (or 3D printing) - Extension of CAD that builds products by adding material layer upon layer
- 112. 1. Product qualityimprovement 2. Shorter design time 3. Production cost reductions 4. Database availability 5. New range of capabilities Benefits of CAD/CAM
- 113. INDUSTRIAL INTERNET OFTHINGS Interconnected industrial sensors, devices, and machines to collect data, analyze it with AI and machine learning, and then automate tasks to optimize industrial processes. This technology is driven by Industry 4.0. Enables Smart Factories to improve efficiency, productivity, and safety through self-optimizing systems, predictive maintenance, and real-time monitoring.
- 114. Enabled by technologies– Cybersecurity Cloud computing-Data in cloud Edge computing-Data near to data source Mobile technologies Machine-to-machine 3D printing
- 115. 1. Cyber PhysicalSystems (CPS): the basic technology platform for IOT and IIoT to connect physical machines ,previously disconnected CPS integrates the dynamics of the physical process with those of software and communication, providing abstractions and modeling, design and analysis techniques. 2. Cloud Computing : IT services and resources can be uploaded to and retrieved from the Internet as opposed to a direct connection to a server. Files can be kept on cloud-based storage systems rather than on local storage devices
- 116. . Edge computing– A distributed computing paradigm bringing computer data storage closer to the location where it is needed. In contrast to cloud computing , edge computing refers to decentralized data processing at the edge of the network. Transform productivity, products and services in the industrial world. 4. Big data analytics: Big data analytics is the process of examining large and varied data sets
- 117. 5. Artificial Intelligenceand Machine learning : AI is a field within computer science in which intelligent machines are created that work and react like humans. Machine learning is a core part of AI, allowing software to more accurately predict outcomes without explicitly being programmed. It is also possible to combine artificial intelligence with edge computing in order to provide industrial edge intelligence solutions. Use-cases : Condition monitoring ( predictive maintenance) process optimization. Federated learning (collaborative learning) is a machine learning technique in a setting where multiple entities (often called clients) collaboratively train a model while keeping their data decentralized. 6. Deep Learning- A subset of machine learning and AI that uses multilayered artificial networks for making predictions from data 7. Design Thinking
- 118. ROBOTICS It is theinterdisciplinary study and practice of the design, construction, operation, and use of robots. Robotics is the design and construction of the physical structures of robots, while in computer science, robotics focuses on robotic automation algorithms. Robotics develop machines that can learn, reason, and solve problems, mimicking human cognitive processes through artificial intelligence. ( Intelligent Machines )
- 119. 1. Design &Construction: Creating the physical structure and components of a robot, including its movable frame and actuators for movement. 2. Programming: Robots are programmed to follow specific instructions to perform tasks, whether simple or complex. 3. Sensing: Robots utilize various sensors to perceive and interact with their environment, gathering data about their surroundings. 4. USES Automation: The primary goal is to automate tasks, which can be beneficial in various applications. Manufacturing - Robots handle repetitive or dangerous tasks on assembly lines.
- 120. Robotics – thecurrent scenario
- 121. Robotics – thecurrent scenario
- 122. Robotics – thecurrent scenario
- 123. Robotic process automation(RPA) is a software technology that makes it easy to build, deploy, and manage software robots that emulate humans actions interacting with digital systems and software. Robotic Process Automation (RPA) Example: Finance & Accounting (Invoice Processing), Human Resources (Hiring & Onboarding), Retail (Inventory Management), Payroll, and Customer Support.
- 124. Artificial Intelligence (AI)& Machine Learning (ML) Artificial Intelligence (AI) refers to the simulation of human intelligence in machines that are programmed to think like humans and mimic their actions. Machine Learning is a branch of AI and Computer Science which focuses on the use of data and algorithms to imitate the way that humans learn, gradually improving its accuracy. Example: Manufacturing robots, Self-driving cars, Smart assistants, Proactive healthcare management, Disease mapping, Image recognition, Speech recognition, Medical diagnosis etc.
- 125.
- 126. Virtual Reality Technology ►A visual form of communication in which images substitute for reality and typically allow the user to respond interactively. ► Allows people to ‘see’ the finished design before a physical model is built ► Very effective in large-scale designs ( plant layout ).
- 127. Augmented Reality ► Theintegration of digital information with the user's environment in real time. ► Digital information or images superimposed on an existing image. ► Useful in product design, assembly and maintenance operations, tool or specification information
Editor's Notes
- #99 https://www.datocms-assets.com/38028/1667758371-industry4point0-768x512-300x200.png
- #104 https://www.polestarllp.com/what-is-industry-40-and-its-nine-technology-pillars
- #105 https://www.researchgate.net/publication/323501114_How_Data_Will_Transform_Industrial_Processes_Crowdsensing_Crowdsourcing_and_Big_Data_as_Pillars_of_Industry_40
- #125 https://www.predictiveanalyticstoday.com/what-is-robotic-process-automation/
- #126 AI: https://www.aitimejournal.com/@nisha.arya.ahmed/what-is-artificial-intelligence-ai ML: