This document outlines seven critical success factors for implementing a Quick Response Manufacturing (QRM) system: 1) Product grouping into cells focused on market segments, 2) Optimized product flow within cells to minimize distances, 3) A decentralized organizational structure that empowers front-line workers, 4) Use of an economic order quantity approach for inventory, 5) Implementation of a production control strategy like POLCA, 6) Effective supply chain management, and 7) Continuous improvement through teamwork and communication. The document argues that adopting these factors can help organizations reduce lead times and better meet customer needs, which are the key goals of QRM.
Production and Operations management - assignment 1 - defining a systemKerrie Noble
This document discusses definitions of manufacturing systems and their components. It defines a manufacturing system as an open system that receives inputs, converts those inputs through processing, and discharges outputs. A system can be divided into major sub-systems like production, marketing, and accounting. These sub-systems interact at interfaces and are influenced by factors inside and outside the organization. The document also examines theories that view organizations as systems and emphasize elements like continuous improvement, quality control, and inventory management.
Manufacturing strategy – understanding the fitness landscapeIan McCarthy
The document discusses fitness landscape theory and its relevance to understanding manufacturing strategy and competitiveness. It defines manufacturing fitness as a firm's capability to survive by demonstrating adaptability and durability to the changing environment through identifying and realizing appropriate strategies that are then perceived as successful and adopted by competitors. The document also reviews key terms related to fitness from biology and translates them to a manufacturing context.
International Refereed Journal of Engineering and Science (IRJES)irjes
The core of the vision IRJES is to disseminate new knowledge and technology for the benefit of all, ranging from academic research and professional communities to industry professionals in a range of topics in computer science and engineering. It also provides a place for high-caliber researchers, practitioners and PhD students to present ongoing research and development in these areas.
Planned Organizational Change Consequent to Advanced Manufacturing Technology...paperpublications3
Abstract: Organizational change consequent to the implementation of advanced manufacturing technology has been mentioned in the production management literature. However, this literature lacks a body of research studies to validate these claims in developing economy. As technology is linked to competitive advantage of many manufacturing firms, the implementation of new technology in the existing resources should be carried out with planned organizational change. This paper highlights the importance of technology-organizational change and the fit between them in the modern manufacturing firms in developing county’s social economic framework in the context of global competition.
IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE) is an open access international journal that provides rapid publication (within a month) of articles in all areas of mechanical and civil engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in mechanical and civil engineering. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The document discusses Just-in-Time (JIT) and Lean manufacturing models and why they cannot be effectively implemented in Egyptian organizations. It outlines the key elements and requirements of JIT, including eliminating waste, continuous improvement, total quality management, parallel processing, Kanban production control, JIT purchasing, step-up reduction, and repetitive manufacturing. However, the author argues that JIT is not suitable for Egypt due to its heavy reliance on organizational leadership commitment, resources, and human factors that are difficult to achieve given Egyptian culture and circumstances.
2. Erp Innovation Implementation Model Incorporating Change ManagementDonovan Mulder
This document summarizes a research paper that proposes and provides preliminary validation of a model for how change management during an ERP implementation affects the effectiveness of that implementation. The paper presents a revised innovation implementation model that incorporates the impact of change management. Through a case study of an ERP implementation at a large Australian organization, the paper examines how specific change management activities influenced implementation climate and effectiveness. The findings provide qualitative support for the proposed model linking change management to implementation outcomes.
Hi All:
Please go through literature review and some recent research on Reconfigurable Manufacturing Execution System. Your opinion and feedback appreciated..
Thanks,
Kalpesh
Production and Operations management - assignment 1 - defining a systemKerrie Noble
This document discusses definitions of manufacturing systems and their components. It defines a manufacturing system as an open system that receives inputs, converts those inputs through processing, and discharges outputs. A system can be divided into major sub-systems like production, marketing, and accounting. These sub-systems interact at interfaces and are influenced by factors inside and outside the organization. The document also examines theories that view organizations as systems and emphasize elements like continuous improvement, quality control, and inventory management.
Manufacturing strategy – understanding the fitness landscapeIan McCarthy
The document discusses fitness landscape theory and its relevance to understanding manufacturing strategy and competitiveness. It defines manufacturing fitness as a firm's capability to survive by demonstrating adaptability and durability to the changing environment through identifying and realizing appropriate strategies that are then perceived as successful and adopted by competitors. The document also reviews key terms related to fitness from biology and translates them to a manufacturing context.
International Refereed Journal of Engineering and Science (IRJES)irjes
The core of the vision IRJES is to disseminate new knowledge and technology for the benefit of all, ranging from academic research and professional communities to industry professionals in a range of topics in computer science and engineering. It also provides a place for high-caliber researchers, practitioners and PhD students to present ongoing research and development in these areas.
Planned Organizational Change Consequent to Advanced Manufacturing Technology...paperpublications3
Abstract: Organizational change consequent to the implementation of advanced manufacturing technology has been mentioned in the production management literature. However, this literature lacks a body of research studies to validate these claims in developing economy. As technology is linked to competitive advantage of many manufacturing firms, the implementation of new technology in the existing resources should be carried out with planned organizational change. This paper highlights the importance of technology-organizational change and the fit between them in the modern manufacturing firms in developing county’s social economic framework in the context of global competition.
IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE) is an open access international journal that provides rapid publication (within a month) of articles in all areas of mechanical and civil engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in mechanical and civil engineering. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The document discusses Just-in-Time (JIT) and Lean manufacturing models and why they cannot be effectively implemented in Egyptian organizations. It outlines the key elements and requirements of JIT, including eliminating waste, continuous improvement, total quality management, parallel processing, Kanban production control, JIT purchasing, step-up reduction, and repetitive manufacturing. However, the author argues that JIT is not suitable for Egypt due to its heavy reliance on organizational leadership commitment, resources, and human factors that are difficult to achieve given Egyptian culture and circumstances.
2. Erp Innovation Implementation Model Incorporating Change ManagementDonovan Mulder
This document summarizes a research paper that proposes and provides preliminary validation of a model for how change management during an ERP implementation affects the effectiveness of that implementation. The paper presents a revised innovation implementation model that incorporates the impact of change management. Through a case study of an ERP implementation at a large Australian organization, the paper examines how specific change management activities influenced implementation climate and effectiveness. The findings provide qualitative support for the proposed model linking change management to implementation outcomes.
Hi All:
Please go through literature review and some recent research on Reconfigurable Manufacturing Execution System. Your opinion and feedback appreciated..
Thanks,
Kalpesh
This document provides an overview of operations management. It begins by defining operations management and distinguishing it from production management. Operations management involves techniques for achieving operational objectives in both manufacturing and service sectors, while production management refers specifically to manufacturing. The document then discusses the transformation role of operations management in converting inputs like materials, labor, and equipment into finished goods and services. It identifies 10 important decisions in operations management. Finally, it outlines some objectives and challenges of production/operations management, such as maximizing customer satisfaction while minimizing costs and inventory.
Influence of Human Factors on the Relationship between AMT Adoption and Organ...paperpublications3
Abstract: the study used the contingency theory to study the effects of human factors on the relationship between Advanced Manufacturing Technology (AMT) adoption and organization structure. When empirically tested, the research findings present the interrelationships among the main effects (AMT index and human factors) and the interactions (AMT index*human factor index). The study revealed that there is a linear dependence of organizational index from the interaction index. This implies that changes in human factors positively and significantly affect AMT adoption and organizational structure relationship. The study confirms that it is essential for a company to match their technology investment and its integration with its human factors in order to achieve the intended manufacturing performance. The degree of fit between AMT index and organizational index was found to increase as human index increased. The findings of this study reiterate the importance and the need for proactive planning to facilitate changes in the organizational structure.
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
The document discusses the origins and development of Just In Time (JIT) manufacturing. It explains that JIT was pioneered by Toyota in Japan after World War II as a way to increase productivity and reduce costs. The key figure in developing JIT was Taiichi Ohno at Toyota, who identified different types of waste in production like overproduction, inventory, transportation, and defects. He developed JIT principles to eliminate these wastes by having components move through production only as needed.
This document provides a case study analysis of change management processes within a major fast food chain in Australia. It summarizes the key changes made at one franchise location, including restructuring customer service procedures and redesigning the physical storefront and employee uniforms. It then evaluates different change management models and diagnoses the Hayes and Hyde model as being most suitable for this organization. Data was collected through employee surveys and interviews to identify issues and inform the changes. The goals of the changes were to improve efficiency, modernize the store layout and décor, and ensure uniformity across all franchise locations.
The relationship between agility capabilities and organizational performance ...Alexander Decker
This document discusses the relationship between agility capabilities and organizational performance in home appliance factories in Iran. It defines agility capabilities as an organization's flexibility, quickness, responsiveness, and competency. The study aims to explore how these capabilities impact organizational performance. A survey was conducted of managers and employees in Iranian manufacturing companies to test the relationship. The results found a statistically significant positive relationship between agility capabilities and organizational performance, suggesting that enhancing capabilities like flexibility and quickness can improve performance.
The document discusses reconfigurable manufacturing systems (RMS), which aim to achieve both the high productivity of dedicated systems and the flexibility of flexible systems. RMS are defined as having six core characteristics: modularity, convertibility, scalability, integrability, customization, and diagnosability. The objectives of the survey described are to analyze problems with current manufacturing systems, examine suitable areas for RMS implementation, determine the required level of implementation, and identify benefits and enabling technologies of RMS.
1) The document describes a method developed for implementing a mass customization framework in small and medium manufacturing companies. It involves developing a strategic vision and training material to educate personnel across key functions like production, product development, and supply chain management.
2) The method was tested through pilot projects with two manufacturing companies. It began by analyzing each company's current "mass customization as-is status" and identifying challenges. A "mass customization mountain" model was used to visualize the framework and guide development.
3) Training materials like a video animation and digital learning content were created to explain how mass customization affects different business functions and the overall process. The goal was to help employees understand the framework and how their
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
An Application of DMAIC Methodology for Increasing the Yarn Quality in Textil...IOSR Journals
Abstract : This article presents a quality improvement study applied at a yarn manufacturing company based
on six sigma methodologies. More specifically, the DMAIC (Define, Measure, Analyze, Improve, and Control)
project management-methodology & various tools are utilized to streamline processes & enhance productivity.
Defects rate of textile product in the yarn manufacturing process is so important in industry point of view. It
plays a very important rate for the improvement of yield & financial conditions of any company. Actually
defects rate causes a direct effect on the profit margin of the product & decrease the quality cost during the
manufacturing of the product. By checking & inspection of defects of product at different point in production
where more defects are likely to happen. A thousand defects opportunities create in the final package of yarn.
That’s why it is decided to do work & implement DMAIC methodology in winding departments where the final
package of yarn is make.
Keywords - Six Sigma; DMAIC; Lean manufacturing; Yarn manufacturing
1) The document describes a study that uses a causal loop diagram (CLD) to model the impact of electronic data interchange (EDI) implementation on an operations system. The CLD identifies several feedback loops involving factors like error rate, work pressure, costs, and profit.
2) Implementing EDI reduces paperwork and the potential for errors, but increasing EDI use also raises IT costs. Higher error rates can increase costs and lower customer satisfaction and profit. This can increase work pressure and further raise error rates.
3) The CLD captures these complex relationships and feedback effects to provide insights into how changes in one part of the system, like implementing EDI, can reverberate through the entire operations
Introduction to Production and Operations ResearchDr. Jerry John
The document discusses production and operations management. It defines operations management as planning, coordinating, and controlling resources to produce products and services. It describes different types of production systems, including intermittent and continuous systems. Intermittent systems have irregular production flows to produce small volumes of a wide variety of customized products using flexible general purpose machines.
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
E-Maintenance: Impact Over Industrial Processes, Its Dimensions & Principlesacijjournal
During the course of the industrial 4.0 era, companies have been exponentially developed and have
digitized almost the whole business system to stick to their performance targets and to keep or to even
enlarge their market share. Maintenance function has obviously followed the trend as it’s considered one
of the most important processes in every enterprise as it impacts a group of the most critical performance
indicators such as: cost, reliability, availability, safety and productivity. E-maintenance emerged in early
2000 and now is a common term in maintenance literature representing the digitalized side of maintenance
whereby assets are monitored and controlled over the internet. According to literature, e-maintenance has
a remarkable impact on maintenance KPIs and aims at ambitious objectives like zero-downtime.
Data-Driven Simulation-Enhanced optimization of Service operationsSudhendu Rai
This paper describes a systematic six-step data-driven simulation-based methodology for optimizing people-based service systems on a large distributed scale that exhibit high variety and variability. The methodology is exemplified
through its application within the printing services industry where it has been successfully deployed by Xerox Corporation across small, mid-sized and large print shops generating over $250 million in profits across the customer value chain. Each
step of the methodology consisting of innovative concepts co-development and testing in partnership with customers, development of software and hardware tools to implement the innovative concepts, establishment of work-process and practices for customer-engagement and service implementation, creation of training and infrastructure for large scale deployment, integration of the innovative offering within the framework of existing corporate offerings and lastly the monitoring and deployment of the financial and operational metrics for estimating the return-on investment and the continual renewal of the offering are described in detail.
Here are the key points in the historical development of operations management:
- Operations/production management has been recognized as important for economic growth for over 200 years.
- Early contributors included Adam Smith who advocated specialization of labor in the 1700s. F.W. Taylor further developed scientific management principles in the early 1900s focusing on efficiency.
- Between 1930-1950s, the term "production management" became accepted as techniques focused on manufacturing efficiency. Workers were studied closely to eliminate waste.
- In the 1970s, the field broadened to include services and emphasized synthesis over just analysis, leading to the term "operations management."
- Many contributors developed techniques for scheduling, quality control, inventory management,
Unit-1Introduction to Productions and Operations managementLAKSHMI V
Introduction - Meaning & Definition – Classification - Objectives and Scope of Production and operation Management -Automation: Introduction – Meaning and Definition – Need – Types - Advantages and Disadvantages.
The module deals with overview of Production and Operation Management. It highlights the Definition, characteristics and objective of POM, also it focus on Production System.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
The document provides a design brief for developing commuter headphones. It includes background on the growing headphone market and target commuter demographic. Market research shows commuting time in the UK averages 27 minutes. The project aims to generate sales for commuters in "Travel to Work Areas" across the UK. Research on target customers, competitors, and industry trends is presented. Key requirements are that the headphones are desirable, easy to use, and eye-catching to encourage word-of-mouth marketing. The target market is identified as 25-35 year old commuters living in London and surrounding areas earning around £30,000 annually.
This document provides an overview of operations management. It begins by defining operations management and distinguishing it from production management. Operations management involves techniques for achieving operational objectives in both manufacturing and service sectors, while production management refers specifically to manufacturing. The document then discusses the transformation role of operations management in converting inputs like materials, labor, and equipment into finished goods and services. It identifies 10 important decisions in operations management. Finally, it outlines some objectives and challenges of production/operations management, such as maximizing customer satisfaction while minimizing costs and inventory.
Influence of Human Factors on the Relationship between AMT Adoption and Organ...paperpublications3
Abstract: the study used the contingency theory to study the effects of human factors on the relationship between Advanced Manufacturing Technology (AMT) adoption and organization structure. When empirically tested, the research findings present the interrelationships among the main effects (AMT index and human factors) and the interactions (AMT index*human factor index). The study revealed that there is a linear dependence of organizational index from the interaction index. This implies that changes in human factors positively and significantly affect AMT adoption and organizational structure relationship. The study confirms that it is essential for a company to match their technology investment and its integration with its human factors in order to achieve the intended manufacturing performance. The degree of fit between AMT index and organizational index was found to increase as human index increased. The findings of this study reiterate the importance and the need for proactive planning to facilitate changes in the organizational structure.
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
The document discusses the origins and development of Just In Time (JIT) manufacturing. It explains that JIT was pioneered by Toyota in Japan after World War II as a way to increase productivity and reduce costs. The key figure in developing JIT was Taiichi Ohno at Toyota, who identified different types of waste in production like overproduction, inventory, transportation, and defects. He developed JIT principles to eliminate these wastes by having components move through production only as needed.
This document provides a case study analysis of change management processes within a major fast food chain in Australia. It summarizes the key changes made at one franchise location, including restructuring customer service procedures and redesigning the physical storefront and employee uniforms. It then evaluates different change management models and diagnoses the Hayes and Hyde model as being most suitable for this organization. Data was collected through employee surveys and interviews to identify issues and inform the changes. The goals of the changes were to improve efficiency, modernize the store layout and décor, and ensure uniformity across all franchise locations.
The relationship between agility capabilities and organizational performance ...Alexander Decker
This document discusses the relationship between agility capabilities and organizational performance in home appliance factories in Iran. It defines agility capabilities as an organization's flexibility, quickness, responsiveness, and competency. The study aims to explore how these capabilities impact organizational performance. A survey was conducted of managers and employees in Iranian manufacturing companies to test the relationship. The results found a statistically significant positive relationship between agility capabilities and organizational performance, suggesting that enhancing capabilities like flexibility and quickness can improve performance.
The document discusses reconfigurable manufacturing systems (RMS), which aim to achieve both the high productivity of dedicated systems and the flexibility of flexible systems. RMS are defined as having six core characteristics: modularity, convertibility, scalability, integrability, customization, and diagnosability. The objectives of the survey described are to analyze problems with current manufacturing systems, examine suitable areas for RMS implementation, determine the required level of implementation, and identify benefits and enabling technologies of RMS.
1) The document describes a method developed for implementing a mass customization framework in small and medium manufacturing companies. It involves developing a strategic vision and training material to educate personnel across key functions like production, product development, and supply chain management.
2) The method was tested through pilot projects with two manufacturing companies. It began by analyzing each company's current "mass customization as-is status" and identifying challenges. A "mass customization mountain" model was used to visualize the framework and guide development.
3) Training materials like a video animation and digital learning content were created to explain how mass customization affects different business functions and the overall process. The goal was to help employees understand the framework and how their
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
An Application of DMAIC Methodology for Increasing the Yarn Quality in Textil...IOSR Journals
Abstract : This article presents a quality improvement study applied at a yarn manufacturing company based
on six sigma methodologies. More specifically, the DMAIC (Define, Measure, Analyze, Improve, and Control)
project management-methodology & various tools are utilized to streamline processes & enhance productivity.
Defects rate of textile product in the yarn manufacturing process is so important in industry point of view. It
plays a very important rate for the improvement of yield & financial conditions of any company. Actually
defects rate causes a direct effect on the profit margin of the product & decrease the quality cost during the
manufacturing of the product. By checking & inspection of defects of product at different point in production
where more defects are likely to happen. A thousand defects opportunities create in the final package of yarn.
That’s why it is decided to do work & implement DMAIC methodology in winding departments where the final
package of yarn is make.
Keywords - Six Sigma; DMAIC; Lean manufacturing; Yarn manufacturing
1) The document describes a study that uses a causal loop diagram (CLD) to model the impact of electronic data interchange (EDI) implementation on an operations system. The CLD identifies several feedback loops involving factors like error rate, work pressure, costs, and profit.
2) Implementing EDI reduces paperwork and the potential for errors, but increasing EDI use also raises IT costs. Higher error rates can increase costs and lower customer satisfaction and profit. This can increase work pressure and further raise error rates.
3) The CLD captures these complex relationships and feedback effects to provide insights into how changes in one part of the system, like implementing EDI, can reverberate through the entire operations
Introduction to Production and Operations ResearchDr. Jerry John
The document discusses production and operations management. It defines operations management as planning, coordinating, and controlling resources to produce products and services. It describes different types of production systems, including intermittent and continuous systems. Intermittent systems have irregular production flows to produce small volumes of a wide variety of customized products using flexible general purpose machines.
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
E-Maintenance: Impact Over Industrial Processes, Its Dimensions & Principlesacijjournal
During the course of the industrial 4.0 era, companies have been exponentially developed and have
digitized almost the whole business system to stick to their performance targets and to keep or to even
enlarge their market share. Maintenance function has obviously followed the trend as it’s considered one
of the most important processes in every enterprise as it impacts a group of the most critical performance
indicators such as: cost, reliability, availability, safety and productivity. E-maintenance emerged in early
2000 and now is a common term in maintenance literature representing the digitalized side of maintenance
whereby assets are monitored and controlled over the internet. According to literature, e-maintenance has
a remarkable impact on maintenance KPIs and aims at ambitious objectives like zero-downtime.
Data-Driven Simulation-Enhanced optimization of Service operationsSudhendu Rai
This paper describes a systematic six-step data-driven simulation-based methodology for optimizing people-based service systems on a large distributed scale that exhibit high variety and variability. The methodology is exemplified
through its application within the printing services industry where it has been successfully deployed by Xerox Corporation across small, mid-sized and large print shops generating over $250 million in profits across the customer value chain. Each
step of the methodology consisting of innovative concepts co-development and testing in partnership with customers, development of software and hardware tools to implement the innovative concepts, establishment of work-process and practices for customer-engagement and service implementation, creation of training and infrastructure for large scale deployment, integration of the innovative offering within the framework of existing corporate offerings and lastly the monitoring and deployment of the financial and operational metrics for estimating the return-on investment and the continual renewal of the offering are described in detail.
Here are the key points in the historical development of operations management:
- Operations/production management has been recognized as important for economic growth for over 200 years.
- Early contributors included Adam Smith who advocated specialization of labor in the 1700s. F.W. Taylor further developed scientific management principles in the early 1900s focusing on efficiency.
- Between 1930-1950s, the term "production management" became accepted as techniques focused on manufacturing efficiency. Workers were studied closely to eliminate waste.
- In the 1970s, the field broadened to include services and emphasized synthesis over just analysis, leading to the term "operations management."
- Many contributors developed techniques for scheduling, quality control, inventory management,
Unit-1Introduction to Productions and Operations managementLAKSHMI V
Introduction - Meaning & Definition – Classification - Objectives and Scope of Production and operation Management -Automation: Introduction – Meaning and Definition – Need – Types - Advantages and Disadvantages.
The module deals with overview of Production and Operation Management. It highlights the Definition, characteristics and objective of POM, also it focus on Production System.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
The document provides a design brief for developing commuter headphones. It includes background on the growing headphone market and target commuter demographic. Market research shows commuting time in the UK averages 27 minutes. The project aims to generate sales for commuters in "Travel to Work Areas" across the UK. Research on target customers, competitors, and industry trends is presented. Key requirements are that the headphones are desirable, easy to use, and eye-catching to encourage word-of-mouth marketing. The target market is identified as 25-35 year old commuters living in London and surrounding areas earning around £30,000 annually.
This document contains links to 6 photos shared on Flickr under various Creative Commons licenses that allow for non-commercial use, sharing and remixing with attribution. The photos cover a range of subjects and were uploaded by different photographers.
Samsung uses sustainable practices in its manufacturing processes. It aims to minimize environmental impacts while remaining economically sound. It considers the social, economic, and environmental impacts of its decisions. Samsung invests in clean energy technology and its focus on renewable energy has created jobs. It designs products with end-of-life strategies in mind, considering how parts can be remanufactured, repaired, reused or recycled. Life cycle analysis allows Samsung to evaluate the environmental impacts and inputs of each stage of production to make informed decisions.
This document groups companies and products within the three divisions of the Weir Group: Minerals, Oil and Gas, and Power and Industrial. Within each division, the products are organized into groups based on their service conditions and uses. The goal is to apply appropriate design methods to each group to facilitate innovative problem solving. Considering related products together allows innovations in one area to potentially benefit other areas.
This document provides a professional summary for Surya Prakash, who has 15 years of experience in the Indian Navy and is currently working as an Assistant Manager of Administration and Accounts. It outlines his responsibilities in facility management, administration, accounting, budgeting, procurement, and event coordination for both the Indian Navy and his current employer. It also lists his educational qualifications and certifications in business administration, supply chain management, and financial systems.
Shadaab Ahmed Munshi has over 14 years of experience in restaurant management, operations, and marketing, having held positions such as Restaurant General Manager at Pizza Hut India and Assistant Manager at Burger King in Dubai. He is currently working as an Online Senior Marketing Executive, where he is responsible for marketing planning, business development, and strategic planning. Munshi has a proven track record of improving sales, reducing costs, and achieving business goals across multiple restaurant brands.
Literacies of Bilingual Youth: A profile of Txt, Social, and Bilingual LiteracyMichelle_JM
This document provides an overview of a study examining the literacies of bilingual youth through their use of text messaging. The study analyzed over 51,000 text messages sent in Spanish, English, and code-switched between the two languages by 17 bilingual students. The study had two parts: first, assessing relationships between academic skills, social skills, and preferred language of texting; second, providing a descriptive grammar analysis of code-switching and abbreviations used in bilingual youth texting. The analysis applied both formal linguistic and clinical speech pathology approaches.
This document provides a stage 1 report for a design project to develop a bicycle-adapted patient monitoring device. It includes an introduction to the project, outlines the methodology being used, and summarizes the research conducted in stage 1. The research phase involved market research, developing a product design specification, conducting SWOT and PESTEL analyses, blogs/photo studies, technological reviews, a review of bicycle ambulances, competitor analysis, geographic ideation, and an interview. The concept generation phase used techniques like a function means tree, brainstorming, morphological charts, and modeling ideas to develop 11 initial concepts for the monitoring device. The report concludes by recapping the work completed in stage 1.
This document provides an abstract for Marco Lotz's PhD thesis which explores using a stage/phase-gate project management approach for Clean Development Mechanism (CDM) projects in South Africa. CDM projects have technical, financial, and regulatory complexities. Lotz developed a stage/phase-gate model (Model β) for CDM projects through literature reviews, questionnaires, expert interviews, and input from the South African Clean Development Industry Association. Model β is intended to help project developers plan and execute projects, and help buyers/investors assess project status. Applying Model β is expected to better manage risks, decrease project timelines, and control costs. The research aims to address why few CDM projects have succeeded in South Africa
This document summarizes the company's work with various clients since 2008. It has helped companies like Fronteer Strategy, Phillips, Bugaboo, and others with organizational structures and business processes through innovation. The company aims to add value through developing clients' processes. It has experience restructuring teams and departments, developing new company structures, manufacturing systems, and management structures tailored to clients' goals.
Parallel Patterns for Window-based Stateful Operators on Data Streams: an Alg...Tiziano De Matteis
Talk given at HLPP 2015
For the version with transition please check: https://docs.google.com/presentation/d/1yhsSff97f434wR-VA1szlqKxx52YMYKkdw1GVkBDyF8/edit?usp=sharing
This dissertation examines factors that influence Hispanic participation in higher education in Texas. The study analyzes institutional data from states with large Hispanic populations to develop a predictive model. The goal is to identify variables that impact college enrollment and graduation rates among Hispanics in Texas in order to inform efforts to increase participation. Limitations include relying on aggregate data that may obscure individual experiences, while the focus on prevalent Hispanic states limits generalizability. However, findings could help target policies and resources to expand higher education opportunity for Hispanics, an increasingly large portion of Texas' population.
This document is Rubén Urcola Peláez's architecture portfolio. It summarizes his experience and qualifications. He has over 3 years of experience working on projects in different countries. His education includes a Master's Degree in Architecture from ULPGC in Spain. He is proficient in BIM modeling programs like Revit and has strong design, organization, and problem-solving skills. Notable projects in the portfolio include residential and commercial buildings in Dubai, Spain, and Argentina.
Lifestyle Lifts and Electrical Pty Ltd is a company that specializes in installing various lifting solutions such as stairlifts, wheelchair lifts, and residential and commercial elevators. The company is run by Director Jody Goldsworthy, who has extensive experience with lifts and elevators. Lifestyle Lifts provides lifting solutions for domestic, commercial, and industrial applications to improve accessibility and assist those with limited mobility.
R. Michael Haynes has extensive experience in institutional research and effectiveness at Tarleton State University. He currently serves as the Executive Director of Institutional Research and Effectiveness, overseeing various assessment, accreditation, and reporting activities. Haynes has a Ph.D. in Higher Education from the University of North Texas and has published and presented research on topics including financial aid, retention strategies, and underrepresented student populations. He serves on numerous university committees and holds memberships in several professional associations related to institutional research and assessment.
This document discusses advanced manufacturing technology (AMT) and its impact on management accounting systems. It argues that traditional management accounting is inappropriate for companies using AMT. AMT refers to automated production technologies, computer-aided design/manufacturing, flexible manufacturing systems, robotics, total quality control, and production management systems like materials requirement planning and just-in-time systems. The objectives of AMT include helping companies compete globally through high quality, low cost production and flexibility. Concepts discussed in more detail include computer-aided design/manufacturing, flexible manufacturing systems, production management systems like materials requirement planning and just-in-time purchasing and production. The document examines the justification for promoting the use of A
Checking the activities and Performance Management in the Automotive IndustryIRJET Journal
1. The document discusses production planning and control in the automotive industry. It analyzes problems with executing the planned production sequence and maintaining the planned sequence through the different production stages.
2. It suggests that uncertainties between planning the master production schedule and implementing it can cause deviations from the planned production sequence. This makes it difficult to predict component needs and deliver finished goods to customers on time.
3. The document proposes monitoring production at key points to track adherence to the planned sequence. It also recommends improving coordination with suppliers to better support the planned sequence and meet customer delivery times.
- The document contains questions and answers related to business operations management concepts like production systems, supply chain management, project management, and lean systems.
- It includes two quizzes with multiple choice questions covering topics such as the product-process matrix, types of production systems, elements of a balanced scorecard, lean tools, and aspects of supply chain management.
- The questions assess understanding of key concepts and frameworks in operations management.
- The document contains questions and answers related to business operations management concepts like production systems, supply chain management, project management, and lean systems.
- It includes two quizzes with multiple choice questions covering topics such as the product-process matrix, lean tools, capacity measures, and elements of efficient supply chains.
- The questions assess understanding of core operations management frameworks and how they are applied.
BUSI 650 Enthusiastic Study / snaptutorial.comGeorgeDixon82
- The document contains questions and answers related to business operations management concepts like production systems, supply chain management, project management, and lean systems.
- It includes multiple choice questions covering topics such as the product-process matrix, types of production systems, elements of a balanced scorecard, components of a supply chain, types of project schedules, forms of waste in lean systems, and calculations related to capacity and efficiency.
- The document provides questions to test knowledge of key concepts and terminology used in business operations management.
- The document contains questions and answers related to business operations management concepts like production systems, supply chain management, project management, and lean systems.
- It includes multiple choice questions covering topics such as the product-process matrix, types of production systems, elements of a balanced scorecard, components of a supply chain, types of project schedules, forms of waste in lean systems, and calculations related to capacity and efficiency.
- The document provides questions to test knowledge of key concepts and terminology used in business operations management.
This document discusses how enterprise resource planning (ERP) in supply chain management can improve manufacturing system performance. ERP systems help coordinate activities across an organization and its supply chain partners. The document reviews previous research that found ERP systems can reduce costs from disruptions to production schedules. However, ERP alone may not be enough to address future supply chain challenges and could limit innovation. The document argues that properly integrating ERP into supply chain management is important for competitiveness as companies increasingly network with partners.
Implementating just in-time production and procurement strategiesAjay Yadav
This document discusses strategies for implementing a just-in-time production and procurement system. It identifies key elements for a successful JIT implementation strategy, including top management commitment, developing policy and procedure manuals, training programs, organizational redesign, and effective communication systems. It also discusses strategies for JIT vendor implementation, such as reducing vendor lot sizes and lead times, sole sourcing of key components, and quality certification of suppliers.
The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.
RECENT TRAINDS IN ADVANCED MANUFACTURING SYSTEMakshay ghanwat
The document discusses recent trends in advanced manufacturing systems. It defines advanced manufacturing as incorporating new technologies, improved processes, and management methods to enhance manufacturing of products. The document outlines several types of advanced manufacturing systems including just-in-time manufacturing, computer integrated process planning, enterprise resource planning, and material requirements planning. It discusses the advantages and disadvantages of these systems and how they aim to reduce waste and improve efficiency in production.
Whitepaper: The Next Evolution of Yokogawa CENTUMYokogawa
In 2014 Yokogawa is adding significant new capabilities to CENTUM VP. Now the New CENTUM VP becomes the platform for delivering four new innovations; Hyper-intuitive
Operation, Total Automation Management, Intelligent Plant Conductor, and Sustainable Plant Operation. Each innovation addresses pain points felt by today’s plant owner-operators as they strive for greater operational
integrity. Yokogawa has emphasized its objective to especially leverage two enabling technologies in this development program; field digital technology and dynamic process simulation.
LEAN OPERATIONS, Review the literature giving detailed examples of where within
industry Lean has been applied, the strategies followed when
implementing, the benefits achieved and whether there are any
lessons to be learned.
Effect of Lean Manufacturing on Operational Performance: An Empirical Study o...IRJET Journal
This document discusses a study on the effect of lean manufacturing on operational performance in the Indian automobile manufacturing industry. The study aims to identify critical factors for lean manufacturing success and examine the relationship between lean manufacturing and operational performance. Based on literature review, the study identifies 10 key lean success factors. A conceptual framework and hypotheses are proposed relating these factors to operational performance. Empirical data is collected through a questionnaire and analyzed using factor analysis and structural equation modeling. The results provide evidence that lean manufacturing has a statistically significant positive relationship with operational performance in the Indian automobile industry.
This document provides an executive summary and table of contents for a project report on quality management for an ERP implementation project at Saudi Electricity Company. The report will use a case study approach, first reviewing literature on critical success factors for ERP implementations including top management support, project management, and change management. It will then describe the ERP implementation project at SEC and analyze it in light of the literature.
Best Manufacturing practice adoptions by Indian IndustriesIJERA Editor
The purpose of this study is to develop a new model to provide guidance and support for Indian manufacturing companies who aim to reach at global level standards both in maintenance and manufacturing processes through continual improvement. Based on this study, a strategic model was developed through conceptual integration of popular process improvement strategies, which are based on ISO, TQM, TPM , Lean Production, six-sigma & TPM. An attempt was made to analyze and address some major limitations of existing models to pave the way of achieving manufacturing excellence
Operation management, toyota production systemOmar Hamdan
The success of Toyota Motor Company is due to the unique reduction systems that focus on continuous improvement and just in time management. Toyota has created a decentralised structure that encourages employee participation and team working. Toyota incorporated concepts just as supply chain management and inventory management to create high quality automobiles and gain a competitive edge in the highly competitive global automobile market. Toyota’s success and its lean manufacturing philosophy have been widely studied. The Toyota manufacturing system is centred on achieving a high level of productivity. The company has a unique approach to problem solving and it continuously trains its employees.
This technical report discusses POLCA, a hybrid push-pull material control system designed for environments with high product variety or customization. POLCA overcomes limitations of traditional pull/Kanban systems which are not well-suited for such environments. The report provides an overview of how POLCA works using an example company. It then compares advantages of POLCA to push/MRP and pull/Kanban systems, such as preventing excess inventory buildup. The report also outlines steps to implement POLCA and discusses results from implementations at several factories which led to reduced lead times and improved on-time delivery.
IRJET- Evaluation of Critical Factors of Production System Life Cycle (PSLC):...IRJET Journal
This document discusses critical factors that affect decision making at various stages of a production system's life cycle (PSLC). It first provides background on PSLCs and their relationship to product life cycles. It then reviews literature on PSLC models and factors. Next, it identifies specific critical sub-factors for various PSLC stages, such as strategic decision making, cost analysis, and technology evaluation, that could impact decision quality. Finally, it notes that while prior works have examined individual PSLC activities, none have identified and analyzed factors across all PSLC stages, as this document aims to do.
THE KEY TO LEAN PERF ORMANCE: IMPLEMENTING A DAIL Y SHOP - FLOOR CONTROL SY...IAEME Publication
Proposed this paper is a standardized shop floor control (SFC) model which has been developed to control and enhance processes improvement in both Small and Medium Enterprises (SMEs) and multinationals based in
Morocco.The key contribution of this paper is a framework, “Lean Shop Floor Control System” (LSFCS), which responds efficiently to many common Lean Manufacturing (LM), Lean Leadership and SFC requirements by regrouping four main dimensions that are standardization, visual management, daily audits, and kaizen.
This study examines factors affecting adoption and implementation of enterprise resource planning (ERP) systems in discrete manufacturing companies in India. A survey was conducted of 30 manufacturing companies. The results suggest ERP is more likely to be adopted if production characteristics are compatible with ERP capabilities. However, statistical analysis showed the decision-maker's computer knowledge was more important than other factors, including production characteristics, in the decision to adopt ERP. The factors affecting implementation level were less clear. Contrary to expectations, manufacturing method did not appear significant in this sample.
Encouraging STEM Engagement among young people is important as demand for STEM skills grows. However, schools face shortages of STEM teachers, limiting their ability to provide STEM education. To promote STEM participation, an educational kit is needed for extra-curricular use by youth organizations for 14-19 year olds. Research found current products have problems and many youth do not engage in STEM activities. The proposed kit aims to address these issues.
This document presents a business plan for an educational toy company called CWS - Connect.With.STEM. The company aims to develop a profitable range of innovative, educational STEM kits and an online community to improve STEM engagement, with the following key objectives:
- Introduce educational kits representing science, technology, engineering and math subjects
- Improve learning through interactive and thought-provoking kit experiences
- Develop an online community for sharing, experimenting and learning via a companion app
The business opportunity is to inspire and involve young people in their local community through extracurricular STEM activities. Financial projections estimate the company will break even within 5 years of operation.
The document is a stage 2 report for an individual project that aims to encourage STEM engagement within extra-curricular groups. It provides an overview of the conceptual design phase where concepts were generated, evaluated, and refined. It also describes initial modeling and testing. The detailed design phase is discussed where embodiment design questions were considered and prototypes were developed and tested. The report outlines the progress made against the project methodology and provides documentation to support the design process.
This document is a stage 1 report for a project aiming to encourage STEM engagement within extra-curricular groups. It outlines the background, aims, objectives, deliverables, exclusions, constraints, stakeholders, risks and methodology of the project. The research phase utilized various design methods like literature reviews, surveys, interviews and testing to understand problems with currently available STEM resources. This identified key learning outcomes. The conceptual design phase used methods like concept generation, focus groups and word associations to develop initial design concepts. The report provides a detailed overview of the project planning and research conducted so far.
This project brief outlines a proposal to design and develop an educational STEM kit for use in extra-curricular clubs for young people aged 14-19. It reviews literature on low STEM participation rates and government initiatives to improve engagement. The goal is to create a durable, modular kit that uses electronic circuits to teach scientific principles in a hands-on way without expert supervision. Appendices provide details on STEM issues, the proposed methodology, a project plan, and initial ideas generated from focus groups and site visits. The deliverables will include design drawings, a project report, and prototype models for evaluation.
This document is a stage 2 report for a design project to create a bicycle-adapted patient monitoring device. It includes acknowledgements, an abstract that outlines the identified problem and project objectives, and a section on the stage 2 outcome. It also includes lists of figures and references used in the report. The report provides details on concept development and evaluation in stage 2, exploring materials selection, prototyping, design analysis using techniques like FEA, and progress toward meeting the project objectives.
Final Submission - Team 19 Lidar Installation ReportKerrie Noble
The document provides details of a project to develop a solution for installing a lidar (light detection and ranging device) that eliminates risks associated with manual handling. It outlines the research, concept generation, prototyping, and design development stages. Key stages included identifying issues with the current installation process, generating concepts, evaluating concepts through methods like brainstorming and morphological charts, developing prototypes, performing calculations, and creating CAD models and drawings of a final design. The final design aims to provide a robust mechanism for lifting and positioning a lidar without risks of prolonged lifting or manual handling.
This document summarizes a research project between the Weir Group PLC and the University of Strathclyde. The project aimed to identify design methods that could help Weir engineers solve problems in a more innovative way. The researcher conducted a review of 112 design methods and tools. They then mapped these methods to Weir's current design process and grouped their products to show which methods would be most suitable for different situations. The results were presented in four documents, including design matrices matching methods to Weir's divisions and products. The report also provides guidelines to help traditional engineers engage with innovative design practices. The project aims to help Weir optimize their innovative output when addressing engineering problems.
This document provides silver bullet matrices for analyzing innovative problem solving approaches for different divisions within the Weir Group PLC. It outlines suitable design methods and tools for each stage of the silver bullet process. The first matrix examines methods for understanding the current situation within the Weir Group's Minerals Division, which includes eight product groups. Methods such as SWOT analysis, parametric analysis, questionnaires/surveys, organizational documents, root cause analysis, and 5 whys are identified as particularly useful for gathering information on current strengths, weaknesses and problems within each group. The document aims to help align design approaches with specific product groups and stages of the innovation process.
This document reviews design methods and tools that can be used at different stages of the design process. It discusses strengths and weaknesses of various current situation assessment methods including SWOT analysis, PESTEL analysis, parametric analysis, fly on the wall observation, and observation/shadowing. These methods are used to understand the existing situation, identify opportunities and threats, and gain insights from customers to inform the design process.
This document summarizes the activities and discussions from an initial meeting between university students and a local school to plan a STEM engagement project. The meeting covered scheduling visits and activities, communication protocols, and potential activity ideas. It was decided that the students would focus on presentations, assemblies, and curriculum-linked activities to inspire students across subjects about STEM opportunities. A list of potential activities was developed covering various ages and topics. Reflections noted the importance of clear communication, balancing activity types and subject areas, and considering school and student schedules.
The document outlines meetings held with John Paul Academy to develop STEM engagement activities, including developing a shared timetable and improving communication methods. It also discusses organizing a university visit that included workshops on rapid prototyping and manufacturing processes, as well as departmental visits. The report reflects on lessons learned to improve planning and coordination of future STEM projects.
This project developed software to analyze 3D components for manufacturability based on design for manufacturing guidelines. The principal researcher compiled design guidelines for milling and defined the conditions, values, and limitations to inform the software's programming. Preliminary outcomes included 56 milling guidelines categorized into 4 manufacturing domains. Future work includes testing the software, incorporating other manufacturing processes, and improving the user interface to create a commercially viable product.
This document summarizes the market research and design process of a student team creating an advanced lunar rover. It discusses existing rover designs from NASA, including the Sojourner, Spirit, Athlete, and Curiosity rovers. These rovers informed the requirements for the new design, including flexibility to navigate different terrains, minimizing energy usage, and negotiating difficult surfaces. The document then covers the team's concept generation and selection of components, including wheels, suspension, power source, and materials. Design prototypes, calculations, and a management plan are also summarized to outline the comprehensive process undertaken to create a more advanced lunar rover design.
The document discusses material selection for a cast iron companion flange used in heavy duty slurry pumps. It analyzes the functional requirements of the flange by examining the conditions in slurry pumping applications in mining and other industries. Key considerations for material selection include abrasion, erosion, corrosion and resistance to high concentrations of solids in slurries. Based on the analysis, ductile grey iron or cast iron were identified as materials suitable for the high pressures and flows required for the intended slurry pumping application.
The document provides a summary of a report analyzing the design for manufacturing and assembly (DFMA) features of an HP Deskjet printer. Key DFMA guidelines considered include minimizing parts, using standard parts, facilitating part handling, and encouraging modular assembly. The report examines the printer's design for automation and assembly, use of plastics, fastening methods, and sheet metal components. Figures are included to illustrate how the printer's design incorporates various DFMA principles such as pyramidal assembly, symmetry, and avoiding part jamming.
Production Techniques 2 - advanced machining techniques reportKerrie Noble
This document compares and contrasts four advanced machining processes: photo-chemical machining, electrical-discharge machining, laser-beam machining, and electro-chemical machining. It discusses the process capabilities and design considerations for each. Two case studies are presented on using electro-chemical machining for a biomedical implant and manufacturing small satellites. The document concludes that each process has strengths for different applications in industries like aerospace, electronics, automotive, and medical.
Rapid tooling uses 3D printing or other rapid prototyping techniques to quickly create molds, dies, or other tools for manufacturing parts in plastic or metal. There are direct methods that 3D print the tool and indirect methods that use a 3D printed pattern to create a traditional mold. Rapid tooling can reduce manufacturing time from months to weeks and is useful for prototyping or low-volume production. However, rapid tooling methods typically have shorter tool lifespans and lower accuracy than traditional metal tooling.
Product Development - Reflective ReportKerrie Noble
The document provides a summary of the design process used for a commuter headphones project. It discusses various methods used at different stages of the process, including SWOT analysis to define requirements, benchmarking existing products, and empathetic modeling to understand user experiences. The group ultimately decided on a human experience creation methodology. Key insights included understanding user capabilities and needs through assessing capability levels and anthropometric analysis. The process resulted in an initial product definition specification to guide further development.
Team 10 – Commuter Headphones product development presentation 2Kerrie Noble
The document discusses and compares different product design evaluation methods:
- Controlled Convergence Matrix and Weighting and Rating Matrix were used to narrow down concepts and incorporate user preferences.
- Dot sticking allows for more creative concept evaluation but risks bias from personal opinions.
- FMEA identifies potential failures to improve safety. Root cause analysis thoroughly examines one problem.
- Value Analysis considers manufacture during design while Value Engineering makes designs achievable.
- General DFE guidelines and Life Cycle Analysis both aim to improve environmental impacts but can be repetitive.
Regular meetings, to-do lists, and communication over email and Facebook helped manage the group project.
Team 10 – Commuter Headphones product development presentation 2
Critical Success Factors of QRM
1. Critical Success Factors of QRM
ProductionandOperationsManagement –Assignment2‘Critical SuccessFactorsof QRM’ pg. 1
Table of Contents
Abstract.......................................................................................................................................1
Introduction .................................................................................................................................2
What is QRM?.............................................................................................................................. 2
Why QRM? ..................................................................................................................................3
Critical Success Factors................................................................................................................ 3
Product Grouping ..................................................................................................................... 3
Product Flow ............................................................................................................................ 4
Organisational Structure and Culture.......................................................................................... 4
Economic Order Quantity..........................................................................................................5
Product Control Strategy ...........................................................................................................5
Supply Chain Management........................................................................................................6
Continuous Improvement and Effective Communication ............................................................. 6
Teamwork..................................................................................................................... 6
Effective communication................................................................................................ 7
Conclusion...................................................................................................................................7
References....................................................................................................................................8
Abstract
Aimsto define the critical successfactorsof aQuickResponse Manufacturingsystem(QRM),which
isdefinedasthe pursuitof everdecreasingleadtimesthatinvolvesthe implementationof cellular
manufacture,leadtime reductionasthe keyperformance measure,the incorporationof adynamic
systemandimplementationonanenterprise-widebasis. Basedonanalysisandresearchfroma
numberof reportsand literature sevencritical successfactorsare outlinedwithatheme of effective
and efficientteamwork,employee empowermentandeffectiveandefficientcommunication
runningthroughouteachof the sevencritical successfactors.
2. Critical Success Factors of QRM
ProductionandOperationsManagement –Assignment2‘Critical SuccessFactorsof QRM’ pg. 2
Introduction
All modern production processes are complex and costly operations which require capital assets,such
as machines, computers and materials, to be integrated and blended seamlessly with human labour to
enable the production system to carry out operations in a cost effective manner. Thus production
processes require careful planning and control (Cole, 2004, pg. 306)
The result of this carefulplanning and control should be the emergence of a world class
manufacturing organisation. As stated by the Infor Corporation (2007) there are 7 keys to achieving
world class manufacturing;
Reduce lead times
Speed time to market
Cut operations costs
Exceed customer expectations
Manage the global enterprise
Streamline outsourcing processes
Improve business performance visibility
In order to achieve these seven keys it is essential that a manufacturing facility implements an
operations management system in order to facilitate the organisation’s pursuit and accomplishment of
these goals. One system which is highlighted as being particularly good at achieving each one of
these seven keys is Quick Response Manufacturing, (Joing, 2004)
What is QRM?
The most impressive characteristic of QRM is how it addresses the current pressures for business in
an age of complexity, consumer demands and expectations, (University of Wisconsin Press Release,
2006). QRM obtains this characteristic by maintaining its stance that a singular focus placed on lead
time is the correct strategy for certain companies or certain markets and the method is aimed at
creating and maintaining a competitive advantage in the market place and improving internal
manufacturing operations within an organisation, (Joing, 2004).
The philosophy of Quick Response manufacturing (QRM) is widely seen to be more applicable in
some cases when compared to other systems such as Lean. In comparison with Lean Manufacture,
where the emphasis is on waste reduction, QRM is concerned with the pursuit of ever decreasing lead
times, which is the time taken from the customer placing an order to the fulfilment of that order, this
is referred to as Manufacturing Critical Path Time by Suri (2010). This is the internal aspect of QRM,
as defined by Suri (2010), the external aspect is responding to customer’s needs by rapidly designing
and manufacturing products which are customised to those needs.
As with many other production operations systems, such as Lean Manufacture,Quick Response
Manufacturing is only suitable for implementation when specific production output characteristics are
required. With Quick Response Manufacturing the main characteristic is high-mix, low-volume
production, in stark contrast to the low-mix, high-volume production required for Lean Manufacture.
The other two production characteristics critical for the implementation of QRM are high demand
variability, where a lot of changes in customer demand is received over a period of time, and a high
degree of customisation, where the materials and parts used within a specific production process are
unique to a specific customer order, (Joing, 2004).
3. Critical Success Factors of QRM
ProductionandOperationsManagement –Assignment2‘Critical SuccessFactorsof QRM’ pg. 3
Why QRM?
The introduction of QRM into a manufacturing facility will result in many benefits for the
organisation, the most prominent of which is the time and money which is saved throughout the entire
production process, (University of Wisconsin Press Release,2006). However,as stated by the Infor
Corporation, (2007), there are many other benefits in the successfulintroduction of a Quick Response
Manufacturing system.
The system’s focus on reducing lead time results in the ability of the production facility to deliver the
end product sooner enabling the organisation to deter business away from competitors which
manufacture products with similar features,quality and at the same price. This inherent ability to
deliver the goods promptly will also justify a premium price should it be deemed suitable. Customer
satisfaction will be enhanced through the quick delivery and also by offering a high degree of
customisation, allowing the customer to order a unique product. The introduction of shorter lead
times will increase flexibility and agility across the whole organisation, reduce the need for inventory
buffers and lower obsolescent risk, (Infor Corporation, 2007). However,these benefits will not
become a reality unless some key, critical entities and approaches are established within the
implementation of a Quick Response Manufacturing System.
Critical Success Factors
As outlined by Joing, (2004), the performance of a QRM system is determined by four key factors;
Cost
Quality
Delivery
Flexibility
However,without determining the correct basis on which to implement a QRM system then these
performance factors will never be achieved. The critical success factors for the implementation of
Quick Response Manufacturing, as outlined by Suri (2010), is based on four core concepts; a) the
power of time, b) organization structure,c) system dynamics, and d) enterprise-wide application.
These concepts have been taken and explored further below;
Product Grouping – With a large variety of products being produced then a point will be reached
where distinct categories of products with similar requirements become evident. This will result in a
cellular manufacturing layout of the manufacturing facility, (Slack, N., Chambers, S., and Johnston,
R., 2001, pg. 137). This physical layout will develop many beneficial outcomes which are significant
contributors to the success of the Quick Response Manufacturing system.
A cellular layout gives a good compromise between cost and flexibility for relatively high-variety
operations, results in a fast throughput and the group work which results from the cell layout can
result in good motivation amongst employees, (Slack, N., Chambers,S., and Johnston, R., 2001, pg.
199). (The cellular groups in QRM are designed around focused target market segments, (Suri,
2010)). As stated by Suri, (2010), a QRM cell is a set of dedicated, collocated, multi-functional
resources selected so that this set can complete a sequence of operations for all jobs belonging to a
specified FTMS. This includes a team of cross-trained people who have complete ownership of the
cell, resulting in the afore mentioned motivation and group working benefits.
The findings of Psychologist Elton Mayo, as stated by Cole, (2004), showed that social relations at
work were every bit as important as monetary incentives and good physical working conditions and
4. Critical Success Factors of QRM
ProductionandOperationsManagement –Assignment2‘Critical SuccessFactorsof QRM’ pg. 4
also demonstrated the powerful influence of groups in determining behaviour at work. Cole, (2004),
also quotes the ideas of another psychologist when he states that “the emphasis is still on people as the
most crucial factor in determining organisation effectiveness.” These findings suggest that without
motivated, hard-working employees the organisation as an entity, regardless of the type of operations
system in place, would fail as a consequence.
Product Flow – The flow of products determines the success of the layout and these general
objectives of flow are relevant to all operations and the systems which govern them. The flow of
materials and information should be channelled by the layout so as to be appropriate for the objectives
of the layout. When placing this in a Quick Response Manufacturing context this means minimising
the distance travelled by transformed resources so as to reach the target of reduced lead time. The
flow of all materials should also be well signposted, clear and evident to staff. In QRM this includes
the use of clearly marked gangways. By utilizing a ‘U’ or serpentine arrangement of product flow
within the cellular layout style in Quick Response Manufacturing, then movement will be kept to a
minimum and this will enable staff to help each other during the production process. It will also help
to increase motivation, which as discussed before is critical for success,but also changes the culture
and structure of the organisation, (Slack, N., Chambers,S., and Johnston, R., 2001).
Organisational Structure and Culture - QRM recommends turning the traditional top-down
management style on its head in order to create a structure where the first level worker is given the
most focus. Supervisors, managers and engineers are there to support the operators but it is the
operator who is expected to make the decisions and take responsibility for their output. The cellular
approach within QRM also enables the belief in creating ownership among front-line operators,
(Joing, 2004). This decentralised style of organisational structure has many advantages which
contribute to the success of a QRM system;
It prevents top-management overload by freeing them from many operational decisions and
enabling them to concentrate on their strategic responsibilities
It speeds up operational decisions by enabling line units to take local actions
It enables local management to be flexible in their approach to decisions in the light of local
conditions, and thus be more adaptable to situations of rapid change
It can contribute to staff motivation by enabling middle and junior management to get a taste
of responsibility, and by generally encouraging the use of initiative by all employees, (Cole,
2004)
As the structure and culture of an organisation are interlinked with one another, a change in
organisation structure also results in a change of culture. There are six cultural dimensions and by
considering the organisational structure in place within a QRM system then the following six
dimensions must exist in the organisational culture of the company for QRM to succeed;
1) Process oriented vs. results oriented – QRM is product oriented as the focus of the system is
on reducing the time taken to process the product before the customer’s order is fulfilled
rather than on the amount of products produced.
2) Employee oriented vs. job oriented – There must be an evident balance between these cultural
dimensions within QRM as there must be a focus on completing the job within an appropriate
time but as discussed in the sections above there is also an evident concern for employees and
people involved in the process
3) Parochial vs. professional – In an established QRM organisational culture employees
definitely define themselves as professional and recognise that they have been hired for their
5. Critical Success Factors of QRM
ProductionandOperationsManagement –Assignment2‘Critical SuccessFactorsof QRM’ pg. 5
skills. This is incubated in the professional pride they feelwhich is initiated through the sense
of responsibility and motivation achieved within the structure of the organisation
4) Open system vs. closed system – QRM promotes an open system culture where teamwork is
encouraged and essential if lead time targets are to be reached
5) Loose control vs. tight control – The aim of reduced lead times automatically places QRM in
the area of tight control as this establishes a strict adherence to the matter of timeliness
6) Normative vs. pragmatic approach to customers – There must be a pragmatic approach to
customers as it is essential the organisation is flexible in order to meet the customers’ wants
and needs. If this culture is not achieved then a successfulQuick Response Manufacturing
system will not be achieved as one of the fundamental principles of the system is flexibility
and a high degree of customisation in customer demands, (Cole, 2004, pg. 108).
Economic Order Quantity – This is the common approach to deciding how much of a particular
item must be ordered. The approach attempts to find the best balance between the advantages and
disadvantages of holding stock. Holding stock costs the organisation money and by taking into
account;
Working capital costs
Storage costs
Obsolescence risk costs
In order to ensure the optimum EOQ value is achieved, a JIT system must be implemented within the
inventory applications of a Quick Response Manufacturing system. JIT objectives are stated as
‘meeting demand instantaneously with perfect quality and no waste’,which evidently compliments
the aim of QRM, ‘a focus on reducing lead time which results in the ability of the production facility
to deliver the end product sooner and with premium quality.’ (Slack, N., Chambers, S., and Johnston,
R., 2001)
The quantity of goods to be ordered and the time at which they should be ordered are major
considerations in a production operation. Insufficient quantities will create delays in production;
however, on the other hand larger quantities will need to go into stock as temporarily idle resources
which, as explained above are costly for the business. It is therefore essential that any successful
production operation has a good functioning ordering system, making this a critical success factor.
(Cole, G.A, 2004)
Product Control Strategy – Once reducing lead times has been established as the driving metric
within QRM, changing lot sizes which influence lead times must become a primary concern. Only
once this is done can any new production control system be implemented, MRP will be used for
material planning and POLCA,a unique system, is used to manage the flow of products through the
factory.
POLCA,(Paired-cell Overlapping Loops of Cards with Authorization), is a pull control system which
combines elements of Kanban, CONWIP,and MRP to create,what was described by Dr Rajan Suri,
as the best system for QRM-suited environments. As stated by Joing, (2004), ‘POLCA can work with
a functional layout, but it is made much less complicated by the implementation of some groups of
machines or processes into cells. Suri does not specify the production control system to be used
within the cells, so the production control system could be a combination of push or pull control
systems or a combination of two different forms of pull control systems.’ It is therefore evident that a
product control strategy is essential to the success of QRM implementation. (Joing, 2004)
6. Critical Success Factors of QRM
ProductionandOperationsManagement –Assignment2‘Critical SuccessFactorsof QRM’ pg. 6
Supply Chain Management – In many large organisations there can be hundreds of strands of linked
operations passing through the operation; these are the organisations supply chains. As defined by
Slack, Chambers and Johnston, (2001), supply chain management is the management of the
interconnection of organisations which relate to each other through upstream and downstream
linkages between the different processes that produce value in the form of products and services to the
ultimate customer. There are substantial benefits to managing across company boundaries and the
two key objectives of supply chain management are;
Effectively satisfying customers
Doing so efficiently
When a customer decides to make a purchase,the action triggers a reaction along the entire supply
chain. The purpose of supply management is making sure that each operation in the chain, which has
their own intermediate objective, fully appreciates how, together, they can satisfy the end customer,
and this requires an efficient system and effective communication. (Slack, N., Chambers, S., and
Johnston, R.,2001, pg. 413)
Achieving an efficient supply chain involves preventing too much inventory accumulation, avoiding
bottlenecking and allowing opportunities for analysis and improvement, (Slack, N., Chambers, S., and
Johnston, R.,2001). It is therefore important to have a supply chain management system to achieve
success for the implementation of QRM but this management also requires integration with the final
critical success factor.
Continuous Improvement and Effective Communication – Continuous improvement is an
approach which assumes more and simpler incremental improvement steps to ensure that small steps
towards better performance are continuously implemented throughout the life-cycle of production
operations.
Continuous improvement is less ambitious than breakthrough improvement however it stresses
adaptability, teamwork and attention to detail throughout the process. This improvement process is
like running a marathon, it concentrates on spreading improvement over a long period of time, it does
not require expertise but it does require effective communication. All of the focuses outlined for
continuous improvement are critical to the success of QRM and any manufacturing system, (Slack,
N., Chambers,S., and Johnston, R., 2001);
Teamwork - According to Adair, as stated by Cole (2004), a team is more than just a group
with a common aim; it is a group in which the contributions of individuals are seen as
complementary. The relative effectiveness of a group in achieving their goals and satisfying
the needs of their members can be based on the following characteristics;
i) Clear objectives and agreed goals
ii) Openness and confrontation
iii) Support and trust
iv) Cooperation and conflict
v) Sound procedures
vi) Appropriate leadership
vii) Regular review
viii) Individual development
ix) Sound intergroup relations
7. Critical Success Factors of QRM
ProductionandOperationsManagement –Assignment2‘Critical SuccessFactorsof QRM’ pg. 7
After assessing these characteristics it is clear to see why teamwork within a systems plays such a
major role, the breakdown of a team will result in the breakdown of the system. With this firmly in
mind Adair, quoted by Cole (2004), states that the selection of team members should be based on not
only technical or professional competence but also the ability to work in a team, the possession of
‘desirable personal attributes’ such as willingness to listen, flexibility of outlook, and the capacity to
give and accept trust.
Effective communication – Due to the nature of QRM a lateral communication flow across
the organisation is integral to the implementation of the system. In this set-up the flow of
information is between people of similar specialisms or those working on the same task, and
the information flowing is mainly technical or task-oriented. Information in this case is only
passed ‘up the line’ to managers or supervisors if it is of particular significance, this results in
less ‘lost time’ and a greater sense of responsibility for the employee, which, as already
established, is a key factor in the success of the organisation and implementation of QRM.
Simple communication however is not enough; the communication flow must be effective
and efficient. This means the method of communication is vital and in the 21st
century must
be linked with electronic media. The electronic age has enabled communication on a faster
and more global base than before. Information can be sent to colleagues in an instant. This
has unreivled benefits and the success of the entire system hinges on the integration of a good
quality communication system placed within it, (Cole, 2004).
Conclusion
It has been established that there are four core competencies within Quick Response Manufacturing;
The power of time
Organisation structure
System dynamics
Enterprise-wide application
These four areas promote the incorporation of the seven critical success factors as outlined above;
Product grouping
Product flow
Organisation structure and culture
Economic order quantity
Product control strategy
Supply chain management
Continuous improvement and effective communication
Without the inclusion of these critical areas then the implementation of QRM within a manufacturing
operation would fail. However,as shown above these seven areas,when broken down into detail,
show that the main success factors behind these key areas are effective and efficient team work,
employee empowerment and effective and efficient communication. These three characteristics alone
improve behaviour at work, morale amongst the work force and drive-up motivation and production
rates. Therefore QRM relies on these three characteristics acting simultaneously within the seven
critical areas which have been identified. Failure to do so will result in poor performance and the
failure to meet set targets.
8. Critical Success Factors of QRM
ProductionandOperationsManagement –Assignment2‘Critical SuccessFactorsof QRM’ pg. 8
References
[1] Cole, G.A, (2004), Management Theory and Practice,South-Western, Hampshire
[2] Infor Corporation, (2007), “The Seven Keys to World Class Manufacturing”, Whitepaper, pg. 3
[3] Joing, M.J, (2004), “Applicability of Lean Manufacturing and Quick Response Manufacturing in a
High-Mix Low-Volume Environment”, Massachusetts Institute of Technology
[4] Slack, N.,Chambers, S., and Johnston, R.,(2001), Operations Management, Prentice-Hall, Essex
[5] Suri, R., (2010), It’s About Time – The Competitive Advantage of Quick Response
Manufacturing, Taylor and Francis Group, New York
[6] University of Wisconsin, (2006), News Release…Rajan Suriand Quick Response Manufacturing
Theory Recognised by International Award from Society of Manufacturing Engineers, University of
Wisconsin Press,Wisconsin