The document discusses various aspects of product design and service operations management. It covers topics such as concept development, quality function deployment, concurrent engineering, process flow design, types of processes and facilities, service strategy and classifications, service system design, service recovery, service failsafing, and designing service systems. The document provides information on frameworks, tools, and considerations for product design and managing service operations effectively.
Operations management involves designing, operating, and improving systems that produce and deliver a firm's products and services. Studying operations management provides a systematic approach to organizational processes and can increase competitive advantage. Current trends include increasing exports, focus on productivity, and outsourcing of manufacturing and services. Key concepts are efficiency, effectiveness, and value. Operations management decisions must consider tradeoffs between factors like cost, quality, delivery, and flexibility.
This chapter discusses operations management. It defines operations management as planning, organizing, leading, and controlling resources to create value through an organization's goods and services. The chapter describes the transformation system that converts inputs through a process into outputs. It explains how operations management objectives like quality, speed, dependability, flexibility, and cost are important. It also outlines the direct, indirect, and broader responsibilities of operations managers.
Operations management involves organizing a company's resources to transform inputs into outputs through production. The three main functions of any organization are marketing, production/operations, and finance/accounting. Operations managers are responsible for planning, organizing, staffing, leading, and controlling a company's productive activities. Their key decisions include designing products and processes, managing quality, determining capacity and location, and scheduling production. As the economy has shifted from manufacturing to services, operations management now applies to both tangible goods and intangible services. Improving productivity through more efficient use of resources is an ongoing challenge for operations managers.
This document provides an overview of operations management. It defines operations management as the set of activities that creates value by transforming inputs into outputs in the form of goods and services. It discusses the essential functions of production/operations, marketing, and finance/accounting in organizations. Key decisions for operations managers are also outlined, including design of goods/services, quality management, capacity and process design, inventory management and scheduling. The document traces the history and evolution of operations management concepts.
This document provides an overview of operations management. It discusses key concepts like the transformation process, integrated value chains, and the evolution of operations management over time. Globalization and e-business are changing how operations function by impacting areas like supply chains, logistics, and customer expectations. Maintaining competitiveness requires improving productivity through efficiency gains and breakthroughs.
Introduction to operation management by internetkritikasingh10
Operations management is responsible for planning, coordinating, and controlling resources to produce a company's products and services. It transforms inputs like people, materials, and money into outputs of goods and services. While manufacturing deals with tangible products and services intangible, both aim to efficiently add value. Historical developments and current trends like globalization and technology changes shape the field. Operations managers make strategic and tactical decisions and collaborate across business functions like marketing and finance.
The document provides information about Crompton Greaves Limited, an Indian electrical engineering company. It discusses the company's leadership position in various product lines due to its manufacturing base, distribution network, R&D facility, and workforce. The document then provides details about the types of motors and products Crompton Greaves offers, including specifications about HT/LT motors, flame proof machines, and induction motors. It also includes sections on stator construction, stator core, stator frame, rotor construction, and the motor assembly process.
Operations management involves designing, operating, and improving systems that produce and deliver a firm's products and services. Studying operations management provides a systematic approach to organizational processes and can increase competitive advantage. Current trends include increasing exports, focus on productivity, and outsourcing of manufacturing and services. Key concepts are efficiency, effectiveness, and value. Operations management decisions must consider tradeoffs between factors like cost, quality, delivery, and flexibility.
This chapter discusses operations management. It defines operations management as planning, organizing, leading, and controlling resources to create value through an organization's goods and services. The chapter describes the transformation system that converts inputs through a process into outputs. It explains how operations management objectives like quality, speed, dependability, flexibility, and cost are important. It also outlines the direct, indirect, and broader responsibilities of operations managers.
Operations management involves organizing a company's resources to transform inputs into outputs through production. The three main functions of any organization are marketing, production/operations, and finance/accounting. Operations managers are responsible for planning, organizing, staffing, leading, and controlling a company's productive activities. Their key decisions include designing products and processes, managing quality, determining capacity and location, and scheduling production. As the economy has shifted from manufacturing to services, operations management now applies to both tangible goods and intangible services. Improving productivity through more efficient use of resources is an ongoing challenge for operations managers.
This document provides an overview of operations management. It defines operations management as the set of activities that creates value by transforming inputs into outputs in the form of goods and services. It discusses the essential functions of production/operations, marketing, and finance/accounting in organizations. Key decisions for operations managers are also outlined, including design of goods/services, quality management, capacity and process design, inventory management and scheduling. The document traces the history and evolution of operations management concepts.
This document provides an overview of operations management. It discusses key concepts like the transformation process, integrated value chains, and the evolution of operations management over time. Globalization and e-business are changing how operations function by impacting areas like supply chains, logistics, and customer expectations. Maintaining competitiveness requires improving productivity through efficiency gains and breakthroughs.
Introduction to operation management by internetkritikasingh10
Operations management is responsible for planning, coordinating, and controlling resources to produce a company's products and services. It transforms inputs like people, materials, and money into outputs of goods and services. While manufacturing deals with tangible products and services intangible, both aim to efficiently add value. Historical developments and current trends like globalization and technology changes shape the field. Operations managers make strategic and tactical decisions and collaborate across business functions like marketing and finance.
The document provides information about Crompton Greaves Limited, an Indian electrical engineering company. It discusses the company's leadership position in various product lines due to its manufacturing base, distribution network, R&D facility, and workforce. The document then provides details about the types of motors and products Crompton Greaves offers, including specifications about HT/LT motors, flame proof machines, and induction motors. It also includes sections on stator construction, stator core, stator frame, rotor construction, and the motor assembly process.
Trends & Challenges of Operation Management by Asikur Rahman (Operation manag...Asikur Rahman
Operation management transforms inputs into goods and services that add value for customers. Several trends impact operation management, including increasing productivity through more efficient processes. Continuous improvement aims to constantly evaluate and improve products, services, and processes. To be competitive globally, operations must be strategically aligned to serve customers through low costs, high quality, fast delivery, flexibility, and rapid new product introduction. Technological changes can increase efficiency and output without increasing inputs, helping operations reduce costs, improve delivery, standardize quality, and customize to add value for customers. Managers must also consider environmental, ethical, and diversity issues in their decisions and address pollution, waste, social responsibility, and business ethics beyond profit.
This document provides an overview of operations management and related topics. It discusses what operations managers do, including transforming inputs into outputs through various processes. The evolution of operations management is reviewed from craft production to modern concepts like lean production. Key events and innovators in operations management history are identified. The impact of e-business and globalization on operations is examined, including issues around competitiveness and productivity. Finally, primary topics in operations management are listed.
This document provides an overview of operations management. It begins with definitions of operations management and discusses key topics like productivity, efficiency, effectiveness and various approaches throughout history. These include scientific management in the 1900s, the human relations movement in the 1920s-30s, Japanese quality approaches in the 1970s and current trends toward sustainability, flexibility and globalization. The document also compares service and manufacturing operations and discusses challenges facing operations managers today.
This document discusses global operations strategy and key considerations for international expansion. It outlines 6 reasons for becoming an international operation, including improving supply chain, reducing costs, improving operations, understanding markets, improving products, and attracting global talent. It also discusses cultural and ethical issues companies may face and achieving competitive advantage through differentiation, cost leadership, and response flexibility. The document provides an overview of strategic factors such as resources, value chain analysis, and Porter's five forces model to evaluate opportunities for global operations.
This document discusses operations management and the impact of e-business. It defines operations management as designing, operating, and improving productive systems. E-business is changing operations management by allowing direct customer contact, worldwide access to customers and suppliers, and more efficient information sharing and decision making. Key impacts include increased demand, changes to logistics and order fulfillment, more global and complex supply chains, and a focus on expanded supply chain management.
This document provides an overview of operations and supply chain management. It discusses how operations managers transform inputs into outputs through physical, locational, exchange, physiological or informational processes. The document then traces the evolution of operations management from craft production to modern concepts like lean production and supply chain management. It also outlines how operations strategy and a balanced scorecard can help deploy corporate strategy throughout an organization.
Operations management plays an important role in society by contributing to higher standards of living, better quality goods and services, environmental concern, and improved working conditions. It raises standards of living by increasing productivity and efficiency, which lowers costs and provides more income. It improves quality through initiatives like Six Sigma. It addresses environmental concerns through recycling and pollution reduction. It enhances working conditions by empowering workers and improving job design.
The document discusses strategies for achieving competitive advantage through effective functional-level and value chain management. It outlines how developing strategies to improve quality, efficiency, innovation, and responsiveness to customers can create value and drive competitive advantage. Total quality management, just-in-time inventory systems, cross-functional teams, and stage-gate development processes are some of the techniques discussed for strengthening functional activities and the overall value chain.
The document discusses value chains and supply chains. It defines key terms like value, value chain, supply chain, offshoring, and globalization. It also provides examples of companies' value chains, including Procter & Gamble, Buhrke Industries, Nestle, and Rocky Shoes & Boots. Managing global value chains is more complex due to issues like risk, transportation, purchasing, and legal/regulatory differences between countries.
The document provides an overview and introduction to Total Productive Maintenance (TPM). It discusses why TPM is important for achieving goals like zero defects and breakdowns. TPM aims to prevent equipment deterioration through techniques like autonomous maintenance, planned maintenance, and quality maintenance. It outlines the seven steps of autonomous maintenance and explains how TPM is implemented through its various pillars in a strategic phased approach beginning with establishing maintenance standards.
This document provides an overview of the history and development of benchmarking. It discusses how benchmarking has been practiced informally for a long time, with examples given of Francis Lowell benchmarking British textile factories in the early 1800s. The document also outlines the main concepts of benchmarking, including definitions, key steps in the benchmarking process, different types of benchmarking, and how benchmarking can be used to improve performance across various business functions and metrics.
The document provides an overview of key concepts in operations management, including:
1) Defining operations management as the management of converting inputs to outputs using transformation processes.
2) Exploring the performance objectives of quality, speed, flexibility, reliability, and cost that drive operational configuration.
3) Introducing the concept of core competencies that provide competitive advantages.
4) Viewing operations strategically by aligning market requirements with operational capabilities and resources.
5) Discussing frameworks for operational improvement and achieving sustainable fit between markets and operations.
This document discusses operations strategy and global operations for companies. It covers developing missions and strategies, achieving competitive advantage through operations, strategic operations decisions, global operations strategy options, and managing issues in global operations such as location, supply chain, and cultural factors.
This document provides an overview of World Class Manufacturing (WCM) techniques and their implementation at an automotive company in Italy. It discusses that WCM aims to continuously improve production performance through eliminating waste. The key aspects of WCM discussed are its 10 technical and 10 managerial pillars implemented through a 7 step process. The document also reviews the literature on WCM and discusses its goals of increased productivity, quality, flexibility and communication between management and employees.
Operations strategy reconciles market requirements with internal operations resources through strategic decisions. It balances the dynamic and ambiguous nature of external markets with the difficult to change and technically constrained nature of internal resources. Operations strategy considers both market and resource perspectives to determine the necessary performance objectives and strategic decisions required to position the operations capabilities competitively.
Operations management involves transforming inputs into outputs through processes to create value for customers. It deals with managing processes that produce goods and services for both internal and external customers. The processes must be designed according to customer needs and wants. Operations management provides advantages like assessing outcomes, contributing to organizational success, achieving competitive advantages, increasing productivity, reducing costs, and improving quality. However, it faces challenges from trends like global competition, technological changes, environmental issues, ethics, and diversity.
The document provides an introductory overview of operations management. It discusses four key aspects: 1) the purpose and components of operations, 2) key tasks managers must manage, 3) types of operations systems, and 4) tools to diagnose and solve problems. It describes operations using an input-transformation-output model and notes operations occur in many settings beyond factories. The document also outlines important customer needs, the roles of effectiveness and efficiency, different process types, analysis tools, and recent developments in quality management and flexibility.
This document provides an overview of strategic management concepts including:
- Defining a strategy as a business approach to generate successful competitive moves.
- The key questions in strategy of where the organization is, where it wants to go, and how it will get there.
- The tasks involved in strategic management like defining mission/objectives, crafting/implementing/evaluating strategy.
- Types of objectives including financial and strategic examples.
- Components of a strategic plan and examples of external/internal analysis tools like SWOT, Five Forces, and competitor analysis.
This document summarizes key concepts from Chapter 3 of Slack, Chambers and Johnston's Operations Management textbook. It discusses operations strategy, comparing it to operations management. Operations strategy involves longer timescales, higher levels of analysis and aggregation, and more abstract and philosophical decisions compared to operations management. The chapter also outlines different perspectives on operations strategy, including top-down, bottom-up, market requirements, and operations resources views. Finally, it discusses how competitive factors relate to different performance objectives.
Trends & Challenges of Operation Management by Asikur Rahman (Operation manag...Asikur Rahman
Operation management transforms inputs into goods and services that add value for customers. Several trends impact operation management, including increasing productivity through more efficient processes. Continuous improvement aims to constantly evaluate and improve products, services, and processes. To be competitive globally, operations must be strategically aligned to serve customers through low costs, high quality, fast delivery, flexibility, and rapid new product introduction. Technological changes can increase efficiency and output without increasing inputs, helping operations reduce costs, improve delivery, standardize quality, and customize to add value for customers. Managers must also consider environmental, ethical, and diversity issues in their decisions and address pollution, waste, social responsibility, and business ethics beyond profit.
This document provides an overview of operations management and related topics. It discusses what operations managers do, including transforming inputs into outputs through various processes. The evolution of operations management is reviewed from craft production to modern concepts like lean production. Key events and innovators in operations management history are identified. The impact of e-business and globalization on operations is examined, including issues around competitiveness and productivity. Finally, primary topics in operations management are listed.
This document provides an overview of operations management. It begins with definitions of operations management and discusses key topics like productivity, efficiency, effectiveness and various approaches throughout history. These include scientific management in the 1900s, the human relations movement in the 1920s-30s, Japanese quality approaches in the 1970s and current trends toward sustainability, flexibility and globalization. The document also compares service and manufacturing operations and discusses challenges facing operations managers today.
This document discusses global operations strategy and key considerations for international expansion. It outlines 6 reasons for becoming an international operation, including improving supply chain, reducing costs, improving operations, understanding markets, improving products, and attracting global talent. It also discusses cultural and ethical issues companies may face and achieving competitive advantage through differentiation, cost leadership, and response flexibility. The document provides an overview of strategic factors such as resources, value chain analysis, and Porter's five forces model to evaluate opportunities for global operations.
This document discusses operations management and the impact of e-business. It defines operations management as designing, operating, and improving productive systems. E-business is changing operations management by allowing direct customer contact, worldwide access to customers and suppliers, and more efficient information sharing and decision making. Key impacts include increased demand, changes to logistics and order fulfillment, more global and complex supply chains, and a focus on expanded supply chain management.
This document provides an overview of operations and supply chain management. It discusses how operations managers transform inputs into outputs through physical, locational, exchange, physiological or informational processes. The document then traces the evolution of operations management from craft production to modern concepts like lean production and supply chain management. It also outlines how operations strategy and a balanced scorecard can help deploy corporate strategy throughout an organization.
Operations management plays an important role in society by contributing to higher standards of living, better quality goods and services, environmental concern, and improved working conditions. It raises standards of living by increasing productivity and efficiency, which lowers costs and provides more income. It improves quality through initiatives like Six Sigma. It addresses environmental concerns through recycling and pollution reduction. It enhances working conditions by empowering workers and improving job design.
The document discusses strategies for achieving competitive advantage through effective functional-level and value chain management. It outlines how developing strategies to improve quality, efficiency, innovation, and responsiveness to customers can create value and drive competitive advantage. Total quality management, just-in-time inventory systems, cross-functional teams, and stage-gate development processes are some of the techniques discussed for strengthening functional activities and the overall value chain.
The document discusses value chains and supply chains. It defines key terms like value, value chain, supply chain, offshoring, and globalization. It also provides examples of companies' value chains, including Procter & Gamble, Buhrke Industries, Nestle, and Rocky Shoes & Boots. Managing global value chains is more complex due to issues like risk, transportation, purchasing, and legal/regulatory differences between countries.
The document provides an overview and introduction to Total Productive Maintenance (TPM). It discusses why TPM is important for achieving goals like zero defects and breakdowns. TPM aims to prevent equipment deterioration through techniques like autonomous maintenance, planned maintenance, and quality maintenance. It outlines the seven steps of autonomous maintenance and explains how TPM is implemented through its various pillars in a strategic phased approach beginning with establishing maintenance standards.
This document provides an overview of the history and development of benchmarking. It discusses how benchmarking has been practiced informally for a long time, with examples given of Francis Lowell benchmarking British textile factories in the early 1800s. The document also outlines the main concepts of benchmarking, including definitions, key steps in the benchmarking process, different types of benchmarking, and how benchmarking can be used to improve performance across various business functions and metrics.
The document provides an overview of key concepts in operations management, including:
1) Defining operations management as the management of converting inputs to outputs using transformation processes.
2) Exploring the performance objectives of quality, speed, flexibility, reliability, and cost that drive operational configuration.
3) Introducing the concept of core competencies that provide competitive advantages.
4) Viewing operations strategically by aligning market requirements with operational capabilities and resources.
5) Discussing frameworks for operational improvement and achieving sustainable fit between markets and operations.
This document discusses operations strategy and global operations for companies. It covers developing missions and strategies, achieving competitive advantage through operations, strategic operations decisions, global operations strategy options, and managing issues in global operations such as location, supply chain, and cultural factors.
This document provides an overview of World Class Manufacturing (WCM) techniques and their implementation at an automotive company in Italy. It discusses that WCM aims to continuously improve production performance through eliminating waste. The key aspects of WCM discussed are its 10 technical and 10 managerial pillars implemented through a 7 step process. The document also reviews the literature on WCM and discusses its goals of increased productivity, quality, flexibility and communication between management and employees.
Operations strategy reconciles market requirements with internal operations resources through strategic decisions. It balances the dynamic and ambiguous nature of external markets with the difficult to change and technically constrained nature of internal resources. Operations strategy considers both market and resource perspectives to determine the necessary performance objectives and strategic decisions required to position the operations capabilities competitively.
Operations management involves transforming inputs into outputs through processes to create value for customers. It deals with managing processes that produce goods and services for both internal and external customers. The processes must be designed according to customer needs and wants. Operations management provides advantages like assessing outcomes, contributing to organizational success, achieving competitive advantages, increasing productivity, reducing costs, and improving quality. However, it faces challenges from trends like global competition, technological changes, environmental issues, ethics, and diversity.
The document provides an introductory overview of operations management. It discusses four key aspects: 1) the purpose and components of operations, 2) key tasks managers must manage, 3) types of operations systems, and 4) tools to diagnose and solve problems. It describes operations using an input-transformation-output model and notes operations occur in many settings beyond factories. The document also outlines important customer needs, the roles of effectiveness and efficiency, different process types, analysis tools, and recent developments in quality management and flexibility.
This document provides an overview of strategic management concepts including:
- Defining a strategy as a business approach to generate successful competitive moves.
- The key questions in strategy of where the organization is, where it wants to go, and how it will get there.
- The tasks involved in strategic management like defining mission/objectives, crafting/implementing/evaluating strategy.
- Types of objectives including financial and strategic examples.
- Components of a strategic plan and examples of external/internal analysis tools like SWOT, Five Forces, and competitor analysis.
This document summarizes key concepts from Chapter 3 of Slack, Chambers and Johnston's Operations Management textbook. It discusses operations strategy, comparing it to operations management. Operations strategy involves longer timescales, higher levels of analysis and aggregation, and more abstract and philosophical decisions compared to operations management. The chapter also outlines different perspectives on operations strategy, including top-down, bottom-up, market requirements, and operations resources views. Finally, it discusses how competitive factors relate to different performance objectives.
Culture, motivation, and organizational strucutre. Frederik Gylling
The document is an examination report discussing how leadership interventions can create an organizational culture that motivates employees to contribute to continuous improvement.
It begins by exploring dimensions of individual motivation, including personal motivators like needs and goals, and contextual motivators like those within an organization. It presents a framework showing the CEO can directly influence organizational motivators but not personal ones.
The report then analyzes perspectives on organizational culture, including seeing it as integrated and controlled by leadership, as differentiated with interrelated subcultures, or as fragmented with diffused power. It applies these to the case company, a production firm that hired a new CEO to change its stagnant culture.
The CEO's approach is to use four types
The document discusses process design and different types of processes. It defines process as any part of an organization that transforms inputs into outputs. Process design is interrelated with product/service design, as design decisions impact production processes and vice versa. The document outlines different types of processes including project, jobbing, batch, mass/line, and continuous processes. It also discusses concepts like process mapping, process performance metrics, throughput, cycle time, and work in process.
The chapter discusses planning and control in operations management. It defines planning as deciding what activities should take place, when, and what resources to allocate. Control is understanding what is happening, identifying deviations from plans, and changing resources if needed. The chapter identifies different time horizons for planning, types of demand, and strategies for matching demand and supply. It also describes common activities in planning and control like scheduling, loading, and monitoring progress.
This document discusses facility layout and design. It begins by defining four basic layout types: fixed position, process, cell, and product layouts. It then provides examples and descriptions of each type. The key factors in selecting a layout type are the volume and variety of products/processes. Process layouts allow for high variety but can be complex, while product layouts facilitate high volume but lack flexibility. Later sections cover collecting relevant data for designing process and cell layouts, such as flow of materials and closeness of relationships between processes. Detailed design involves analyzing this data to minimize material handling costs and distances.
A) What is operations management?
B) Operations management is important in all types of organization
C) The input–transformation–output process
D) The process hierarchy
E) Operations processes have different characteristics
F) The activities of operations management
This document provides an overview of an inventory control course. The course will cover deterministic and stochastic inventory models, including lot sizing models and extensions, reorder point determination, quantity discounts, and the Wagner-Whitin algorithm. It will also cover newsvendor models, period review models, multi-echelon models, and forecasting. The course content will analyze optimality of various inventory policies and production smoothing. It will provide an introduction to inventory management concepts and frameworks for modeling inventory systems.
04 process design_Operations ManagementBrent Weeks
A) What is process design?
B) What effects should process design have?
C) Process types – the volume–variety effect on process design
D) Detailed process design
07 layout and flow_Operations ManagementBrent Weeks
The document discusses different types of facility layouts used in operations management. It describes fixed-position, functional, cell, and product layouts. For each type of layout, it outlines the key advantages and disadvantages. It also discusses how the appropriate layout type depends on factors like production volume and variety. Detailed techniques are presented for designing each of the main layout types to optimize productivity and efficiency. Balancing work across process stages is highlighted as important to reduce idle time and improve cycle times.
Performance Management System Mahindra N Mahindra Ltdalvareena
The performance management system at M&M Ltd begins with setting organizational goals annually based on their strategy and budget. Departmental goals are then set using a balanced scorecard approach across financial, customer, internal processes, and learning/growth perspectives. Individual goals (KRAs) are established through workshops and tied to departmental objectives. Progress is reviewed mid-year and performance is assessed against KRAs and competencies. Ratings determine pay and development feedback is provided to help employees improve.
Role of operations, objectives of operations marshjohn
The chapter discusses the strategic role and objectives of operations management. It outlines three key roles: 1) Implementing strategy by operationalizing plans; 2) Supporting strategy by contributing to decisions; and 3) Driving strategy by developing long-term capabilities. It also presents a four-stage model of operations' contribution to competitiveness from correcting problems to giving a strategic advantage. Broad strategic objectives are discussed for stakeholders like customers, suppliers, shareholders and employees. Finally, the five competitive objectives - quality, speed, dependability, flexibility and cost - are defined in the context of providing a competitive advantage through operations performance.
This flowchart outlines the performance management process, beginning with identifying a performance issue and determining whether it requires an informal discussion or a formal process. It involves clarifying responsibilities and expectations, ensuring adequate resources, addressing motivation issues, and developing a performance improvement plan with training if needed. If performance does not improve, disciplinary procedures are initiated.
Case Study of a Pizza Restaurant using House of Quality or Quality Function D...Deepanshu Saini
This case study describes how a pizza restaurant used Quality Function Deployment (QFD) and the DMAIC (Define, Measure, Analyze, Improve, Control) methodology to address issues it was facing. In the Define step, customer requirements were identified through surveys and discussions. In Measure, customers rated importance and restaurant performance on requirements. Analysis in the House of Quality prioritized solutions. Improve implemented solutions in priority order, like changing suppliers or upgrading facilities. Control involved periodic feedback and analysis to monitor impacts and hold gains.
This document provides an overview of construction contracting methods and contract types. It discusses the traditional Design-Bid-Build approach, as well as Design-Build, Turnkey, and Construction Management delivery methods. The major contract types covered are Lump Sum, Unit Price, Cost Plus, and variations like Cost Plus Fixed Fee and Cost Plus with a Guaranteed Maximum Price. For each, the document outlines the key characteristics, advantages, and disadvantages. The course appears to cover construction documents, contracting, bidding processes, and contract conditions over multiple lectures.
The document discusses process mapping and how it can be used to analyze and improve processes within an organization. Process mapping involves visually displaying the steps in a process, including inputs, outputs, responsibilities and issues. This helps identify non-value added activities, bottlenecks and other problems. An effective process map requires identifying the scope, capturing details in sessions with stakeholders, and analyzing metrics to find areas for quick wins and process improvements.
Performance appraisal process flowchartbradvero675
In this file, you can ref useful information about performance appraisal process flowchart such as performance appraisal process flowchart methods, performance appraisal process flowchart tips, performance appraisal process flowchart forms, performance appraisal process flowchart phrases … If you need more assistant for performance appraisal process flowchart, please leave your comment at the end of file.
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
This document provides an overview of a management systems operations strategy course. It includes discussions on competitive priorities and operations performance objectives like quality, speed, dependability, flexibility and cost. It discusses how the meaning and importance of these objectives can vary across different industries and companies. It also covers topics like developing an operations strategy through reconciling market requirements with operations resources, capabilities and processes. Trade-offs between objectives and building competitive capabilities over time are also summarized. The instructor engages participants in exercises to analyze specific companies' market needs, resources and how to develop focused strategies.
The document discusses different types of production processes. There are four main types: job shop production, batch production, mass production, and continuous/flow production. Job shop production involves unique custom products in low volumes. Batch production groups similar products into batches. Mass production focuses on high volumes of standardized products. Continuous production involves a linear and automated process with no backtracking.
This document provides an overview of key concepts in manufacturing process selection and product-process design. It discusses the main types of manufacturing processes including conversion, fabrication, assembly, and testing. It also outlines the product-process design matrix which categorizes production approaches based on volume and variety. Additional topics covered include flexibility and variety management, process flow design, break-even analysis, virtual factories, and global manufacturing strategies. The goal is to help readers understand how to select the appropriate manufacturing processes for different product types and production environments.
Product Design & Process Selection-Manufacturing Joshua Miranda
This chapter discusses product design and manufacturing process selection. It covers typical phases of product development like concept development and product engineering. It emphasizes concurrent engineering where functions work simultaneously to reduce time and costs. It also discusses designing for customers through techniques like quality function deployment and value analysis. The chapter then covers different types of manufacturing processes and considerations for process flow design and global product design.
CH 3 Quality management and Control.pptamanuel236786
This document discusses quality management and the total quality management (TQM) approach. It defines quality as meeting customer requirements now and in the future. TQM aims to manage the entire organization to excel on all dimensions important to customers. Key aspects of TQM include customer-defined quality, leadership commitment, quality as everyone's responsibility, and continuous improvement. The document also outlines the costs of quality, including prevention, appraisal, internal failure, and external failure costs.
CH-3 Quality management and Control.pptxamanuel236786
This document discusses quality management concepts including definitions of quality, dimensions of quality for manufacturing and services, costs of quality, statistical process control, and control charts. It defines total quality management and outlines its key principles. Quality is defined as meeting customer requirements now and in the future. Key dimensions of quality include quality of design, quality of conformance, and reliability. The costs of quality include prevention, appraisal, internal failure, and external failure costs. Statistical process control uses control charts to monitor processes and identify issues in need of corrective action.
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This document provides an introduction to production planning and control. It discusses objectives like minimizing costs and inventory while maximizing customer service. It describes the functions of production control in efficiently managing resources to meet customer demand. It outlines different types of production like continuous, job-based, and intermittent. It also covers topics like product design, development, marketing aspects, standardization, simplification, and break-even analysis which are important considerations for production planning and control.
Lean manufacturing focuses on eliminating waste to improve efficiency and reduce costs. It involves identifying value-added activities for the customer and removing all other unnecessary activities. Some key aspects covered are:
1. Common wastes include transportation, inventory, motion, waiting, overproduction, overprocessing, and defects.
2. Lean tools like 5S, kanban systems, value stream mapping, and continuous improvement help optimize processes.
3. Designing products for manufacturability and using robust design principles can improve production and quality.
Chapter Seven - Process selection and Analysis.pptAmman8
This document discusses various topics related to operations management processes, including process planning, make-or-buy decisions, types of processes, and process analysis. It describes the different types of processes like projects, job shops, batch production, mass production, and continuous production. It also discusses factors to consider for make-or-buy decisions and how processes can be analyzed using tools like process flowcharts, diagrams, and maps to identify opportunities for improvement. Process selection involves choosing technologies and approaches that align with a firm's strategy and goals based on factors like customer needs, demand levels, and costs.
CH 3 Quality management and Control.pptxamanuel236786
The document provides an overview of quality management concepts including definitions of quality from different perspectives, dimensions of quality for both products and services, costs of quality, total quality management principles, statistical process control charts, and types of statistical sampling. Some key points summarized:
- Quality is defined as meeting or exceeding customer requirements now and in the future from the customer's perspective, and producing a product that meets specifications from the producer's perspective.
- Dimensions of quality include quality of design, quality of conformance, and abilities like reliability and maintainability. For services, dimensions include timeliness, completeness, and courtesy.
- Costs of quality include prevention costs, appraisal costs, internal failure costs, and external failure costs
Ed Arnold is the VP of product development and marketing at LeveragePoint, a cloud-based solution for value-based pricing. He has over 20 years of experience in software and management consulting. The document provides an outline for a presentation on building economic value models. It discusses key concepts like identifying a product's differential value compared to competitors. It also provides examples of how to map product features to customer benefits and economic impacts. The goal is to create models that support strategic pricing, product, and marketing decisions.
The document discusses process development, which involves planning and designing production processes based on inputs like product information, production systems, and operations strategies. Key factors that affect process development include the nature of product demand, degree of vertical integration, production flexibility, degree of automation, and product quality needs. The document outlines different types of process designs like product-focused, process-focused, and group technology approaches. It also discusses considerations around process reengineering.
The document discusses managing product and process variations according to the 9103 standard. It defines key characteristics as measurable features of a product or process that have a significant influence on meeting customer requirements. Identifying key characteristics helps reduce variation and costs by focusing control efforts on the attributes that matter most. The 9103 standard provides a seven-stage process for understanding, planning, operating, analyzing, and improving processes to minimize variation of key characteristics.
The document discusses several topics related to product and service development, including:
1) The interrelationship between developing new products/services and the processes required to produce them. Both must be considered together.
2) Common product/service development processes involving stages from concept generation to final design.
3) Factors that influence choices around insourcing versus outsourcing elements of the development process.
The document discusses requirements management practices for new product introductions. It emphasizes the importance of clearly documenting customer needs and linking them to product features, capabilities, and tests throughout the design and development process. A stage-gate process is used to drive cross-functional collaboration and ensure customer expectations are met. Key questions are provided for leadership reviews at each stage to assess alignment with customer needs and authorize moving to the next stage of product development.
Quality Function Deployment (QFD) is a systematic approach to design that focuses on customer needs. It involves translating customer requirements into technical specifications across each stage of product development. The QFD process involves building a House of Quality matrix to prioritize customer needs, technical attributes, and their relationships. It then translates the voice of the customer through subsequent phases of product design, process planning, and production control. Implementing QFD alongside Lean Six Sigma aims to reduce waste and variability to improve quality, efficiency and meet customer requirements.
This chapter discusses the design of operations systems including product and service design, process selection, capacity planning, facility location and layout, and job design. It covers defining customer requirements, translating them into engineering characteristics, and using tools like quality function deployment. The chapter also discusses designing products and services that meet customer needs through methods like value analysis, concurrent engineering, and service blueprinting. The goal is to design products, services and processes simply and cost-effectively to reduce time to market and meet customer requirements.
This document contains sample questions and answers from a Production and Operations Management exam. It discusses topics like value engineering, supply chain management, business processes, productivity, forecasting, risk management, and factory layouts. For value engineering, it defines the concept and lists its main benefits as cost reduction and an overall culture of cost consciousness. It also provides short notes on various topics, including the key ingredients of a business process, acceptance sampling techniques, work breakdown structures, and defining productivity. The document aims to provide comprehensive yet concise coverage of operations management topics to help students prepare for their exam.
The document discusses process design strategy and major process design decisions. It describes process design as selecting inputs, resources, workflows and methods to transform inputs into outputs. Major process design decisions include process structure, customer involvement, vertical integration, resource flexibility, and capital intensity. The document provides details on each of these decisions and how they impact process design for both services and manufacturing.
Organizations exist to provide goods or services to society. Top organizations focus on core products that provide customer satisfaction rather than just physical goods. Goods and services selection involves constantly developing new products to generate substantial revenue and replace products with limited lifecycles. The product development process includes identifying customer and market needs, conducting feasibility studies, advancing the design, developing and engineering the product, evaluating and improving the product, and providing product use and support. Organizations must design operations and products in a way that achieves competitive advantage through differentiation, response to customer needs, or low cost.
This document discusses principles of management including productivity, operations management, and total quality management. It covers definitions of productivity, production, and operations management. It also describes techniques for improving productivity such as just-in-time and outsourcing as well as quality improvement techniques like lean manufacturing. The roles and components of operations management systems are defined including inputs, outputs, conversion processes, and different types of process technologies for manufacturing and services.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document describes a standardized test method for determining the adhesion of paint, varnish or other coatings. The method involves applying the coating to a test panel, then bonding dollies to the coated surface using an adhesive. The bonded assemblies are placed in a tensile tester and subjected to a controlled tensile test to measure the force required to break the coating-substrate bond. Test parameters such as dolly size, adhesive selection, substrate material, and coating application and drying are specified to standardize the test method. The results indicate the minimum tensile stress needed to detach the coating from the substrate.
This document provides standards for evaluating the performance of coal cleaning equipment. It defines key performance criteria such as feed rate, reference density of separation, and accuracy of separation. Standard test procedures and analytical methods are outlined to determine performance parameters like partition density, separation sharpness, distribution of correctly and incorrectly placed material, ash error, and yield error. The document also provides recommendations for presenting coal cleaning test data in a uniform manner to allow for comparison of performance levels.
This document discusses the history and evolution of inventory management. It begins with early merchants keeping handwritten records of products before the Industrial Revolution. Herman Hollerith then invented punch cards in 1889, allowing data to be recorded and read by machines. In the 1930s, Harvard University created a punch card system for businesses to track inventory and orders. However, this was too expensive and slow. In the 1960s, retailers developed barcodes to more efficiently track inventory, which were later standardized in 1974. As computers advanced, inventory management software in warehouses became popular in the 1990s and 2000s. The document then discusses definitions of inventory, types of inventory, purposes for holding inventory, costs associated with inventory, and inventory control and management.
This document contains practice problems related to productivity measurement. It provides the calculations to measure total factor productivity, multi-factor productivity, partial productivity, and labor productivity. It examines these measures for a clay pigeon corporation and car manufacturer. It also calculates labor productivity, multi-factor productivity, and the maximum labor rate that does not reduce productivity, given information on production units, labor hours, material costs, and selling prices.
The document discusses dynamic design for anchors subjected to fatigue loads. It defines fatigue loads as loads that occur in a large number of cycles, producing changes in stress that can decrease material strength over time. Fatigue relevant loads from multiple load cases must be considered together. Materials experience reduced strength under fatigue loading compared to static loads. Concrete and steel strengths both decrease after millions of cycles. Anchors subjected to frequent loading cycles may fail due to steel fatigue. Pretensioning anchors improves their behavior under dynamic loads by reducing the fatigue-relevant load in the anchor.
This document outlines requirements for fuel-oil piping and storage systems in New York City. It covers general provisions, material standards, joints/connections, piping supports, and fuel-oil system installation. Key points include:
- Systems must comply with chapter requirements and NFPA 31. Storage over 1,100 gallons also requires compliance with NY environmental regulations.
- Appliances must be designed for the type of fuel connected. Conversions require approval.
- Piping material standards include brass, copper, steel, and listed nonmetallic pipe. Joints must be approved for the application.
- Installation must include provisions for expansion/contraction, protection of piping/equipment, and requirements for supply/
Scheidt & Bachmann is a global solutions provider founded in 1872. It has grown from a mechanical engineering company into an international system integrator through continuous innovation and investment in technology and employee training. The company provides solutions for petrol stations, parking facilities, railways, and other industries. It offers a complete petrol station management package including dispensers, payment systems, and a central management system to control entire networks from a remote location.
This document contains the safety rules for working on electricity transmission and distribution systems owned by Qatar General Electricity & Water Corporation (KAHRAMAA). It outlines general safety policies, procedures for entering substations, employee duties to follow all safety rules, codes and obtain necessary permits. The document contains sections on operating procedures, safety rules for working on high voltage equipment, emergency response procedures and annexures. Safety is the top priority when working on or testing electrical equipment to ensure protection of workers and the public.
This document provides an overview and guidelines for project management of design and construction projects for Minnesota State Colleges and Universities (MnSCU). It outlines roles and responsibilities for key parties including the System Office, College/University administration and project managers. It also summarizes the major phases of a project from initiation through closeout and provides a table of contents for the full manual.
Building construction manual btc nov_2013_enAYM1979
This document presents the Belgian development agency's strategy for constructing public buildings. It aims to guide project managers on implementation.
Part 1 outlines BTC's policy approach, which is holistic and focuses on quality over quantity. It describes the project stages from design to construction and roles/responsibilities.
Part 2 provides practical tools for building projects, including support measures, recruiting architects, selecting contractors, using sustainable materials, and ensuring designs consider women/disabled and cultures. It emphasizes achieving durable, optimized works.
Annexes include examples from tender documents to suit specific contexts, as legal frameworks vary. The document targets those formulating infrastructure projects and project managers without construction expertise.
Low power architecture of logic gates using adiabatic techniquesnooriasukmaningtyas
The growing significance of portable systems to limit power consumption in ultra-large-scale-integration chips of very high density, has recently led to rapid and inventive progresses in low-power design. The most effective technique is adiabatic logic circuit design in energy-efficient hardware. This paper presents two adiabatic approaches for the design of low power circuits, modified positive feedback adiabatic logic (modified PFAL) and the other is direct current diode based positive feedback adiabatic logic (DC-DB PFAL). Logic gates are the preliminary components in any digital circuit design. By improving the performance of basic gates, one can improvise the whole system performance. In this paper proposed circuit design of the low power architecture of OR/NOR, AND/NAND, and XOR/XNOR gates are presented using the said approaches and their results are analyzed for powerdissipation, delay, power-delay-product and rise time and compared with the other adiabatic techniques along with the conventional complementary metal oxide semiconductor (CMOS) designs reported in the literature. It has been found that the designs with DC-DB PFAL technique outperform with the percentage improvement of 65% for NOR gate and 7% for NAND gate and 34% for XNOR gate over the modified PFAL techniques at 10 MHz respectively.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
1. Irwin/McGraw-Hill 1
The Product Design Process
Concept Development
Product Planning
Product/Process Engineering
Pilot Production/Ramp-Up
2
2. Irwin/McGraw-Hill 2
How do you determine what the
customer wants?
Quality Function Deployment
Inter-functional teams from marketing,
design engineering, and manufacturing
Voice of the customer (for new and
existing products)
House of Quality
4
3. House of Quality
X
X
X
X
X
Correlation:
Strong positive
Positive
Negative
Strong negative
X
*
Competitive evaluation
X = Us
A = Comp. A
B = Comp. B
(5 is best)
1 2 3 4 5
X AB
X AB
XAB
A X B
X A B
Relationships:
Strong = 9
Medium = 3
Small = 1
Technical evaluation
(5 is best)
5
4
3
2
1
B
A
X
BA
X B
A
X
B
X
A
BXA
BA
X
Engineering
Characteristics
Energyneeded
toclosedoor
Checkforceon
levelground
Energyneeded
toopendoor
Waterresistance
Doorseal
resistance
Accoust.Trans.
Window
Target values
Importance weighting 10 6 6 9 2 3
Reduceenergy
levelto7.5ft/lb
Reduceforce
to9lb.
Reduceenergy
to7.5ft/lb.
Maintain
currentlevel
Maintain
currentlevel
Maintain
currentlevel
Im
portance
to
Cust.
Customer
Requirements
Easy to close
Stays open on a hill
Easy to open
Doesn’t leak in rain
No road noise
7
5
3
3
2
1 2
3
5
7
4
6
5
4. Irwin/McGraw-Hill 4
Value Analysis/Value Engineering
Simplification of products and processes
Cost reduction and avoidance
Design for Manufacturability
Traditional approach
Concurrent engineering
Design for Assembly
Global Product Design
Product Design
6
5. Irwin/McGraw-Hill 5
Concurrent Engineering
Concurrent engineering can be defined
as the simultaneous development of
design functions, with open and
interactive communication existing
among all team members for the
purpose of:
reducing time to market
decreasing cost
improving quality and reliability
3
6. Phased versus Overlapping Approach in New
Product Development
Design
information
processing
Activity
1
Activity
2
Activity 3
Information batch size
Single batch
transfer of
info
Phased Approach
Start of
Activity 2
Start of
Activity 3
Elapsed
time
Design
information
processing
Activity
1
Activity
2
Small batch transfer of info Overlapping Approach
Start of
Activity 2
Start of
Activity 3
Elapsed
time
____________________________________________________________
“New Product Development: The New Time Wars” Joe Blackburn, 1991. 3a
7. Irwin/McGraw-Hill 7
Types of Processes
Conversion - e.g., creating steel from iron ore
Fabrication - e.g., forming steel into cans
Assembly - e.g., put cans, lids and
ingredients together
Testing - e.g., testing for sealed weight
7
11. Irwin/McGraw-Hill 11
Process Flow Design
A process flow design can be defined as a
mapping of the specific processes that raw
materials, parts, and subassemblies follow as
they move through a plant.
Common tools to design a process flow:
Assembly drawing
Assembly chart
Operation and route sheet
11
14. Irwin/McGraw-Hill 14
Example: Process Flow Chart
Inspect
Material for
Defects
Return to
Supplier for
Credit
Buffer: Material
Received
From
Supplier Defects
Found?
Yes
No,
Continue…
13
15. Irwin/McGraw-Hill 15
Goods versus Services
Pencil Manufacturer
• tangible
• storable
• easy quality assessment
• centralized production
• long lead times
• capital intensive
• low customer contact
• production separate
from consumption
McDonald’s
Psychologist
• intangible
• perishable
• difficult quality assessment
• dispersed production
• short lead times
• labor intensity
• high customer contact
• production concurrent
with consumption
goods services
47
16. Irwin/McGraw-Hill 16
Some Service Generalizations (1 of 2)
1. Everyone is an expert on services.
2. Services are idiosyncratic.
3. Quality of work is not quality of service.
4. Most services contain a mix of tangible
and intangible attributes (service package).
48
17. Irwin/McGraw-Hill 17
Some Service Generalizations (2 of 2)
5. High-contact services (described later) are
experienced, whereas goods are consumed.
6. Effective management of services requires
an understanding of marketing and
personnel, as well as operations.
7. Services often take the form of cycles of
encounters involving face-to-face, phone,
electromechanical, and/or mail interactions.
49
19. Irwin/McGraw-Hill 19
Service Strategy: Focus and Advantage
Performance Priorities
Treatment of the customer
Speed and convenience of service delivery
Price
Variety
Unique skills that constitute the service
offering
51
20. Irwin/McGraw-Hill 20
Classifications of Services
Amount of customer contact
Low versus High
Standard or Custom Service
The mix of tangible and intangible goods
52
21. Irwin/McGraw-Hill 21
Service-System Design Matrix
Exhibit 6.7Exhibit 6.7
Mail contact
Face-to-face
loose specs
Face-to-face
tight specs
Phone
Contact
Face-to-face
total
customization
Buffered
core (none)
Permeable
system (some)
Reactive
system (much)
High
LowHigh
Low
Degree of customer/server contact
On-site
technology
Sales
Opportunity
Production
Efficiency
53
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Failure Mode and Effects Criticality
Analysis (FMECA or FMEA)
Risk Priority Number (RPN) = Occurrence * Severity * Detection
Occurrence = Frequency of failure mode (1=remote,
9=inevitable, 10=certain)
Severity = How serious is the failure to the process; to business
results? (1=minor, 2-3=annoyance, 9-10=very high/most
severe)
Detection = Likelihood that a defect will be detected by controls
before the next (subsequent) process (1-2=very high, 9=very
low, 10=absolutely cannot detect)
24. Irwin/McGraw-Hill 24
Service Recovery (Just in case)
A real-time response to a service failure.
Blueprinting can guide recovery planning
(fail points).
Recovery planning involves training front-
line workers to respond to such situations as
overbooking, lost luggage, or a bad meal.
56
25. Irwin/McGraw-Hill 25
Service Recovery (Just in case)
“Empowerment can only take place when
every associate can personally assure
customer satisfaction every time!”
Gary Johnson
26. Irwin/McGraw-Hill 26
Service Recovery Processes:
Fundamental Questions to Ask
Who are my customers?
What is my product or service?
What are my customer’s expectations and
measures?
Does my product or service meet their
expectations?
What is the process for providing my product or
service?
What action is required to improve the process?
What are my customer’s moments of truth?
27. Irwin/McGraw-Hill 27
Service Recovery - How it Works
Process Identification
Incidents
Remedies
Cost of Incident
Measurement of Frequency
Customer
Identification
Mission
Statement
Cost of
Poor Quality
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Designing the Service System
Major Design Issues
Product & Process are designed simultaneously
Scheduling of Capacity
due to uncertainty in demand
inability to store inventory
Dealing will uncertainty in demand
preemptive tactics
flexibility
forecasting
use of waiting lines
60
32. Irwin/McGraw-Hill 32
Characteristics of a Well-Designed
Service System
1. Each element of the service system is consistent with
the operating focus of the firm.
2. It is structured so that consistent performance by its
people and systems is easily maintained.
3. It provides effective links between the back & front
office so that nothing falls between the cracks.
4. It manages the evidence of service quality in such a
way that customers see the value of the service.
5. The service system is:
cost-effective
user-friendly
robust
61
Editor's Notes
There are two areas: Product Design
Process Design
After Engineering Release - Process Development
Process Design
Pilot Production
Ramp up to full production
Measuring Product Development Performance:
Time to market
Productivity
Quality
QFD - A tool to decide what the customer wants.
- Changes Customer wants in the product specs (for new and existing products!)
Voice of the customer
- receive customer input from beginning
Significantly reduces the number of changes after product introduction
House of Quality
A conceptual map (up to 100 Cust. Req. and 130 Engineering Considerations)
Toyota started Ford uses
Value Analysis/Value Engineering (VA/VE)
- The same or better performance at a lower cost
- Combine and standardize parts - reduce weight
- Identifies unnecessary costs.
A more formal approach, Design for manufacturing
Design for Manufacturability
Traditional – “we design you build” over the wall
Current Engineering - work together simultaneously
Design for Manufacturing and Assembly
- Greatest improvements from reducing parts
- keep in mind disassembly , keep all same material
Global Product Design and Manufacturing
Joint ventures - manu. in foreign country - coke
Strategic suppliers - follow to new country
- develop parts there and ship
Design strategy - does it conform to new tastes
- color of appliance etc
Arrows should go both ways
Conversion
- Ore to sheet steel
Fabrication
- Steel into cans
Assembly
- put cans and Ingredients and lids together
Testing
- testing can for being sealed weight
Job shop
- Low volume machines grouped together
Batch
- Higher volume customer orders or forecasts grouped together
Assembly Line
- cars
Continuous Flow
- Food and beverage processing
New term
Must manage as one entity
A virtual factory can be defined as a manufacturing operation where activities are carried out not in one central plant, but in multiple locations by suppliers and partner firms as part of a strategic alliance.
Assembly chart - is a goes into chart
Operation and route sheet - the path the product takes as it is being made
1. Everyone knows what the service should be like
2. The type of service desired depends on the service not one standard method.
3. Good product slow service
6. Must understand the effect of services
7. Package of Services
- appointment follow-up dentist
Facilities Based
- Customer goes to Facility
--- you come to class
Field-based
- Service goes to customer - tutor
- Food comes to your house - webvan
How do you compete
Treatment of customer - A measure of quality
Unique skill - part of service
Low
buffered core - ATM, Internet Purchases
middle is Permeable
High
Reactive - Doctor, Barber, Dentist
Integrates marketing and the service strategy
Service does not necessarily move on matrix
Mail contact - bank statements
On-site technology - ATM
Face to Face tight specs - Drive up Window
Face to Face loose specs - React to Customer needs
Identify customer contact points
Appraisal costs:Cost of measuring quality of product
Inspecting and testing
Prevention costs: Quality Planning - Cause finding
Internal failure costs: Scrap Rework
External failure costs: Warranty and Liability
After Failure – install Poke Yoke to avoid its reoccurance.
After Failure – install Poke Yoke to avoid its reoccurance.
<number>
Must prevent customer failure also
Task - work that is done
Is the task done correctly?
checksheet, feedback
Tangibles - Environment “was the waiting room clean?” numbers to call etc
Treatment - Service, courteous? Correct price etc.
The production line approach
- Delivery is very standardized -- McDonald
- Quasimanufacturing - backroom CQD
Self-Service Approach
- Customer as a participate - ATM, Vending machines, Catalogs, Self Service Gas Station
Speedy Scan
Banks expect you to fill out own paper work
Personal Attention Approach
face to face customization
Service Guarantees - understandable, meaningful, easy to get
Must vary capacity (production) to satisfy demand
Call Centers, Full/Part-time help
Preemptive tactics
- offpeak incentives-- Disney, movie theater, appointment books
Consistent performance - Service Quality
Evidence - Tell people you are doing a good job.
- on time arrivals
- J D Powers report