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OPERATIONS MANAGEMENT PRESENTATION (1).pptx
- 1. JOB SHOP PRODUCTION Presented by: Arcenal,Art Joseph P. Balon, Hanna P. Cachero, Karl Joseph D. Samole, Engeline S. Taal, John Michael P.
- 2. What is JobShop Production? • One of the most adaptable production methods for creating a large range of customized goods in small quantities is the job shop manufacturing process. It works especially well for businesses that need a lot of customization or when every product run is unique.
- 3. Characteristics of Job ShopProduction? • Customize product design • Easily adaptable to change • Better use of resources • Flexibility. • Floor-level monitoring of products • Highly skilled workers • Lower Investment
- 4. Customize product design •Customers can customize their orders through the job shop production process. Customers can take part in the process and goods become unique as a result.
- 5. Easily Adaptable to Change •Unlike other manufacturing processes, that necessitate a reconfiguration of the complete firm structure, the division of workstations and machines allows for quick and easy rearranging of the shop floor in the event that the process changes or the shop floor needs to be reconfigured.
- 6. Better use ofResources • If you can concentrate on one product, you can use all of your resources effectively to fulfill orders.
- 7. Flexibility • Because theworkflow is unpredictable, you can choose which tasks to prioritize.
- 8. Floor level monitoringof products • You may readily track the products' evolution as they move through their respective procedures.
- 9. Highly skilled workers •This implies that you can let employees finish their work because their degree of expertise will guarantee that they produce a high-quality product on schedule.
- 10. Lower investment • Youjust buy additional if you need it to fulfill consumer demand and complete products. The existing process shouldn't be interrupted by the installation of any new workstations.
- 11. Examples of Job ShopProduction • Metal Fabrication: Specialized metal components, distinctive metal structures, and unique metalwork for buildings. • Tool and Die Making: Molds for plastic components, specialized dies and tools for production procedures, and unique fixtures and jigs.
- 12. Examples of Job ShopProduction • Electronics Assembly: Small-scale production runs, prototype development, and customized electronics for specialized uses. • Repair and Maintenance: Specialized maintenance services, custom repairs, and industrial equipment repair.
- 13. Examples of Job ShopProduction • Machining: Specialized equipment, tooling, prototypes, and machine parts made to order. • Printing: Limited-edition publications, customized packaging, and personalized printing.
- 14. Examples of Job ShopProduction • Furniture Making: Custom cabinetry, unique items, and handcrafted furniture. • Jewelry Making: Jewelry repairs, specialist pieces, and custom jewelry design and manufacture.
- 15. Key Objectives of CapacityPlanning • The process of identifying your project's possible demands is known as capacity planning. Having the appropriate resources accessible when you need them is the aim of capacity planning. Resources could include people with the requisite abilities, time to take on a new project, or the required funds.
- 16. Types of Capacity Planning •Lead Capacity Planning- is the procedure for expanding manufacturing capacity when a significant demand is anticipated. • Lag Strategy Planning- is a capacity planning procedure that entails making the most of your employees.
- 17. Types of Capacity Planning •Match Strategy Planning- considers both the anticipated future demand as well as the current demand. It's a compromise of the two earlier approaches. You would make minor adjustments based on demand in real time rather than building up your resource capacity in advance or waiting until the current capacity is depleted.
- 18. Aggregate Planning • Theprocess of evaluating, creating, and sustaining a manufacturing plan with a focus on continuous, reliable output is known as aggregate planning. The most common goals of aggregate planning are mid-term (3–18 months) production levels, inventory control, and targeted sales forecasts.
- 19. Strategies for Aggregate Planning •Level Strategy- Maintaining a level workforce and output rate is the aim of an aggregate planning strategy. Strong demand forecasting is necessary to determine if production levels should be raised or lowered in response to shifting consumer wants.
- 20. Strategies for Aggregate Planning •Chase Strategy- Just like the name suggests, you are following consumer demand. Demand is met by production, and excess inventory is not kept on hand. Waiting until an order is placed is a part of a bigger lean production approach that saves money.
- 21. Strategies for Aggregate Planning •Hybrid Strategy- A third option exists, which combines elements of the first two approaches. This responds to changing demand while maintaining equilibrium among production rate, workforce, and inventory levels. This option provides some flexibility to meet demand while attempting to maintain low production costs.
- 22. Strategic Facility Planning • Inorder to maximize the usage of your working settings, strategic facility planning examines the actual sites of your business, such as factories or office buildings. Optimizing operational efficiency while creating facilities that can adapt to future changes is the aim of strategic facility planning.
- 23. 5 Steps toExecute Strategic Facility Plan • Step 1: Recognize the mission and principles of the organization. First, make sure you fully comprehend your mission, vision, and objectives. Why is controlling your physical space essential to you? How can the actual location help you achieve your objectives?
- 24. 5 Steps toExecute Strategic Facility Plan • Step 2: Examine the capacity and usage of the current facility. Prior to optimizing your facilities, ascertain how much you are now employing your resources. Take a look at how you currently and previously use the facilities.
- 25. 5 Steps toExecute Strategic Facility Plan • Step 3: Determine the needs for the facility. Next, determine your real estate requirements, both present and prospective. A well-crafted strategic facility plan considers your company's data and objectives to ascertain the amount and kind of space required to enhance operations.
- 26. 5 Steps toExecute Strategic Facility Plan Step 4: Make a workable plan. It's time to draft a workable plan that takes these holes into consideration now that you've found them. Although you are free to design your own strategy, the IFMA Strategic Facility Planning white paper can serve as a great place to start. Implement a strategic facilities plan for your company with the aid of the IFMA approach and scenario models.
- 27. 5 Steps toExecute Strategic Facility Plan • Step 5: Put the strategic facilities plan into action. Your team will find it easier to implement the facilities plan if the strategic planning process is more deliberate and systematic. Using facility management software that works with your current workplace management system is the best approach to carry out your plan.
- 28. Factors to beConsidered in Facility Layouts • Material Flow: In order to reduce transportation costs and increase facility efficiency, the layout should be planned to limit the distance that goods and materials must be moved within a facility.
- 29. Factors to beConsidered in Facility Layouts • Equipment and Resource Placement: Equipment like workstations and machinery should be positioned as efficiently as feasible in the layout. This entails taking into account elements like safety, upkeep, and accessibility.
- 30. Factors to beConsidered in Facility Layouts • Space Utilization: Given the facility's size and shape, the number of staff members and clients that will be there, and other considerations, the plan should be created to maximize the use of the available space.
- 31. Factors to beConsidered in Facility Layouts • Safety and Security: By taking into account elements like fire safety, emergency exits, and security cameras, the plan should be created to guarantee the safety and security of staff, clients, and equipment.
- 32. Factors to beConsidered in Facility Layouts • Flexibility and Adaptability: In order to facilitate future modifications as the facility develops and changes, the layout should be made to be both flexible and adaptive.
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