Operations Notes
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Operations management involves coordinating all activities within a business to ensure goods and services are successfully delivered to customers. It views the business as a total system where activities are coordinated both vertically through different levels of the organization and horizontally across functions. The principles of operations management help translate customer needs into product design, production processes, and delivery of goods and services.
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and/or publication of this e-mail message,contents or ts attachment(s) other than by its intended recipient(s) is strictly prohibited. Any opinions expressed in this email are those of the individual and not necessarily of the organization. Before opening attachment(s), please scan for viruses."
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Hi Friends
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inventory-management
********************************************************************************************************************************************************
"This e-Mail may contain proprietary and confidential information and is sentfor the intended recipient(s) only. If, by an addressing or transmission error,this mail has been misdirected to you, you are requested to delete this mailimmediately. You are also hereby notified that any use, any form of reproduction, dissemination, copying, disclosure, modification, distribution
and/or publication of this e-mail message,contents or ts attachment(s) other than by its intended recipient(s) is strictly prohibited. Any opinions expressed in this email are those of the individual and not necessarily of the organization. Before opening attachment(s), please scan for viruses."
********************************************************************************************************************************************************
p.MsoNormal
{margin-left:18.75pt;}
********************************************************************************************************************************************************
"This e-Mail may contain proprietary and confidential information and is sentfor the intended recipient(s) only. If, by an addressing or transmission error,this mail has been misdirected to you, you are requested to delete this mailimmediately. You are also hereby notified that any use, any form of reproduction, dissemination, copying, disclosure, modification, distribution
and/or publication of this e-mail message,contents or ts attachment(s) other than by its intended recipient(s) is strictly prohibited. Any opinions expressed in this email are those of the individual and not necessarily of the organization. Before opening attachment(s), please scan for viruses."
********************************************************************************************************************************************************
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This document discusses approaches to measuring performance in supply chain management. It outlines traditional measures like productivity, quality, customer service and costs. It also describes a contemporary analytical framework for measurement that is process-oriented and identifies linkages. Key tools for performance measurement discussed are the balanced scorecard, activity-based management, economic value added and process-driven metrics like the Supply Chain Operations Reference model. The overall goal of performance measurement in supply chain management is to track operational KPIs, identify opportunities for improved efficiency and effectiveness, and facilitate benchmarking.
Saru& jinshy
This document discusses approaches to measuring performance in supply chain management. It outlines traditional measures like productivity, quality, customer service, and costs. It also describes a contemporary analytical framework for measurement that facilitates root cause analysis and process improvement. Specific tools discussed for performance measurement include the balanced scorecard, activity-based management and costing, economic value added, and the Supply Chain Operations Reference model. The overall goal of performance measurement in supply chain management is to track operational KPIs, identify opportunities for increased efficiency, and enable benchmarking against industry standards.
Sourcing & SRM
Un travail effectué par Soufiane AL KHATIRI et Fadel IDBRAIM, Option "Manager de Plateformes Offshoring" sur le Sourcing et le Supplier Relationship Management (Logistique)
Sourcing & SRM
Présentation sur le sourcing et le supplier relationship management (Logistique) réalisée par Soufiane AL KHATIRI et Fadel IDBRAIM (Managers de Plateformes Offshoring à l'ENCG Settat)
Managing the operations function
Operations management involves delivering products and services to customers to meet or exceed their expectations for quality, delivery, and price. It requires designing an Enterprise Delivery System that sources inputs, transforms them through production processes, and provides the final outputs to customers. Key aspects of managing the operations function include understanding customers' quality, delivery, and price expectations; ensuring efficient operating workflows; and designing effective physical layouts for factories or service areas. Operations managers must also focus on nine critical sub-processes like technology utilization, layout, and capacity balancing to optimize the transformation of inputs to outputs.
Managing the operations function
Operations management involves delivering products and services to customers to meet or exceed their expectations for quality, delivery, and price. It requires designing an Enterprise Delivery System (EDS) that transforms inputs like materials, money, manpower, and machinery into outputs through efficient production processes. The EDS must be configured based on customer expectations as well as the chosen technology and organizational structure. Critical sub-processes in the transformation stage include managing workflow, layout, production, maintenance, and quality to convert inputs efficiently into outputs that satisfy customers.
Supply Chain Management
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
Advance Supply Chain Management : Holistic Overview with respect to an ERP an...
The document provides an overview of supply chain management concepts related to inventory systems, costs, and design within an ERP system. It discusses types of inventory including independent and dependent demand. It also describes the basic economic order quantity model and price-break quantity discount models. The purpose is to minimize total inventory costs which include ordering, holding, and shortage costs.
Preparation and approaches of cost estimates
This is an idea about how cost estimation is done and preparation and also approaches of cost estimation
SCM UNIT -1.ppt
The document discusses business logistics and supply chain management. It defines logistics, supply chain, and key differences between the two. It outlines important drivers of supply chains like facilities, inventory, transportation, information, sourcing, pricing, and strategy/design. Selecting the proper distribution channel involves factors like the nature of the product, market, middlemen, manufacturer, government regulations, and competition. Outsourcing objectives include focusing on core activities, reducing costs, improving quality, increasing productivity, and de-risking the business. Reasons for outsourcing include cost savings, cost restructuring, improving quality, accessing knowledge and expertise, operational issues, and enabling change.
Supply Chain Drivers & Metrices
Information is a key driver of supply chain performance. It consists of data regarding facilities, inventory, transportation, costs, prices, and customers throughout the supply chain. Information has a direct impact on all other supply chain drivers and can make the supply chain more responsive and efficient. Key performance metrics for information include data accuracy, system uptime, data accessibility, and timeliness of sharing and reporting data. Information plays an important role in creating strategic fit between the supply chain strategy and competitive strategy by enabling responsiveness to meet customer needs while achieving production and distribution efficiencies.
02 operations performance_Operations Management
This document discusses operations performance and the key objectives of quality, speed, dependability, cost, and flexibility. It provides examples of what each objective means in different contexts like a hospital, automobile plant, bus company, and supermarket. It outlines the internal and external benefits of excelling at each objective. There is also discussion of using polar diagrams to show the relative importance of objectives for different operations or products, and that trade-offs often need to be made between objectives.
Chapter 5. Supply Planning Meeting Customer DemandAfter we’ve m.docx
Chapter 5. Supply Planning: Meeting Customer Demand
After we’ve made our best estimate of a demand forecast for goods or services and netted it against our current and targeted inventory position to determine our future inventory requirements, it becomes necessary to make sure that we have enough capacity to meet the anticipated demand.
When we think of planning the capacity for a goods or service business, we typically think in terms of three time horizons:
Long range (1-3+ years) – Where we need to add facilities and equipment that have a long lead time.
Medium range (roughly 2 to 12 months), we can add equipment, personnel, and shifts; we can subcontract production and/or we can build or use inventory. This is known as “aggregate planning”.
Short range (up to 2-3 months) –Mainly focused upon scheduling production and people, as well as allocating machinery, generally referred to as production planning. It is hard to adjust capacity in the short run since we are usually constrained by existing capacity.
The supply chain and logistics function must actively support all of the above by supplying material and components for production and product to the customer and in fact has many of its own capacity constraints in terms of its distribution and transportation services.
In many service organizations, the actual work of capacity and supply planning for the production of inventory may be partially or totally in another organization as is the case of retailers or wholesalers. But even in those instances, retail and wholesale supply chain organizations are intertwined with the vendor’s manufacturing process, so they should participate, support and integrate vendor production plans into their own processes when possible. Additionally, service organizations have capacity constraints in terms of various resources that are impacted by inventory levels (ex: labor, warehouse capacity, back room retail storage, shelf space, etc). So it is well worth understanding the aggregate planning process no matter where you are in the supply chain.
The Process Decision
Stepping back for the moment, it should be understood that all organizations, both goods and services, have to make what is known as the process decision. That is, how the goods or services are to be delivered.
In most established organizations, there is already an existing process that is usually based upon the industry and managements competitive strategy.
Goods and Service Processes
Process choices in goods and service industries can be defined and delineated by what has become to be known as the “product-process matrix” (
Hayes and Wheelwright; 1979; Chart 5.1). In this model, an organization’s process choices are based upon both the volume produced and variety of products. At the upper left of the chart, companies are considered process oriented or focused and those in the lower right are considered product focused. The ultimate decision of where a firm lo.
Supply chain management manbir singh dang
The document discusses key concepts in supply chain management. It defines a supply chain as the network of entities involved in designing, producing, delivering, and servicing products, including material and information flows. There are three types of flows in a supply chain: material, information, and capital. Supply chains can operate on a push or pull basis. Push systems produce to stock based on forecasts, while pull systems produce based on actual orders. Effective supply chain management involves optimizing processes, relationships with suppliers and distributors, and information flows to reduce costs and improve customer service. Global supply chains present additional challenges due to long distances, customs issues, and the need for information technology support.
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Operations Notes
- 99. * Limited options exist Modify capacity Use capacity Intermediate-range planning Subcontract Add personnel Add equipment Build or use inventory Add shifts Short-range planning Schedule jobs Schedule personnel Allocate machinery * Long-range planning Add facilities Add long lead time equipment *
- 104. Estimate Capacity Requirements Item Client X Client Y Annual demand forecast (copies) 2000.00 6000.00 Standard processing time (hour/copy) 0.50 0.70 Average lot size (copies per report) 20.00 30.00 Standard setup time (hours) 0.25 0.40 [ Dp + ( D / Q ) s ] product 1 + ... + [ Dp + ( D / Q ) s ] product n N [1 – ( C /100)] M =
- 105. Estimate Capacity Requirements Item Client X Client Y Annual demand forecast (copies) 2000.00 6000.00 Standard processing time (hour/copy) 0.50 0.70 Average lot size (copies per report) 20.00 30.00 Standard setup time (hours) 0.25 0.40 [2000(0.5) + (2000/20)(0.25)] client X + [6000(0.7) + (6000/30)(0.4)] client Y (250 days/year)(1 shift/day)(8 hours/shift)(1.0 – 15/100) M =
- 106. Estimate Capacity Requirements Item Client X Client Y Annual demand forecast (copies) 2000.00 6000.00 Standard processing time (hour/copy) 0.50 0.70 Average lot size (copies per report) 20.00 30.00 Standard setup time (hours) 0.25 0.40 M = = 3.12 4 machines 5305 1700
- 117. Seasonal patterns are characterized by repeatable periods of ups and downs over short periods of time; if you have seasonal patterns, you should have complementary demand
- 118. Cyclical patterns are regular patterns in a data series that take place over long periods of time.
- 142. Dock Aisle TIME PERIOD 1 2 3 4 5 6 Total Requirement* 6 12 18 15 13 14 78 Current employment = 10 part-time clerks
- 153. Independent Demand A B(4) C(2) D(2) E(1) D(3) F(2) Dependent Demand Independent demand is uncertain. Dependent demand is certain.
- 154. MRP Inputs MRP Processing MRP Outputs Master schedule Bill of materials Inventory records MRP computer programs Changes Order releases Planned-order schedules Exception reports Planning reports Performance- control reports Inventory transaction Primary reports Secondary reports
- 164. An ordering schedule that covers the gross requirements for each week is called lot-for-lot (LFL) .
- 165. The fixed order quantity policy (FOQ) uses a fixed order size for every order or production run.
- 171. Develop a tentative master production schedule Use MRP to simulate material requirements Convert material requirements to resource requirements Firm up a portion of the MPS Is shop capacity adequate? Can capacity be changed to meet requirements Revise tentative master production schedule Change capacity Yes No Yes No
Editor's Notes
- 32 We need to determine the number of machines required for this set of tasks. This is the basic equation. Note, this has been shortened from the example in the book due to space limitations.
- 33 We substitute in the basic information. This slide advances automatically.
- 35 The equation is solved and the number of machines is known. Notice the rounding up, necessary to actually meet the capacity requirements.
- 16
- 26
- 26 First step is to solve for the number of employees required at peak demand.
- 26
- 26
- 42