The document discusses product design and service operations. It defines product design as concerned with a product's form and functions. The product design process involves concept development, product planning, engineering, and pilot production. It also discusses various aspects of product design like design for function, manufacture, and sales. The document also defines different types of service operations and strategies for scheduling service operations to meet demand fluctuations and customer needs.
Facility Location Planning
What is facility location ?
Operations Strategies for Multiple Facilities
Factors affecting Facility Location Planning
Dimensional Analysis
Brown and Gibson Model for Site location
Locating Foreign Operations Facilities
Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
Facility Location Planning
What is facility location ?
Operations Strategies for Multiple Facilities
Factors affecting Facility Location Planning
Dimensional Analysis
Brown and Gibson Model for Site location
Locating Foreign Operations Facilities
Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
Production Planning and Control (Operations Management)Manu Alias
A presentation on operations management. The contents are, Production management and control - Meaning, Definition, functions, Objectives, Stages, Importance and limitations; Master Production Schedule (MPS) - Meaning, Objectives and fuctions.
In this presentation, we will discuss the concept and interrelation between product and process design and product life cycle. We will also talk about key decisions required in process design and evaluation of process design.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
In every operational management field Layout is the very import concept which in should know. Even if u r a student or a worker you should know the process/flow of layouts.
Cellular layout helps us in increasing the productivity with minimizing the cost.
It is the latest technique to minimize the cost and increase the profits without affecting the organization. The concept of LEAN management.
Production Planning and Control (Operations Management)Manu Alias
A presentation on operations management. The contents are, Production management and control - Meaning, Definition, functions, Objectives, Stages, Importance and limitations; Master Production Schedule (MPS) - Meaning, Objectives and fuctions.
In this presentation, we will discuss the concept and interrelation between product and process design and product life cycle. We will also talk about key decisions required in process design and evaluation of process design.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
In every operational management field Layout is the very import concept which in should know. Even if u r a student or a worker you should know the process/flow of layouts.
Cellular layout helps us in increasing the productivity with minimizing the cost.
It is the latest technique to minimize the cost and increase the profits without affecting the organization. The concept of LEAN management.
This slideshow is about the historical evolution of Operations Management. It is not an individual work of mine. This is a co-work of myself & Sandun Ulpathakumburu, who is a colleague of mine.
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
production and operations management(POM) Complete note kabul university
The Introduction to POM, Scope, Role, and Objectives of POM, Operations Mgt. – Concept; Functions
Product Design and its characteristics;
Product Development Process, Product Development Techniques.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
2. Background
Designing new product and getting them to the market is
the challenging job faced by most of the manufacturers in
this competitive market.
Customers demands are changing rapidly so it is the
main responsibility of manufacturers to add the
customers’ specifications in the product and deliver it to
them in lowest cost.
The product development activity links customers needs
and expectations to the activities required to
manufacturer the product.
How manufactured products are designed and how the
process to produce them is selected are the main concern
of this topic.
3. PRODUCT DESIGN - DEFINATION
Product design is concerned with form and functions of a
product. It refers to the arrangement of elements or parts
that collectively form a product.
Although the potential opportunities to be realized in
developing new products are exciting. Making them happen
is a demanding challenge.
Product design specifies which materials are to be
used, determines and tolerances, defines the appearance of
the product and sets standards for performance.
An organization can gain a competitive edge through
designs that brings new ideas to the market quickly, do a
better job of satisfying customer needs, or are easier to
manufacture, use and repair the existing products.
4. PRODUCT DESIGN – DEFINATION cont….
In any business venture, product design is the first step
immediately after accepting the concept of a product.
It has direct bearing on plant layout, and in process
material flow. In the process of product design, one has
to critically analyze different design features with
relevance to places of use, substitute materials, and
carefully plan equipment alternatives for
manufacturing the product.
Therefore, the purpose of product design is to
determine and specify products that will be profitable
to manufacturers and distributors and will give
customers satisfaction.
5. Various aspects in product design
The various aspects in product design are as follows:
Design for function: A product must perform the function
which its customers expects it to do. If a product is designed
by taking its functional features in to account, then it will
create satisfied customers, and will further lead to having
more repeat customers. The factors which are to be
considered for functional design are strengths and wearbility
of the product and its components.
6. Various aspects in product design cont….
Design for making: A product design that solves the
functional problem smoothly, but is impossible to
manufacture, is of no use. Attention must be given to
materials, fastening devices, etc., while designing a
product.
The hardness of the material specified at the design
stage must be within the permitted range while
machining.
Making use of standard parts in an important aspect of
product design. Also, operational convenience of the
machineries must be taken into account at the design
stage.
7. Various aspects in product design cont….
Design for selling: A product that functions well and is
easy to make, but is wanted by no one in the market is
of no avail.
It makes no differences whether the product is a per or
aero plane, it has to sell itself to the customers.
The features like, appearance and convenience,
depending on the customers needs, are to be
considered.
So, engineers, designers, psychologist and workers need
to work together to design a better product and deliver
it to the market.
8. The Product Design Process
Following are the phase of product design.
1. Concept development
Product architecture
Conceptual design
Target market
2. Product planning
Market building
Small scale testing
Investment / finance
3. Product /process engineering
Detail design of product and tools/ equipments
Building prototypes
4. Pilot production /Ramp up
Volume production prove out
Factory start up
Volume increases to commercial targets
10. Process Design
Process is that part of an I-P-O System, with a
sequence of activities that is intended to achieve
some result (output) and/or to add value for the
output in tune with customers requirements. A
process converts inputs into output in a
production system.
To enable a better product design we necessarily
require a suitable process planning cum design to
make the design aspects reflect in the product.
It is a known fact that process based design
changes in a production system are long lasting
than the product based design changes.
11. Process Planning… for process Design &
Operations Design…
Basically processes are classified as 1. Conversion
Processes (RM to FG by metallurgical, chemical process
etc), 2. Manufacturing Processes ( Fabricating, assembly ,
machining etc) and Testing Processes ( Inspection and
testing for quality, reliability etc)
Process planning is concerned with planning for the most
suitable conversion process/es required to convert the RM
in to FG. Process planning normally consists of Process
Design & Operations Design.
Process Design: Involves with overall sequences of
Operations required to achieve the required product
specifications. The sequence is determined by Product
Nature, RM used, Q &Q of Output required.
12. Process Planning… Operations Design…
Operations Design: It is concerned with the design of
the individual manufacturing operations. It examines
man-machine relationships, labour requirements,
machine time requirements etc.
Thus the framework of Process design involves with:
Expected volume of output & Quality level / standards
Product characteristics as per customer need
Kind of labour skill available
Cost of PME &Tools, present availability status of
machinery and tools
Make or Buy decisions
Economical handling of materials required.
13. Process Selection
Process Selection: It refers to the way, in which the
production of goods and services are organized. It
make the vital decisions such as
Capacity Planning
Facilities layout
Equipments and design of work systems
The primary questions to be addressed here are:
How much variety of Products / Services will the
system requires to handle ?
What degree of equipment flexibility is required?
What is the Quality & Quantity level expected in the
Output etc.
Whether it is a New product or already established
Product etc.
14. Process Strategy:
Process Strategy: It is a Firm‟s approach to process
selection for the purpose of transforming „resource inputs‟
into Goods & Services (Outputs)
The objective is to meet the specification as well the
customer requirements. Since process strategy is having a
long term effect on Cost, Product Quality, Flexibility etc they
are important aspects of production.
A sound process strategy shall contain the following:
Make or Buy decisions (In-house or outsourcing or both
for RM, Process, Technology etc. )
Capital Intensity (a mix of equipment and labor used by the
firm that bears a cost to the firm)
Process Flexibility ( the degree to which the process
system can adjust to changes in processing needs)
15. “Make or Buy” Decision:
Make or Buy decision is the first step in Process
planning. It involves considering whether to Make or
Buy (outsource) some or all of a Product or Service.
Firm may purchase a few parts / components of a
Product from others. Buy decisions reduce the need for
process selection.
The Factors considered in Make or Buy decisions are:
Available capacity / Resources, suppliers availability.
Quality considerations & desired level
Expertise (of R&D) and competency
Nature of demand (if high better to make rather than
buy)
Cost (of production) and Economic analysis.
16. Process Strategies
In general P/S are made, using variations of 3 following
process strategies :
Process Focus : It is based on ‘Low volume – high variety’
strategy mostly used by Job Shop firms. They are process
focused & designed to perform variety of intermittent
processes done by skilled operators. (E.g. Job Shops,
Painting / Printing shops)
Repetitive Focus: It uses modules or Modular type of
strategy where parts or components are prepared often in a
continuous or mass production process. (E.g. Assembly
lines used for automobile industry, Motor cycles etc)
Product Focus: It is based on ‘High Volume – Low Variety’
strategy. Also called ‘continuous process’ , it has very long
continuous production run . (E.g. Steel, Glass, Paper,
Pharma products etc)
17. Comparison of the 3 Types of Process Startegies:
Process Focus
(Low volume – High
Variety)
Repetitive Focus
(Modular type )
Product Focus
(High Volume – Low
variety)
• Small Quantity & large
Variety . Requires
General M/C, tools,
Skilled operators
• High WIP compared to
output & slow work flow
• FG made to order and
usually not stored.
•Low fixed costs and
variable control costs
• High RM inventory is
maintained.
• Prodn. scheduling is
complicated (Customer
service Vs Capacity)
• Special tools &
trained operators
required for
assembly
• JIT production
and procurement
technique used
• Slow work flow
• Repetitive
operations
reduce job
training
• FG are made to
frequent
forecasts
• Large Quantity &
small variety of
products
• special machinery
used by skilled
people
• fast work flow
• Simple Prodn.
Scheduling
• FG are usually
stored
• Fixed cost is tend
to be high and
variable costs low.
18. Process Management & Major Process Decisions
Process Mgt & Process decisions are concerned with
Input selection, Operations, work flows and process
methods for conversion of RM to FG.
These decisions are made when
o New products are offered & Quality need to be
improved.
o Demand is increasing for the product
o Competitors are better equipped with new technology
The five Major decisions commonly considered by
Operations Managers are:
1. Process Choice: Prodn. Managers to choose from five basic
processes say Job Shop, Batch
process, Repetitive, Continuous process or Projects.
19. Major Process Decisions
2. Vertical Integration: Vertical Integration is the process by which
Firms aims at owning sizable amount of Production & Distribution
chain. The 2 types are: Backward Integration where Firms move
upstream for owning sources of RM and parts (making its own RM
and sub-parts). Forward Integration is when Firms acquires the
channel of distribution downwards say such as building its own
Warehouse, Retail outlets etc.
3. Resource Flexibility: It means flexibility in machines, equipments,
facilities, and employees. The Manager shall decide the flexibility
limit and decide accordingly. For e.g. when a firm‟s product has a
shorter life cycle & high degree of customization with a “low
production volume” then the firm need to select flexible general
purpose M/C and equipments to cope up.
20. Major Process Decisions
4. Customer Involvement: Some times the process is
selected in such a way that the customer‟s Product
specifications & requirements are met suitably.
Firms allow customers to come up with their
specification requirements and consider them for
process selection.
5. Capital Intensity: Process change means change in
M/C, tools, people etc. When advanced technology
is opted cost factor is to be considered. Increasing
capital locking means more capital intensity. The
advantage is that it increases productivity &
Quality but it is a high investment on the other side.
22. SERVICES & Operations….
The services domain also have competitive priorities
to achieve low product costs, timely delivery, service
quality and visible /direct customer service.
Types of service operations are:
Quasi-Manufacturing: Physical goods are more
dominant here than the services. Here the focus is
more on Production costs, Technology, RM, Product
quality, delivery etc. There is little customer contact
here. E.g. Air craft maintenance & Industrial Heat
treatment services.
Customer-as-participants: Involves, high degree of
customer involvement in service operations.
Physical goods may or may not be important here.
For E.g. Retail trade.
23. SERVICES & Operations…. The strategies
Types of service operations (contd):
Customer-as-product: Here the service is actually performed on
the customer. Physical goods may or may not be an important
part of the service. For E.g. Clinics, Hospitals & Tailoring
services.
Strategies for Service Operations:
Scheduling for Peak Demand
Scheduling for chase demand
Customer participation strategy
Reservation Strategy
Adjustable Capacity Strategy
Cross Training strategy
Sharing capacity strategy
24. SERVICE Operations strategies
Scheduling for Peak Demand: Building sufficient capacity to
handle any kind of larger demand. This affects efficiency.
Scheduling for chase demand: Workforce can be varied
based on demand. More demand lead to more employees
and lesser demand means lesser employees.
Customer participation strategy: Here customers are made
to involve in service delivery.(E.g. self-service in Hotels)
Reservation Strategy: Airlines, Hotels adopt this strategy
where early bookings means lesser cost and late booking
means costlier services. It allows service firms to determine
the advance demand while limiting access to that service.
Adjustable Capacity Strategy: This focus on using the
available facilities for a particular time period only. Few
Hotels close their services for a few hours in a day (3 to 5
PM) and use their workforce for other activities.
25. SERVICE Operations strategies
Cross Training strategy: It allows employees to be trained in all
business aspects & job profiles, to use them according to the
demand. Hotels may use their workers for food preparation &
room services etc if trained.
Sharing capacity strategy: Here different Firms/ departments
with different demand patterns, use the same facility. Many
private Industries hire the services of state owned bus services
to transport their employees.
Scheduling for Service Operations:
1. Scheduling Multiple resources: In some firms like Hospitals and
Educational Institutions it is necessary to co-ordinate the use
of > one resource. The complexity of scheduling increases with
that of the number of resources to be scheduled. For example,
Hospitals must schedule Drs, Nurses, Theatre staff, equipment
etc. To tackle this, Hospitals use First come first served system
and Banks give cross training to their staff to utilize the
resources to the maximum.. Say ERP / EDP systems.
26. Scheduling for Service Operations …
2. Cyclical scheduling: Rotating or cyclical scheduling rotates
employees thru a series of workdays / hours over a period of
time. Here each person has the same chance to have
weekend Offs but has to work morning & evening on week
days. Also as per the fixed schedule, employee calls are
made on the same days & hours each week. The steps in
cyclical scheduling are:
1.Plan a schedule (in weeks) as per the employee strength
2.Determine how many Off-shifts can be covered each week
3.Begin the schedule for one employee by scheduling the
„days off‟ during the planning cycle.
4.Assign Off-shifts for the first employee as per step 2.
5. Repeat this pattern for each of the other employees
6.Allow each employee his / her share of slot / line in the
order of seniority. Any alterations to be adjusted among
employees themselves.