Production management involves planning, organizing, and controlling manufacturing activities to produce goods and services. It transforms inputs like raw materials, tools, capital, and human resources into outputs through a production process. The scope of production management includes functions like design, production planning and control, quality control, maintenance, and inventory control. There are different types of production processes and systems based on factors like the industry, scale of production, and nature of transforming inputs into outputs.
The document discusses production management. It defines production management as encompassing activities that enable converting inputs into outputs to meet human needs through planning, organizing, directing and controlling production processes. The key objectives of production management are outlined as producing products within the given timeframe, of the right quality, and in the right quantity, while ensuring minimum manufacturing costs. Secondary objectives include ensuring equipment and machine quality, availability of raw materials, and adequate and right manpower. The scope of production management is also discussed.
This document provides an overview of production management. It defines production management as the branch of management related to the production function, which involves transforming inputs into outputs through scientific planning and regulation. The key tasks of production management are specifying inputs, designing conversion processes, and coordinating production operations efficiently. The document also outlines the scope and responsibilities of production management as well as provides a brief history, discussing approaches like scientific management and more recent developments in operations research. It defines two main types of production systems - continuous/flow systems and intermittent systems - and provides examples of each.
Production planning and control involves forecasting production steps, scheduling work, and monitoring production flow to ensure efficiency. It determines what, how, when, and by whom work is completed. The key elements are planning, routing, scheduling, dispatching, follow up/expediting, and inspection to integrate inputs, regulate work flow, and maintain schedules and quality standards. The overall goal is to increase output, coordinate activities, control costs, and rationalize the production process.
Production planning and control involves determining the resources needed for manufacturing operations, scheduling those resources to efficiently produce goods to meet demand, and ensuring production proceeds according to plan. It aims to maximize output while minimizing costs through techniques like routing, scheduling, dispatching, inspection, and corrective actions. Effective production planning and control benefits organizations through higher quality, better resource use, reduced costs and inventory, and improved profitability and customer satisfaction.
This document provides an overview of production management. It defines production as the transformation of inputs into outputs. Production management deals with decision making related to production to ensure goods are produced according to specifications, in the required amount and on schedule at minimum cost. The objectives of production management include producing quality products at minimum cost and the right quantity at the right time. Other topics discussed include plant location, layout, work measurement, and production control elements like planning, routing, scheduling, and inspection.
Once the entrepreneur has taken the decisions regarding the product design and
production processes and system, his next task is to take steps for production
planning and control, as this function is essentially required for efficient and
economical production. One of the major problems of small scale enterprises is
that of low productivity small scale industries can utilise natural resources, which
are otherwise lying.
Small scale sector can play an important role, similar to the one played by small
scale industries in other developed countries.
Planned production is an important feature of the small industry. The small
entrepreneur possessing the ability to look ahead, organize and coordinate and
having plenty of driving force and capacity to lead and ability to supervise and
coordinate work and simulates his associates by means of a programme of human
relation and organization of employees, he would be able to get the best out of his
small industrial unit.
Gorden and Carson observe production; planning and control involve generally
the organization and planning of manufacturing process. Especially it consists of
the planning of routing, scheduling, dispatching inspection, and coordination,
control of materials, methods machines, tools and operating times. The ultimate
objective is the organization of the supply and movement of materials and labour,
machines utilization and related activities, in order to bring about the desired
manufacturing results in terms of quality, quantity, time and place.
120
Production planning without production control is like a bank without a bank
manager, planning initiates action while control is an adjusting process, providing
corrective measures for planned development. Production control regulates and
stimulates the orderly how of materials in the manufacturing process from the
beginning to the end.
Production management involves planning, organizing, and controlling manufacturing activities to produce goods and services. It transforms inputs like raw materials, tools, capital, and human resources into outputs through a production process. The scope of production management includes functions like design, production planning and control, quality control, maintenance, and inventory control. There are different types of production processes and systems based on factors like the industry, scale of production, and nature of transforming inputs into outputs.
The document discusses production management. It defines production management as encompassing activities that enable converting inputs into outputs to meet human needs through planning, organizing, directing and controlling production processes. The key objectives of production management are outlined as producing products within the given timeframe, of the right quality, and in the right quantity, while ensuring minimum manufacturing costs. Secondary objectives include ensuring equipment and machine quality, availability of raw materials, and adequate and right manpower. The scope of production management is also discussed.
This document provides an overview of production management. It defines production management as the branch of management related to the production function, which involves transforming inputs into outputs through scientific planning and regulation. The key tasks of production management are specifying inputs, designing conversion processes, and coordinating production operations efficiently. The document also outlines the scope and responsibilities of production management as well as provides a brief history, discussing approaches like scientific management and more recent developments in operations research. It defines two main types of production systems - continuous/flow systems and intermittent systems - and provides examples of each.
Production planning and control involves forecasting production steps, scheduling work, and monitoring production flow to ensure efficiency. It determines what, how, when, and by whom work is completed. The key elements are planning, routing, scheduling, dispatching, follow up/expediting, and inspection to integrate inputs, regulate work flow, and maintain schedules and quality standards. The overall goal is to increase output, coordinate activities, control costs, and rationalize the production process.
Production planning and control involves determining the resources needed for manufacturing operations, scheduling those resources to efficiently produce goods to meet demand, and ensuring production proceeds according to plan. It aims to maximize output while minimizing costs through techniques like routing, scheduling, dispatching, inspection, and corrective actions. Effective production planning and control benefits organizations through higher quality, better resource use, reduced costs and inventory, and improved profitability and customer satisfaction.
This document provides an overview of production management. It defines production as the transformation of inputs into outputs. Production management deals with decision making related to production to ensure goods are produced according to specifications, in the required amount and on schedule at minimum cost. The objectives of production management include producing quality products at minimum cost and the right quantity at the right time. Other topics discussed include plant location, layout, work measurement, and production control elements like planning, routing, scheduling, and inspection.
Once the entrepreneur has taken the decisions regarding the product design and
production processes and system, his next task is to take steps for production
planning and control, as this function is essentially required for efficient and
economical production. One of the major problems of small scale enterprises is
that of low productivity small scale industries can utilise natural resources, which
are otherwise lying.
Small scale sector can play an important role, similar to the one played by small
scale industries in other developed countries.
Planned production is an important feature of the small industry. The small
entrepreneur possessing the ability to look ahead, organize and coordinate and
having plenty of driving force and capacity to lead and ability to supervise and
coordinate work and simulates his associates by means of a programme of human
relation and organization of employees, he would be able to get the best out of his
small industrial unit.
Gorden and Carson observe production; planning and control involve generally
the organization and planning of manufacturing process. Especially it consists of
the planning of routing, scheduling, dispatching inspection, and coordination,
control of materials, methods machines, tools and operating times. The ultimate
objective is the organization of the supply and movement of materials and labour,
machines utilization and related activities, in order to bring about the desired
manufacturing results in terms of quality, quantity, time and place.
120
Production planning without production control is like a bank without a bank
manager, planning initiates action while control is an adjusting process, providing
corrective measures for planned development. Production control regulates and
stimulates the orderly how of materials in the manufacturing process from the
beginning to the end.
This document provides an overview of production and operations management. It discusses key topics such as production planning and control, plant layout, material handling, quality management, and productivity improvement techniques. The roles and responsibilities of production managers are also outlined. Various production systems, inventory control methods, and maintenance strategies are defined.
The document discusses the economic order quantity (EOQ) model, which aims to minimize total inventory costs by determining the optimal order quantity. It defines EOQ as the order quantity that balances ordering costs and carrying costs. The key assumptions of the EOQ model are constant demand, lead time, and costs. The document presents the mathematical formula for calculating EOQ and provides an example calculation. It also describes two EOQ models: the 'Q' model with fixed reorder quantities and the 'P' model with periodic reviews and orders.
Production control involves implementing production plans to ensure operations occur as scheduled. It coordinates manufacturing activities to meet schedules with optimal efficiency. Production control regulates the flow of materials through the production process from raw materials to finished goods. It aims to achieve production goals, ensure smooth operations by removing issues, and optimize resource use while minimizing costs and maintaining quality. Production planning and control are interrelated functions that are impossible without each other.
This document provides an overview of production management. It defines production management and discusses its objectives of producing the right quality, quantity, time, and cost. It describes different types of production systems like job shop, batch, mass, and continuous production. It also covers topics like product and process design, plant layout, production planning and control, and quality control. The key aspects and objectives of production management are to efficiently convert inputs into high quality outputs that meet customer needs.
This document discusses production planning and control (PPC). It defines PPC as planning, directing, and coordinating a firm's resources to achieve production goals efficiently. PPC involves planning materials, methods, machines, manpower, routing, estimating, scheduling, dispatching, expediting, and evaluating manufacturing operations. It outlines the scope of PPC and discusses key aspects like routing, scheduling, dispatching, follow up/expediting, inspection, and benefits and limitations of PPC.
Facility Layout
Introduction
Layout planning is determining the best physical arrangement of resources within a facility.
It may be defined as a technique of locating machines, processes and plant services within the factory so as to achieve the right quantity and quality of output at the lowest possible cost of manufacturing.
Objective of a good Layout
Provide enough production capacity.
Reduce material handling costs.
Reduce congestion that impedes the movement of people or material.
Reduce hazards to personnel.
Increase employee morale.
Reduce accidents.
Utilize available space effectively & efficiently.
The document defines and explains economic order quantity (EOQ), which is the order size that minimizes the total costs of ordering and carrying inventory. EOQ is determined using the Wilson formula, which balances ordering costs (such as transportation and staff costs) against carrying costs (such as capital costs and storage fees). The document also provides examples of an aging schedule, which classifies inventory by age to help identify slow-moving items and better manage inventories.
The document discusses cost reduction in business. It defines cost reduction as achieving permanent reductions in unit costs without compromising quality. It recommends preventing costs through creativity rather than just cost cutting. Some ways to reduce costs include eliminating waste, improving operations, increasing productivity, using cheaper materials, and maintaining quality standards. Costs can be reduced in areas like materials, labor, overheads, outsourcing, sales and marketing, energy, and production. Tools for cost reduction include value analysis, just-in-time approach, standard costing, total quality control, economic order quantity, market research, benchmarking, and inventory management and control.
Introduction to production and production management Vyas Ashutosh
Production management involves planning and regulating operations to transform raw materials into finished goods. It aims to produce quality products on schedule and at lower cost. Key aspects include production planning, control, layout, inventory management, and quality control. Production and operations management decisions can be periodic or continual, and include selection of processes, design of goods/services, facilities layout, and supply chain management. The objectives are to maximize performance through efficiency and quality, and minimize costs.
The document discusses plant layout, which refers to the arrangement of machinery, equipment, and facilities within a factory to optimize material flow and minimize costs. There are different types of layouts - product layout arranges machines in sequence of operations for a product. Process layout groups similar machines together. The objectives of plant layout include minimizing costs and movement of materials while allowing flexibility. Factors like the factory building, production processes, and employee needs must be considered when designing an effective plant layout.
The document discusses production planning, which involves forecasting production steps ahead of time to maximize efficiency. It aims to efficiently use inputs like materials, labor, and machines. Production planning determines sequencing of operations, plans plant capacity, issues work schedules, maintains inventories, and evaluates workshop performance to ensure continuous production flow and on-time delivery. It is important for increasing output and coordinating plant activities. However, production planning faces limitations from assumptions that may be incorrect, rigidity, high costs, and dependence on external factors outside the organization's control.
Maintenance management involves keeping production equipment in good operating condition on a daily basis. This includes maintaining existing plant and equipment, inspecting and lubricating machinery, and installing new equipment. The main goals of maintenance are to maximize equipment uptime and efficiency while minimizing repair costs and production downtime through activities like preventative maintenance, equipment inspections, and reliability engineering. An effective maintenance program requires planning work activities, scheduling tasks, and controlling costs.
MRP is a computer-based production planning and inventory control system that attempts to keep adequate inventory levels and ensure required materials are available when needed. It is part of ERP and deals specifically with controlling and managing manufacturing inventories and produced products. MRP uses forecasting of inventory levels, production schedules, and customer demand to determine the optimum levels of materials and finished products to purchase and manufacture in order to reduce waste. It can also be used to schedule production and control the shop floor.
This document discusses process selection and facility layout. It begins by introducing key considerations in process selection such as product variety, volume, and flexibility. The main types of processes are then described including job shops, batch processing, repetitive/assembly, and continuous processing. A product-process matrix is presented to help match the appropriate process type to different product characteristics. The document then covers automation approaches and different layout types including product, process, group technology, and cellular layouts. It analyzes the advantages and disadvantages of different layouts and process types. Line balancing techniques for designing efficient production layouts are also introduced.
Work study involves analyzing work methods and equipment used to perform jobs in order to design optimal work methods and standardize proposed methods. It aims to systematically analyze current work processes to develop more efficient methods that improve productivity and reduce costs. Key techniques of work study include method study, work measurement, time study, and motion study. The overall goal is to establish performance standards and design work systems that maximize efficiency and minimize waste of resources.
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
This document discusses cost control and cost reduction in managerial economics. It defines cost control as monitoring and regulating expenditure, and involves setting targets, measuring actual performance, analyzing variances, and taking corrective action. Cost reduction aims to eliminate unnecessary costs to improve profitability. Key aspects of cost control include planning, communication, motivation, appraisal, and decision-making. Common cost control techniques are budgetary control, standard costing, inventory control, ratio analysis, and variance analysis.
This document provides an overview of a presentation on production management by Gururaj Phatak. It discusses the historical evolution of production and operations management from the Industrial Revolution to modern concepts like just-in-time production and total quality management. It also defines key production management terms like inputs, value-added activities, and outputs in the production process. Finally, it distinguishes between manufacturing and service operations and describes different types of operations.
This document provides an overview of production and operations management. It discusses key topics such as production planning and control, plant layout, material handling, quality management, and productivity improvement techniques. The roles and responsibilities of production managers are also outlined. Various production systems, inventory control methods, and maintenance strategies are defined.
The document discusses the economic order quantity (EOQ) model, which aims to minimize total inventory costs by determining the optimal order quantity. It defines EOQ as the order quantity that balances ordering costs and carrying costs. The key assumptions of the EOQ model are constant demand, lead time, and costs. The document presents the mathematical formula for calculating EOQ and provides an example calculation. It also describes two EOQ models: the 'Q' model with fixed reorder quantities and the 'P' model with periodic reviews and orders.
Production control involves implementing production plans to ensure operations occur as scheduled. It coordinates manufacturing activities to meet schedules with optimal efficiency. Production control regulates the flow of materials through the production process from raw materials to finished goods. It aims to achieve production goals, ensure smooth operations by removing issues, and optimize resource use while minimizing costs and maintaining quality. Production planning and control are interrelated functions that are impossible without each other.
This document provides an overview of production management. It defines production management and discusses its objectives of producing the right quality, quantity, time, and cost. It describes different types of production systems like job shop, batch, mass, and continuous production. It also covers topics like product and process design, plant layout, production planning and control, and quality control. The key aspects and objectives of production management are to efficiently convert inputs into high quality outputs that meet customer needs.
This document discusses production planning and control (PPC). It defines PPC as planning, directing, and coordinating a firm's resources to achieve production goals efficiently. PPC involves planning materials, methods, machines, manpower, routing, estimating, scheduling, dispatching, expediting, and evaluating manufacturing operations. It outlines the scope of PPC and discusses key aspects like routing, scheduling, dispatching, follow up/expediting, inspection, and benefits and limitations of PPC.
Facility Layout
Introduction
Layout planning is determining the best physical arrangement of resources within a facility.
It may be defined as a technique of locating machines, processes and plant services within the factory so as to achieve the right quantity and quality of output at the lowest possible cost of manufacturing.
Objective of a good Layout
Provide enough production capacity.
Reduce material handling costs.
Reduce congestion that impedes the movement of people or material.
Reduce hazards to personnel.
Increase employee morale.
Reduce accidents.
Utilize available space effectively & efficiently.
The document defines and explains economic order quantity (EOQ), which is the order size that minimizes the total costs of ordering and carrying inventory. EOQ is determined using the Wilson formula, which balances ordering costs (such as transportation and staff costs) against carrying costs (such as capital costs and storage fees). The document also provides examples of an aging schedule, which classifies inventory by age to help identify slow-moving items and better manage inventories.
The document discusses cost reduction in business. It defines cost reduction as achieving permanent reductions in unit costs without compromising quality. It recommends preventing costs through creativity rather than just cost cutting. Some ways to reduce costs include eliminating waste, improving operations, increasing productivity, using cheaper materials, and maintaining quality standards. Costs can be reduced in areas like materials, labor, overheads, outsourcing, sales and marketing, energy, and production. Tools for cost reduction include value analysis, just-in-time approach, standard costing, total quality control, economic order quantity, market research, benchmarking, and inventory management and control.
Introduction to production and production management Vyas Ashutosh
Production management involves planning and regulating operations to transform raw materials into finished goods. It aims to produce quality products on schedule and at lower cost. Key aspects include production planning, control, layout, inventory management, and quality control. Production and operations management decisions can be periodic or continual, and include selection of processes, design of goods/services, facilities layout, and supply chain management. The objectives are to maximize performance through efficiency and quality, and minimize costs.
The document discusses plant layout, which refers to the arrangement of machinery, equipment, and facilities within a factory to optimize material flow and minimize costs. There are different types of layouts - product layout arranges machines in sequence of operations for a product. Process layout groups similar machines together. The objectives of plant layout include minimizing costs and movement of materials while allowing flexibility. Factors like the factory building, production processes, and employee needs must be considered when designing an effective plant layout.
The document discusses production planning, which involves forecasting production steps ahead of time to maximize efficiency. It aims to efficiently use inputs like materials, labor, and machines. Production planning determines sequencing of operations, plans plant capacity, issues work schedules, maintains inventories, and evaluates workshop performance to ensure continuous production flow and on-time delivery. It is important for increasing output and coordinating plant activities. However, production planning faces limitations from assumptions that may be incorrect, rigidity, high costs, and dependence on external factors outside the organization's control.
Maintenance management involves keeping production equipment in good operating condition on a daily basis. This includes maintaining existing plant and equipment, inspecting and lubricating machinery, and installing new equipment. The main goals of maintenance are to maximize equipment uptime and efficiency while minimizing repair costs and production downtime through activities like preventative maintenance, equipment inspections, and reliability engineering. An effective maintenance program requires planning work activities, scheduling tasks, and controlling costs.
MRP is a computer-based production planning and inventory control system that attempts to keep adequate inventory levels and ensure required materials are available when needed. It is part of ERP and deals specifically with controlling and managing manufacturing inventories and produced products. MRP uses forecasting of inventory levels, production schedules, and customer demand to determine the optimum levels of materials and finished products to purchase and manufacture in order to reduce waste. It can also be used to schedule production and control the shop floor.
This document discusses process selection and facility layout. It begins by introducing key considerations in process selection such as product variety, volume, and flexibility. The main types of processes are then described including job shops, batch processing, repetitive/assembly, and continuous processing. A product-process matrix is presented to help match the appropriate process type to different product characteristics. The document then covers automation approaches and different layout types including product, process, group technology, and cellular layouts. It analyzes the advantages and disadvantages of different layouts and process types. Line balancing techniques for designing efficient production layouts are also introduced.
Work study involves analyzing work methods and equipment used to perform jobs in order to design optimal work methods and standardize proposed methods. It aims to systematically analyze current work processes to develop more efficient methods that improve productivity and reduce costs. Key techniques of work study include method study, work measurement, time study, and motion study. The overall goal is to establish performance standards and design work systems that maximize efficiency and minimize waste of resources.
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
This document discusses cost control and cost reduction in managerial economics. It defines cost control as monitoring and regulating expenditure, and involves setting targets, measuring actual performance, analyzing variances, and taking corrective action. Cost reduction aims to eliminate unnecessary costs to improve profitability. Key aspects of cost control include planning, communication, motivation, appraisal, and decision-making. Common cost control techniques are budgetary control, standard costing, inventory control, ratio analysis, and variance analysis.
This document provides an overview of a presentation on production management by Gururaj Phatak. It discusses the historical evolution of production and operations management from the Industrial Revolution to modern concepts like just-in-time production and total quality management. It also defines key production management terms like inputs, value-added activities, and outputs in the production process. Finally, it distinguishes between manufacturing and service operations and describes different types of operations.
The document provides an introduction to production and operations management. It defines production, production management, and operations management. It explains why operations management is studied and discusses the historical development of the field from Adam Smith to Frederick Taylor. It also outlines different types of production systems such as flow, intermittent, mass production, and job/batch production. Finally, it discusses the role and importance of operations strategy and criteria for evaluating production and operations management systems.
This document provides an introduction and overview of production and operations management. It discusses the historical evolution of the field from Adam Smith's theories of specialization of labor in the 1700s to more modern contributions. It defines key concepts like production, production systems (job shop, batch, mass, continuous), and the objectives and differences between production management and operations management. The document outlines the general planning, organizing, and controlling functions of operations management.
This document discusses different types of plant layouts used in manufacturing facilities. It describes product layouts as arranging machinery and materials following the product path for continuous or repetitive production processes. Process layouts group similar machinery into departments based on their function. Fixed-position layouts keep products stationary while moving workers and equipment. The document outlines factors to consider in layout design and provides examples of layouts used in pharmaceutical plants, including straight-line, side-by-side, and center storage designs. Plant layout configuration impacts efficiency, cost, flexibility and other operational aspects of production.
Southwest Airlines focuses on satisfying employee needs to gain a competitive advantage. It views employees as critical to differentiating the company through high-quality, low-cost service. Southwest works to fulfill employee needs through "LUV" and "FUN" programs to motivate superior performance for customers. This creates value that is then converted to customer and shareholder satisfaction through employee effort, tools, training, and efficient operations. Finally, Southwest's low costs allow it to set prices that capture value for the company and shareholders.
Last year, doctors in India used new ICT tools like pen scanners, email, GPRS, MMS, SMS, and Bluetooth in medical education, which led to question papers being leaked for entrance exams. The document discusses the relationship between health and information and communication technology (ICT) in India, including current uses of eHealth and telemedicine as well as challenges. It provides examples of both public and private sector initiatives using ICT and telemedicine in India. The future of eHealth in India is seen to include improved access to care through telemedicine and more advanced use of health records and mobile technologies.
The document discusses a marketing information system (MKIS) and provides details about its key components and functions. It begins with definitions of basic marketing concepts. It then explains that an MKIS gathers data, develops information from various sources, and distributes output to aid strategic and operational marketing decisions. The document also outlines the system development life cycle for an MKIS, including preliminary investigation, feasibility study, requirement analysis, system design, and testing. It provides examples of structured analysis tools like data flow diagrams and a data dictionary.
The document discusses eHealth 2.0 and implementing social media and collaboration tools in healthcare organizations. It provides examples of discussion forums, wikis, blogs and their use at companies like Sun Microsystems. Practical advice is given on best practices for an eHealth 2.0 implementation plan, including leadership support, evolution over revolution, benchmarking, and measuring success. A sample trial implementation of an executive blog is proposed.
The document discusses production functions and the law of variable proportions. It defines short run and long run production functions based on whether factors of production are fixed or variable. It also describes how production functions can be used to calculate least cost input combinations, maximum output combinations, and aid long run decision making. Finally, it defines the law of variable proportions as getting lower per-unit returns when adding more of one variable factor while holding others constant, and explains how this law helps understand production processes and diminishing returns across the economy.
This document discusses the application of information and communications technology (ICT) for health in clinical settings. It begins with an outline that covers health and health information, health IT and eHealth, health informatics as a discipline, Thailand's eHealth situation, and current forces impacting eHealth. The document then goes into more detail on each of these topics, providing background information on concepts like electronic health records, telemedicine, mobile health, and health information exchange. It also summarizes Thailand's progress toward eHealth to date and some of the challenges it still faces in areas like interoperability and national leadership.
This document provides a cost comparison and analysis of menu items for a cafe called Daily Grind and Wine. It analyzes the average weekly food purchase costs and breaks down each menu item by listing the ingredients and calculating the average food production cost per item. A variety of hot and cold sandwiches, salads, wraps and hot dogs are examined and the percentage of total sales for 2008 that each item represents is provided. For each item, the average costs of ingredients, packaging and other associated costs are calculated to determine the average total for sale cost.
The document discusses the importance of management information systems (MIS) for observing the external environment and satisfying customer needs. It explains that MIS involves collecting, organizing, analyzing, and distributing timely and accurate information to marketing decision makers. The document also lists several methods that can be used to gather customer intelligence, such as training salespeople to report new developments, motivating distributors to share information, networking externally, setting up an advisory panel, using government data, and purchasing external data.
This document discusses the key elements of a marketing information system, including transaction processing data, marketing research data, marketing intelligence data, external environment data, and strategic plans. It also outlines the main components of marketing decisions - product planning, place planning, promotion, price, budget allocation, and sales forecasting. The marketing information system works with other functional systems to support problem solving related to marketing a firm's products.
Marketing information systems collect internal records and marketing intelligence to analyze information about target markets, competitors, and the macro environment. The objectives of marketing research are to understand customer needs and responses to products and promotions, as well as to forecast sales and anticipate competition. Marketing research provides benefits like sales forecasting, product testing, effective promotion strategies, new market insights, and guidance for business decisions. However, it also has disadvantages such as high costs, potential for biased data, unpredictability, and needing to quickly implement findings. The marketing research process involves defining the problem, selecting a method, sampling, data collection, analysis, interpretation, and reporting.
EVERY ORGANIZATION HAS A PRODUCTION FUNCTION WHERE IT IS CALLED PRODUCTION OR OPERATIONS
THOSE ACTIVITEIES WHICH IS CONCERNED WITH THE ACQUISTION OF RAW MATERIALS,THEIR CONVERSION INTO FINISHED PRODUCT,AND THE SUPPLY OF THE FINISHED PRODUCT TO THE CUSTOMER
The document presents information on the key factors of production - land, labor, capital, and entrepreneurship. It discusses the characteristics of each factor. Land is a natural and immobile resource with limited supply. Labor refers to human work and is inseparable from laborers, with an inelastic supply. Capital consists of manufactured wealth used for further production and depreciates over time. Entrepreneurship involves identifying business opportunities and organizing the other factors of production.
Beginners Guide to Production Management - In Tamil LanguageAnanth Palaniappan
This presentation is aimed at helping small and medium businesses in their Production / Operations Management. The module starts with an introduction to the function, Roles and Responsibilities of executives in the function, Key tools and methodologies, Lean Manufacturing Principles (including 5S) and various templates for MIS analysis. This Presentation is in Tamil Language. Please visit www.businessense.in to download this document.
Caesars Entertainment Corp is the largest casino company in the world with over 50 properties across 5 continents. They have a sophisticated loyalty program with 5 membership tiers that tracks customer interactions across their properties. Caesars gathers extensive customer data through their TotalRewards program to deliver personalized service and targeted promotions. They maintain customer databases, data warehouses, and conduct data mining to analyze customer segments and purchase trends to inform marketing decisions. Caesars also gathers external marketing intelligence from various sources to monitor opportunities and threats in their dynamic marketing environment.
This document discusses production and production functions. It defines production as the process of transforming inputs like land, labor, and capital into outputs. A production function represents the relationship between inputs used in production and the maximum output possible. There are two types of production functions: one that considers only variable inputs in the short-run, and one that considers all inputs in the long-run. The document outlines the stages and graphical representations of the laws of variable proportions and returns to scale.
Production and Operation Management (POM) involves managing the processes that convert inputs like raw materials, labor, capital, and management into finished goods and services. POM is concerned with planning and overseeing manufacturing and service delivery processes to efficiently produce quality outputs that meet customer needs. POM aims to create value for customers and stakeholders by optimizing production processes. Whether manufacturing tangible goods or providing intangible services, effective POM is key to transforming inputs into high-quality, cost-effective outputs.
The document discusses key concepts related to business management and economics, including:
1) Production refers to the process of transforming inputs into goods and services. The main factors of production are land, labor, capital, and entrepreneurship.
2) A production function expresses the relationship between inputs (e.g. labor and capital) and outputs. There are short-run and long-run production functions.
3) The law of demand states that, all else being equal, as price increases, quantity demanded decreases, and vice versa. Elasticity measures the responsiveness of quantity demanded to a change in a determinant like price.
This document discusses productivity and operation management. It defines productivity as the output of any production process per unit of input. The goal of production and operation management is to produce the right quality, quantity, and time at a pre-established cost. Productivity can be measured at the partial level looking at individual inputs like labor, capital, and materials, or at the total factor and total levels considering all inputs. Factors that affect productivity include product development, specialization, research, value analysis, process planning, and training. Improving productivity increases efficiency and leads to lower costs, higher sales, and greater profits.
The document discusses key concepts in production and operations management. It defines operations management as the conversion of inputs into outputs using resources to meet customer needs while achieving organizational goals. Production management is concerned with manufacturing goods through various transformation processes involving inputs like materials, labor, and machines. The functions of production management include selecting materials and methods, scheduling, routing, dispatching, and evaluating production performance.
Chapter1 introduction to production and operation mangementAlisha280
product
production
production management
operation
operation management
production as a system
production in organisation
chapter 1 according to mba 2nd sem
thakur publications all content chapter 1
This document discusses production and operations management. It begins with definitions of production management and operations management. It then provides a historical overview of the evolution of the field from Adam Smith's specialization of labor to more modern contributions. The rest of the document defines concepts related to production systems including inputs, transformation processes, outputs, and classifications like job shop, batch, mass, and continuous production.
Productivity Measurement, Types with solved Examples.pptxE Concepts
https://youtu.be/PkDzr7hMltA
Watch the full explanation of this lecture in Hindi/Urdu via the above link.
This PowerPoint explains the topic of productivity with basic concepts, it's types, and measuring methods with examples.
This document discusses productivity and ways to measure and improve it. It defines productivity as the relationship between output and inputs. Productivity can be measured in various ways, including partial productivity (output to a single input like labor), total factor productivity (output to multiple inputs like labor and capital), and total productivity (output to all inputs). Improving productivity involves factors within a company's control like equipment, technology, materials, and methods as well as external factors like the economy, resources and policies.
Elwood Buffa defines production management as follow:
Production management deals with decision-making related to the production process so that the resulting goods or services are produced according to specification, in the amounts and by the schedule demanded and out minimum cost
This document provides an overview of operations management. It discusses basic concepts like the transformation process which takes inputs and converts them into outputs. It describes the historical development of operations management from craft manufacturing to modern approaches like lean production and mass customization. The key roles of an operations manager are discussed like human resource management, asset management, cost management, decision making around processes, quality, capacity, inventory and human resources. Product and process design are important parts of operations management.
This document provides an overview of operations management. It discusses basic concepts like the transformation process which takes inputs and converts them into outputs. It describes the historical development of operations management from craft manufacturing to modern approaches like lean production and mass customization. The key roles of an operations manager are discussed like human resource management, asset management, cost management, decision making around processes, quality, capacity, inventory and human resources. Product and process design are important parts of operations management.
Operations management involves planning, organizing, and controlling the processes that produce and deliver a company's goods and services. It includes activities like managing resources, designing production processes, and ensuring quality. Operations management aims to reduce costs, increase revenue through customer satisfaction, optimize resource usage, and drive innovation. It transforms various inputs like materials, money, and labor into outputs in the form of goods and services.
This document provides an introduction to production and operations management. It discusses key concepts such as the production system, different types of production systems (job shop, batch, mass, continuous), objectives of production management, the operating system, and the distinction between manufacturing and service operations. It also provides a brief historical overview of the evolution of production and operations management from the 18th century to present day.
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.
The document summarizes the production process for toys at Miniland Educational. It describes the key steps which include 3D design of the toy, creation of molds via milling machine, injection of raw plastic materials into the molds, inspection of batches, manual assembly of parts, packaging, storage in warehouses, and shipment of the finished toys. The overall process transforms raw materials into finished toys through various transforming resources and processes.
Product Vs Service
Concept of Production
Scope of POM
Transformation Process
Product Design & Product Process
History of POM
Issues in POM
Product Design / Process
Unit 1 production and operation managementAbu Bashar
This document provides an overview of production and operations management. It discusses key concepts like the objectives of production management being producing quality products at the right quantity, time, and cost. It also compares manufacturing and services, noting differences in things like customer contact, uniformity of inputs/outputs, and ability to store products. The scope of production management is outlined as including activities like facility location, plant layout, product/process design, production planning/control, and quality control.
Production and operation management (POM) is important for businesses for several reasons. POM involves converting inputs like resources and raw materials through a production process into outputs like goods and services. It allows businesses to accomplish their objectives, gain reputation and market share, introduce new products, optimize resource usage to minimize costs and expand. Effective POM also benefits customers and society by improving standards of living, generating employment, boosting the economy and creating utility. Recent trends in POM include a focus on strategic decision making, supply chain management, lean production, and addressing environmental and quality issues.
This document discusses production and production functions. It begins by defining production as the process of converting inputs into outputs. The key inputs or factors of production are land, labor, capital, and entrepreneurship. A production function expresses the relationship between a firm's inputs and its output. It then examines production functions with one variable input, two variable inputs, and all variable inputs. Specifically, it analyzes the concepts of total, average, and marginal physical product when varying levels of a single input while holding others fixed. The document also introduces economies of scale and scope.
The document discusses resonance in R-L-C series and parallel circuits. In series circuits, resonance occurs when the inductive reactance (XL) equals the capacitive reactance (XC), resulting in maximum current. The resonant frequency is 1/2π√LC. In parallel circuits, resonance occurs when the current through the inductor equals the current through the capacitor, resulting in minimum current. The resonant frequency is 1/2π√(L/C - R2/L). Key differences between series and parallel resonance are also summarized.
The document discusses exact and non-exact differential equations. It defines an exact differential equation as one where the partial derivatives of M and N with respect to y and x respectively are equal. The solution to an exact differential equation involves finding a constant such that the integral of Mdx + terms of N not containing x dy is equal to that constant. A non-exact differential equation has unequal partial derivatives, requiring an integrating factor to make the equation exact. Several methods for finding an integrating factor are presented, including cases where it is a function of x or y alone or where the equation is homogeneous. Examples are provided to illustrate these concepts.
This document outlines the key functions and processes of management: planning, organizing, staffing, controlling, and leading. It provides definitions and discusses the importance and features of each function. Planning involves setting goals and strategies in advance. Organizing is grouping tasks and assigning roles. Staffing matches jobs to capable people. Controlling compares actual to planned performance. Leading/directing gets work done through people. The functions are interconnected and aim to achieve organizational objectives efficiently.
A multiplexer is a digital circuit that has multiple inputs and a single output. It selects one of the multiple input lines to pass to its output based on a digital select line. A multiplexer uses select lines to determine which input is passed to the output. Multiplexers come in different sizes depending on the number of inputs and select lines, such as 2-to-1, 4-to-1, and 8-to-1 multiplexers. Multiplexers are used in applications such as data communications, audio/video routing, and implementing digital logic functions.
A database management system (DBMS) is a collection of data that provides management of databases. It allows users to store, update, retrieve, manipulate and produce information from a collection of data. Some key features of a DBMS include providing concurrent access for multiple users, maintaining data integrity, and offering security features like password protection and access rights. Common applications of DBMS include sales, accounting, human resources, banking, credit card transactions, and university administration. DBMS aims to reduce data redundancy and inconsistencies compared to conventional file processing systems.
THREADED BINARY TREE AND BINARY SEARCH TREESiddhi Shrivas
The document discusses threaded binary trees. It begins by defining a regular binary tree. It then explains that in a threaded binary tree, null pointers are replaced by threads (pointers) to other nodes. Threading rules specify that a null left/right pointer is replaced by a pointer to the inorder predecessor/successor. Boolean fields distinguish threads from links. Non-recursive traversals are possible by following threads. Insertion and deletion of nodes may require updating threads. Threaded binary trees allow efficient non-recursive traversals without a stack.
The document discusses the differences between contributors and non-contributors in their approach to work. Contributors are deeply engaged, enthusiastic, go beyond what is asked to understand concepts fully, and are committed to the success of their projects. Non-contributors do just enough to complete tasks, are not enthusiastic, and are not deeply engaged or committed. The document provides examples of a non-contributor researcher who gives up easily versus a contributor researcher who finds the work challenging but discovers new answers by engaging deeply. It emphasizes that contributors take initiative, show interest, and use their intellect to create high quality work, while non-contributors have a "chalta hai" or whatever attitude and focus on just completing tasks.
This document discusses Kirchhoff's Current Law (KCL), which states that the algebraic sum of currents in any node of an electrical circuit is equal to zero. It provides examples of nodes, closed loops, and how to apply KCL to find unknown currents. Kirchhoff's Current Law results from the conservation of electric charge and means the total current entering a node equals the total current leaving that node.
The document discusses the importance of effective communication and listening skills, outlining various barriers to communication like noise, language problems, non-verbal distractions, and faking attention that can hamper the listening process, as well as providing tips on improving listening abilities such as increasing your listening span and focusing on fully understanding the speaker's message rather than just the words.
The document discusses lasers, providing details on:
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2. The key characteristics of laser light being monochromatic, coherent, and highly directional.
3. Examples of common laser types like Ruby and Nd:YAG lasers, describing their construction and working.
4. Applications of lasers in various fields like industry, medicine, communication, and more.
Sir Isaac Newton discovered the three laws of motion in the late 1600s. He published his findings in his seminal work "Philosophiae Naturalis Principia Mathematica" in 1687. Newton's Laws of Motion describe the relationship between an object's mass, force, and motion. They apply to all objects in everyday life. The three laws are: 1) Law of Inertia, 2) Law of Acceleration, 3) Law of Interaction. Today, Newton's laws remain the foundation for how we understand motion and force.
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2. INTRODUCTION
The very essence of any business is to cater
needs of customer by providing services and
goods, and in process create value for customers
and solve their problems. PRODUCTIONPRODUCTION
MANAGEMENTMANAGEMENT talks about management
concepts in creation of goods and services.
2
3. DEFINITION OF PRODUCTION
MANAGEMENT
Production management is the process, which
combines and transforms various resources used
in the production subsystem of the organization
into value added product/services in a controlled
manner as per the policies of the organization.
Therefore, it is that part of an organization,
which is concerned with the transformation of a
range of inputs into the required
(products/services) having the requisite quality
level.
3
4. The set of interrelated management activities,
which are involved in manufacturing certain
products, is called as production management.
E.S. Buffa defines production management as,
“Production management deals with decision
making related to production processes so that
the resulting goods or services are produced
according to specifications, in the amount and by
the schedule demanded and out of minimum
cost.”
4
5. OBJECTIVES OF PRODUCTION
MANAGEMENT
The objective of the production management is
‘to produce goods services of right quality and
quantity at the right time and right manufacturing
cost’.
1. Right Quality
2. Right Quantity
3. Right Time
4. Right Manufacturing Cost
5
6. DEFINITION OF PRODUCTION
Production is defined as “the step-by-step conversion
of one form of material into another form through
chemical or mechanical process to create or enhance
the utility of the product to the user.” Thus production is
a value addition process. At each stage of processing,
there will be value addition.
Edwood Buffa defines production as ‘a process by
which goods and services are created’.
6
7. Inputs:Inputs:
• Men
• Materials
• Machines
• Information
• Capital
• Men
• Materials
• Machines
• Information
• Capital
Transformation Process:Transformation Process:
• Product Design
• Product Planning
• Production Control
• Maintenance
• Product Design
• Product Planning
• Production Control
• Maintenance
Outputs:Outputs:
• Product
• Services
• Product
• Services
Continuous:Continuous:
• Inventory
• Quality
• Cost
• Inventory
• Quality
• Cost
EnvironmentEnvironment Feedback InformationFeedback Information
Fig. 1.1 Schematic Production SystemFig. 1.1 Schematic Production System
7
8. EXAMPLES OF PRODUCTION
Some examples of production are: manufacturing
custom-made products like, boilers with a
specific capacity, constructing flats, some
structural fabrication works for selected
customers, etc., and manufacturing standardized
products like, car, bus, motor cycle, radio,
television, etc.
8
9. PRODUCTION FUNCTION
Factors of productionFactors of production means inputs and finished
goods means output. Input decides the quantity
of output i.e. output depends upon input. Input is
the starting point and output is the end point of
production process
such input-output relationship is called as
"ProductionProduction FunctionFunction".
9
11. Production function relates physical output of a
production process to physical input or factors of
production.
A production function is customarily assumed to
specify the maximum output from a given set of
inputs.
11
12. The production function is central to the
marginalist focus of neoclassical economics ,its
definition of efficiency as allocative efficiency ,
its analysis of how market price can govern the
achievement of allocative efficiency in a
economy , and an analysis of the distribution of
income , which attributes factor income to the
marginal product of factor inputs.
12
13. A production function can be expressed in a
functional form as ,
Q = f (X 1 , X2 ,X3……Xn)
Where Q is quantity of output and X1 ,X2…..Xn
are quantities of factor inputs.
13
14. FACTORS OF PRODUCTION
Factors of production: the inputs used to
produce goods and services.
Factors of production are
Land
Labour
Capital
Entrepreneur
14
15. FACTORS OF
PRODUCTION
All factors of production
like Land, Labour,
Capital, Entrepreneur
are required altogether
at a time to produce a
COMMODITY.COMMODITY.
According to Prof.
Benham, "Anything that
contributes towards
output is a factor of
production."
15
17. FACTORS OF PRODUCTION-
LANDLAND
Land is a Natural & Primary Factor of
Production.
Land is not created by mankind but it is a gift
of nature. So, it is called as natural factor of
production. It is also called as original or
primary factor of production. Normally, land
means surface of earth.
17
19. FACTORS OF PRODUCTION-
LABORLABOR
Labour is an ability to work.
Labour is a broad concept because it includes
both physical and mental labour (as per above
picture). Labour is a primary or human factor of
production. It indicates human resource.
Labourer is a person who owns labour. So
labourer means worker. It is a person engaged in
some work.
19
21. FACTORS OF PRODUCTION-
CAPITALCAPITAL
Normally, capital means investment of money in
business. But in economics money becomes
capital only when it is used to purchase real
capital goods like plant, machinery, etc. When
money is used to purchase capital goods, it
becomes Money Capital.
21
23. FACTORS OF PRODUCTION-
ENTREPREENUR
Factors of production viz. land, labour and
capital are scattered at different places. All
these factors have to be assembled together.
This work is done by enterprise through
entrepreneur. This is an 'Organization
Function'. Organization function is the work
of bringing the required factors together and
making them work harmoniously.
23
24. QUALITIES / SKILLS
OF AN ENTREPREENUR
To be a successful and ideal entrepreneur, one should have
certain qualities orskills as given below :-
24