Productivity.op mgmt.chpt 20
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This document discusses principles of management including productivity, operations management, and total quality management. It covers definitions of productivity, production, and operations management. It also describes techniques for improving productivity such as just-in-time and outsourcing as well as quality improvement techniques like lean manufacturing. The roles and components of operations management systems are defined including inputs, outputs, conversion processes, and different types of process technologies for manufacturing and services.
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Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com
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Productivity and quality management
The document provides information about productivity and quality management including definitions of productivity, quality, and total quality management. It discusses measuring productivity and factors that affect it. Quality is defined as conformance to requirements. The document also lists and describes several quality management tools: check sheets, control charts, Pareto charts, scatter plots, and Ishikawa diagrams. These tools can be used to measure and improve quality.
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The document discusses implementing Six Sigma methodologies and statistical process control (SPC) to improve overall equipment effectiveness (OEE). It advocates determining clear product specifications and production requirements before setting reliability and SPC metrics. An effective quality system monitors that manufacturing meets specifications by controlling design limits, rather than just reacting to quality issues. Quality systems mainly support deploying and enforcing correct product and process designs developed elsewhere in the organization.
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This document provides an overview of operations management concepts related to process and capacity design. It discusses different process strategies like process focus, repetitive focus, product focus, and mass customization. It also covers tools for process analysis, designing service processes, process reengineering, selecting equipment, designing capacity, and managing demand and capacity. The key topics covered are matching process strategies to volume and variety, analyzing and improving processes, and determining capacity requirements and managing demand versus capacity.
Module1 ombyss
This document provides an overview of operations management. It defines operations management and discusses key concepts like the production system, transformation process, and differences between products and services. The document also covers the historical development and current issues in operations management, as well as operations strategy in manufacturing and services. It discusses functions of the operations management department like materials selection, methods, machines/equipment selection, estimating, loading/scheduling, routing, dispatching, expediting, inspection, and evaluation.
Product and process design
Organizations exist to provide goods or services to society. Top organizations focus on core products that provide customer satisfaction rather than just physical goods. Goods and services selection involves constantly developing new products to generate substantial revenue and replace products with limited lifecycles. The product development process includes identifying customer and market needs, conducting feasibility studies, advancing the design, developing and engineering the product, evaluating and improving the product, and providing product use and support. Organizations must design operations and products in a way that achieves competitive advantage through differentiation, response to customer needs, or low cost.
Operationmanagement 130122081625-phpapp01
Operations management refers to administering business practices to maximize efficiency within an organization. It aims to convert materials and labor into goods and services as efficiently as possible. The history of operations management began over 5000 years ago with ancient systems for recording inventories and transactions. Frederick Taylor introduced scientific management with time studies in the 1880s. Henry Ford later developed the modern assembly line model. Operations management has progressed through empirical, analytical, and systems-based approaches and now considers integrated complex systems and environmental sustainability. The key functions of operations include production planning, supplier selection, inventory control, and production process control to implement efficient operations strategies.
Production and Operations management Introduction
This document provides an introduction to production and operations management. It defines operations as a function that transforms inputs into more valuable outputs and operation management as systematically designing, operating, and improving systems that create products and services. Key topics covered include the factors affecting operations management today, reasons to study it, viewing operations as a system with inputs, transformation processes, and outputs. It also discusses strategic, tactical, and operational planning decisions and provides a historical summary of developments in operations management such as just-in-time and total quality control in the 1980s.
Operationsmamnagement
This document provides an introduction to production and operations management. It discusses key concepts including the definition and objectives of production management, the historical evolution of the field, and different types of production systems such as job shop, batch, mass, and continuous production. It also defines operations management and discusses the general framework for managing operations, which includes planning, organizing, and controlling activities, as well as considering human behavior and using models.
MANT 265 S01.ppt
Lean manufacturing aims to eliminate waste in processes to improve value for customers. It involves analyzing information and material flows to continuously improve processes. Key aspects of lean include just-in-time production, standardized work, visual controls, quality at the source, and reducing set-up times and batch sizes. The Toyota Production System developed these lean principles to allow for producing many models in low volumes. Lean identifies seven types of waste including transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. Implementing cells, kanban systems, and focusing on continuous improvement can help eliminate waste.
Lean Fundamentals And Line Design 06 04 01
This document provides an overview and summary of a Lean Fundamentals seminar presented by the Lean Supplier Association in Austin, Texas. The 3-page summary covers the following key points:
1. It introduces lean thinking principles like eliminating waste, specifying value from the customer perspective, and making products flow without interruption.
2. It describes tools used in lean like value stream mapping, the 5S methodology of sorting, setting in order, shining, standardizing, and sustaining workplace organization.
3. It emphasizes the importance of measurements and metrics in lean to establish baselines, monitor improvements, and ensure goals are being met. A hierarchy of measurements across different organizational levels is recommended.
Fundamentals of managing business operation
This document provides an overview of fundamentals of managing business operations. It discusses key concepts such as operations management, production management, value-added activities, productivity, competitive priorities of cost, quality, time and flexibility, and core competencies. Operations management involves transforming inputs into required outputs or services. Production management focuses on manufacturing products while operations management also applies to service organizations. The goal is to add value and create outputs worth more to consumers.
Operation management
Operations management refers to administering business practices to maximize efficiency and profitability. It involves converting materials and labor into goods and services. The operations function creates and delivers products and services while evaluating quality, quantity, costs and fulfilling customer needs. Mass production and flexible production are two key production methods used. Production managers oversee resources to transform inputs into finished outputs through planning, implementing, and controlling production processes.
Operations Management
Operations management involves directing and controlling processes that transform inputs into products and services. A process takes inputs, transforms them through processing functions, adds value, and produces outputs. There are two types of customers - external customers who are end users or intermediaries, and internal customers who rely on outputs from earlier processes. Nested processes involve initiating a process within another process. Operations management principles state that all parts of an organization must design and operate processes to deal with quality, technology, and staffing issues. Decisions can be either strategic and long-term, or tactical and short-term.
Operations intro (1)
This document discusses operations management concepts including production systems, types of processes, and process performance metrics. It defines a production system as having inputs, resources, a production process, and outputs. Process analysis involves process flowcharting to diagram a process and understanding cycle time, utilization, and other metrics. The document outlines common process types like make-to-order and make-to-stock and defines key metrics for evaluating process performance.
Classification and Purpose of Production and Operations Management
The document discusses operations management topics including:
1) The definition, history, and importance of operations management.
2) Key factors that affect productivity and ways to improve it.
3) How operations management relates to competitiveness and the importance of operational strategy.
4) An overview of different types of manufacturing and service systems.
Classification And Purpose Of Production And Operations Management 2324
The document discusses operations management topics including:
1) The definition, history, and importance of operations management.
2) Key factors that affect productivity and ways to improve it, including developing measures, improving methods, and setting goals.
3) How operations management impacts competitiveness through factors like price, quality, flexibility and time.
4) Types of manufacturing and service systems and their components.
Innovative Engineering Workshop Npi 30march10
AESSiS is an engineering consultancy that specializes in product lifecycle management (PLM) implementation and process improvement to help manufacturing businesses achieve better performance. PLM is a strategic approach to managing product information throughout the lifecycle from concept to end of life. It aims to provide a single source of truth, configuration management, reduced waste, and increased innovation. PLM tools help manage parts, relationships between parts, documents, changes to parts, and the lifecycle of a part from new to obsolete. Aras is an open source PLM platform that provides an enterprise solution with no upfront costs and uses existing IT infrastructure and skills.
Process selection
The document provides guidance on keeping moving forward, even when facing challenges. It advises that if one cannot fly (move quickly), they should run, if they cannot run they should walk, and if unable to walk then crawl. But the key message is to keep moving in whatever way possible. The quote is attributed to civil rights leader Martin Luther King Jr.
POM Presentation PPT summer internship project
Recent trends in operations management include global competition, supply chain management, business process re-engineering, total quality management, lean management, worker involvement, cycle time reduction, technology flexibility, corporate downsizing, and relating production strategy to business strategy.
The key differences between manufacturing and service operations are that manufacturing operations add value through physical production processes using equipment at production sites near suppliers, while service operations intangibly transform consumer inputs through application of labor-based resources located near markets. Manufacturing also requires higher initial investment and has productivity that is easier to measure with tangible outputs.
Process selection for manufacturing fms
This document provides an overview of key concepts in manufacturing process selection and product-process design. It discusses the main types of manufacturing processes including conversion, fabrication, assembly, and testing. It also outlines the product-process design matrix which categorizes production approaches based on volume and variety. Additional topics covered include flexibility and variety management, process flow design, break-even analysis, virtual factories, and global manufacturing strategies. The goal is to help readers understand how to select the appropriate manufacturing processes for different product types and production environments.
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Productivity.op mgmt.chpt 20
- 1. SEWP ZC 241: PRINCIPLES OF MANAGEMENT Productivity, Operations Management, and Total Quality Management
- 9. ROLE OF OPERATIONS MGMT: OPERATIONS SYSTEM INPUTS COMPARISON: ACTUAL VERSUS DESIRED OUTPUTS CONVERSION/ TRANSFORMATION PROCESS ADJUSTMENT NEEDED MONITOR OUTPUT RANDOM FLUCTUATIONS To TRANSFORM company’s INPUTS into FINISHED GOODS or SERVICES
- 16. TYPE OF GOODS MANUFACTURING- TANGIBLE SERVICES- INTANGIBLE
- 17. DEGREE OF CUSTOMER CONTACT MANUFACTURING- LOW SERVICES- HIGH
- 18. INVENTORY MANUFACTURING- STORED AHEAD OF USAGE SERVICES- REAL TIME
- 19. CHARACTERISTICS: MFG & SERVICES ORGANIZATIONS
- 21. QUASI MANUFACTURING ORGANIZATION: EXAMPLE
- 26. PROCESS OF CONVERTING AN IDEA INTO A PRODUCT OR A SERVICE
- 32. DECAY CURVE FOR NEW PRODUCT IDEAS Screening Economic Analysis Development Testing Commercial Use
- 37. EXAMPLES: JOB SHOP TECHNOLOGY
- 39. EXAMPLES: BATCH TECHNOLOGY
- 41. EXAMPLES: ASSEMBLY LINE TECHNOLOGY
- 43. EXAMPLES: CONTINOUS FLOW TECHNOLOGY
- 47. TYPES OF SERVICE PROCESS TECHNOLOGIES LOW CUSTOMER CONTACT HIGH CUSTOMER CONTACT CAPITAL INTENSIVE QUASI MANUFACTURING CUSTOM SHOP SERVICES LABOUR INTENSIVE MASS SERVICES PROFESSIONAL SERVICES
- 54. What is Operations Research?
- 63. THANK YOU!!! HAVE A GREAT WEEKEND