The document discusses key concepts in production management including productivity, factors that impact productivity, and techniques to improve labor productivity. It defines productivity and provides examples of how it can be measured at different levels. It also outlines traditional and modern techniques for improving labor productivity, materials productivity, machine productivity, and overall productivity.
This document provides an introduction to production and operations management. It discusses how POM involves managing an organization's production system to take inputs and convert them into outputs. Today, POM is affected by factors like global competition and advances in technology. POM can be studied as a production system, an organizational function, and through decision making. As a system, production has inputs, conversion processes, and outputs. As a function, the operations department is critical to a company's success. Decision making in POM includes strategic, operating, and control decisions made at different management levels.
This document provides an overview of production management. It discusses the historical milestones in operations management such as the Industrial Revolution, scientific management, and the computer revolution. It also covers the different ways of studying operations management, including viewing production as a system and the three types of decisions: strategic, operating, and control. The goal of operations management is to efficiently manage an organization's resources and production process.
The document provides an introduction to operations management. It defines operations management as the management of the conversion process that transforms inputs like labor, capital, land and management into outputs of goods and services. It discusses the key components of an operations system including inputs, conversion processes, outputs, feedback and random fluctuations. It also distinguishes between manufacturing and service operations and explores different aspects of operations management like planning, organizing and controlling conversion processes.
The document discusses operations management, which involves managing an organization's resources and production system to convert inputs into products or services. It outlines the key departments in an organization and differences between manufacturing and service operations. Factors like global competition, technology, and social responsibility impact operations management. The evolution of the field is also summarized, from the industrial revolution to modern trends like lean production and outsourcing. Decision-making approaches in operations management include using models, quantitative analysis, trade-off analysis, and prioritizing factors.
The document discusses key concepts in operations management (OM) such as managing production of goods and services, the difference between OM and production management, the need for OM, major functions of OM, and examples of OM in companies like PepsiCo, Toyota, and others. It explains that OM aims to conduct all organizational operations efficiently and effectively through functions like procurement, quality management, inventory control, and more. Toyota is highlighted for its use of just-in-time production and flexible operations techniques to minimize costs and adapt to changing demand through efficient OM.
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 introduction to production and operations management. It discusses how POM involves managing an organization's production system to take inputs and convert them into outputs. Today, POM is affected by factors like global competition and advances in technology. POM can be studied as a production system, an organizational function, and through decision making. As a system, production has inputs, conversion processes, and outputs. As a function, the operations department is critical to a company's success. Decision making in POM includes strategic, operating, and control decisions made at different management levels.
This document provides an overview of production management. It discusses the historical milestones in operations management such as the Industrial Revolution, scientific management, and the computer revolution. It also covers the different ways of studying operations management, including viewing production as a system and the three types of decisions: strategic, operating, and control. The goal of operations management is to efficiently manage an organization's resources and production process.
The document provides an introduction to operations management. It defines operations management as the management of the conversion process that transforms inputs like labor, capital, land and management into outputs of goods and services. It discusses the key components of an operations system including inputs, conversion processes, outputs, feedback and random fluctuations. It also distinguishes between manufacturing and service operations and explores different aspects of operations management like planning, organizing and controlling conversion processes.
The document discusses operations management, which involves managing an organization's resources and production system to convert inputs into products or services. It outlines the key departments in an organization and differences between manufacturing and service operations. Factors like global competition, technology, and social responsibility impact operations management. The evolution of the field is also summarized, from the industrial revolution to modern trends like lean production and outsourcing. Decision-making approaches in operations management include using models, quantitative analysis, trade-off analysis, and prioritizing factors.
The document discusses key concepts in operations management (OM) such as managing production of goods and services, the difference between OM and production management, the need for OM, major functions of OM, and examples of OM in companies like PepsiCo, Toyota, and others. It explains that OM aims to conduct all organizational operations efficiently and effectively through functions like procurement, quality management, inventory control, and more. Toyota is highlighted for its use of just-in-time production and flexible operations techniques to minimize costs and adapt to changing demand through efficient OM.
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.
Operations management involves planning, organizing, and overseeing processes that transform inputs like materials, labor, and equipment into finished goods and services. Key decisions for operations managers include designing production processes, managing quality, scheduling resources, and maintaining equipment. The goal is to efficiently produce high quality outputs that meet customer needs.
Operations management is responsible for managing the transformation of inputs into outputs through efficient and effective planning, controlling, and decision making. It involves decisions ranging from strategic to tactical levels. Key aspects of operations management include production planning, quality control, inventory management, and facility location and layout. Operations management is important for both manufacturing and service organizations.
Introduction to production operation managementSumit Malhotra
This document provides an introduction to operations management. It defines operations management as planning, coordinating, and controlling resources to produce products and services. It discusses the role of operations management in different types of organizations and industries. It also outlines some of the critical decisions operations managers must make regarding quality, process design, capacity, location, and supply chain management. Finally, it reviews some major historical developments in operations management approaches over time, from the industrial revolution to modern concepts like just-in-time systems and global supply chain management.
Inputs such as students, patients, or customers enter a service system. The service system then provides a conversion process like knowledge transmission, health care, or food preparation. The desired output is educated people, healthy patients, or satisfied customers. Operations management is concerned with planning and controlling this input-conversion-output process to efficiently and effectively deliver services.
The document discusses production management and control. It describes the key inputs, processes, and outputs involved in integrated production management. This includes procuring materials, transforming materials, training workers, implementing production procedures, maintaining inventories and machines, ensuring quality, and packaging/distributing products. Production management starts with aggregate planning to meet targets for raw materials, machines, workforce, storage, and policy options. Production planning involves estimating requirements, determining operation sequences (routing), and setting job priorities and completion times (scheduling). Production control focuses on dispatching work and expediting to ensure smooth workflow and timely completion. Quality control tools like flow charts, Pareto diagrams, cause-and-effect diagrams, control charts, and histograms are used to improve
This document provides an introduction to operations management and capacity planning. It discusses key concepts such as the three main functions of business organizations (finance, marketing, operations), the production process of transforming inputs to outputs, and differences between production of goods versus delivery of services. It also covers topics like measuring and improving productivity, factors that affect productivity, and importance of capacity planning and defining capacity. The document aims to give students an overview of fundamental operations management principles.
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
This document provides an introduction to operations management. It discusses plant location factors and types of plant layouts, including product layout, process layout, and combination layout. It also covers network analysis tools like PERT and CPM. Additionally, it describes different types of production systems such as intermittent production (job production and batch production) and continuous production (mass production and process production). The key characteristics of each production system are defined.
This document provides an overview of operations management and related topics. It discusses what operations managers do, including transforming inputs into outputs through various processes. The evolution of operations management is reviewed from craft production to modern concepts like lean production. Key events and innovators in operations management history are identified. The impact of e-business and globalization on operations is examined, including issues around competitiveness and productivity. Finally, primary topics in operations management are listed.
Introduction to Operations Management by StevensonWafeeqa Wafiq
This document provides an overview of operations management concepts. It begins by defining operations management as the management of systems or processes that create goods and/or provide services. It then discusses the three major functional areas of organizations and how they interrelate. Next, it compares manufacturing and service operations and describes the operations function and the nature of an operations manager's job. The document outlines key decisions operations managers must make. It also reviews the historical evolution of operations management and current trends impacting the field such as globalization and supply chain management.
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 chapter introduces operations management. It defines operations management as managing the systems or processes that create goods and services. The chapter outlines the key functional areas of organizations and how operations management affects a company's ability to compete. It compares manufacturing and service operations, describing their differences in areas like customer contact, input and output variability, and inventory levels. The chapter also discusses the role of the operations manager in making both system design and operation decisions. Finally, it provides an overview of trends impacting operations management like globalization and supply chain management.
Hello Everyone
The concept of Operations Management applies to all industries. Through this presentation, I\'ve tried to publish a small piece of information on this topic. Kindly go through it and let me know your inputs or suggestions.
Regards
Nilesh Bhanushali
Product Vs Service
Concept of Production
Scope of POM
Transformation Process
Product Design & Product Process
History of POM
Issues in POM
Product Design / Process
1.introduction of production and operations managementAkash Bakshi
This document discusses production management and the objectives of production management. It begins by defining production, operations, and production management. It then outlines the ultimate objectives of production management as producing a product at a pre-established cost, specified quality, and within a stipulated time period. The intermediate objectives are related to machinery/equipment, materials, manpower, and manufacturing services. The document concludes that the key objectives of production are to develop a high quality product, produce the correct quantity, deliver it on time, and perform these functions at the right price.
Operations management involves managing the processes that convert inputs into outputs in the form of goods and services. The three main functions of any organization are marketing, production/operations, and finance/accounting. Operations managers are responsible for planning, organizing, staffing, leading, and controlling the resources needed for production. They make strategic decisions regarding process design, quality management, capacity, location, layout, supply chain management, and more. The goal is to optimize resource utilization and minimize waste while meeting customer demands. Key issues in operations management include productivity, supply chain management, and the impact of trends like globalization, technology, and outsourcing.
Production and Operation Management(Sarah Olivarez-Cruz)Sarah Cruz
This document discusses production and operations management in a global environment. It defines production/operations management and its objectives of producing the right quality, quantity, time, and cost. It also discusses concepts like operations management, manufacturing vs service organizations, strategic vs tactical decisions, and functions that support operations management. Finally, it discusses preparing for the future by addressing globalization, outsourcing, environment, knowledge, and information.
Production management deals with manufacturing products like cars and computers, while operation management covers both products and services. Production management requires more capital equipment to produce goods, while operation management requires more labor and less equipment for services. There is no customer participation during production, but operation management needs constant customer contact for services. The scopes of production and operation management include facility location, plant layout, material handling, process design, production planning and control, quality control, and material management.
Presentacioncableadoestructurado 130620221834-phpapp02MEP en imágenes
Este documento proporciona información sobre cableado estructurado y redes de computadoras. Explica los componentes básicos de una red como servidores, estaciones, tarjetas de red, medios de transmisión y equipos activos. También describe diferentes tipos de redes como cliente-servidor y principal-a-principal, así como varios tipos de servidores comunes. Finalmente, destaca las ventajas de las redes de computadoras como la capacidad de compartir recursos y hacer copias de seguridad de manera más eficiente.
Este cuento cuenta la historia de una oveja que se pierde de su rebaño. Su dueño, un caballero, pasa una semana buscándola en el tupido monte vecino, llegando a perderse él también. Su esposa María está desesperada. Finalmente el caballero pide prestado un perro policial al vecino para que lo ayude a encontrar a la oveja perdida.
Operations management involves planning, organizing, and overseeing processes that transform inputs like materials, labor, and equipment into finished goods and services. Key decisions for operations managers include designing production processes, managing quality, scheduling resources, and maintaining equipment. The goal is to efficiently produce high quality outputs that meet customer needs.
Operations management is responsible for managing the transformation of inputs into outputs through efficient and effective planning, controlling, and decision making. It involves decisions ranging from strategic to tactical levels. Key aspects of operations management include production planning, quality control, inventory management, and facility location and layout. Operations management is important for both manufacturing and service organizations.
Introduction to production operation managementSumit Malhotra
This document provides an introduction to operations management. It defines operations management as planning, coordinating, and controlling resources to produce products and services. It discusses the role of operations management in different types of organizations and industries. It also outlines some of the critical decisions operations managers must make regarding quality, process design, capacity, location, and supply chain management. Finally, it reviews some major historical developments in operations management approaches over time, from the industrial revolution to modern concepts like just-in-time systems and global supply chain management.
Inputs such as students, patients, or customers enter a service system. The service system then provides a conversion process like knowledge transmission, health care, or food preparation. The desired output is educated people, healthy patients, or satisfied customers. Operations management is concerned with planning and controlling this input-conversion-output process to efficiently and effectively deliver services.
The document discusses production management and control. It describes the key inputs, processes, and outputs involved in integrated production management. This includes procuring materials, transforming materials, training workers, implementing production procedures, maintaining inventories and machines, ensuring quality, and packaging/distributing products. Production management starts with aggregate planning to meet targets for raw materials, machines, workforce, storage, and policy options. Production planning involves estimating requirements, determining operation sequences (routing), and setting job priorities and completion times (scheduling). Production control focuses on dispatching work and expediting to ensure smooth workflow and timely completion. Quality control tools like flow charts, Pareto diagrams, cause-and-effect diagrams, control charts, and histograms are used to improve
This document provides an introduction to operations management and capacity planning. It discusses key concepts such as the three main functions of business organizations (finance, marketing, operations), the production process of transforming inputs to outputs, and differences between production of goods versus delivery of services. It also covers topics like measuring and improving productivity, factors that affect productivity, and importance of capacity planning and defining capacity. The document aims to give students an overview of fundamental operations management principles.
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
This document provides an introduction to operations management. It discusses plant location factors and types of plant layouts, including product layout, process layout, and combination layout. It also covers network analysis tools like PERT and CPM. Additionally, it describes different types of production systems such as intermittent production (job production and batch production) and continuous production (mass production and process production). The key characteristics of each production system are defined.
This document provides an overview of operations management and related topics. It discusses what operations managers do, including transforming inputs into outputs through various processes. The evolution of operations management is reviewed from craft production to modern concepts like lean production. Key events and innovators in operations management history are identified. The impact of e-business and globalization on operations is examined, including issues around competitiveness and productivity. Finally, primary topics in operations management are listed.
Introduction to Operations Management by StevensonWafeeqa Wafiq
This document provides an overview of operations management concepts. It begins by defining operations management as the management of systems or processes that create goods and/or provide services. It then discusses the three major functional areas of organizations and how they interrelate. Next, it compares manufacturing and service operations and describes the operations function and the nature of an operations manager's job. The document outlines key decisions operations managers must make. It also reviews the historical evolution of operations management and current trends impacting the field such as globalization and supply chain management.
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 chapter introduces operations management. It defines operations management as managing the systems or processes that create goods and services. The chapter outlines the key functional areas of organizations and how operations management affects a company's ability to compete. It compares manufacturing and service operations, describing their differences in areas like customer contact, input and output variability, and inventory levels. The chapter also discusses the role of the operations manager in making both system design and operation decisions. Finally, it provides an overview of trends impacting operations management like globalization and supply chain management.
Hello Everyone
The concept of Operations Management applies to all industries. Through this presentation, I\'ve tried to publish a small piece of information on this topic. Kindly go through it and let me know your inputs or suggestions.
Regards
Nilesh Bhanushali
Product Vs Service
Concept of Production
Scope of POM
Transformation Process
Product Design & Product Process
History of POM
Issues in POM
Product Design / Process
1.introduction of production and operations managementAkash Bakshi
This document discusses production management and the objectives of production management. It begins by defining production, operations, and production management. It then outlines the ultimate objectives of production management as producing a product at a pre-established cost, specified quality, and within a stipulated time period. The intermediate objectives are related to machinery/equipment, materials, manpower, and manufacturing services. The document concludes that the key objectives of production are to develop a high quality product, produce the correct quantity, deliver it on time, and perform these functions at the right price.
Operations management involves managing the processes that convert inputs into outputs in the form of goods and services. The three main functions of any organization are marketing, production/operations, and finance/accounting. Operations managers are responsible for planning, organizing, staffing, leading, and controlling the resources needed for production. They make strategic decisions regarding process design, quality management, capacity, location, layout, supply chain management, and more. The goal is to optimize resource utilization and minimize waste while meeting customer demands. Key issues in operations management include productivity, supply chain management, and the impact of trends like globalization, technology, and outsourcing.
Production and Operation Management(Sarah Olivarez-Cruz)Sarah Cruz
This document discusses production and operations management in a global environment. It defines production/operations management and its objectives of producing the right quality, quantity, time, and cost. It also discusses concepts like operations management, manufacturing vs service organizations, strategic vs tactical decisions, and functions that support operations management. Finally, it discusses preparing for the future by addressing globalization, outsourcing, environment, knowledge, and information.
Production management deals with manufacturing products like cars and computers, while operation management covers both products and services. Production management requires more capital equipment to produce goods, while operation management requires more labor and less equipment for services. There is no customer participation during production, but operation management needs constant customer contact for services. The scopes of production and operation management include facility location, plant layout, material handling, process design, production planning and control, quality control, and material management.
Presentacioncableadoestructurado 130620221834-phpapp02MEP en imágenes
Este documento proporciona información sobre cableado estructurado y redes de computadoras. Explica los componentes básicos de una red como servidores, estaciones, tarjetas de red, medios de transmisión y equipos activos. También describe diferentes tipos de redes como cliente-servidor y principal-a-principal, así como varios tipos de servidores comunes. Finalmente, destaca las ventajas de las redes de computadoras como la capacidad de compartir recursos y hacer copias de seguridad de manera más eficiente.
Este cuento cuenta la historia de una oveja que se pierde de su rebaño. Su dueño, un caballero, pasa una semana buscándola en el tupido monte vecino, llegando a perderse él también. Su esposa María está desesperada. Finalmente el caballero pide prestado un perro policial al vecino para que lo ayude a encontrar a la oveja perdida.
Este documento presenta un modelo para la conformación de una agenda digital en las instituciones de educación superior. Primero, describe las tecnologías de información y comunicación actuales como la infraestructura, sistemas de información, firma electrónica, seguridad, acceso a información y colaboración. Luego, propone un modelo con componentes tecnológicos habilitadores alineados con buenas prácticas de gestión y gobierno de las TIC. Finalmente, evalúa los catalizadores tecnológicos según su nivel de habilitación
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Sio2009 Eq10 L5 Tra Gold Bernstein & Ruh Cap3 IntegrationJessica Breton
Este documento presenta un resumen de 3 oraciones sobre la estrategia de integración empresarial:
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2) Aunque iniciativas tácticas pueden impulsar la integración, una estrategia de integración permite mayor agilidad empresarial a largo plazo y menores costos totales.
3) El éxito de
The document provides tips for writing effective error messages that do not blame the user but take responsibility, speak in plain language the user understands, specifically identify the problem, try to fix it if possible, give clear instructions, and communicate that the problem is being taken seriously. It also includes further reading on designing helpful error messages.
Gfpi f-019 guia de aprendizaje 01 tda orientar fpilisbet bravo
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Este portafolio documenta la práctica docente de la autora en la asignatura de Español en segundo grado de secundaria durante el ciclo escolar 2014-2015. Incluye secciones sobre sus responsabilidades docentes como maestra de Español, su filosofía de enseñanza centrada en el desarrollo de competencias para la vida de los estudiantes, su metodología basada en proyectos didácticos, reflexiones sobre su práctica, evidencias de su trabajo incluyendo una biografía escrita por los estudiantes,
El emprendedor y el empresario profesional certMaestros Online
Este documento proporciona información sobre un servicio de asesoría y resolución de ejercicios para estudiantes. Incluye instrucciones para actividades individuales y colaborativas relacionadas con temas de emprendimiento, como definir ventajas y desventajas de pequeñas empresas, comparar características de empresarios tradicionales y profesionales, y desarrollar ideas de negocio. También incluye preguntas sobre pasiones personales y admiración por figuras públicas.
The poem is about hiding tears and sadness from a parting lover by pretending the tears are just rain. The speaker is saying goodbye but will appear unaffected because "you can't see tears in the rain." They will cry in vain and the other person will never know their pain or see that it matters to them. The rain provides cover for the speaker's true emotions as they turn the page and let go of the relationship.
Este plan de negocios describe una compañía que ofrece [PRODUCTO O SERVICIO]. Detalla el mercado, la competencia y la estrategia de marketing. El equipo de administración tiene experiencia relevante. Se requiere capital para establecer operaciones y alcanzar las metas de ventas proyectadas en los primeros años. De ser exitoso, este negocio podría [BENEFICIO FINAL].
Evidence: Describing my kitchen. ENGLISH DOT WORKS 2. SENA... ..
Evidence: Describing my kitchen. SENA.
ENGLISH DOT WORKS 2. SENA.
3. describing my kitchen. ENGLISH DOT WORKS 2.
activity 3 week 1. ENGLISH DOT WORKS 2.
actividad 3 semana 1. ENGLISH DOT WORKS 2.
Este manual describe las estrategias competitivas básicas para las empresas. Explica los componentes de la estrategia, incluidas las actividades primarias y secundarias. Luego describe varias estrategias genéricas como el liderazgo en costos, la diferenciación y la segmentación. También cubre estrategias a lo largo del ciclo de vida de la industria, estrategias de crecimiento y evaluación de la estrategia. El objetivo es ayudar a las empresas a desarrollar e implementar estrategias efectivas.
El documento presenta una introducción al manual de estudios de mercado. Explica que la investigación de mercados proporciona datos sobre el mercado para ayudar a la dirección a adoptar una orientación al mercado. Luego describe brevemente los diferentes tipos de investigación (exploratoria, descriptiva y causal) y sus objetivos respectivos. Finalmente, indica que la investigación de mercados es una herramienta poderosa para la toma de decisiones a corto y largo plazo cuya misión principal es obtener información para reducir riesgos.
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The document discusses key concepts in operations management including defining OM, distinguishing between goods and services, and explaining productivity and its measurement. It covers the critical decisions OM managers make, trends in the field, and strategies to improve productivity, noting that productivity increases are needed for economic growth. Labor, capital, and management each contribute to about 10%, 38%, and 52% of annual productivity gains respectively.
The document discusses key concepts in operations management including defining OM, distinguishing between goods and services, and explaining productivity and its measurement. It covers the critical decisions OM managers make, trends in OM, and factors that influence productivity. Productivity is the ratio of outputs to inputs and can be improved through variables like labor, capital, management skills, and technology.
Production and Operations Management.pdfumairshaukat9
This chapter provides an introduction to production and operations management (POM). It defines POM as the management of an organization's production system, which takes inputs and converts them into outputs. The chapter discusses different ways of studying POM, including viewing production as a system, as an organizational function, and through decision making. It also covers topics like organizational structures, production processes, inventory management, and emerging technologies in operations.
Operations management is the business function responsible for planning, coordinating, and controlling resources needed to produce a company's products and services. It has transformed over time from the industrial revolution to modern trends like supply chain management and e-commerce. The chapter outlines the role and decisions of operations management, differences between manufacturing and services, historical developments in OM from scientific management to total quality management, and how OM works closely with other business functions.
Classification and Purpose of Production and Operations ManagementRaymund Sanchez
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 2324jasonhian
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.
The document discusses production management and various related topics. It begins by defining production and explaining why studying production is important for business objectives like profit making and sustainable growth. It then covers various classifications of production systems like continuous, mass, batch and job shop production. Other key topics summarized include lean manufacturing principles, operations strategy, developing an operations strategy, and a case study comparing the strategies of Kmart and Walmart.
Operations - Introduction & Production SystemsRobbieA
Operations involves converting inputs like raw materials into outputs like finished goods through various processes. It is a core business function and important because it produces the products and services that generate profits. When deciding on a production system, key factors to consider include the nature of the product, required quantity, available resources, and business development stage. Production levels may vary due to changes in demand, staffing issues, equipment breakdowns, and maintenance needs.
Operations - Introduction & Production SystemsRobbieA
Operations involves converting inputs like raw materials into outputs like finished goods through various processes. It is a core business function and important because it produces the products and services that generate profits. When deciding on a production system, key factors to consider include the nature of the product, required quantity, available resources, and business development stage. Production levels may vary due to changes in demand, staffing issues, equipment breakdowns, and maintenance needs.
Production methods rely on efficiency, which can be measured in productivity, technical efficiency, and productive efficiency. Common production methods include job production for one-off orders, flow production for mass market products, and batch production where each stage is completed on a group of products. The choice of production method depends on factors like the product, costs, scale of production, and complexity. Kaizen is a Japanese philosophy of continuous incremental improvement involving everyone in the organization. It focuses on reducing waste and defects through techniques like lean production, quality control, and punctuality.
This document provides an overview of production and operations management. It discusses the key components of a production system including inputs, conversion processes, and outputs. It also summarizes different types of production systems such as job shop, batch, and flow/mass production. The document outlines various strategies and factors that impact operations management, productivity, and competitiveness.
This document discusses different types of production systems. It defines production as manufacturing, mining or growing goods for trade by employing processes to transform inputs like ideas, raw materials and components into finished goods. A production system is described as an arrangement of interdependent activities and processes designed to achieve some objective. Key types of production systems discussed include intermittent, job, batch, flow/continuous, project, process and assembly line production. Intermittent production is not uniform and produces different products in small volumes based on customer orders. Continuous production constantly produces standardized goods in large volumes based on demand forecasts.
This document discusses the key concepts of operations management. It begins by introducing the group members presenting and defining operations management as the set of activities that creates value through transforming inputs into outputs. It then outlines the transformation process of operations management involving inputs, processes, and outputs. The document also discusses objectives of operations management including quality production and fulfilling stakeholder interests. Finally, it explores several operations management decisions at the strategic, tactical, and operational levels.
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.
IRJET- Implementing Lean Manufacturing Principle in Fabrication Process- A...IRJET Journal
This document summarizes a case study on implementing lean manufacturing principles to reduce cycle time in a fabrication process. It identifies various wastes in the current welding process, including long setup times, waiting times, and defects. Tools like value stream mapping, 5S, and single minute exchange of dies were used to analyze causes of waste and propose improvements. The changes reduced average welding time from 426 to 325 seconds. Control charts show the reduced process is now stable and in control. A return on investment calculation found the changes would save over 140 hours per year and yield a 252% return, showing the lean improvements are feasible and valid.
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.
Lean system in services industry presentation ahmed adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
This document discusses production and operations management (POM). It defines POM as the management of direct resources, also called the 5 Ps - people, plant, parts, processes, and planning & control systems. POM lies at the heart of business activities and its ultimate objective is to produce a specified product on schedule at minimum cost. POM decisions are classified as strategic, operating, and control decisions. The document also discusses productivity measurement, factors affecting productivity, and the relationship between operations and marketing.
The document provides an introduction to operations management. It discusses that OM involves managing a production system that converts inputs to outputs. It lists common entry-level OM jobs and historical milestones. Factors affecting today's OM include global competition, quality challenges, new technologies, and social issues. Operations are composed of inputs, conversion processes, and outputs. Decision making in OM includes strategic, operating, and control decisions. The system is controlled through feedback on inputs, conversions and outputs.
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.
5. Why Stress on Labour Productivity? Total Factor Productivity = Production at standard Price Labour + Materials + Overhead+k (Capital Invested) Where k is a fraction taking value below 1 Assumption : Level of input same during both the years. Output for a tyre mfg. company Output 2004-05 2005-06 (i) Number of Tyres Produced 16,000 20,000 (ii) Life of a Tyre in KM 20,000 15,000 (iii) Price of a Tyre 2,000 1,600
6. Productivity Measurement (a) Number of Tyres = X 20,000 – 16,000 16,000 100=25% (b) Tyre KM = 320 million 300 million 20 320 = X 100 = 6% (c) Monetary Terms = 32 million 32 million = No change
7. Improvement in Labour Productivity (In Earlier Days (1) Work Study Method Study Work Measurement (Time Study) – ‘Norms’ (2) Job Evaluation (3) Job Re-Design -Job Enlargement / Enrichment (Multi – skilling) (4) Rewards & Penalities (5) Financial Incentives Schemes
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13. MANAGEMENT DECISIONS Relative Frequency of decisions at different levels of Mgt. Strategic Decisions (Top Level) Tactical Decisions (Middle Level) Operational Decision (Bottom Level)
14. SYSTEMS ASPECT OF OPERATIONS/PRODUCTION FUNCTION INPUT Operations Mgt. OUTPUT Materials Transformation (Conversion) Process Goods or Services Labour Equipment Capital Feed Back Information Environment Internal (Top Mgt.) External (Legal, Political, Social, Economic)
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20. BELOW ARE SOME OF INPUT-TRANSFORMATION – OUTPUT RELATIONSHIPS System Primary Inputs Resources Transformation Function Desired Output Hospital Patients Doctors, Nurses, Medicines, etc. Healthcare (Physiological) Healthy Individuals Automobile Factory Sheet Metal, Engine Parts Tools, Workers, Equipments Fabrication and Assembly of Cars High Quality of Cars College or University 10+2 or Graduates Teachers, Books, Class Rooms Imparting Knowledge Educated Individuals
21. CHARACTERISTICS OF SYSTEMS TO PRODUCE PRODUCTS VS. SERVICES Products Services 1. Tangible 1. Intangible & Perishable (Consumed in the process of their production) 2. Can be produced to inventory for “off the shelf” availability 2. Availability achieved by keeping production system open for services 3. Minimal contact with ultimate consumer 3. High contact with clients or customers 4. Complex & inter-related processing 4. Simple processing
22. Products Services 5. Demand on system variable on weekly, monthly & seasonal basis 5. Demand commonly variable on hourly, daily & weekly basis 6. Markets served by production system are regional, national & international 6. Markets served by production system are usually local 7. Large units that can take advantage of economies of scale 7. Relatively small units to serve local markets 8. Location of the system is in relation to regional, national & international markets 8. Location dependent on location of local customers, clients and users.
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26. PROBLEMS OF PRODUCTIOIN & HOW ARE THESE TACKLED IN PRODUCTION MANAGEMENT Long Run Decisions Short Run Decisions 1. Selection of the product 1. Inventory control 2. Design of the product 2. Production control 3. Selection of equipment & processes 3. Maintenance & reliability of systems 4. Production design of items processed 4. Quality control 5. Job Design 5. Labour control 6. Site of industry & business 6. Cost control & improvement 7. Facility layout
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28. CURRENT ISSUES/CHALLENGES FACING OPERATIONS MANGEMENT (PRODUCTION MANAGEMENT) 1. Global Market Place Globalisation has resulted in steep increase in the level of competition among manufacturing firms throughout the world 2. Production/Operations Strategy Production/Operations Strategy becoming important for overall success of business and relating it to overall business strategy. 3. Total Quality Management (TQM) TQM adopted to achieve customer satisfaction and never ending quest for improving quality of goods & services. 4. Flexibility Adapt quickly to changes in demand or product mix or delivery schedules is a major competitive strategy and a competitive advantage to the firms. Also known as agile manufacturing.
29. 5. Time Reduction Reduction in manufacturing time and speed to market a new product gives a competitive edge, price & quality remaining same. 6. Technology Integration of advanced technology in products and processes can have great impact on competitiveness & quality. Adoption of automation, computerization information & communication technology is a must for facing competition. 7. Workers Involvement Employee involvement & empowerment (quality circles, use of work teams or quality improvement teams) assigns responsibility & problem solving to lower levels in the organization. 8. Re - Engineering Involves concept of clean-slate approach or starting from scratch in re-designing the business processes.
30. 9. Environmental Issues Pollution control & waste disposal are key issues for protection of environment & social responsibility. There is increasing emphasis on reducing waste, recycling waste, using less toxic chemicals and using bi-degradable materials for packaging. 10. Corporate Down-Sizing (or Right-Sizing) Down-sizing or right-sizing has become necessary due to competition, productivity improvements, need for profit and higher dividend payment to share-holders. 11. Supply-Chain Management Management of supply - chain from suppliers to final customers reduces cost of transportation, ware-housing & distribution throughout the supply chain. 12. Lean Production Production systems use minimal amount of resources to produce high volume of high quality goods with some variety. These systems use flexible manufacturing systems and multi-skilled workforce to have advantages of mass-production & job production (or craft production).
31. Process Flow Structures (Types OF Production Systems) A process flow structure refers to how a factory organizes material flow using one or more of the process technologies.
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33. And automatic assembly of components on a printed circuit board when other processes are employed in a line fashion along with assembly, it is commonly referred to as a production line. Continuous Flow Conversion or further processing of undifferentiated materials such as petroleum, chemicals, beer, etc. as on assembly line, production follows a predetermined sequence of steps, but the flow is continuous rather than discrete. Such structures are usually highly automated and, in effect constitute one integrated machine that must be operated 24 hours a day to avoid expensive shut-downs & start-ups. The choice of which flow to select, with the exception of continuous flow structures, is generally a function of the volume requirements for each product.
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35. (A) Manufacturing (5 p’s of production) - Plant : Addition & location of new plants, relocation - People : Setting/Revising work standards - Parts : Make or buy decisions, vendor selection - Processes : Technology evaluation / process improvement, Re-Engineering - Planning & Control Systems : Supply Chain Management, MRP, Shop floor control, warehousing, distribution In practice, all the above aspects (5p’s) are inter-related to some extent, manufacturing consulting specializes in process industries, assembly or product manufacture.
41. Aspects in Product Design 1. Design for Function (a) Meet customer’s expectations (b) Strength & durability of products & its components 2. Design for making / Manufacturing (a) Materials, fastening devices (b) Proper specifications (c) Using standard parts (d) Operational convenience of machines 3. Design for Selling (a) Appearance (b) Convenience meeting customers needs
42. Product Design (a) New Products (b) Modifications for existing products New Product Development Concepts 1. External Appearance 2. Internal Components (performance, reliability, durability giving long term satisfaction) 3. New product screening (evaluate potential) 4. Business Analysis (estimate economic feasibility) 5. Product Development (cost estimates for manufacturing, packaging, distribution) 6. Testing Stage (potential market acceptance market research) 7. Commercialization (introduction into market place)
43. PRODUCT DESIGN Human factors engineering or ergonomics Endeavour to apply relevant information about human characteristics and behaviour to the design of things people use, the methods by which they are used and the environment in which people work and live. In addition to the psychological aspects involved in designing equipments in industries / end user products, physical effects of working nature on the human beings (worker/any person using end products) should be considered while designing either equipment or end user terms like cars, two wheelers etc. Some of these effects are taken into account in the designing of equipments that workers use.
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47. The value analysis team is a cross-functional team. If the objective of value analysis is enhancement of the market value, then the value analysis team leader will be the head of the marketing department. If the objective of value analysis is to reduce the cost or the product innovation, then the value analysis team leader will be the head of the manufacturing. Cost of value The value is of two types, namely the use value and the esteem value. Use value: The product quality is fundamentally defined as fitness for use. Value analysis is primarily concerned with the ‘use value’. This is also known as the primary or the basic value of the product. Esteem value The esteem value is the enhanced value associated with a brand or a product created by smart marketers. This is a notional or snob value for which the customer is ready to pay higher. This is also known as the secondary value associated with the product.
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54. DFMA (Designing Products for Manufacture & Assembly) In the Traditional system, the designer was designing the product without consulting / involving the manufacturing engineers resulting in problems in manufacturing & assembly requiring design changes. Often, these design changes were major resulting in considerable additional expense & delays. To overcome these problems, is to consult manufacturing engineers during the design stage. These concurrent engineering teams require analysis tools to help them study proposed designs & evaluate them from the point of view of manufacturing difficulty & cost. The greatest improvements related to DFMA arise from simplification of the product by reducing the number of separate parts – the guidance to the designer provides following three criteria against which each part must be examined as it is added to the product during assembly.
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57. Quality Function Deployment (QFD) QFD is the approach to getting the voice of the customer into the design specifications of a product. This approach which uses inter-functional teams from marketing, design engineering and manufacturing helps in regarding costs & significantly shortening design times. QFD process begins with studying & listening to customers to determine characteristics of a superior product through market research. Consumer’s product needs & preferences are defined & broken down into categories called customer requirements . These requirements are weighted based on their relative importance to the customer. Next, the consumer is asked to compare & rate the company’s products with the products of competitors. This process helps the company determine the product characteristics that are important to the consumer & to evaluate its product in relation to others.
58. The end result is a better understanding and focus on product characteristics that require improvement. Customer requirement information forms, the basis for a matrix called the house of quality . By building a house-of-quality matrix, the cross-functional QFD team can use customer feed-back to make engineering, marketing & design decisions & focus on product that satisfies customers.
59. Process Flow Design Process flow design focuses on the specific processes that raw materials, parts & sub-assemblies follow as they move through the plant. The most common production management tools used in planning the process flow are assembly drawings, assembly charts, route sheets & flow process charts. These charts can be used to improve productive system. These charts are the “Organization Charts” of manufacturing system. Assembly Drawing : It is an exploded view of the product showing its component parts. Assembly Chart uses the information presented in the assembly drawing & defines how parts go together, their order of assembly and the overall material flow pattern.
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61. Task : Each task in a process accomplishes, to a certain degree, the transformation of input into the desired output. Flow : The flow in a process consists of flow of material as well as flow of information. The flow of material involves the transfer of a product from one task to its next task. The flow of information helps in determining how much of the transformation has been done in the previous task and what exactly remains to be completed in the present task. Storage : When neither a task is being performed nor a part is being transferred, the part has to be stored. Goods in storage, waiting to be processed by the next task, are often called work-in-process inventory
63. Product Design & Process Selection – Services The Nature of Services Seven Generalizations about services (i) Everyone is an expert on services (ii) Services are idiosyncratic – what works well in providing one kind of service may prove disastrous in another. (iii) Quality of work is not quality of service. (iv) Most services contain a mix of tangible & intangible attributes that constitute A Service Package. This package requires different approaches to design & management than the production of goods. (v) High-contact services are experienced whereas goods are consumed. vi) Effective management of services requires an understanding of marketing & personnel as well as operations. vii) Services often take the form of cycle of encounters involving face to face, phone, mail interactions, etc.
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73. The left side is logical marketing proposition i.e. the greater the amount of contact, greater the sales opportunity. The right side shows the impact on production efficiency as the customer exerts more influence on the operation. The entries within the matrix list the ways in which service can be delivered, production efficiency decreases as the customer has more contact. To offset this, face to face contact provides high sales opportunity to sell additional products, conversely low contact such as mail allows system to work efficiently but little sales opportunity.
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76. The systematic substitution of equipment for people & planned use of technology resulted in rapid delivery of uniform, high quality mix of prepared foods in a clean environment. There has been extensive use of what are called Poka-Yokes in total design & facilities planning. The only choice available to the attendant is to operate as the designers intended. This is categorized as face-to-face tight specification service.
77. The Self-Service Approach The service process is enhanced by having the customer take a role in the production of the service. Automatic Teller Machines, Self-Service Gas stations, in-room coffee making equipment, etc are examples that shift the service burden to the consumer. This is the use of on-site technology many customers like self-service because it puts them in control. It turns customers into “Partial Employees” who must be trained what to do and are “Fail-Safed” in case of mistake. It is often most profitable to provide both full service & self-service at the same facility. With the reduced prices of self-service Gaseline, the sales increased as well as profitability of dealers.
78. The Personal Attention Approach An interesting contrast in the way personal attention is provided can be seen in Nordstrom Deptt. Stores & Ritz-Carlton Hotel Co. At Nordstrom, rather loose, unstructured process relies on developing relationship between the individual sales person & the Customer (This is Face-to Face with total customization service). At Ritz-Carlton, the process is systemised in such a way that information system rather
79. Than the employees keep track of guest’s personal preferences. This is Face to Face loose specification example. Nordstrom, the speciality clothing retailer has sales five times per Sq. Foot compared to a Typical Deptt. Store. Sales person religiously carry a “Personal Book” where they record voluminous information about each of their customers, Sales person can send cards, flowers & can even assist customers to any Deptt. Store for shopping to build personal report with each customer.
104. (B) Differences Level of change Radical Incremental Starting point Clean slate Existing process Participation Top-down Bottom-up Typical scope Broad. Cross functional Narrow: with in functions Risk High Mode rate Primary enabler Information technology Statistical control Type of change Cultural & Structural Cultural
105. Definition of Total Quality Management (TQM) Total Quality Management (TQM) is an enhancement to the traditional way of doing business. It is a proven technique to guarantee survival in world-class competition. Total – Made up of the whole. Quality – Degree of excellence a product or service provides. Management – Act, art, or manner of handling, controlling, directing etc.
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108. The Dimensions of Quality Dimension Meaning and Example Performance Primary product characteristics, such as the brightness of the picture Features Secondary characteristics, added features, such as remote control Conformance Meeting specifications or industry standards, workmanship Reliability Consistency of performance over time, average time for the unit to fail Durability Useful life, includes repair Service Resolution of problems and complaints, ease of repair Response Human-to-human interface, such as the courtesy of the dealer Aesthetics sensory characteristics, such as exterior finish Reputation Past performance and other intangibles, such as being ranked first
109. ISO – 9000 SERIES ISO 9000 is a series of standards agreed upon by the international organization for standardization (ISO) and adopted in 1987. More than 100 countries now recognize the 9000 series for quality standards and certification for international trade. In Europe & European common market (ECM) alone, more than 50,000 companies have certified as complying with these standards. All companies having international trade will have to adopt these standards eventually. THE ISO 9000 SERIES ISO 9000 consists of five primary parts numbered as 9000 through 9004
110. ISO 9002 Design Development Procurement Production Installation Servicing ISO 9001 ISO 9003
111. QUALITY SYSTEM – ISO Guide line for Use: 9000 : Quality management & quality assurance standards- guidelines for selection & use. 9004 : Quality management & quality system elements – guidelines Quality system 9001 : Model for quality assurance in design, production, installation & servicing. 9002 : Model for quality assurance in production & installation. 9003 : Model for quality assurance in final inspection test. ISO certification can take from 3 to 6 months to as long as two years if top management is not fully committed. Certification involves getting the proper documents, initiating the required procedures & practices and conducting internal audits.
112. There are three forms of certification. First Party : A firm audits itself against ISO 9000 standards Second Party : A customer audits its supplier Third Party : A “Qualified” national or international standards or certifying Agency serves as auditor The best certification is by a third party and once passed, the firm can be registered & recorded as having achieved ISO 9000 status. ISO specifies the way the firm operates as well as its quality standards, delivery times, service levels & so on. If a manufacturer wants to purchase, he can either visit / audit the supplier but it is always easier, cheaper, quicker & legally safer to select certified supplier
113. Benefits from ISO-9000 ISO 9000 certification has become the de-facto minimum requirement for those wishing to compete globally All actions in preparing for ISO certification & in maintaining the certification would result in streamlining of quality management system which may lead to improvements in product quality. It can also lead to significant cost reductions through reduction in rework, warranty work, repair, scrap, etc ISO 9000 lays stress on customer orientation. This would result in better overall results for the company in addition to improving customer relations. There may be an impetus to improve employee relations, employee empowerment and
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117. CONCEPT OF KAIZEN Imai has brought together various management theories, philosophies and tools that have been popular in Japan over the years, as a single concept, Kaizen . There are many quality experts, whose principles formed the basis of the Kaizen concept. Kaizen means continuous improvement involving everybody. The philosophy advocates on-going improvement, not only in one’s working life, but also in personal life, home life and social life. The term Kaizen originates from the Japanese words, ‘Kai’ that means change, whereas, ‘zen’ means for the better, therefore, it means ‘change for the better’. It signifies constant and gradual improvement, no matter how small it is. It should be taking place all the time in every process, involving everyone from all the ranks of management and the workforce. In brief, the system includes :
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119. TPM=Total Preventive Maintenance KAIZEN Kanban Quality improvement Just in time Zero-Defect Small Group Activities Cooperative Labour - Management Relation Productivity Improvement Customer orientation TQM Robotics Quality Circles Suggestion schemes - T PM ISO: 9000 Standards
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121. Cost of Conformance (COC) Cost of conformance (COC) is the cost which an organization incurs in meeting the requirements of its customers. A strong element of this cost is the money that a company spends on the product for preventing it form going wrong or checking the product right before it reaches the customer. Cost of Non-conformance (CONC) The cost of non-conformance (CONC) to customer requirements are the failure costs. These costs are incurred by a company in repairing what has gone wrong during manufacturing. Basic Operational costs (BOC) The basic operational costs (BOC) are those costs which an organization cannot avoid encountering during the normal performance of its business.
122. Benefits of Reducing the Cost of Quality If all the three categories of costs are systematically reduced, several benefits can accrue to the company. Heightened Efficiency Improved Customer Satisfaction Lower Operating Cost Cost of Non-Conformance (CONC) Cost of Conformance (COC) Cost of Qualify (COQ) Cost of Quality Reduced Basic Operating Cost (BOC)
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126. The rule of thumb says that for every rupee spent in prevention, we can save ten rupees in failure & appraisal costs. Often, increases in productivity occur as a by – product of efforts to reduce the cost of quality. BENCH MARKING “ If you know your enemy and know yourself, you need not fear the result of a hundred battles.” According to Kehoe (1996) benchmarking can be defined as “measuring the performance of processes within your organization, comparing these performance levels with the best in class companies and where deficiencies exist, using the information on the best practices to improve your organisation’s own business processes.”
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132. Continuous Improvement (CI) Continuous improvement (CI) is a management philosophy that approaches the challenge of product and process improvement as a never-ending process of achieving small wins. It is an integral part of a total quality management system. Continuous improvement seeks continual improvement of machinery, materials, labor utilization, and production methods through application of suggestions and ideas of team members. Though pioneered by U.S. firms, this philosophy has become the cornerstone of the Japanese approach to operations. Although management in both Japan and the West historically have implemented CI in manufacturing plants, it has become quite common in services as well.
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135. Deming wheel (PDCA cycle) Another Tool is PDCA cycle: P= Plan D=Do C=Check A=Act It is often called Deming wheel
136. Deming Wheel Pareto diagrams Scatter diagrams Runcharts Control charts Implement recommendations Define process & problems Group & Value Collect Data 2. Do 3.Check 4.Act 1. Plan Flow Chart Cause & effect Define Problem Suggest possible causes
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149. PHILOSOPHIES OF QUALITY GURUS The customers of today are very different compared to yester years. Today the customer is demanding quality in product, in services, in life, in everything. Only those companies that upgrade to global standards will survive. There are many theories propagated by quality experts. Deming’s approach to TQM Deming is among the pioneers of the TQM concept. His views on improving quality contains fourteen points approach as given below:
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156. QUALITY AWARDS A number of awards are given to individuals, groups and Companies world over in order to encourage and motivate them to continue their efforts for quality improvement. Some of these national, state, and industry specific awards are listed below:-
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158. Limited to a maximum of six winners per year, the major national quality awards recognize only the best of the best. Countless other excellent companies would go unrecognized. It should be noted that, although the Baldrige criteria has emerged as the definitive quality standard, the Deming Overseas Prize is the only true international quality competition.
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164. Enablers: Leadership – 10% People management – 9% Policy and strategy-8% Resources- 9% Processors- 14% Enablers (total)- 50% Results People satisfaction – 9% Customer satisfaction-20% Business result – 15% Impact on society- 6% Results (Total) – 50%
165. Golden Peacock National Quality Award (Gpnqa) The golden peacock national quality award (gpnqa) of india is also regarded as India’s malcolm baldrige-the ultimate recognition for quality. This is the award given every year by the quality council of India (qci). Rajiv Gandhi National Quality Award To Indian industries. The structural models of Rajiv Gandhi national quality award is quite similar to European quality award.