1) World Class Manufacturing (WCM) originated from the Toyota Production System and focuses on eliminating waste. The seven main types of waste are transportation, inventory, motion, waiting, overproduction, overprocessing, and defects.
2) WCM aims to bring manufacturing close to customers by reducing lead times, improving quality, and implementing total preventative maintenance. Key aspects of WCM include just-in-time production, total quality management, and value stream mapping.
3) India is emerging as a manufacturing hub, with many global companies outsourcing production there due to its large talent pool and improving quality and productivity. Indian companies are adopting global quality standards and winning international awards.
The document discusses human factors in automated systems, optimized production technology, and modeling, optimizing, and simulating manufacturing systems. It provides details on:
- Considering human factors like workload and situational awareness when designing automated systems.
- Optimized Production Technology (OPT), which aims to maximize throughput through balanced flow and minimizing bottlenecks.
- Modeling manufacturing systems, products, and capabilities to improve efficiency. Optimization aims to find the most cost-effective performance given constraints.
- Using simulation to analyze and obtain information on manufacturing systems, such as parts production, inventory levels, and equipment utilization.
The document discusses Just-in-Time (JIT) manufacturing and Material Requirements Planning (MRP). It describes the key concepts and elements of JIT, including continuous improvement, eliminating waste, good housekeeping, setup time reduction, and kanbans. The advantages of JIT inventory systems are lower costs, less waste, and higher customer satisfaction. Potential disadvantages include disruptions in the supply chain if suppliers fail. MRP is also discussed as a production planning system to ensure materials and products are available when needed at the lowest possible levels. The document provides an overview of JIT and MRP concepts.
Business process reengineering module 5POOJA UDAYAN
This document discusses reengineering knowledge work and business processes for growth. It argues that a participative, bottom-up approach to reengineering is more effective than a top-down approach. Reengineering knowledge work requires addressing cultural and social aspects as well as linking business strategy to knowledge requirements. Rapid reengineering can be done using tools that evolve over time, such as through software reengineering. Post-BPR organizations should focus on enhancing value for customers while reducing costs, realigning processes for growth opportunities, and developing employee capabilities.
BUSINESS PROCESS REENGINNERING MODULE 4POOJA UDAYAN
Business process reengineering (BPR) plays an important role in enterprise resource planning (ERP) implementations. There are two options for organizations implementing ERP systems - reengineer business processes before implementation or implement the ERP system with minimal changes and conform processes to the new system. ERP-driven BPR makes it easier to design process changes and leads to better implementation performance compared to not involving BPR. Key aspects of BPR in ERP implementations include developing an implementation plan, addressing employee training needs, and coordinating cross-functional changes.
Re-engineering a business process-Dr Martens Case StudyMd.Masudur Rahaman
Dr Martens implemented a business process reengineering (BPR) project that involved redesigning their order fulfillment process. They redesigned the process to spread production scheduling across multiple sub-plan offices, show customer orders with manufacturing site and sub-plan office, and implement an electronic planning tool. These changes improved order completion rates from 55% on time in June 1995 to 99% on time by December 1996 by improving visibility, control over capacity, and communication across teams.
The document discusses various contemporary management practices such as MIS, end user computing, materials requirement planning, just in time manufacturing, total quality management, six sigma, capability maturity model, supply chain management, enterprise resource planning, performance management, business process outsourcing, business process reengineering, benchmarking, and balanced scorecard. It provides details on the objectives, methodologies, benefits, and key aspects of each of these management practices.
This document appears to be a dissertation submitted by Dhrubaji Mandal for a PGDM (Post Graduate Diploma in Management) at the Management Development Institute in Gurgaon, India. The dissertation focuses on business process management (BPM) at One97 Communications, an Indian mobile payments company. Over the course of 7 sections and 27 pages, the dissertation discusses BPM strategies and implementation, managing business process improvement initiatives, critical success factors for BPM, and how One97 Communications has benefited from adopting an agile BPM methodology.
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
The document discusses human factors in automated systems, optimized production technology, and modeling, optimizing, and simulating manufacturing systems. It provides details on:
- Considering human factors like workload and situational awareness when designing automated systems.
- Optimized Production Technology (OPT), which aims to maximize throughput through balanced flow and minimizing bottlenecks.
- Modeling manufacturing systems, products, and capabilities to improve efficiency. Optimization aims to find the most cost-effective performance given constraints.
- Using simulation to analyze and obtain information on manufacturing systems, such as parts production, inventory levels, and equipment utilization.
The document discusses Just-in-Time (JIT) manufacturing and Material Requirements Planning (MRP). It describes the key concepts and elements of JIT, including continuous improvement, eliminating waste, good housekeeping, setup time reduction, and kanbans. The advantages of JIT inventory systems are lower costs, less waste, and higher customer satisfaction. Potential disadvantages include disruptions in the supply chain if suppliers fail. MRP is also discussed as a production planning system to ensure materials and products are available when needed at the lowest possible levels. The document provides an overview of JIT and MRP concepts.
Business process reengineering module 5POOJA UDAYAN
This document discusses reengineering knowledge work and business processes for growth. It argues that a participative, bottom-up approach to reengineering is more effective than a top-down approach. Reengineering knowledge work requires addressing cultural and social aspects as well as linking business strategy to knowledge requirements. Rapid reengineering can be done using tools that evolve over time, such as through software reengineering. Post-BPR organizations should focus on enhancing value for customers while reducing costs, realigning processes for growth opportunities, and developing employee capabilities.
BUSINESS PROCESS REENGINNERING MODULE 4POOJA UDAYAN
Business process reengineering (BPR) plays an important role in enterprise resource planning (ERP) implementations. There are two options for organizations implementing ERP systems - reengineer business processes before implementation or implement the ERP system with minimal changes and conform processes to the new system. ERP-driven BPR makes it easier to design process changes and leads to better implementation performance compared to not involving BPR. Key aspects of BPR in ERP implementations include developing an implementation plan, addressing employee training needs, and coordinating cross-functional changes.
Re-engineering a business process-Dr Martens Case StudyMd.Masudur Rahaman
Dr Martens implemented a business process reengineering (BPR) project that involved redesigning their order fulfillment process. They redesigned the process to spread production scheduling across multiple sub-plan offices, show customer orders with manufacturing site and sub-plan office, and implement an electronic planning tool. These changes improved order completion rates from 55% on time in June 1995 to 99% on time by December 1996 by improving visibility, control over capacity, and communication across teams.
The document discusses various contemporary management practices such as MIS, end user computing, materials requirement planning, just in time manufacturing, total quality management, six sigma, capability maturity model, supply chain management, enterprise resource planning, performance management, business process outsourcing, business process reengineering, benchmarking, and balanced scorecard. It provides details on the objectives, methodologies, benefits, and key aspects of each of these management practices.
This document appears to be a dissertation submitted by Dhrubaji Mandal for a PGDM (Post Graduate Diploma in Management) at the Management Development Institute in Gurgaon, India. The dissertation focuses on business process management (BPM) at One97 Communications, an Indian mobile payments company. Over the course of 7 sections and 27 pages, the dissertation discusses BPM strategies and implementation, managing business process improvement initiatives, critical success factors for BPM, and how One97 Communications has benefited from adopting an agile BPM methodology.
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
1. Business process reengineering is the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.
2. It involves fundamentally rethinking processes, disregarding existing structures and procedures, and empowering employees as process teams to achieve end-to-end process alignment rather than departmental focus.
3. Successful reengineering at IBM Credit Corporation reduced credit application turnaround time from a typical 7 days to just 4 hours through radical process changes that streamlined roles and empowered a data structurer to complete applications end-to-end.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
This unit introduces the students with the basic concepts of the production and operation functions. Among different functions in any organization, production and operation function is a vital function which does the job of value addition to products / services respectively. Maximizing the value addition automatically results in productivity improvement.
An organization consists mainly of four functional subsystems, viz. marketing, production, finance and human resource management. The marketing function of an organization aims to promote its products among customers which help it to obtain sales orders. This, in turn, is communicated to the production subsystem which is concerned with the management of physical resources for production of an item or provision of services. This means that the available facilities also need to be managed to meet the current market requirements. To manufacture the product as per the specifications, the production function needs to organize its resources (raw material, equipments labor and working capacity) according to predetermined production plans.
Multi criteria Decision model (MCDM) for the evaluation of maintenance practi...IJERA Editor
The perceptible impact of Total Productive Maintenance (TPM) lies in raising productivity standards, gaining
profitability, and improving the quality besides cutting down the non value added costs greatly. This paper is
an attempt to provide a frame work and pragmatic approach in implementation of TPM. A number of novel
success factors or practices that are responsible for the decisive role to overture the process are identified.
These practices are interchangeably called as sub-attributes. These practices must have evolved from different
strategies. The sub-attributes are quantified using least square multi attribute decision model (LSMADM) for
three alternatives strategies viz. corrective maintenance, reliability centered maintenance(RCM), and TPM. Any
sub-attribute irrespective of its own high or low relative score among the number of sub attributes is evaluated
over three alternative strategies. To implement any sub-attribute, an investigation of its highest relative score
for given alternatives will guide the managers to opt the best alternative. The best practices must come from
different strategies to get most optimal results. The priorities established using LSMADM will act as base line
to implement the industrial activities in a more systematic and balanced way to gain far-reaching optimized
productivity and quality standards. The higher priority task will be given higher consideration in terms of
committing the resources vis a vis less priority task. This will aid in orienting the collective efforts for optimal
outcomes.
The document discusses the operations function within organizations. It defines operations as the agency responsible for carrying out principal planning and operating functions. Operations involves transforming organizational inputs like resources, facilities, technologies, and materials into outputs like goods and services. Key roles of operations managers include bridging strategic planning and tactical implementation. Operations performance objectives include minimizing costs while achieving quality, speed, dependability, and flexibility. The document concludes that a well-defined operations function provides strategic planning, tactical execution, communications, quality management, human capital planning, and ensures compliance to help organizations achieve performance objectives.
Business process re-engineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve improvements in areas like cost, quality, and speed. It differs from streamlining which makes incremental changes, while BPR scraps the existing process and creates a new one. BPR should be considered on a continuum from streamlining to re-inventing. Conducting BPR prior to an ERP implementation can help ensure the ERP system fits organizational needs, whereas adopting an ERP system without considering business processes risks discarding competitive advantages. There are two main approaches to BPR - clean slate reengineering and technology-enabled reengineering, with tradeoffs to consider between the two.
The document discusses the role of information technologies in business process reengineering. It makes three key points:
1. Information technologies are a crucial tool for rationally managing business processes during reengineering, as they can be used to change processes and influence social components like employees.
2. However, information technologies are a means of supporting reengineering, not a replacement for it. Automation refines processes but does not enact radical change.
3. Managers must implement information technologies to optimize processes while also guiding organizational changes through reengineering. Information technologies and reengineering both aim to improve processes and competitiveness.
Xerox was spending $4.3 billion annually on non-production procurement (NPP). To reduce costs, Xerox used business process reengineering to analyze and redesign the NPP process. A cross-functional team mapped the existing process and identified inefficiencies. The as-is process had multiple groups procuring different materials, hundreds of redundant activities, numerous supplier contracts, and a specialist group for emergencies. The redesigned process streamlined activities under three sub-processes, reduced suppliers to four major ones, and gave department managers credit cards for emergencies. An information systems team automated the entire process and connected it to American Express for reporting, removing paperwork.
This document discusses the role of information technology (IT) in business process reengineering (BPR). IT capabilities like shared databases, expert systems, and decision support tools can help reshape how business is done and make BPR and IT natural partners. IT can act as an enabler during process design, a facilitator while designing new processes, and an implementer after process design is complete. Specific IT roles include enabling transactions, linking geographically dispersed resources, increasing speed, enabling automation, facilitating analysis, and managing information and knowledge. The principles of reengineering proposed by Hammer emphasize organizing around outcomes, having end users perform processes, treating dispersed resources as centralized, and capturing information once at the source.
This document provides an overview of business process reengineering (BPR). It defines BPR as the analysis and redesign of workflows within and between enterprises to optimize processes and automate non-value-added tasks. The document discusses the BPR cycle, key components of BPR including its history and advantages such as streamlining work processes to improve quality, time management and profitability. Potential disadvantages of BPR are also mentioned such as using it to justify downsizing. Overall the document serves as an introduction to the topic of business process reengineering.
Business Process-Reengineering BPR MoghimiBahman Moghimi
The document outlines a presentation on business process reengineering (BPR). It begins with an introduction to BPR and defines it as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance metrics. It then discusses various levels of change an organization can undergo from automation to reengineering. The rest of the presentation covers key aspects of implementing a BPR strategy such as selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and addressing challenges and IT benefits.
The document discusses various process improvement initiatives that airports have increasingly adopted to enhance efficiency and productivity. It describes initiatives such as best practice benchmarking, total quality management, balanced scorecards, business process reengineering, quality management systems, and the European Foundation for Quality Management model. These initiatives aim to systematically assess, measure, and improve overall airport operations through strategic planning, standardized processes, performance metrics, and continuous improvement.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
Currently wide research is on to find out various methods and processes that will improve quality and
productivity of a firm. Total Productive Maintenance (TPM) is one such means. It is a Japanese philosophy that
focuses upon achieving zero breakdowns and zero defects by maintaining the equipments throughout its use. TPM
integrates all areas of an organization. TPM is all about teamwork, it is a strategy that can help to achieve a world
class level of overall equipment effectiveness (OEE) which is otherwise become difficult to achieve solely by
equipments. OEE takes into consideration the availability rate of the machinery and equipment, the efficiency rate at
which it operates and the quality rate of the products produced. TPM pillars that serve as guidance to effective TPM
implementation program leads to improve in overall manufacturing performance of any organization. An attempt here is to highlight the key issues pertaining to need, benefits, framework, overall equipment effectiveness and implementation of TPM program.
1. Operations management provides a systematic way of looking at organizational processes and presents interesting career opportunities. It deals with planning, designing, and operating production systems to achieve organizational goals.
2. The concepts and tools of operations management, such as forecasting, optimization models, queueing analysis, and simulation, are widely used to manage various business functions.
3. Operations management has become increasingly important as a consultancy service, representing 31% of the world's largest consulting firms' revenues. Understanding operations management principles can help improve productivity and competitiveness.
Iee one day workshop handout material, romania 5-9-13 [compatibility mode] (1)Adela Marin
This document outlines an agenda for a one-day workshop on integrated enterprise excellence. The workshop will cover current issues with traditional business management systems and process improvement efforts. It will then introduce the nine-step Integrated Enterprise Excellence (IEE) business management system, including defining a vision and value chain, analyzing the enterprise, establishing goals, identifying improvement projects, and maintaining gains. Attendees will participate in exercises to apply these concepts to a hypothetical hospital setting. The workshop aims to explain how adopting a holistic, goal-driven system like IEE can help organizations more effectively achieve business objectives.
The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.
Lean Manufacturing Methods for Process ImprovementIRJET Journal
The document discusses lean manufacturing methods for process improvement. It begins with an introduction to lean manufacturing and its history starting with Henry Ford's assembly line. It then discusses how Toyota further developed lean concepts in response to limited resources in post-war Japan. The key principles of lean manufacturing including value stream mapping, just-in-time production, and continuous improvement are explained. Finally, common lean tools like 5S, value stream mapping, layout design, and visual management systems are described in detail along with their role in eliminating waste and improving efficiency.
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.
1. Business process reengineering is the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.
2. It involves fundamentally rethinking processes, disregarding existing structures and procedures, and empowering employees as process teams to achieve end-to-end process alignment rather than departmental focus.
3. Successful reengineering at IBM Credit Corporation reduced credit application turnaround time from a typical 7 days to just 4 hours through radical process changes that streamlined roles and empowered a data structurer to complete applications end-to-end.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
This unit introduces the students with the basic concepts of the production and operation functions. Among different functions in any organization, production and operation function is a vital function which does the job of value addition to products / services respectively. Maximizing the value addition automatically results in productivity improvement.
An organization consists mainly of four functional subsystems, viz. marketing, production, finance and human resource management. The marketing function of an organization aims to promote its products among customers which help it to obtain sales orders. This, in turn, is communicated to the production subsystem which is concerned with the management of physical resources for production of an item or provision of services. This means that the available facilities also need to be managed to meet the current market requirements. To manufacture the product as per the specifications, the production function needs to organize its resources (raw material, equipments labor and working capacity) according to predetermined production plans.
Multi criteria Decision model (MCDM) for the evaluation of maintenance practi...IJERA Editor
The perceptible impact of Total Productive Maintenance (TPM) lies in raising productivity standards, gaining
profitability, and improving the quality besides cutting down the non value added costs greatly. This paper is
an attempt to provide a frame work and pragmatic approach in implementation of TPM. A number of novel
success factors or practices that are responsible for the decisive role to overture the process are identified.
These practices are interchangeably called as sub-attributes. These practices must have evolved from different
strategies. The sub-attributes are quantified using least square multi attribute decision model (LSMADM) for
three alternatives strategies viz. corrective maintenance, reliability centered maintenance(RCM), and TPM. Any
sub-attribute irrespective of its own high or low relative score among the number of sub attributes is evaluated
over three alternative strategies. To implement any sub-attribute, an investigation of its highest relative score
for given alternatives will guide the managers to opt the best alternative. The best practices must come from
different strategies to get most optimal results. The priorities established using LSMADM will act as base line
to implement the industrial activities in a more systematic and balanced way to gain far-reaching optimized
productivity and quality standards. The higher priority task will be given higher consideration in terms of
committing the resources vis a vis less priority task. This will aid in orienting the collective efforts for optimal
outcomes.
The document discusses the operations function within organizations. It defines operations as the agency responsible for carrying out principal planning and operating functions. Operations involves transforming organizational inputs like resources, facilities, technologies, and materials into outputs like goods and services. Key roles of operations managers include bridging strategic planning and tactical implementation. Operations performance objectives include minimizing costs while achieving quality, speed, dependability, and flexibility. The document concludes that a well-defined operations function provides strategic planning, tactical execution, communications, quality management, human capital planning, and ensures compliance to help organizations achieve performance objectives.
Business process re-engineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve improvements in areas like cost, quality, and speed. It differs from streamlining which makes incremental changes, while BPR scraps the existing process and creates a new one. BPR should be considered on a continuum from streamlining to re-inventing. Conducting BPR prior to an ERP implementation can help ensure the ERP system fits organizational needs, whereas adopting an ERP system without considering business processes risks discarding competitive advantages. There are two main approaches to BPR - clean slate reengineering and technology-enabled reengineering, with tradeoffs to consider between the two.
The document discusses the role of information technologies in business process reengineering. It makes three key points:
1. Information technologies are a crucial tool for rationally managing business processes during reengineering, as they can be used to change processes and influence social components like employees.
2. However, information technologies are a means of supporting reengineering, not a replacement for it. Automation refines processes but does not enact radical change.
3. Managers must implement information technologies to optimize processes while also guiding organizational changes through reengineering. Information technologies and reengineering both aim to improve processes and competitiveness.
Xerox was spending $4.3 billion annually on non-production procurement (NPP). To reduce costs, Xerox used business process reengineering to analyze and redesign the NPP process. A cross-functional team mapped the existing process and identified inefficiencies. The as-is process had multiple groups procuring different materials, hundreds of redundant activities, numerous supplier contracts, and a specialist group for emergencies. The redesigned process streamlined activities under three sub-processes, reduced suppliers to four major ones, and gave department managers credit cards for emergencies. An information systems team automated the entire process and connected it to American Express for reporting, removing paperwork.
This document discusses the role of information technology (IT) in business process reengineering (BPR). IT capabilities like shared databases, expert systems, and decision support tools can help reshape how business is done and make BPR and IT natural partners. IT can act as an enabler during process design, a facilitator while designing new processes, and an implementer after process design is complete. Specific IT roles include enabling transactions, linking geographically dispersed resources, increasing speed, enabling automation, facilitating analysis, and managing information and knowledge. The principles of reengineering proposed by Hammer emphasize organizing around outcomes, having end users perform processes, treating dispersed resources as centralized, and capturing information once at the source.
This document provides an overview of business process reengineering (BPR). It defines BPR as the analysis and redesign of workflows within and between enterprises to optimize processes and automate non-value-added tasks. The document discusses the BPR cycle, key components of BPR including its history and advantages such as streamlining work processes to improve quality, time management and profitability. Potential disadvantages of BPR are also mentioned such as using it to justify downsizing. Overall the document serves as an introduction to the topic of business process reengineering.
Business Process-Reengineering BPR MoghimiBahman Moghimi
The document outlines a presentation on business process reengineering (BPR). It begins with an introduction to BPR and defines it as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance metrics. It then discusses various levels of change an organization can undergo from automation to reengineering. The rest of the presentation covers key aspects of implementing a BPR strategy such as selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and addressing challenges and IT benefits.
The document discusses various process improvement initiatives that airports have increasingly adopted to enhance efficiency and productivity. It describes initiatives such as best practice benchmarking, total quality management, balanced scorecards, business process reengineering, quality management systems, and the European Foundation for Quality Management model. These initiatives aim to systematically assess, measure, and improve overall airport operations through strategic planning, standardized processes, performance metrics, and continuous improvement.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
Currently wide research is on to find out various methods and processes that will improve quality and
productivity of a firm. Total Productive Maintenance (TPM) is one such means. It is a Japanese philosophy that
focuses upon achieving zero breakdowns and zero defects by maintaining the equipments throughout its use. TPM
integrates all areas of an organization. TPM is all about teamwork, it is a strategy that can help to achieve a world
class level of overall equipment effectiveness (OEE) which is otherwise become difficult to achieve solely by
equipments. OEE takes into consideration the availability rate of the machinery and equipment, the efficiency rate at
which it operates and the quality rate of the products produced. TPM pillars that serve as guidance to effective TPM
implementation program leads to improve in overall manufacturing performance of any organization. An attempt here is to highlight the key issues pertaining to need, benefits, framework, overall equipment effectiveness and implementation of TPM program.
1. Operations management provides a systematic way of looking at organizational processes and presents interesting career opportunities. It deals with planning, designing, and operating production systems to achieve organizational goals.
2. The concepts and tools of operations management, such as forecasting, optimization models, queueing analysis, and simulation, are widely used to manage various business functions.
3. Operations management has become increasingly important as a consultancy service, representing 31% of the world's largest consulting firms' revenues. Understanding operations management principles can help improve productivity and competitiveness.
Iee one day workshop handout material, romania 5-9-13 [compatibility mode] (1)Adela Marin
This document outlines an agenda for a one-day workshop on integrated enterprise excellence. The workshop will cover current issues with traditional business management systems and process improvement efforts. It will then introduce the nine-step Integrated Enterprise Excellence (IEE) business management system, including defining a vision and value chain, analyzing the enterprise, establishing goals, identifying improvement projects, and maintaining gains. Attendees will participate in exercises to apply these concepts to a hypothetical hospital setting. The workshop aims to explain how adopting a holistic, goal-driven system like IEE can help organizations more effectively achieve business objectives.
The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.
Lean Manufacturing Methods for Process ImprovementIRJET Journal
The document discusses lean manufacturing methods for process improvement. It begins with an introduction to lean manufacturing and its history starting with Henry Ford's assembly line. It then discusses how Toyota further developed lean concepts in response to limited resources in post-war Japan. The key principles of lean manufacturing including value stream mapping, just-in-time production, and continuous improvement are explained. Finally, common lean tools like 5S, value stream mapping, layout design, and visual management systems are described in detail along with their role in eliminating waste and improving efficiency.
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.
The document discusses SWOT analysis of Amul, an Indian dairy brand. It provides:
1. A strengths of Amul including strong growth, brand loyalty, and quality supply chain. Weaknesses are high costs of operations and limited shelf life of dairy products.
2. Opportunities for Amul such as expanding globally and into new product categories. Threats include local and international competition.
3. A SWOT analysis of Lemon Tree Hotels discussing political, economic, and sociocultural factors affecting the hotel industry and Lemontree's success. It recommends using contingency approach to adapt to the COVID-19 pandemic.
PROJECT SUBJECT IMPLEMENTATING LEAN MANUFACTURING CONCEPTS WITH EMP.docxbfingarjcmc
PROJECT SUBJECT: IMPLEMENTATING LEAN MANUFACTURING CONCEPTS WITH EMPHASIS ON VALUE STREAM MAPPING IN JOB SHOP ENVIRONMENT
(MILLWORK/CABINETRY INDUSTRY)
ALL submissions are to be compliant to APA 6.0.
Here is a link to "What's new in 6.0:"
The APA style format must be used. See below
http://www.apastyle.org/manual/whats-new.aspx
and the best APA reference I have found online is the Purdue OWL at:
http://owl.english.purdue.edu/owl/resource/560/01/
It must be written in Standard English, be plagiarism free, be error free and meet all standards of graduate level writing.
Don’t use any copyright material without permission from the original writer / organization. Use 12 size font.
Margins:
All
pages of the project, including all preliminary pages, the body of the text and pages of the appendices, must conform to the following margin requirements:
·
Left margin, 1½ inches;
·
Right margin, 1 inch;
·
Bottom margin, 1¼ inches;
·
Top margin, 1¼
inches;
Conduct industry specific research into this project.
It must include
i) Introduction
ii) Abstract
iii) Review of Related Literature
iv) Methodology
v)
Results and Discussion
vi)
Summary, Conclusions, and Recommendations
vii) Appendices
References or Works Cited
: References or Works Cited are compiled according to the designated style manual (APA 6.0) and must include every source cited in the study, including material which has been adapted for use in tables and figures
.
It should be about 70 pages long and approximately 60000 to 70000 words including my work which is written below.
1) Introduction
A) Background:
During the last decades
t
he U.S. wood products and furniture manufacturing
industries have been greatly affected by
changing business environment ,
economic cycles, rising production and
transportation costs, changing buyer habits, and increasing global
competition.
In order to survive small businesses have to improve their productionperformance. A commonly applied philosophy to improve production performance is calledlean manufacturing. This method, derived from the Toyota Production System, eliminates waste, increase efficiency and effectiveness of processes while increasing the competitive strength and responsiveness of a company.
Lean management, allows companies to become more competitive and enhance the likelihood
of survival.
However, findings show that Lean awareness and its use in Wood product and Millwork industry is very limited
(Pirraglia et al., 2009)
. The group of
industry segments with the highest Lean awareness and Lean implementation status are
“engineered wood products”, “manufactured homes”, and “household furniture
manufacturing," as opposed to industry sub-segments such as “sawmill” and “Commercial Millwork and Cabinetry," which had lower Lean awareness and Lean implementation status
(Pirraglia et al., 2009)
because m
ost small manufactures have minute-by-minute changes to respond to customer change orders, ma.
This document discusses the concepts of Lean Six Sigma and their applications in industry. Lean focuses on eliminating waste to improve efficiency, while Six Sigma aims to reduce variability. The paper reviews Lean and Six Sigma methodologies and tools including 5S, value stream mapping, poka-yoke, and continuous improvement. It explains that Lean Six Sigma combines these approaches to continuously improve processes without increasing costs. The integration of Lean and Six Sigma is presented as a way for organizations to gain competitive advantages through quality improvements and cost reductions.
Role of IT in Lean Manufacturing: A brief ScenarioIJMER
International Journal of Modern Engineering Research (IJMER) is Peer reviewed, online Journal. It serves as an international archival forum of scholarly research related to engineering and science education.
This document provides an overview of World Class Manufacturing (WCM) concepts and practices. It discusses how WCM focuses on continual improvement in quality, cost, lead time, flexibility and customer service. The document outlines some key aspects of WCM including high morale and safety, cost reduction, flexibility, lead time reduction, and quality improvement. It also discusses four principles that companies may adopt when pursuing world-class status: Just-in-Time, Total Quality Control, Total Preventive Maintenance, and Computer Integrated Manufacturing. Additionally, the document discusses lean manufacturing practices and how they aim to eliminate waste through continuous improvement.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The document discusses key aspects of Lean Manufacturing and the Toyota Production System. It defines Lean as eliminating waste to continuously improve productivity. The Toyota Production System aims to reduce lead times through just-in-time production and autonomation (Jidoka). It emphasizes a pull-based system, continuous flow, and eliminating overproduction and waiting through techniques like kanban cards, poka-yoke, and standardized processes. The system respects people and helps suppliers continuously improve as well.
The document provides an introduction to Lean Manufacturing principles and their application in apparel manufacturing processes. Some key points:
1) Lean Manufacturing aims to eliminate waste and optimize processes/resources to improve quality, reduce costs and lead times.
2) It focuses production around customer demand (takt time), establishing internal customer protocols between processes for continuous flow.
3) Pull systems like Kanban are used to produce only to demand and avoid excess inventory, with supermarkets buffering between processes when pure flow is not possible.
4) Other Lean tools are applied to production planning, quality assurance and continuous improvement to enhance the manufacturing system holistically.
“World class manufacturing and its implementation in india”Dipesh Vora
This document discusses world class manufacturing and its implementation in India. It defines world class manufacturing as demonstrating industry best practices in areas like quality, price, delivery speed, flexibility and innovation. Companies aim to maximize performance in these competitive priorities. The document outlines strategies adopted by world class manufacturers, such as lean production systems, just-in-time processes, and continuous improvement. It also provides an overview of India's manufacturing sector and compares it to China.
“World class manufacturing and its implementation in india”akshay isai
This document provides an overview of world class manufacturing and its implementation in India. It discusses what world class manufacturing is, how it is implemented through various strategies and techniques. It also discusses India's manufacturing scenario, factors favoring manufacturing in India like its large domestic market and availability of low-cost skilled workers. It highlights how India is emerging as an outsourcing and exports hub for global manufacturers due to these advantages.
This document provides information about lean production and just-in-time (JIT) manufacturing. It includes an acknowledgement, index, and sections on what lean production is, JIT, the history and development of JIT, concepts of JIT, and characteristics of JIT. The document was produced by a group of students for their production management and material management class project on lean production and JIT, with a focus on its application to Bisleri company.
Implementation of Lean Manufacturing Principles in FoundriesIJMER
It is the general perception that the foundry industries are inherently more efficient and have a relatively less requirement for major improvement activities. Managers and engineers have also been hesitant to implement lean manufacturing tools and techniques to the continuous sector because of typical and identical characteristics that sector. These include costly and special purpose inflexible machines, options of modifications in machines are limited ,long setup times, and the general difficulty in producing in small batches.
Lean manufacturing technology when applied appropriately in a process industry , can help in eliminating waste , enhance the quality of product , attain better and smooth control on operations and thereby reducing the production cost and production time .
The Toyota Company is the biggest auto-manufacture in the world. T.docxssusera34210
The Toyota Company is the largest automaker in the world. It employs a customer-focused philosophy called the Toyota Production System (TPS) that emphasizes providing high-quality vehicles at low cost and on-time delivery. TPS also aims to treat employees well and ensure flexibility. Key aspects of TPS include just-in-time production in response to customer demand, continuous improvement through kaizen, and stopping production if a problem is detected. Toyota pioneered lean production methods that minimize waste and overloading of employees to efficiently produce vehicles as ordered.
Understanding the Need of Implementation of Lean Techniques in Manufacturing ...ijtsrd
In competitive environment lean manufacturing is necessary in every industry. Lean production is a standard manufacturing mode of the 21st century All the manufacturing industries have put a continuous efforts for its survival in these current world. In order to handle the critical situations manufacturers are trying to implement new and innovative techniques in their manufacturing process. Later on lean was formulated and developed as the solution to the fluctuating and competitive business environment. Due to rapid change in business environment the manufacturing organization are forced to face challenges and complexities in the competition. The concept of lean manufacturing was developed for maximize the resource utilization and minimize the wastes. The main focus of the lean manufacturing is to satisfy customer demands for high quality and low cost. The technique not only identifies the reasons for waste but also helps in its removal through marked principles and guidelines. Lean Manufacturing is an efficient and fast growing approach in the world of competition. Lean manufacturing utilizes a wide range of tools and techniques the choice of tools is based on the requirement. Many parameters contribute success of lean. Organizations which implemented lean manufacturing have higher level of flexibility and competitiveness. However, lean manufacturing provides an environment that is highly conducive to waste minimization. The majority of the study focuses on single aspect of lean element, only very few focuses on more than one aspect of lean elements, but for the successful implementation of lean the organization had to focuses on all the aspects such as Value Stream Mapping VSM , Cellular Manufacturing CM , U line system, Line Balancing, Inventory control, Single Minute Exchange of Dies SMED , Pull System, Kanban, Production Leveling etc., G. K. Kiran Kumar ""Understanding the Need of Implementation of Lean Techniques in Manufacturing Industries: A Review "" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-3 , April 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23194.pdf
Paper URL: https://www.ijtsrd.com/engineering/mechanical-engineering/23194/understanding-the-need-of-implementation-of-lean-techniques-in-manufacturing-industries-a-review-/g-k-kiran-kumar
Productivity Improvement using Lean Manufacturing '“ A Case Study at Muththam...ijtsrd
At the present scenario, the Lean Manufacturing has become a worldwide phenomenon. A large number of organizations are following Lean technologies and experiencing vast improvement in quality, production, customer service and profitability. Muththamizh industries in Palani is a manufacturing company that manufactures variety of agricultural oriented machines. In this work to adopt the Lean manufacturing concept in this industry by using Value Stream Mapping (VSM) technique and to reduce the wastes such as long lead time, defects, material waste etc. Our project focuses on creating current and future state value stream maps which, when implemented will decrease the current lead time of manufacturing thereby improving the productivity of industrial shop floor. From their products, the team chose Chaff cutter machine as a product family and worked on them. From the Current Value Stream Map created the lead time for the product is found to be 3 to 3.34 days right from the processing of raw materials till the product is ready to be shipped. From the map created, various stages that contains bottlenecks in production were clearly identified and remedial measures were taken to eliminate those bottlenecks. Various lean tools such as Kaizen Bursts, 5S and other methods to eliminate the wastes were identified and implemented effectively. After remedial measures were adopted the data is tracked again and Future Value Stream Map is drawn. From the map it was clear that the lead time for the product was reduced to a certain extent of up to 4 hours. Therefore our primary goal of the object was achieved by adopting lean techniques and the productivity and efficiency of the organization was increased. G. Saravanan | R. Karthikeyan | S. Mohamed Nasrulla"Productivity Improvement using Lean Manufacturing “ A Case Study at Muththamizh Industries" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-4 , June 2018, URL: http://www.ijtsrd.com/papers/ijtsrd12836.pdf http://www.ijtsrd.com/engineering/mechanical-engineering/12836/productivity-improvement-using-lean-manufacturing--a-case-study-at-muththamizh-industries/g-saravanan
The document provides an overview of Lean Production and related concepts. It discusses that Lean Production aims to eliminate waste in manufacturing through streamlining processes. It identifies seven types of waste - overproduction, defects, waiting, unnecessary inventory, unnecessary motion, overprocessing, and transport. It also outlines five principles and five pillars of Lean Manufacturing. Examples of Lean implementation at Toyota, Saskatchewan and Maruti Suzuki are provided. The document concludes with thanking the presentation creators.
Here is a draft essay responding to the tasks:
Lean Operations at Staircases Production Company
Staircases Production Company (SPC) has achieved success through its traditional production methods for timber staircases. However, as Deane considers expanding the business, some elements of lean operations and just-in-time (JIT) manufacturing could help SPC improve efficiency and support growth. While a full-scale implementation of Toyota-style lean may not be practical for SPC's staircase cell, selective application of lean principles could yield benefits.
Task 1: To what extent could SPC apply JIT/Lean techniques to its staircase cell? As a small operation producing customized products in low volumes, SPC's staircase cell differs
Concentration strategy involves focusing a business's efforts on a specific target such as a customer group, product, or geographic market. There are three main types of concentration strategies: market penetration, market development, and product development. Market penetration aims to gain market share in an existing market. Market development expands an existing product to new markets. Product development introduces new products for the existing market. Companies that employ concentration strategies specialize in their area of focus to develop expertise and efficiencies. Examples include McDonald's focusing on the Latin American market through advertising and Starbucks selling coffee beans through other retailers.
Executive Business Communication MBA notesPOOJA UDAYAN
Kerala University MBA
Executive business Communication
Module 1
Principles of Business Communication-Types of Business Communication-Methods and Media of Communication- Process& Models of Business Communication - Barriers to Organizational Communication- Overcoming barriers and Strategies for improving Business Communication, Types of Organizational Communication- Communication for interpersonal influences
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
PERFORMANCE MANAGEMENT kerala UniversityPOOJA UDAYAN
Various methods to evaluate performance at Individual & Team Levels , Team Performance, Performance of Learning Organizations and Virtual Teams: Team Performance Management.
: BPR IMPLEMENTAION AND TOOLS THAT SUPPORT BPRPOOJA UDAYAN
1. Business process reengineering (BPR) aims to radically redesign business processes to achieve dramatic improvements in areas like quality, output, cost, service, and speed.
2. There are 5 steps to BPR: map current processes, analyze for gaps, identify improvement opportunities, design a new future state process map, and implement the new design.
3. Key tools that support successful BPR implementation include focusing on customers and processes, visualizing and benchmarking end processes, change management to address human impacts, and business process mapping to understand existing processes.
Measurement of performance at Organisational Level.pptxPOOJA UDAYAN
There are several approaches to measuring organizational performance at a high level. The balanced scorecard measures performance from four perspectives: customer, internal processes, learning and growth, and financial. The EFQM model indicates customer satisfaction, employee satisfaction, and societal impact are achieved through leadership and strategic planning, management of resources, processes, and people. Key performance indicators include customer satisfaction, employee satisfaction, cash flow, return on investment, productivity, and achievement of strategic objectives. Organizational dashboards visually display critical metrics and KPIs to aid management in monitoring performance and driving improvement.
Performance management is a systematic process by which an organization evaluates and improves employee performance at both the individual and group level. It involves understanding employee interests, developing their capabilities, setting clear expectations, providing feedback, and rewarding strong performance. The goals are to improve employee performance, organizational performance, communication, and develop employees' careers.
Role of Mobile Application Acceptance in Shaping E-Customer servicePOOJA UDAYAN
Mobile apps are increasingly being used for e-commerce as they provide customers with convenience, ease of use, and access to product and service information from any location. The main benefits of mobile apps for customers include being able to order products and services anywhere in the world without having to visit stores, as well as receiving continuously updated information. Businesses are also seeing benefits such as increased customer loyalty, improved marketing programs, and the ability to gain insights from customer data and analytics.
This document provides an overview of linear programming problems (LPP), including:
1. The key components of an LPP including decision variables, constraints, objective function, and data. LPPs aim to optimize an objective function subject to constraints.
2. Methods for solving LPPs including graphical methods and the simplex method. The simplex method is an iterative procedure that moves from one basic feasible solution to another to ultimately find an optimal solution.
3. Concepts relevant to the simplex method like basic feasible solutions, slack and surplus variables, constructing the simplex table, and key steps in each iteration like identifying the key column and row.
Here are the key types of interviews:
- Selection interview: Used to select the best candidate for a job opening.
- Appraisal interview: Used to provide performance feedback and identify areas for improvement.
- Exit interview: Conducted when an employee leaves the organization to understand their reasons for leaving.
- Grievance interview: Allows employees to voice complaints and helps resolve issues.
Other less common types include group interviews, screening interviews, stress interviews, and campus/off-campus interviews conducted by companies to recruit students. The goal of each type of interview is different but they all involve a formal question/answer process between an interviewer and interviewee.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and the roles of HR managers. Specifically, it notes that HRM involves planning, organizing, and overseeing the recruitment, management, and training of employees. It also discusses the significance of HRM for achieving organizational goals and facilitating employees' professional growth. Additionally, the document outlines some of the challenges currently facing the HRM field, such as adapting to technological changes and developing skills for modernized work.
The document discusses service package design and management. It defines a service package as a bundle of goods, services, and information provided in some environment. A service package consists of five key elements: 1) supporting facilities, 2) facilitating goods, 3) information, 4) explicit services, and 5) implicit services. Developing an effective service package requires defining the service concept, core services, and supplementary services to meet customer needs. An open systems view of services emphasizes the interactions between a service organization, its customers, suppliers, and external environment. The service vision communicates the benefits a service organization aims to provide.
The document discusses services operations management. It defines operations management as designing and controlling production processes for goods and services. It also defines services and discusses their characteristics, including their intangible nature. The key responsibilities of a service operations manager are outlined, such as managing resources, customers, processes, and outputs to deliver value and meet organizational objectives. Service classification and the role of services in economies are also mentioned.
The document discusses various aspects of effective leadership communication and cross-cultural communication. It covers topics such as principles of effective leadership communication including openness, leading by example, prioritizing communication, and inspiring others. It also discusses the importance of cross-cultural communication for better progress, cultural influence, and management. Some ways to improve cross-cultural communication mentioned are preferring meaningful conversation, slowing down, separating questions, avoiding slangs and maintaining etiquette. Sources of potential miscommunication in cross-cultural settings include assumption of similarities, language differences, nonverbal misinterpretation, preconceptions and stereotypes, tendency to evaluate others and communicating with high anxiety.
The document discusses principles and types of business communication. It defines business communication and its importance. It outlines the objectives, features, principles, pillars and C's of effective business communication. These include clarity, conciseness, consistency, completeness, relevance and audience knowledge. The document also discusses the types of business communication, including internal communication within an organization and external communication with outside parties.
The document discusses consumer protection laws and rights in India. It defines consumer protection as protecting consumer rights and interests from unfair business practices. The Consumer Protection Act of 1986 established consumer councils and a three-tier quasi-judicial system to settle consumer disputes. The Act recognizes six key rights of consumers: safety, information, choice, grievance redressal, consumer education, and healthy environment. It aims to promote these rights and provide speedy and affordable remedies to consumers against issues like misleading ads, defective products, and more.
This document provides an overview of decision support systems (DSS) and related concepts. It defines DSS as computer-based systems that support business or organizational decision-making through the use of data, documents, knowledge, analytical models, and tools. The document discusses different types of decisions, levels of decision making, and models of decision making. It also describes the key components of a DSS, including data management, model management, user interface, and knowledge base subsystems. Finally, it outlines different types of DSS such as data-driven, model-driven, and knowledge-driven systems.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
Wcm 5
1. 1
Unit V: World Class Manufacturing - International Scenario and Indian Scenario,
manufacturing innovations, quick response manufacturing, agile manufacturing, lean
manufacturing, rapid prototyping, concurrent engineering
Evolution of WCM
• WCM was pioneered by Toyota in Japan, where they called it the Toyota Production
System.
• This was largely developed by Taiichi Ohno who rose from a foreman to become a vice
president in Toyota and Shigeo shingo who was an industrialist
• Ohno: all we are doing is looking at the timeline from the moment customer gives us an
order to the point when we collect the cash and we are reducing the time line by
removing the non value added wastes.
• Shingo has identified seven kinds of wastes which are to be eliminated .the seventh being
the deadliest.
1. Waste of waiting
2. Waste of transportation
3. Waste of processing itself
4. Waste of stocks
5. Waste of motion
6. Waste of making defective parts
7. Waste of OVER PRODUCTION
Monden 1983
• Monden provides a a different view on the basics of WCM
• They include:
1. Quality control which enables the system to adapt to daily and monthly fluctuations in
demand in terms of quantities and variety
2. Quality assurance which assures that each process will supply only good units to
subsequent process
3. Respect humanity
In short mission of WCM is to bring manufacturing close to market by eliminating wastes.
• Single-Minute Exchange of Die (SMED) is one of the many lean production methods
for reducing waste in a manufacturing process. It provides a rapid and efficient way of
converting a manufacturing process from running the current product to running the next
product. This rapid changeover is key to reducing production lot sizes and thereby
improving flow (Mura).
• The phrase "single minute" does not mean that all changeovers and startups should take
only one minute, but that they should take less than 10 minutes (in other words, "single-
digit minute").Closely associated is a yet more difficult concept, One-Touch Exchange
of Die, (OTED), which says changeovers can and should take less than 100 seconds. A
2. 2
die is a tool used in manufacturing. However SMED's utility of is not limited to
manufacturing
Value Stream Mapping
• Value stream mapping is a lean-management method for analyzing the current state and
designing a future state for the series of events that take a product or service from its
beginning through to the customer. At Toyota, it is known as "material and information
flow mapping". It can be applied to nearly any value chain.
Hines and Rich (1997) defined seven value stream mapping tools they are:
• Process Activity Mapping
• Supply chain responsiveness matrix
• Product Variety Funnel
• Quality filter mapping
• Forrester effect mapping
• Decision point analysis
• Overall Structure Maps
Business process mapping
• Business process mapping refers to activities involved in defining what a business entity
does, who is responsible, to what standard a business process should be completed, and
how the success of a business process can be determined.
• The main purpose behind business process mapping is to assist organizations in
becoming more efficient. A clear and detailed business process map or diagram allows
outside firms to come in and look at whether or not improvements can be made to the
current process.
• Business process mapping takes a specific objective and helps to measure and compare
that objective alongside the entire organization's objectives to make sure that all
processes are aligned with the company's values and capabilities.
3. 3
Root cause analysis
1. WHY?
2. WHY?
3. WHY?
4. WHY?
5. WHY?
• Why did the machine stop? Overload
• Why was there an overload? Bearing was not lubricated
• Why it was not lubricated sufficiently? Lubrication pump was not pumping correctly
• Why lubrication pump was not pumping sufficiently? Because the pump shaft was
broken
• Why was the pump shaft broken? There was no strainer attached
Shingo 1989…
3 principles behind World Class Manufacturing
• Just in Time or Lean Manufacturing
• total quality
• total preventative maintenance
Explanations:
1. The step by step elimination of waste. Waste in this sense is defined as any activity that
adds cost but not value to the end product such as excess production, stock, idle work in
progress, unnecessary movement and scrap.
2. A culture of intolerance to defects both in the processes and also information such as bills
of material and stock records. Total quality is often these days called Six Sigma which
uses total quality and lean manufacturing techniques to attempt to reduce rejects to 3.4
per million parts produced.
3. A preventative maintenance programme means that unplanned stoppages due to
equipment failure are minimised.
Seven keys to becoming a world-class manufacturer
The keys to success, in no particular order, are:
1) Reduce lead times
2) Speed time-to-market
3) Cut operations costs
4) Exceed customer expectations
5) Manage the global enterprise
6) Streamline outsourcing processes
7) Improve business performance visibility
The Issues
4. 4
World Class Manufacturing is a process-driven approach to improving manufacturing
operations. It is often confused to mean standards of quality and image such as Rolls-Royce or
Rolex.
• It is in direct conflict with traditional capacity-driven manufacturing mentality found in
western culture. The implementation will often surface resistance to change and "we've
always done it this way" arguments.
• The worse resistance is usually found in lower and middle management, but can also can
be found in the mindset of workers as well.
• A case for change has to be created along with high employee involvement.
• Capitalization is also a major issue when new equipment is required for quick
changeover, faster cycle times, and flexibility in operations.
WCM DEFINITION:
World Class Manufacturing: It is an operational strategy that, if implemented properly, will
provide a new dimension to competing: quickly introducing new customerized high quality
products and delivering them with unprecedented lead times, swift decisions, and manufacturing
products with high velocity.
Five levels that lead to world-class operations
• level 1: business and operations strategy
• level 2: organization design, human resources, technology, and performance
measurement
• level 3: information systems, management direction, and operations capabilities
• level 4: quality
• level 5: customer service
• level 6: ??????? WCM…
World Class Manufacturing - International Scenario and Indian Scenario
India represents an economic opportunity on a massive scale: China and India are likely
to be the world’s two biggest economies by mid-century, and although India has
underperformed in the first lap of the growth race, there is a strong possibility that India
may well move ahead. Although India is still seen by industrial investors as an economy
where risk is higher and the business environment more problematic than in rival Asian
investment locations, India also offers some advantages in the region. The legal
framework that protects investment is one of the best in Asia. The economy offers an
abundance of technical and managerial talent, often with international experience.
Geopolitical risk is diminishing consistently, in contrast with some of India’s emerging
economy rivals in Asia. And above all, India has a demographic advantage that should
see its working age population continue to grow well into the century, increasing wealth
and reducing cost.
5. 5
The companies range from Bharat Forge, Bajaj, and Tata in the auto sector to Larsen &
Toubro and Godrej & Boyce in specialist engineering, Ballapur Industries in paper, and others in
pharmaceuticals and textiles, as well as Moser Baer. And they are showing that India is
beginning to shrug off its reputation for appalling quality and reliability, and that it can compete
internationally.
India is also emerging as an outsourcing design and production base for
manufacturing, as it has been for software, with most of the world's autos companies - and many
others such as Finland's Nokia and Taiwan's Foxconn in mobile phones - sourcing components
and assembling products.
After the IT boom, a manufacturing revolution has been well underway in the Indian
economy, spurred on by the increasing presence of multinationals, scaling up of operations by
the domestic companies and expanding domestic market. Consequently, manufacturers from
across the world are transforming India--which has all the required skills in process, product, and
capital engineering, thanks to its long manufacturing history and higher-education system--into a
potential manufacturing powerhouse.
"Every major company has India on its radar screen," says Wharton Professor of Management,
Saikat Chaudhuri. And the number of companies, spanning diverse industries, planning to make
India their global hub for host of operations has only been increasing by the day.
Manufacturing Excellence
Indian companies are also becoming renowned for their adherence to global quality standards.
Already, India is amongst the countries with the highest tally for 2007 with total TPM
Excellence Awards -- conferred by the Japan Institute of Plant Maintenance –winners standing at
111. It can also proudly claim to have 15 Deming award-winning companies (amongst the
highest tallies worldwide outside Japan), and one Japan Quality Medal winner.
The industry has also been on the path of continuously increasing its productivity levels.
In the changed globalize business environment, it is no more feasible to compete only on the
basis of costs without paying attention to the real customer preferences represented by other
product dimensions. Consequently, many new manufacturing approaches have emerged over the
recent time mostly as the reaction to dynamically changing situation on the market place, where
increased competition and market globalization greatly affected the distribution of the market
share and the profit margins. These new approaches to manufacturing are based on a pragmatic
philosophy distilled from worldwide experience in manufacturing. Manufacturing Excellence
could be attained by a combination of several approaches to manufacturing such as the following
Hall, 1987).
i) Value-added manufacturing, which means do nothing that does not add value to the product or
to the customer.
ii) Continuous Improvement manufacturing, which suggests that every aspect of manufacturing
is dedicated to making it better in ways great and small; and
iii) Just-in-time (JIT / TOTAL Quality Control)
World class manufacturing was the goal of achieving and /or sustaining world class
competitiveness through manufacturing excellence attained through best practices. In this
6. 6
context, different experts have expressed the goal and necessary practices for world class
manufacturing differently but always with the implicit goal of sustained competitiveness in the
global market place.
AGENDA FOR INDIAN MANUFACTURING SECTOR
Based on current assessment of Problems of Indian manufacturers, the Infrastructure available in
the country, the Indian industry experiences and capability and national economical priorities, it
would be appropriate to work on following lines:
- Substantial increase in R &D expenditure to the tune of 5% of GDP with matching investments
from Indian manufacturing sector (over next 3 years)
- Privatization of Research in India and dismantling of University research in its present form,
which is worthless. Opening of Several IIT like Institutes, Increasing capacity to five times of the
present.
- Strengthening of Tool Room sector and Specific Industrial Product development and testing
centers, to strengthen SMEs base which is important both for exports and employment
generation
- Expeditious privatization of Power Sector and raising National power generation load factor to
90%
- Focus on following sectors in first phase of 10 years: Textiles and Garment Industry,
Pharmaceuticals, Machine tools, Automobiles (Passengers and Commercial), Software products
(not development contracts), Leather Industry, Food processing and Horticulture, Primary
metallurgy including Steel and Aluminum, Defense equipment and Jewellary.
- Strategic marketing alliances with world class trading companies with pro active role of
Ministry of commerce
- Right combination of Indigenous technology and the Bought out technology, with the former
having at least 25% component (Eventually to become 75% and 25% respectively)
- Developing product based industrial clusters with international level facilities and Regulations
in place of present mixed and diluted economic zones like SEZs and EPZs.
- Intensified investment in infrastructure sector taking the benefits to B class city level.
- Encourage movement of Skilled Labor and technologists into and out of the country
7. 7
QRM
Quick response manufacturing (QRM) is an approach to manufacturing which
emphasizes the beneficial effect of reducing internal and external lead times.
Quick Response Manufacturing (QRM) is a companywide strategy to cut lead times in all phases
of manufacturing and office operations. It can bring your products to the market more quickly
and help you compete in a rapidly changing manufacturing arena. It will increase profitability by
reducing cost, enhance delivery performance and improve quality.
QRM's overarching focus on time as the guiding management strategy is ideally suited for
companies offering high-mix, low-volume and custom-engineered products.
8. 8
How Does QRM Work?
QRM builds on the basic principles of eliminating waste and improving efficiency, while also
incorporating principles unique to QRM. These include:
Laser-like focus on lead time reduction in manufacturing.
o Rethinking the manufacturing process and equipment decisions, to put the focus
on lead time reduction.
o Focusing all aspects of the organization, from the shop floor to the front office,
and including vendors in the supply chain, on quick responses and reducing lead
times.
Training managers on using time-based strategies.
o Linking business strategies to functional strategies.
o Measuring performance in ―time‖ units instead of monetary units.
o Using the principles of system dynamics to achieve quick response.
Cell-based system of manufacturing.
o Implementing the Paired-Cell Overlapping Loops of Cards with Authorization
(POLCA) planning and control method.
A focus on implementation and sustaining changes that reduce lead times.
Using Manufacturing Critical-path Time (MCT) to measure lead times.
Benefits of Quick Response Manufacturing
There are a number of significant benefits resulting from implementing quick Response
Manufacturing. Three of the most important are:
1. Increased customer satisfaction - We're in a highly competitive world in which waiting
time is wasted time. If you can reliably deliver the products the customer wants, and do
so quickly, you'll have happier customers who return to buy from you again.
2. Increased cash flow – By delivering products to customers quicker, you get paid quicker
and your overall cash flow increases. This gives you more flexibility and a greater ability
to respond to market changes.
3. Beating the competition – Quick Response Manufacturing drives innovation and prevents
a company from resting on its laurels while a competitor innovates and steals away
customers. The relentless focus on further decreasing lead times pushes an organization
to continually be innovating, which results in improved quality, new product features,
and a focus on being close to and serving customers.
9. 9
AGILE MANUFACTURING
Agile manufacturing is a term applied to an organization that has created the processes,
tools, and training to enable it to respond quickly to customer needs and market changes
while still controlling costs and quality.
An enabling factor in becoming an agile manufacturer has been the development of
manufacturing support technology that allows the marketers, the designers and the
production personnel to share a common database of parts and products, to share data on
production capacities and problems—particularly where small initial problems may have
larger downstream effects. It is a general proposition of manufacturing that the cost of
correcting quality issues increases as the problem moves downstream, so that it is cheaper to
correct quality problems at the earliest possible point in the process.
Agile manufacturing is seen as the next step after lean manufacturing in the evolution of
production methodology.[citation needed]
The key difference between the two is like between a
thin and an athletic person, agile being the latter. One can be neither, one or both. In
manufacturing theory, being both is often referred to as leagile. According to Martin
Christopher, when companies have to decide what to be, they have to look at the customer
order cycle (COC) (the time the customers are willing to wait) and the leadtime for getting
supplies. If the supplier has a short lead time, lean production is possible. If the COC is short,
agile production is beneficial.
Agile manufacturing is an approach to manufacturing which is focused on meeting the needs
of customers while maintaining high standards of quality and controlling the overall costs
involved in the production of a particular product. This approach is geared towards
companies working in a highly competitive environment, where small variations in
performance and product delivery can make a huge difference in the long term to a
company's survival and reputation among consumers
10. 10
4 Principles Within Agile Manufacturing
Consumer Enrichment
While lean is more waste oriented, agile is more customer oriented. One of the most important
principles within agile is enriching the customer through various factors such as identification,
monitoring, and understanding factors such as Quality Function Deployment. Satisfying
consumer demands is a key component within agile manufacturing.
Competitive Enhancement
Having all departments on board for agile methodology can ensure for a much more efficient and
competitive atmosphere. This is by partnering with firms that have the same ideas and mindset
about the production. This is how you can set yourself a step above competitors and adopt a
much more flexible and adaptable supply chain.
Organization
Proper organization within the operation is one of the most important aspect of an agile
manufacturing operation. This is due to swift changes in circumstances such as consumer
preference, demand, and production. This allows production to be flexible and be prepared for a
change at a moment’s notice.
Leveraging Impact
People are essential within agile operations, which is why it is important to constantly monitor
the impact of human capital. This is because humans possess skill, information, and the drive to
enhance productivity and improve the manufacturing process. Locating potential leaders that can
11. 11
take production in the right direction can bring extreme benefit to an agile operation. It is also
extremely important to keep up with current manufacturing trends and advancements in
technology, which can improve your manufacturing operation tremendously.
Advanced Planning and Scheduling Software (APS)
Advanced planning and scheduling software (APS) can enhance agile manufacturing operations
with ease. As the software is able to be easily integrated with ERP or MRP operations, it offers
various benefits and capabilities that can optimize production tremendously. Various benefits of
the software include the following:
Improved Delivery Performance
Profit Boosts
Reduction in Inventory and Cost
Six Month ROI
KEY ELEMENTS
There are four key elements for agile manufacturing:
Modular Product Design (designing products in a modular fashion that enables them to
serve as platforms for fast and easy variation)
Information Technology (automating the rapid dissemination of information throughout
the company to enable lightning fast response to orders)
Corporate Partners (creating virtual short-term alliances with other companies that enable
improved time-to-market for selected product segments)
Knowledge Culture (investing in employee training to achieve a culture that supports
rapid change and ongoing adaptation)
12. 12
WHY IS IT EFFECTIVE?
Why is agile manufacturing an effective strategy?
Consumers love instant gratification. They are increasingly getting used to it and they are often
willing to pay for it. For example, have you ever ordered a product with overnight
shipping…waiting in eager anticipation?
Consumers love choice. They prefer to get a product exactly as they want it…without
compromise.
Consumers are fickle. Their interests shift and move in unpredictable ways.
Agile is effective because it directly addresses these issues. It acknowledges the realities of the
modern marketplace and transforms them into a competitive advantage.
Agile is of particular value for manufacturers in countries with large, well-developed local
markets and high labor costs (e.g. the United States). It leverages proximity to the market by
delivering products with an unprecedented level of speed and personalization, which simply
cannot be matched by offshore competitors. It turns local manufacturing into a competitive
advantage.
LEAN MANUFACTURING
Lean manufacturing is a methodology that focuses on minimizing waste
within manufacturing systems while simultaneously maximizing productivity.
Also known as lean production, or just lean, the integrated socio- technical
approach is based on the Toyota Production System and is still used by that company, as well as
myriad others, including Caterpillar Inc. and Nike.
Lean manufacturing or lean production, often simply "lean", is a systematic method for waste
minimization ("Muda") within a manufacturing system without sacrificing productivity, which
can cause problems. Lean also takes into account waste created through overburden ("Muri") and
waste created through unevenness in workloads ("Mura"). Working from the perspective of the
client who consumes a product or service, "value" is any action or process that a customer would
be willing to pay for.
Lean manufacturing makes obvious what adds value, by reducing everything else (which is not
adding value). This management philosophy is derived mostly from the Toyota Production
System (TPS) and identified as "lean" only in the 1990s. TPS is renowned for its focus on
reduction of the original Toyota seven wastes to improve overall customer value, but there are
varying perspectives on how this is best achieved. The steady growth of Toyota, from a small
company to the world's largest automaker, has focused attention on how it has achieved this
success.
13. 13
Five principles of lean manufacturing
A widely referenced book, Lean Thinking: Banish Waste and Create Wealth in Your
Corporation, which was published in 1996, laid out five principles of lean, which many in the
field reference as core principles. They are value, the value stream, flow, pull and perfection.
These are now used as the basis for lean implementation.
1. Identify value from the customer's perspective. Value is created by the producer, but it is
defined by the customer. In other words, companies need to understand the value the customer
places on their products and services, which, in turn, can help them determine how much money
the customer is willing to pay.
The company must strive to eliminate waste and cost from its business processes so that the
customer's optimal price can be achieved at the highest profit to the company.
2. Map the value stream. This principle involves recording and analyzing the flow of
information or materials required to produce a specific product or service with the intent of
identifying waste and methods of improvement. The value stream encompasses the product's
entire lifecycle, from raw materials through to disposal.
Companies must examine each stage of the cycle for waste -- or muda in Japanese. Anything that
does not add value must be eliminated. Lean thinking recommends supply chain alignment as
part of this effort.
3. Create flow. Eliminate functional barriers and identify ways to improve lead time to ensure
the processes are smooth from the time an order is received through to delivery. Flow is critical
to the elimination of waste. Lean manufacturing relies on preventing interruptions in the
production process and enabling a harmonized and integrated set of processes in which activities
move in a constant stream.
4. Establish a pull system. This means you only start new work when there is demand for it.
Lean manufacturing uses a pull system instead of a push system.
With a push system, used by manufacturing resource planning (MRP) systems, inventory needs
are determined in advance and the product is manufactured to meet that forecast. However,
forecasts are typically inaccurate, which can result in swings between too much inventory and
not enough, as well as subsequent disrupted schedules and poor customer service.
In contrast to MRP, lean manufacturing is based on a pull system in which nothing is bought or
made until there is demand. Pull relies on flexibility and communication.
14. 14
5. Pursue perfection with continual process improvement or kaizen. Lean manufacturing
rests on the concept of continually striving for perfection, which entails targeting the root causes
of quality issues and ferreting out and eliminating waste across the value stream.
The eight wastes of lean production
The Toyota Production System laid out seven wastes, or processes and resources, that don't add
value for the customer. These seven wastes are:
unnecessary transportation;
excess inventory;
unnecessary motion of people, equipment or machinery;
waiting, whether it is people waiting or idle equipment;
over-production of a product;
over-processing or putting more time into a product than a customer needs, such as designs
that require high-tech machinery for unnecessary features; and
Defects, which require effort and cost for corrections.
Although not originally included in the Toyota Production system, many lean practitioners point
to an eighth waste:
Waste of unused talent and ingenuity.
Seven lean manufacturing tools and concepts
Lean manufacturing requires a relentless pursuit of reducing waste. Waste is anything that
customers do not believe adds value and for which they are not willing to pay. This requires
continuous improvement, which lies at the heart of lean manufacturing.
Other important concepts and processes lean relies on include:
Heijunka: production leveling or smoothing that seeks to produce a continuous flow of
production, releasing work to the plant at the required rate and avoiding interruptions.
Kanban: a signal -- either physical, such as tag or empty bin, or electronically sent through a
system -- used to streamline processes and create just-in-time delivery.
Kanban relies on visual signals to control inventory. A kanban card can be
placed in a visible area to signal when inventory needs to be replenished. With this process,
15. 15
products are assembled only when there is demand from the consumer, which allows companies
to reduce inventory and waste. The kanban method is highly responsive to customers because
products can be manufactured by responding to customer needs instead of trying to predict their
future needs
Jidoka: A method of providing machines and humans with the ability to detect an
abnormality and stop work until it can be corrected.
Andon: A visual aid, such as a flashing light, that alerts workers to a problem.
Poka-yoke: A mechanism that safeguards against human error, such as an indicator light that
turns on if a necessary step was missed, a sign given when a bolt was tightened the correct
number of times or a system that blocks a next step until all the previous steps are completed.
5S: A set of practices for organizing workspaces to create efficient, effective and safe areas
for workers and which prevent wasted effort and time. 5S emphasizes organization and
cleanliness.
The 5S system is an organizational method that stems from five Japanese
words: seiri, seiton, seiso, seiketsu and shitsuke. These words translate to sort, set in order, shine,
standardize and sustain. They represent a five-step process to reduce waste and increase
productivity and efficiency. The first step, sort, involves eliminating clutter and unnecessary
items from the workspace. Next, workers must set in order by ensuring that there is a place for
everything and everything is in its place. The shine step entails cleaning the workspace and
regularly maintaining this state. Standardizing should be done to make all work processes
consistent so any worker can step in and perform a job if necessary. The final step, sustain,
involves maintaining and reinforcing the previous four steps.
Cycle time: How long it takes to produce a part or complete a process.
16. 16
Kaizen
Kaizen is a business practice that focuses on making continuous improvements. With kaizen,
there is always room for improvement, and workers should constantly look to improve the
workplace. This philosophy also emphasizes that each individual's ideas are important and that
all employees should be involved in the process to better the company. An organization that
practices kaizen welcomes and never criticizes suggestions for improvement at all levels. This
helps to create an environment of mutual respect and open communication.
RAPID PROTOTYPING
Rapid prototyping is a group of techniques used to quickly fabricate a scale model of a physical
part or assembly using three-dimensional computer aided design (CAD) data. Construction of the
part or assembly is usually done using 3D printing or "additive layer manufacturing" technology.
Rapid prototyping automates the making of a prototype. It builds a prototype part from a
three-dimensional (3-D) CAD model.
Other terms used for rapid prototyping:
o 3D Printing
o Additive manufacturing
o Free-form fabrication
Rapid prototyping is the speedy creation of a full-scale model. The word prototype comes from
the Latin words proto (original) and typus (model).
Rapid Prototyping has also been referred to as solid free-form manufacturing; computer
automated manufacturing, and layered manufacturing.
In manufacturing, rapid prototyping is used to create a three-dimensional
model of a part or product. In addition to providing 3-D visualization for digitally rendered
items, rapid prototyping can be used to test the efficiency of a part or product design before it is
manufactured in larger quantities. Testing may have more to do with the shape or size of a
design, rather than its strength or durability, because the prototype may not be made of the same
material as the final product. Today, prototypes are often created with additive layer
manufacturing technology, also known as 3-D printing. Direct metal laser sintering (DMLS) may
also be used to create aluminum, stainless steel or titanium prototypes. This process uses laser
beams to melt and fuse metal powders into solid parts.
In network design, rapid prototyping can be used to map the architecture for a
new network. A rapid prototype tool called Mininet, for example, allows the user to quickly
create, interact with, customize and share a software-defined network (SDN) prototype on a
single computer which simulates a network topology that uses Openflow switches.
17. 17
In software development, when a small team quickly builds a working software
program for users to review, it is also called rapid prototyping. It may also be called rapid
application development (RAD).
The reasons of Rapid Prototyping are
To increase effective communication.
To decrease development time.
To decrease costly mistakes.
To minimize sustaining engineering changes.
To extend product lifetime by adding necessary features and eliminating redundant
features early in the design
Advantages of Rapid Prototyping
Opportunities for Innovation
Rapid prototyping opens new opportunities for innovation by eliminating the restrictions of
conventional prototyping, which requires production of prototype tooling and physical
components to exacting tolerances.. Designers can create models incorporating complex shapes
and surfaces that would be difficult or impossible to reproduce by conventional prototyping.
Time Savings
By eliminating the time needed to produce molds, patterns and special tools required for
conventional modeling, rapid prototyping reduces time between initial design and analysis. An
accurate model is quickly available for testing form, features, performance and usability. Rapid
prototyping is a highly automated process that enables designers to quickly modify products in
18. 18
line with feedback. The time savings can help organizations gain competitive advantage by
bringing new products to market quickly, ahead of competitors.
Cost Reduction
Rapid prototyping helps to reduce the costs of product development. There is no need to develop
special tools for each new product. Rapid prototyping uses the same CAD and printing
equipment each time. The automated prototyping process also reduces staff costs. The costs of
waste are lower, because the prototyping technique only adds modeling material where needed.
Conventional prototyping techniques create waste through cut-off material or chippings as the
tools create the finished model.
Easier Visualization
The ability to create a realistic three-dimensional scale model helps designers present new
product concepts to stakeholders, such as board members, clients or investors who need to
understand and approve the development program. Designers can also gain feedback from
potential users and customers that is based on physical products, rather than concepts, enabling
them to incorporate realistic usability data into the later stages of development.
Lower Risk
By enabling detailed physical analysis at an early stage in the development program, rapid
prototyping can reduce the risk of costly errors. The development team can identify design faults
or usability problems and make any modifications quickly. The iterative process provides a
precise model for production tooling, reducing the risk of later manufacturing problems.
Support for Customization
Rapid prototyping is an iterative process, so it is easy to incorporate individual customers’
requirements and create customized products cost effectively. Development teams do not have to
design each customized product from scratch. Customization can provide a strong competitive
advantage by offering customers greater choice and flexibility.
CONCURRENT ENGINEERING
Concurrent engineering is a management and engineering philosophy for improving quality and
reducing costs and lead time from product conception to product development for new products
and product modifications.
Concurrent engineering, also known as simultaneous engineering, is a method of
designing and developing products, in which the different stages run simultaneously, rather than
19. 19
consecutively. It decreases product development time and also the time to market, leading to
improved productivity and reduced costs.
CE means that the design and development of the product, the associated manufacturing
equipment and processes, and the repair tools and processes are handled concurrently.
The concurrent engineering idea contrasts sharply with current industry sequential practices,
where the product is first designed and developed; the manufacturing approach is then
established. And finally the approach to repair is determined.
What is concurrent engineering?
Concurrent engineering is a systematic approach to the integrated, concurrent design of
products and their related processes, including manufacture and support. This approach is
intended to cause the developers from the outset, to consider all elements of the product life
cycle from conception to disposal, including quality, cost, schedule, and user requirements.
The concurrent engineering approach is based on five key elements:
a process
a multidisciplinary team
an integrated design model
a facility
a software infrastructure
20. 20
FIG: iterative development method in concurrent
engineering
Why concurrent engineering?
Increasing product variety and technical complexity that prolong the product development
process and make it more difficult to predict the impact of design decisions on the functionality
and performance of the final product.
Increasing global competitive pressure that results from the emerging concept of
reengineering.
The need for rapid response to fast-changing consumer demand.
The need for shorter product life cycle.
Large organizations with several departments working on developing numerous products at
the same time.
New and innovative technologies emerging at a very high rate, thus causing the new product
to be technological obsolete within a short period.
A characteristic curve representing cost incurred and committed during the product life
cycle
21. 21
Summarized the results of a survey that include the following improvements to specific product
lines by the applications of concurrent engineering.
1. Development and production lead times
2. Measurable quality improvements
3. Engineering process improvements
4. Cost reduction
1. Development and production lead times
Product development time reduced up to 60%.
Production spans reduced 10%.
AT&T reduced the total process time for the ESS programmed digital switch by 46% in 3
years.
Deere reduced product development time for construction equipment by60%.
ITT reduced the design cycle for an electronic countermeasures system by33% and its
transition-to-production time by 22%.
2. Measurable quality improvements
Yield improvements of up to four times.
Field failure rates reduced up to 83%.
AT&T achieved a fourfold reduction in variability in a polysilicon deposition process for very
large scale integrated circuits and achieved nearly two orders of magnitude reduction in
surface defects.
AT&T reduced defects in the ESS programmed digital switch up to 87% through a
coordinated quality improvement program that included product and process design.
Deere reduced the number of inspectors by two-thirds through emphasis on process control
and linking the design and manufacturing processes.
3. Engineering process improvements
Engineering changes per drawing reduced up to 15 times
Early
Concurrent Engineering Advantages
1. Faster Time to Market
A major advantage that concurrent engineering offers is that it allows companies to deliver their
products to market in a much shorter time frame. When product development stages run
consecutively, the workers on prototyping stage must wait until those on design phase have
completed their tasks, those on testing phase must wait until those in prototyping phase are
finished, and so on. All of this waiting can delay product releases. Concurrent engineering allows
workers on several stages to work simultaneously, shortening the time to market.
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2. Enhanced Quality
Concurrent engineering practices also enable workers and managers to discover any production
issues earlier in the process, which leads to a higher-quality product. These practices also reduce
design revisions, unworkable prototypes and excessive testing to arrive at the highest-quality
product in the shortest time. In the auto manufacturer example, any issues involving the
aerodynamics of the car are uncovered earlier in the process by the testing team, which allows
the design and prototyping teams to work toward solving the problem.
3. Lower Development Costs
The bulk of a company's costs associated with creating a new product involve the design and
development processes. Managers can use concurrent engineering as a powerful tool for
reducing those early development costs. Since concurrent engineering practices decrease the time
spent in the design and development phases, companies can deliver a product faster, better and
cheaper than their competitors. In the auto manufacturer example, concurrent engineering
practices allow the design, prototyping and testing teams to produce a factory-ready car design in
much less time and at a lower cost to the company.
4. Increased Productivity
While consecutive engineering requires that workers on a later stage wait for those in earlier
stages, concurrent engineering allows workers the opportunity to be productive immediately and
throughout the process. This process allows workers to focus on the project as a whole, rather
than focus solely on their area of specialty. In the auto manufacturer example, the design,
prototyping and testing teams all work together on the same problem at the same time to find the
best solution.
Disadvantages of CE
higher development risk due to open issues
need for assumptions in design and development