...1 PRODUCTION AND OPERATIONS MANAGEMENT Introduction Product. Production. Management. Production and Operations Management an Overview. Definition of Production Operations Management. Objectives of Production Management. Scope of Production Management. Benefits derived from efficient Production Management Department. Functions of Production Management. Types of Production Systems. Characteristics of production systems and Production cycle. INTRODUCTION The Subject of Production Management is studied under different Headings-such as Production Planning and control, Production and Inventory control, production and operations control and many more. What ever may be the title of the subject, the contents of the subject are more or less one and the same. Before we discuss about production management, let us discuss about product, production and management. This will give us a rough idea about production Management and with what a production manager has to deal with. 1.1. PRODUCT Though many authors define the product with Consumer orientation, it is better for us to deal with different angles, because it will be helpful for us to understand the subject of production and Operation Management. (i) For a Consumer: The product is a combination of or optimal mix of potential utilities. This is because every consumer expects some use or uses from the product. Hence he/she always identifies the product in terms of the uses. Say for example-Soap can be identified by complexion, cleanliness...
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...Sequence the Work and Execute the Plans Self-Assessment Introduction Course Overview Welcome to the CPIM Execution and Control of Operations — Sequence the Work and Execute the Plans self-assessment course. This introduction provides an overview of the CPIM program, this course, and further preparation for the certification examinations. The CPIM certification is the recognized standard for individual assessment in the field of production and inventory management. The certification is designed to validate the candidate’s in-depth knowledge of a variety of subjects specific to the field. APICS has ensured that CPIM exams are consistently reliable and that the highest professional standards are used in developing and administering the program. The program consists of five examinations and the candidate must pass all five examinations to earn the CPIM designation. The examinations that make up the program are: • Basics of Supply Chain Management (BSCM) • Master Planning of Resources (MPR) • Detailed Scheduling and Planning (DSP) • Execution and Control of Operations (ECO) • Strategic Management of Resources (SMR) A CPIM Exam Content Manual is published annually by APICS. It is a key resource for anyone preparing for the APICS certification examinations. The manual addresses all five of the examinations by documenting the scope of the module, the content outline, the key terms, and primary and secondary references...
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...Chapter 18 Production Planning and Control In any manufacturing enterprise production is the driving force to which most other functions react. This is particularly true with inventories; they exist because of the needs of production. In this chapter the relationship of production planning and control to work-in-process inventories is stressed. Objectives of Production Planning Control The ultimate objective of production planning and control, like that of all other manufacturing controls, is to contribute to the profits of the enterprise. As with inventory management and control, this is accomplished by keeping the customers satisfied through the meeting of delivery schedules. Specific objectives of production planning and control are to establish routes and schedules for work that will ensure the optimum utilization of materials, workers, and machines and to provide the means for ensuring the operation of the plant in accordance with these plans. Production Planning and Control Functions All of the four basic phases of control of manufacture are easily identified in production planning and control. The plan for the processing of materials through the plant is established by the functions of process planning, loading, and scheduling. The function of dispatching puts the plan into effect; that is, operations are started in accordance with the plant. Actual performance is then compared to the planned performance, and, when required, corrective action is taken. In some instances...
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...Production and Operation Management Cheng Guoping Chapter 1 Introduction 1. Production System 2. Production and operations in the organization 3. Function and jobs of POM 4. Decision Making in POM 5. The emergence of production and operation management 1. Production System Production and operation management (POM) is the management of an organization's production system, which converts input into the organization 's products and services. 1.1 Production system model Inputs conversions subsystem output Feedback Feedback Figure 1 A production System Model 2. Common ground and differences between manufacturing and services 1.2.1 Common Ground: • Entail customer satisfaction as a key measure of effectiveness • Require demand forecasting • Require design of both the product and the process • Involve purchase of materials, supplies, and services • Require equipment, tools, buildings, and skills, etc. 1.2.2 Differences: • Customer contact Service involves a much higher degree of customer contact than manufacturing does. The performance of a service typically occurs at the point of consumption. Manufacturing allows a separation between production and consumption. • Uniformity of input Service operations are subject to more variability of inputs than manufacturing operations are. Each patient, each lawn, each TV presents a specific problem. • Labor content of jobs Manufacturing ---capital...
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...Production and Operation Management Cheng Guoping Chapter 1 Introduction 1. Production System 2. Production and operations in the organization 3. Function and jobs of POM 4. Decision Making in POM 5. The emergence of production and operation management 1. Production System Production and operation management (POM) is the management of an organization's production system, which converts input into the organization 's products and services. 1.1 Production system model Inputs conversions subsystem output Feedback Feedback Figure 1 A production System Model 2. Common ground and differences between manufacturing and services 1.2.1 Common Ground: • Entail customer satisfaction as a key measure of effectiveness • Require demand forecasting • Require design of both the product and the process • Involve purchase of materials, supplies, and services • Require equipment, tools, buildings, and skills, etc. 1.2.2 Differences: • Customer contact Service involves a much higher degree of customer contact than manufacturing does. The performance of a service typically occurs at the point of consumption. Manufacturing allows a separation between production and consumption. • Uniformity of input Service operations are subject to more variability of inputs than manufacturing operations are. Each patient, each lawn, each TV presents a specific...
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...LESSON 8 PRODUCTION PLANNING AND CONTROL Abha Kumar STRUCTURE 8.0 8.1 8.2 8.3 8.4 Introduction Objectives Production management Product design Design of production system 8.4.1 Types of production system 8.5 Manufacturing process 8.5.1 Types of manufacturing process 8.5.2 Factors affecting the choice of manufacturing process 8.6 Production planning and control 8.6.1 Benefits to small entrepreneur 8.6.2 Steps of production planning and control 8.7 Summary 8.8 Glossary 8.9 Self-Assessment Questions 8.10 Further Readings 8.0 INTRODUCTION After taking decisions about the type of business, its location, layout etc. the entrepreneur steps into the shoe of production manager and attempts to apply managerial principles to the production function in an enterprise. Production is a process whereby raw material is converted into semi finished products and thereby adds to the value of utility of products, which can be measured as the difference between the value of inputs and value of outputs. Production function encompasses the activities of procurement, allocation and utilization of resources. The main objective of production function is to produce the goods and services demanded by the customers in the most efficient and economical way. Therefore efficient management of the production function is of utmost importance in order to achieve this objective. 114 8.1 OBJECTIVES After studying this lesson, you should be able to • • • • • • • Describe the production function and...
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...Chapter 18 Production Planning and Control In any manufacturing enterprise production is the driving force to which most other functions react. This is particularly true with inventories; they exist because of the needs of production. In this chapter the relationship of production planning and control to work-in-process inventories is stressed. Objectives of Production Planning Control The ultimate objective of production planning and control, like that of all other manufacturing controls, is to contribute to the profits of the enterprise. As with inventory management and control, this is accomplished by keeping the customers satisfied through the meeting of delivery schedules. Specific objectives of production planning and control are to establish routes and schedules for work that will ensure the optimum utilization of materials, workers, and machines and to provide the means for ensuring the operation of the plant in accordance with these plans. Production Planning and Control Functions All of the four basic phases of control of manufacture are easily identified in production planning and control. The plan for the processing of materials through the plant is established by the functions of process planning, loading, and scheduling. The function of dispatching puts the plan into effect; that is, operations are started in accordance with the plant. Actual performance is then compared to the planned performance, and, when required, corrective action is taken. In some instances...
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...Optimization in Production Operations Optimal “Lean Operations” in Manufacturing By Carlos W. Moreno © 2005-06 Ultramax Corporation Oct. 5, 2006 Introduction This essay deals with production / manufacturing operations: with their economic impact (or other metrics) while making product with the existing process, usually driven to satisfy: • market demand (delivered: volume, quality) • • economics (incurred: cost savings, resource utilization); and safety (safeguarding equipment, personnel and environment) These drivers represent the main impact of production on company profits, with short-term and long-term effects on the P&L Statement. The bottom line is that most production processes are underutilized; and the use of mature, accessible mathematical technology unlocks that latent capacity, which is of significant value. The best possible performance is “Optimal Operations.” In the process industry it is called “Process Optimization.” In manufacturing it is the extreme of Lean Operations, one of the components of “Lean Manufacturing” success. Other components that qualify for “lean” in the sense of avoiding waste (non-value-added), and not missing opportunities for improvements are: “Lean Design” (the most common emphasis today), “Lean Logistics – and Supply Chain,” “Lean Maintenance,” “Lean Scheduling,” “Lean Safety,” and “Lean Scheduling.” Some share interests with Six Sigma as well (quality and costs). All these solutions are also part of the classical field of Industrial...
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...Chapter 1 Production and Operations Management (POM): An Introduction 0 Overview • • • • • Introduction Historical Milestones in POM Factors Affecting POM Today Different Ways of Studying POM Wrap-Up: What World-Class Producers Do 1 Introduction • Production and operations management (POM) is the management of an organization’s production system. • A production system takes inputs and converts them into outputs. • The conversion process is the predominant activity of a production system. • The primary concern of an operations manager is the activities of the conversion process. 2 Organizational Model Finance Sales HRM POM Marketing QA Engineering MIS Accounting 3 Organization Chart-Major Elements Manufacturing Organization Operations Finance/Accounting Disbursements & Credits Funds Management Capital Requirements Marketing Sales Promotion Advertising Sales Market Research Facilities Production & Inventory ontrol Quality Assurance & Control Procurement Engineering Design Industrial Engineering Process Engineering Entry-Level Jobs in POM • Purchasing planner/buyer • Production (or operations) supervisor • Production (or operations) scheduler/controller • Production (or operations) analyst • Inventory analyst • Quality specialist 5 Historical Milestones in POM • • • • • • The Industrial Revolution Post-Civil War Period Scientific Management Human Relations and Behaviorism Operations Research The Service Revolution 6 The...
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...COST MANAGEMENT AND PRODUCTION CONTROL FOR CONSTRUCTION COMPANIES Marchesan, P.R.C.1; Formoso, C. T.2 ABSTRACT Construction, like other industries, has been experiencing profound changes involving both the business environment and internal organization. In this context, new cost management information that provides better understanding and helps managing increasingly turbulent and complex production processes is needed. Activity-based costing (ABC) has been suggested as the leading contender method to replace traditional cost accounting systems, due to its capability to make the processes and activities performed in the organization more transparent and observable. This paper reports the main results of a research project which aimed to develop a cost accounting system capable of providing useful information to manage production processes in construction and devise a model that integrates this system to the Production Planning and Control process, based on the new operations management paradigm and on the ABC ideas. The study involved three case studies, a series of interviews with construction managers and the development of prototype software. The main conclusions of this research work are that the cost information provided by the proposed management accounting system (a) makes the production processes more transparent; (b) helps to identify production inefficiencies; (c) encourages managers to introduce corrective actions; and (d) allows the evaluation of corrective actions...
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...PROD 2100 - 2110 Production and Operations Management 2004-2005 Pierre Semal Prod 2100/2110 Introduction 0 Rules of the Game Tutorials Readings • • • Morgan, “Mechanization Takes Command” in “Images of Organizations”, Sage Press, 1986. Meal, “Putting production decisions where they belong”, HBR, 1984. Zeithaml, Berry, Parasuraman, “Communication and control processes in the delivery of service quality”, Journal of marketing, 1988. Working Sessions: • Individual • Computerized • Classical Manuals: • commented transparencies (Culb IAG, web) • exercise manual (Culb IAG, web) • readings (Culb IAG) • personal notes • Chase and Aquilano, Production and Operations Management, Irwin (Edt). • McLain, Thomas and Mazzola, Operations Management: Production of goods and services, Prentice Hall (Edt). Objectives / Exam ... Winnie the Pooh spent the rest of the day by walking and happily humming a new hum, all about the common sense approach and what The Stranger has been teaching them and the hum went like this: Select the problem of the day Finding one that’s right to do, You can choose it either way, You pick it ot it picks you. Observe it very carefully, “Where do I start? Where am I going?” And don’t forget about the bee, “What’s in the way of doing or knowing?” Prod 2100/2110 Introduction 1 Introduction What is POM ? What kind of problems are studied in POM ? 1. DEFINITIONS...............................................................
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...Experiential Operations Management Course Planning, building and managing enterprise operations Course Methods: Experiential workshop (action learning course) Course Venue: Las Vegas, Nevada, USA Course Duration: 4 days Course Time: 9AM-4PM Course Dates: Management Training Courses Calendar Course Fees: $3,999 | Option 2: Operations Management Courses Online: $995 Why IIM?: CEO Club | Training Excellence | Client Testimonials Course Audience: * COO's Team: Operations Managers, Procurement Managers, Supply Chain Managers, Production Managers, Manufacturing Managers, Warehousing Managers, Inventory Managers, Quality Managers, R&D Managers, Innovation Managers, Project Managers, Entrepreneurs, and Operations Management Consultants. Course Objectives: * Provides an understanding of operations management framework * Offers experiential analysis to understand the challenges of COOs and Operations Managers * Provides an understanding of the functions and practices of production and operation managers * Training topics include supply chain management, research and development (R&D), manufacturing, project management and quality management * Provides insights on how to develop strategies, initiatives and programs to introduce and sustain competitive operations in organizations * Focuses on lean six sigma best practices, tools and models to develop and implement an effective operations management system...
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...Mandexor Memory Case Study-Capacity Planning and Control Alfred Asuah Adongo (13025813) Ghana Institute of Management and Public Administration Professor: Dr. Chris Tabi Amponsah EMBA 665 - Operations and Project Management 6th April 2014 Analysis of Mandexor Memory Case Study-Capacity Planning and Control 2 Abstract This paper explains capacity planning and control in the case of Mandexor Memory. Mandexor Memory with its parent company in the US is currently experiencing a poor record of meeting production targets at its European Disk Drives Division and has therefore appointed a new Operations Manager in Mat Frankel to turn things around and to see to the reorganization of the sales and marketing functions into one division. The core objectives of this paper will thus be to analyze the current capacity and output levels vis-à-vis the demand as per the forecasts and then determine how Mandexor can balance optimal output with demand using the right capacity planning and control strategies to achieve its production targets in the European Disk Drive Division. The methods to be employed in this paper include review of the current production data (Actual Vs. Forecast) in relation to the capacity of the plant, calculation of necessary variances between output and demand in relation to capacity and a coherent analysis based on sound assumptions that will help Mandexor to adopt the right capacity planning and control strategies, operate at optimal capacity to meet...
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...Caribbean Maritime Institute School of Academic Studies Associate Applied Science Degree in Industrial System, Operation & Maintenance Production Systems Group Assignment #3 Name and ID Number: Gavin Francis 20146834 Shelair Venair 20147670 Chevaughn Wright 20132043 Tevin Kitson 20146857 Brian White 20132042 Alex Mcfalane 20147378 Stream: II Course Name: Production System Date of Submission: November 16, 2015 Lecturer’s Name: Mr. Wynter 1. Discuss the terms Method Study and Work Study in relation to management control procedures. Answer: Method Study: Systematic recording and critical examination of existing and proposed ways of doing work, as a means of developing and applying easier and more effective methods and reducing cost. Advantages include: * Improvement in use of all inputs * Economy in human effort * Layout improvement * Improvement in design of plant and machinery * Improvement in safety standards and procedures * Better working environment Work Study: The systematic examination of the method of carrying on activities so as to improve the effective use of resources and to set up standards of performance for the activities being carried out. Benefits include: *...
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...Course Title OPERATIONS MANAGEMENT Courses with numerical and conceptual focus Course Planner 16031::Gurpreet Kaur Lectures 3.0 Tutorials Practicals Credits 1.0 0.0 4.0 TextBooks Sr No T-1 Title Operations Management Reference Books Sr No R-1 R-2 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 OR-8 OR-9 OR-10 OR-11 OR-12 Journals articles as Compulsary reading (specific articles, complete reference) The four things that a service Business must get right HBR Article , Bang & Olufsen Design Driven Innovation : HBR , Smart Product Design : HBR , Mishina, Kazuhiro. Toyota Motor Manufacturing, U.S.A., Inc. HBS Case No. 9-693-019. Harvard Business School Publishing, Boston, 1995. , Hammond, Janice H. Barilla SpA (A). HBS Case No. 9-694-046. Harvard Business School Publishing, Boston, 1994. , Latour, Almar. Nokia Handles Supply Shock with Aplomb as Ericsson of Sweden Gets Burned. The Wall Street Journal. Dow Jones & Company, Inc., 2001. , National Cranberry Cooperative HBS #688122. From Case Map , John Crane UK Ltd Case : The CAD CAM Link . HBS #691021,24p , To Move or not to Move .Case of Cathay Pacific Airways . University of Hong Kong HBS #HKU003,22p , Note on Quality: The Views of Deming, Juran, and Crosby HBS .687011 , Process Control at Polaroid , HBS, #693047 , LL Bean Item Forecasting and Inventory Management HBS, #893003, 5p , Johson Control Automotive Systems , HBS,#69308623p , Title Operations Management Concepts, Techniques & Applications Operations Management Author...
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