The document discusses key concepts in manufacturing and production including supply chain management, product design process, production scheduling, and facility management. It describes the 6 main steps in product design as idea generation, screening ideas, feasibility study, preliminary design, pilot runs and testing, and new product launch. It also outlines principles and types of production scheduling such as forward and backward scheduling, and discusses facility management goals like optimizing processes, assets, and the work environment to support business objectives.
The document discusses key concepts in manufacturing and production including supply chain management, product design process, production scheduling, and facility management. It describes the 6 main steps in product design as idea generation, screening ideas, feasibility study, preliminary design, pilot runs and testing, and new product launch. It also outlines principles and types of production scheduling such as forward and backward scheduling, and discusses facility management goals like optimizing processes, assets, and the work environment to support business objectives.
The document discusses key concepts in manufacturing and production including supply chain management, product design process, production scheduling, and facility management. It describes the 6 main steps in product design as idea generation, screening ideas, feasibility study, preliminary design, pilot runs and testing, and new product launch. It also outlines principles and types of production scheduling such as forward and backward scheduling, and discusses facility management goals like optimizing processes, assets, and the work environment to support business objectives.
The document discusses key concepts in manufacturing and production including supply chain management, product design process, production scheduling, and facility management. It describes the 6 main steps in product design as idea generation, screening ideas, feasibility study, preliminary design, pilot runs and testing, and new product launch. It also outlines principles and types of production scheduling such as forward and backward scheduling, and discusses facility management goals like optimizing processes, assets, and the work environment to support business objectives.
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MAKE
Supply chain management
MAKE The process of converting raw materials, components, or parts into finished goods that meet a customer's expectations or specifications. Manufacturing commonly employs a man- machine setup with division of labor in a large scale production Product Design Process Product Design 1. Idea Generation: The design process begins with understanding the customers and their needs. Ideas for new products can come from a variety of sources both within and outside the firm. 2. Screening Ideas: The purpose of screening ideas is to eliminate those ideas that do not appear to have high potential and so avoid the costs incurred at subsequent stages. Product design process 3. Feasibility Study: Initial screening of the ideas is designed to stop the ideas, which are unsuitable for further considerations. Feasibility study consists of a market analysis, an economic analysis, and technical and strategic analysis. Product Design Product Design 4. Preliminary Design: Design engineers take general performance specifications and translate them in to technical specifications. The process of preliminary design involves building a prototype, testing the prototype, revising the design, retesting and so on until a viable design is determined. Design incorporates both form and function. Product Design 5. Pilot Runs and Testing: In the preliminary design stage, prototypes are built and tested after several iterations, pilot run of the manufacturing process is conducted. Adjustments are made as needed before finalizing the design. Product Design 6. New Product Launch: Launching a new product or service involves ramp up production. The process has been refined and debugged, but it has yet to operate at a sustained level of production. Production Scheduling Supply chain management Production Scheduling Scheduling can be defined as “prescribing of when and where each operation necessary to manufacture the product is to be performed.” It is also defined as “establishing of times at which to begin and complete each event or operation comprising a procedure”.
It identifies that what resources would be consumed at what stage of
production, and according to the estimates a schedule is made so that the company doesn’t fall short of resources at the time of production.
The production schedule prepares in-depth estimates of future cash flow
also to identify the requirement before taking up a project. Production scheduling tries to optimize the use of the manpower so that there are no excess manpower or shortage of manpower during the production process. Principles of Scheduling: • The principle of optimum task size: Scheduling tends to achieve maximum efficiency when the task sizes are small, and all tasks of same order of magnitude. • Principle of optimum production plan: The planning should be such that it imposes an equal load on all plants. • Principle of optimum sequence: Scheduling tends to achieve the maximum efficiency when the work is planned so that work hours are normally used in the same sequence. Production Scheduling Inputs • Performance standards: The information regarding the performance standards (standard times for operations) helps to know the capacity in order to assign required machine hours to the facility. • Units in which loading and scheduling is to be expressed. • Effective capacity of the work centre. • Demand pattern and extent of flexibility to be provided for rush orders. • Overlapping of operations. • Individual job schedules Scheduling Strategies • Detailed scheduling: Detailed scheduling for specific jobs that are arrived from customers is impracticable in actual manufacturing situation • Cumulative scheduling: Cumulative scheduling of total work load is useful especially for long range planning of capacity needs. • Cumulative detailed: Cumulative detailed combination is both feasible and practical approach • Priority decision rules: Priority decision rules are scheduling guides that are used independently and in conjunction with one of the above strategies, i.e., first come first serve. These are useful in reducing Work-In-Process (WIP) inventory. Types of Scheduling Forward scheduling Forward scheduling determines start and finish times of next priority job by assigning it the earliest available time slot and from that time, determines when the job will be finished in that work centre.
Backward scheduling Is often used in assembly type industries and commit in advance to specific delivery dates. Backward scheduling determines the start and finish times for waiting jobs by assigning them to the latest available time slot that will enable each job to be completed just when it is due, but done before. Forward & Backward Scheduling Facility Management Supply chain management Facility Management Facility management is a business practice that optimizes people, processes, assets, and the working environment to support the delivery of the organization's commercial objectives. It ensures that the customer's facility is in optimum operational condition and that they are receiving services in a prompt and organized manner. Facility Management • Automated Work Force Management - A tightly integrated Enterprise Asset Management, Scheduling and Mobility solutions. Intelligent Call Scripting - Optimum way to record issues raised by customers over a call.
• One click Work Order creation - An highly automated way to
process service request, perform multiple validations and create work order as a positive outcome. All this with a single click.
• Quality inspection - A customer oriented automated solution to
control the quality of work and gather customer feedback. Multi-dimensional Pricing models - Pricing rules based on multiple factors to incorporate multi-dimensional pricing models. Facility Management • SLA Monitoring - Priority based SLA tracking based on the time that a work order is sitting in a particular status. • Out of Scope Services - Display out-of-scope services as well to the customers and give them the option to choose these services. Use this information in the KPI reports for the opportunity to add new service line for the customer. • Work Type handling - Automated solution to validate the source of generation of work order initiation and route it to the relevant path. Sources http://www.businessdictionary.com/definition/manufacturing.html http://www.yourarticlelibrary.com/production-management/new-product-design- process-6-major-steps-involved/57462 https://www.mbaskool.com/business-concepts/operations-logistics-supply-chain- terms/16613-production-scheduling.html https://www.wisdomjobs.com/e-university/production-and-operations-management- tutorial-295/scheduling-9619.html https://www.wisdomjobs.com/e-university/production-and-operations-management- tutorial-295/scheduling-9619.html http://www.infosysblogs.com/supply- chain/2015/03/best_practices_in_facilities_m.html
