In this presentation, we will discuss the concept and interrelation between product and process design and product life cycle. We will also talk about key decisions required in process design and evaluation of process design.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Concurrent engineering is a business strategy that replaces the traditional sequential product development process with one where tasks are done in parallel and all aspects of a product's development are considered early on. It focuses on optimizing resource distribution to ensure efficient product development. Concurrent engineering requires collaboration across individuals, groups, departments and organizations to develop a product rapidly and responsively to changing market needs. It is a complex strategic plan that demands full corporate commitment and strong leadership to implement continuous process improvements.
The document outlines the design process, including idea generation, feasibility studies, rapid prototyping, and final design. It discusses learning from competitors through perceptual maps and benchmarking against the best products. The design process aims to match products to customer needs efficiently and minimize revisions. Idea generation considers customer research, technology, and other internal and external sources to design new products and improvements.
This document provides an overview of product and service design. It discusses how product and service design translates customer wants and needs into requirements. It also discusses developing new products/services, quality goals, cost targets, and prototyping. Reasons for redesign include market opportunities/threats. The document also covers value analysis, objectives of design like customer satisfaction and cost, issues like lifecycles and standardization, designing for mass customization, phases of design like idea generation and feasibility analysis, and types of processes like job shop and batch processing.
Lean manufacturing aims to eliminate waste and optimize efficiency. It was developed by Toyota and popularized by James Womack. The goal is to satisfy customers with quality products delivered quickly at low cost. Key aspects include just-in-time production, continuous improvement, and 5S techniques. Agile manufacturing focuses on flexibility and responsiveness to meet changing customer needs through modular design, information technology, partnerships, and a knowledge culture. Both approaches emphasize eliminating waste while delivering value to customers.
Agile manufacturing is an operational strategy focused on inducing velocity and flexibility in make-to-order or configure-to-order production with minimal changeover time and interruptions. It differs from lean manufacturing in that lean is for high-volume/low-mix production while agile is for low-volume/high-mix. Agile manufacturing applies to environments where customized orders provide a competitive advantage. The main characteristics of agile manufacturing are short time-to-market, modular design/assembly, and configurable components. A major challenge is the high capital required for production/assembly flexibility, but payback periods are often less than two years.
A short presentation on basics of Agile manufacturing and differences and relation between agile and traditional manufacturing systems along with a self selected case study for describing agility. References are included at the end. No data is copied from internet.
The document discusses product design and service operations. It defines product design as concerned with a product's form and functions. The product design process involves concept development, product planning, engineering, and pilot production. It also discusses various aspects of product design like design for function, manufacture, and sales. The document also defines different types of service operations and strategies for scheduling service operations to meet demand fluctuations and customer needs.
Lean and Agile Manufacturing as productivity enhancement techniques - a compa...IOSR Journals
Lean and agile manufacturing are productivity enhancement techniques that aim to improve responsiveness to customers and reduce costs. Lean focuses on eliminating waste through continuous improvement processes, while agile emphasizes flexibility and nimbleness to respond quickly to changes. Both approaches seek to enhance value for customers. Key differences are that lean focuses more on efficiency and waste reduction within operations, while agile takes a more holistic view across the entire enterprise to thrive in uncertain environments through rapid adaptation.
The document outlines key aspects of the product design process including idea generation, feasibility studies, rapid prototyping, form and functional design, production design, design reviews, and design for quality and the environment. It discusses techniques like quality function deployment (QFD) which translates customer requirements into technical design characteristics to ensure an effective design process.
This document discusses key factors in product and service design including cost, quality, time-to-market, customer satisfaction, and competitive advantage. It emphasizes increased attention to customer satisfaction, reducing timelines, environmental concerns, and designing user-friendly products that use fewer materials. Product and service design determines development costs and timelines, resulting quality, and ability to produce items. The design process involves translating customer needs into requirements, refining existing and developing new offerings, and testing prototypes. Regulations and standards also impact design.
Six Sigma is a data-driven methodology for improving processes by reducing variability and minimizing defects. It aims for near perfection by targeting no more than 3.4 defects per million opportunities. The Six Sigma methodology includes DMAIC (Define, Measure, Analyze, Improve, Control) for improving existing processes and DMADV (Define, Measure, Analyze, Design, Verify) for developing new processes. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who lead Six Sigma projects and use statistical tools to drive process improvement. Implementing Six Sigma helps companies better meet customer expectations, accelerate improvement rates, and enhance business performance and value.
The document discusses key aspects of operation management and strategy. It defines operation management as the systematic design, direction, and control of processes that transform inputs into services. It identifies the five key components in any operation as plants, people, parts, processes, and planning/control. It then discusses elements of operation strategy including production systems, facilities, product/service design, quality, flexibility, and time. Finally, it covers topics like competitive priorities, industry best practices, manufacturing strategies, and the link between corporate, business and operation strategies.
The document discusses product and service design. It covers key aspects of product and service design including objectives, phases in the design process, differences between product and service design, guidelines for successful service design, and how design impacts operations strategy. The overall goal of design is to translate customer needs into high-quality, cost-effective products and services that satisfy customers and contribute to business success. Legal and ethical considerations must also be taken into account in the design process.
The document discusses various topics related to product design and operations management. It covers product design, product life cycle, product strategy, quality function deployment, concurrent engineering, computer-aided design/manufacturing, and production documentation. Key aspects of product development include meeting customer requirements, designing for manufacturability, and transitioning the product successfully to production.
Product innovation from customers' perspectiverajiv gauri
This document discusses the importance of incorporating customers' perspectives into product innovation. It provides examples of products that failed because they did not align with what customers wanted. The key points are:
1) Companies often innovate in isolation without adequately getting feedback from customers on their needs and desires. This can lead to products that do not meet customer expectations.
2) The Tata Nano is used as an example of a product that did not succeed because it did not provide what customers truly wanted - an affordable car that also had pride of ownership, safety, and attractive styling.
3) Truly understanding customer perspectives through surveys and engagement is important for the innovation process to identify the most desired features and design
World class manufacturing is a collection of concepts that set production standards for organizations to follow. It originated from Japanese manufacturing practices and focuses on process-driven techniques like just-in-time production, streamlined flow, small lot sizes, and zero defects. The goals of world class manufacturing include improving safety, quality, cost, delivery times, and environmental impact. It utilizes principles like just-in-time, total quality management, total productive maintenance, lean manufacturing, agile manufacturing, and concurrent engineering. Agile manufacturing allows organizations to quickly respond to customer needs and market changes while controlling costs and quality.
The document discusses agile manufacturing, which aims to rapidly respond to changing customer demand through organizational flexibility. It defines agile manufacturing and why it is needed given globalization and customization trends. The key is determining customer needs quickly and responding rapidly through design, production, and volume/mix changes. Transitioning requires new conceptual frameworks and overcoming dependencies on economies of scale. Real-world examples show how companies like automakers implemented agile practices like distributed mini-plants and customizable production.
This document discusses control and process modeling for software design. It describes three primary objectives of analysis: to describe customer requirements, establish a basis for software design, and define requirements that can be validated. It also discusses different modeling techniques used in analysis, including data flow diagrams (DFAs), control flow models, state diagrams, and process specifications. These analysis models act as a bridge between initial system descriptions and later software design.
The industrial control market involves the monitoring and control aspects of both complex and simple processes. Common trends within the industry, notably the drive for increased efficiencies, better robustness, higher channel densities, and faster monitoring and control speeds, subsequently drive new technology advancements for semiconductor manufacturers. This session aims to give a broad overview into the system requirements for both field instruments (sensors/actuators) and control room (analog input/output) modules, and demonstrates a typical I/O module configuration with HART (highway addressable remote transducer) connectivity.
This document provides an overview of process system analysis and control. It defines key terms related to control systems, such as controlled variable, controller, error, and disturbances. It also provides an example of analyzing and controlling a stirred tank heater system using a proportional controller in Simulink. The document concludes by emphasizing that block diagrams provide a systematic way to represent the dynamic behavior of control system components using transfer functions and equations.
Basic Concepts for an Integrated Steel Process Control SystemSchneider Electric
For the past few years, the market was preoccupied with discussions about terminology such as: distributed control systems (DCS), programmable logic controllers (PLC), and the “newcomers” hybrid control systems (HCS) and programmable automation controllers (PAC), and how each should be applied to steel and metals processing applications. Steel manufacturing is an industry that requires specific approaches for control systems; it mixes process, machines, discrete control, several motors, high-availability systems and involves massive amounts of variables and architectures that requires flexible topologies. Better understand these technologies, myths and facts, and learn the real needs and trends for control systems in steel and metals industries, regardless of labels and acronyms. Copyright AIST Reprinted with Permission
The document discusses a process control system and its applications. It mentions other applications beyond process control without providing details. It concludes with a thank you message signed by Jigar Sanjay Kumar Nayak.
Introduction of process control, Process control, Example of controlled process, Feedback control system, Feed forward control system,Classification of variables in chemical process, Components of control system
The document describes the basic elements of process control systems, including measurement, evaluation, and control elements. It provides examples of using a level transmitter, level controller, and control valve to regulate liquid level in a tank. It also discusses using temperature sensors and controllers to regulate process temperature. Block diagrams are presented to illustrate how these elements work together in a control loop. The purposes of open loop and closed loop control systems are also overviewed.
The document outlines the three main steps in the project control process:
1. Project planning which involves defining the scope, schedule, costs, and preparing a control budget. Network analysis techniques like CPM and PERT are used.
2. Project execution where the actual project work is carried out and progress is monitored through reports on costs, time, and accomplishments compared to estimates.
3. Project evaluation to assess performance, cost overruns, decisions made, and whether objectives were achieved through auditing and hindsight analysis.
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Want to know what trends web designers are thinking about for 2014? Here you go! This presentation has a list of 15 hot web design trends that designers should consider for 2014.
Here's a blog post that goes along with this presentation - http://www.davidleeking.com/2013/10/31/web-design-trends-for-2014/
This document provides an overview of production and operations management. It defines production as the process of transforming inputs into outputs through a set of controlled activities. Operations management is responsible for planning, coordinating, and controlling resources to produce goods and services. The key activities in the production cycle are product design, planning and scheduling, production operations, and cost accounting. The production cycle involves information flowing from one activity to the next. Facility layout planning is important for arranging resources in a way that ensures smooth material flow and maximizes productivity. The main types of layouts discussed are process, product, fixed position, cellular manufacturing, and hybrid layouts.
Production Planning and Control
Objective of PPC
Classification/Functions of PPC
Levels of PPC
Factors determining Production Planning Procedures
Production Planning System
Factors Determining PC procedures
Production Planning and Control
Objective of PPC
There are three stages in PPC
Classification/Functions of PPC
Benefits of PPC
Limitations of PPC
Production Planning / Operations Planning
Factors determining Production Planning Procedures
Production Planning System
Production Control
Factors Determining PC procedures
Main Functions of Production Planning
& Control Department
Plant Planning & Facility Planning
This document provides an overview of Module 5 which covers Production Planning and Maintenance Management. It discusses key topics like production planning and control in different systems, product selection, positioning, design and development, process selection, and production scheduling. It also discusses maintenance management including maintenance systems and activities under maintenance management. The document then goes into more detail on topics like production planning, scheduling techniques, and maintenance systems and activities.
Production planning and Control, Sale's forecastingTabassumShaikh36
Production planning and control (PPC) involves forecasting production needs and allocating resources to efficiently produce the required products on time and at lowest cost. PPC has three phases - planning, action, and control. The planning phase determines material, labor, and machine requirements through techniques like forecasting and scheduling. The action phase implements the plan through activities like dispatching work orders. The control phase monitors progress against the plan and initiates corrective actions if needed. Effective PPC coordinates all production inputs and outputs to optimize efficiency and quality across the entire manufacturing process.
The document discusses operation management and production systems. It covers topics like production management, operations management, production system models, decisions made by operations managers, types of production systems, elements of operations strategy, operations competitive priorities, demand forecasting, and forecasting approaches. Specifically, it defines production management as applying management principles to converting raw materials into finished products. It also defines operations management as converting resources into more useful products or services.
Production planning and control involves three main stages: planning, operation, and control. Planning determines what to produce, how to produce it, where, when, who will produce it, and how much to produce. Operation is the execution of the production plan. Control involves comparing actual results to production standards and taking corrective actions if needed. Key factors that determine the appropriate production planning and control system include the production volume, nature of the production process, complexity of operations, and magnitude of operations. The system aims to maximize efficiency, utilization of resources, and reliable delivery while minimizing costs and maintaining product quality.
Here are the layout types I would expect at each facility and why:
- Airplane manufacturing plant: Fixed-position layout. Large airplanes are built in one area of the factory, with workers and equipment brought to the airplane. This allows for efficient assembly of large, complex products.
- Passenger seat manufacturing plant: Product layout. Seats would be assembled on a linear production line with stations for different assembly steps. This high-volume repetitive process is well-suited for a product layout.
- TV/DVD manufacturing plant: Either product or cellular layout. As these are smaller electronic items, a linear production line or cellular layout with multi-functional teams could both work well.
- Uniform manufacturing plant
Role of production planning and control in operation managementRiya Sunny
Planning and Control are very important for success of an operation unit. For effective operation in a manufacturing unit, it is essential to integrate the production ...
Introduction to Production Planning and control.PraveenManickam2
This document provides an introduction to production planning and control. It discusses key concepts like production planning determining resources needed for future production. Production control reviews progress and ensures plans are followed. The document outlines objectives of production planning like determining needed facilities and layout. It also describes different types of production systems and factors considered in production planning like volume, nature of operations, and relationships between planning and control phases.
In this presentation, we will discuss production planning system, factors determining production control procedure, role of production planning and control in operations management, scope of production planning and control, its phases and principles. We will also talk about framework for strategy formulations and task control, PPC limitations, effectiveness, PPC in different systems, requirement of an effective PPC in a system and make or buy analysis.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
1. Production planning and control involves coordinating all functions of the manufacturing process from procuring materials to shipping finished goods according to a plan to efficiently use plant facilities.
2. It determines requirements for materials, equipment, and labor and arranges production schedules according to marketing demand while efficiently using all inputs.
3. The goal is to achieve coordination across departments, remove obstacles to smooth production, and operate plants at planned efficiency levels to meet production targets on time.
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
Production planning and control (PPC) involves planning production and ensuring production targets are met. PPC has three stages - planning, operations, and control. Planning determines production schedules and sequences. Operations carry out production according to plans. Control monitors performance against targets and provides feedback to improve performance. The objective of PPC is to deliver quality products to customers on time while optimizing resource use and minimizing costs and lead times. PPC functions include routing, scheduling, loading, dispatching, and inventory control.
1. The document discusses product design and process design. It explains how the two are related and must work together to efficiently produce products that meet customer needs.
2. Key factors that influence process design are discussed, including product design, demand patterns, production quantity, customer involvement, and environmental concerns. Tools for process improvement like continuous process improvement (CPI) and problem solving methods are also covered.
3. The summary emphasizes how product and process design evolve together to deliver high quality, low cost products to customers through flexible, optimized processes. Continuous improvement is important to staying competitive.
Operations management involves transforming resources into valuable products or services. There are three main production systems: job production which is low volume and high variety; batch production which produces similar items in batches; and flow/mass production which is high volume and low variety. Key functions of operations management include production planning and control, quality control, inventory management, and work measurement. Challenges include globalization, rising customer expectations, technological changes, and environmental issues. Priorities are relating operations to customers and addressing environmental concerns. World class manufacturing techniques involve just-in-time, total quality management, and employee involvement.
The document discusses various topics related to operations management including increasing axle load for goods trains, adding more coaches to passenger trains, extending platforms, passenger profile management, and using information and communication technology. It defines operations management and discusses how processes can be structured, semi-structured, or unstructured. Some examples of operational decisions are also provided. Key aspects of production/operations management such as planning, inventory management, quality control, and continuous improvement are discussed. Issues operations managers may face including resource management, production planning and scheduling, and cost control are also outlined.
The document discusses production planning and control over 5 units:
Unit I introduces production planning and control, including its definition, objectives, functions, elements, types of production systems, and factors in product design.
Unit II covers forecasting, its importance and types of forecasting techniques.
Unit III discusses inventory management, including relevant inventory costs, analysis techniques like ABC and VED, economic order quantity model, inventory control systems, and introductions to concepts like MRP, ERP, JIT, and supply chain management.
Unit IV defines routing and scheduling, the difference between them, and scheduling policies and techniques.
Unit V describes dispatching activities and procedures, the need for follow up, and
The document discusses production planning and control over 5 units. Unit 1 introduces production planning and control, including definitions, objectives, functions, elements and types of production systems. It also discusses product design factors. Unit 2 covers forecasting methods, including qualitative and quantitative techniques. Unit 3 discusses inventory management concepts like relevant inventory costs, ABC analysis and economic order quantity model. Unit 4 describes routing and scheduling. Unit 5 presents dispatching functions and the application of computers in production planning and control.
Similar to Tuning the planning and control system to product and process design: G1 (20)
The document discusses various forms of intellectual property protection that are important for technology and innovation. It covers copyrights, which protect original creative works; patents, which provide exclusive rights over inventions for 20 years; and trademarks, which identify the source or origin of products and services. The document also discusses the Start-Up Intellectual Property initiative in India which provides assistance to start-ups in filing patents, trademarks and designs. Facilitators under this initiative help start-ups protect and promote their intellectual property rights both in India and other countries.
The presentation provides details on- New Product Development Funnel, Idea Generation & Opportunity Evaluation, Product Concept Development, Concept Testing, Design and Engineering Products, Prototype Development and Testing
Role of Government- Technology and Standards, EXIM Policyi4VC
Management of improvement in Technology and Standards.
Technology and Government: Import and export of technology. National technology policies; objective and role of government.
The document discusses technology ecosystems and linkages. It defines a technology ecosystem as including government policies and funding, technology incubators, institutes/universities, R&D centers, and technology companies that develop and consume talent and technology. Mapping a technology ecosystem involves identifying the focal technology, its context of use, partners, developers, and end consumers. Technology linkages often lead to innovation by combining multiple technologies like solar, wind and gas for energy generation or sensors, communication, big data and computing for health monitoring systems. Managing multidisciplinary knowledge and interfaces between technologies are challenges with linkages.
The document discusses technology and its key concepts. It defines technology as human-made and focused on "what" rather than science's focus on "why". Technology addresses needs through products, services and processes created by engineers. It notes technology requires technical talent, knowledge, skills, resources, and follows a process from input to output with feedback. The document provides an example of how the internal combustion engine and automobile system led to comfortable travel but also increased global warming, showing technology can have both benefits and drawbacks.
Dr. Pradeep Desai's document discusses different types of innovation. It defines innovation as putting creative ideas into action by introducing change, and notes that creativity is subjective while innovation is measurable. The document outlines various types of innovation including incremental, disruptive, radical, product, process, and technology innovation. It also discusses the diffusion of innovation and concepts like the chasm and ways to overcome barriers introduced in crossing the chasm.
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
CAPACITY BUILDING:HOW TO GROW YOUR INFLUENCE, INCOME & IMPACTTochi22
Don't wish for less problems but for more capacity.
In this slideshare, you will discover the importance of capacity and different critical areas you must build to achieve your dream life.
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Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.