Production approach and Control
Production approach and Control
Model of the Transformation Process
By transformation is understood that use resources in order to change the status or condition of something for production.
All operations are consistent with this model
Cosas with whom the company is provided to produce.
The office material, the raw material, the money, the premises, cars, the talent of its people, etc..
Technological resources: to know how to make.
Financial resources: money, accounts in our favor, financial instruments, etc.
Talent: the talent and the knowledge of its people.
Physical resources: infrastructure, office equipment, computers, technological teams, etc.
Transformed resources: those that talk each other, transform or turn somehow.
Resources to be transformed: those that act on transformed resources.
The administration of operations is the way in which the organizations produce goods and services. Everything we eat, we use, we read, in where we sat or with what we play comes courtesy of the operations managers that they organize their production.
The Transformation Process
Processing of Customers
The products of the transformation processes (and its purpose) are goods and services, which in general are different for several reasons.
Contact with the client
Processing of materials.
The Participant dominates the resources concept.
The Participant understands the model of the process of transformation.
The Participant analyzes the transformation process.
The Participant dominates the concept of administration of operations.
Improvement of Operations
The needs and preferences of the clients and
The performance and activities of competitors
He adopts an approach to improve the performance in more incremental and smaller steps
The concept of continuous improvement implies a process that literally never ends to ask again and again the details of the tasks of an operation.
The cycle begins with the stage P to (glide), that includes an examination of the current method or the area problem in study.
Esto implica reunir y analizar datos para formar un plan de acción con la intención de mejorar el desempeño.
(As soon as an improvement plan was agreed, the following step is the stage D to (do).
This is the stage of implementation in which test the operation plan. This stage includes, by itself, a mini cycle PDCAA to resolve the problems of implementation
Later the stage comes C to (verify) where pair evaluates the new well-established solution to see if the results are been expected on the improvement of the performance.
Finally, at least for this cycle, the stage is A to (act).
During her the change is consolidated or there is standardized if it has been successful. Otherwise, if the change is not good, the learned lessons of the "test" are formalized before beginning again the cycle.
That the Participant is capable of establece improvement priorities.
That the participant understands the importance of continuous improvement
That the Participant dominates of way the measurement of the performance as form to improve the operations
That the Participant understands the functioning of the cycle PDCA (PlanDo-Check-Act).
Design in Operations Management
Meet the Needs of Customers
The design activity in the operations has a preponderant target: to provide the type of products, services and processes that will satisfy the clients of the operation.
All products, services and processes are Designed
The design of Products / services and the process Design They Are related between Themselves.
The Traslape is Important in the Operations of Manufacture.
Is the conceptual process through which satisfy certain requirements of people, individual or collective, through the use of a product or system that arises from the translation of the physical concept.
The Design Activity in itself is a process of transformation
The Design Activity goes from a concept to a Specification
The design includes the evaluation of the Options
The acceptance of the option of design: do we want to do it?
The vulnerability of every option of design: will we take the risk?
The feasibility of the design option: can we do this?
The design includes identifying options
The Participant analyze the design process as a way to meet the needs of customers.
The Participant analyze your design as a process made for every type of product and service.
The Participant dominates the design concept.
The participant analyzes the design activity as a transformation process.
Planning and Control of operations
Is to ensure that the operation to work with effectiveness and efficiency and to get products and services according to the required by the customer.
To do so, the operation must have resources:
In the right amount.
with a level of quality that is suitable
At the appropriate time.
Requires the reconciliation of supply and demand in terms of volumes, times and quality
Volumes and times
determines the priority of the tasks to be performed
decides to start times and completion of each task.
The programming backwards initiates in last possible moment his pair that does not end late.
The programming ahead implies initiating the work as soon as it comes.
: determines the volume that can handle an operation
It is the quantity of work that is assigned to a center of work (machine, it presents itself, department, etc.)
There are two main approaches for loading operations
That the Participant analyzes the load as activity to conciliate volumes and time.
That the Participant analyzes the sequence as activity to conciliate volumes and time.
That the Participant domine in a general way the planning phase and control operations
That the Participant analyzes the programming as activity to conciliate volumes and time.