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PLANIFICATION AND CONTROL OF THE PRODUCTION - Coggle Diagram
PLANIFICATION AND CONTROL OF THE PRODUCTION
I. THE MANAGEMENT OF OPERATIONS
WHAT IS OPERATIONS ADMINISTRATION?
Operations management deals with the way that organizations produce goods and services.
MODEL OF THE TRANSFORMATION PROCESS
All operations produce goods or services or a mixture of the two, and they do so through a process of transformation.
Transformation is using resources in order to change the state or condition of something to obtain production.
RESOURCES - TRANSFORMATION - PRODUCTS
RESOURCES
Resources are things the company has to produce.
TYPES OF RESOURCES:
Technological resources: know how
Talent: The talent and knowledge of its people.
Time
Physical resources: infrastructure, office equipment, computers, technological equipment, etc.
Financial Resources: Money, accounts in our favor, financial instruments, etc.
THE PROCESS OF TRANSFORMATION
The purpose of the transformation process in operations is closely related to the nature of its transformed inputs.
Information processing
The operations that transform information transform its informational properties (the purpose or form of the information)
Client Processing
Operations that process clients can also transform clients in many ways.
Materials Processing
Operations that process materials transform their physical properties (shape, composition, or characteristics)
Products of the Transformation Processes:
Simultaneity
Contact with the client
Quality
Transportable
Storable
Tangible
II. DESIGN IN THE ADMINISTRATION OF OPERATIONS
WHAT IS DESIGN?
Design is the conceptual process by which some requirements of people, individual or collective, are satisfied through the use of a product or a system that arises from the physical translation of the concept.
DESIGN ACTIVITY IS IN ITSELF A PROCESS OF TRANSFORMATION
Producing designs for products, services or the processes that will create them is in itself a transformation process that conforms to the resource-transformation-product model already described.
The design activity goes from a concept to a specification.
Design includes identifying options
Design includes evaluation of operations.
The vulnerability of each design option: Will we take the risk?
Acceptance of the design choice: do we want to?
The Feasibility of the Design Option: Can We Do It?
DESIGN MEANS MEETING THE NEEDS OF CUSTOMERS
The design activity in operations has one overriding objective: to provide the type of products, services and processes that will satisfy the customers of the operation.
ALL PRODUCTS, SERVICES AND PROCESSES ARE DESIGNED
In most organizations "design" is more likely to be used in relation to the products (or perhaps services) that are produced.
The design of Products / Services and Design of Processes are related to each other
Overlap is Important in Manufacturing Operations
This interrelation means that the design of products and services and the design of processes should be considered as activities with a common area.
III. PLANNING AND CONTROL OF OPERATIONS
INTRODUCTION
The purpose of production planning and control is to ensure that the operation works effectively and efficiently and obtains products and services as required by the client.
The operation must have resources:
In the right moment
With the right quality level
In the right amount
PROGRAMMING
Once the job sequence is established, some operations require detailed scheduling with the date and time when they must start and end.
Forward scheduling: Work starts as soon as it arrives.
Backward scheduling - work starts at the last possible moment so it doesn't finish late.
VOLUMES AND TIMES
To reconcile the volume and the times, three different but integrated activities are carried out:
Finite load
Finite loading is an approach that only assigns work to a work center up to a set limit.
The finite load is relevant for an operation in which:
It is necessary to limit the load
The cost of limiting the load is not prohibitive.
It is possible to limit the load
Infinite load
Infinite loading is an approach that does not limit acceptance of work, rather tries to manage it.
Infinite loading is relevant for operations where:
It is not possible to limit the load.
It is not necessary to limit the load.
The cost of limiting the load is prohibitive.
Cargo
The load is the amount of work that is assigned to a work center (machine, person, department, etc.)
SEQUENCING
Whether the load is finite or infinite, when work arrives, decisions must be made about the order to do it.
Physical Restrictions
The physical nature of the materials being processed can determine the priority of the job.
Customer priority
An operation can allow an important or dissatisfied customer or item to be "processed" before others, regardless of the order of arrival.
Delivery date
Prioritizing by due date means that the work sequence is on schedule, regardless of the size of the job or the importance of the customer.
IV. IMPROVEMENT OF OPERATIONS
IMPROVEMENT PRIORITIES
The performance factors that need special attention are:
The needs and preferences of customers
The performance and activities of competitors
CONTINUOUS IMPROVEMENT
Continuous improvement as the name suggests, takes an approach to improve performance in more incremental and smaller steps.
CYCLE PDCA
The PDCA Cycle (Deming Wheel) named after the famous "guru" of quality, W.E. Deming. The acronyms correspond to words in English Plan-Do-Check-Act)
It is the sequence of activities that are undertaken cyclically to improve tasks.
The last point of the PDCA cycle is the most important, the cycle begins again. Only if it is accepted that, in the philosophy of continuous improvement, the PDCA cycle never ends, will improvement become part of each person's job.
PERFORMANCE MEASUREMENT
Performance measurement is the process of quantifying action, where measurement means that quantification process and where performance is assumed to be derived from actions taken by management.
Performance Measures
The five performance goals - quality, speed, dependability, flexibility, and cost - are actually a composite of several smaller measures.
Performance Standards
Once an operation measures its performance by a "bunch" of partial measures, it needs to judge whether that performance is good, bad, or indifferent.
:Target performance standards
Competitor performance standards
Historical standards
Absolute performance standards