Planning / Operation and Production Control (1. Operations Management ,…
Planning / Operation and Production Control
1. Operations Management
Transformation Process Model
All operations produce goods or services or a mixture of the two, and they do so through a transformation process.
Simply put, operations take a set of input resources, use them to transform them or to transform something else into the production of goods and services.
Resources are things that the company has to produce
The types of resources are:
Financial resources: money, accounts in our favor, financial instruments, etc.
Technological resources: know how to do
Physical resources: infrastructure, office equipment, computers, technological equipment, etc.
Talent: the talent and knowledge of its people.
Transformed resources: those that are treated, transformed or converted in some way.
Resources to transform: those that act on transformed resources.
What is Operations Management?
Operations management deals with the way organizations produce goods and services.
The Transformation Process
The purpose of the process of transformation in operations is closely related to the nature of its transformed inputs.
2. Design in Operations Management
What is Design?
Design is the conceptual process by which some requirements of individuals, individual or collective, are satisfied through the use of a product or a system that arises from the physical translation of the concept.
Design Means Satisfying Customer Needs
Product designers try to achieve aesthetic designs that meet or exceed customer expectations.
They also try to design a product that has a good performance and is reliable during its useful life.
The design activity in operations has a preponderant objective: to provide the type of products, services and processes that will satisfy the customers of the operation.
The Design Activity is in itself a Transformation Process
The transformed resources consist mainly of information on market forecasts, market preferences, technical data, etc.
Producing designs of products, services or the processes that will create them is in itself a transformation process that conforms to the resource-transformation model product already described.
All Products, Services and Processes are Designed
In essence he worries about determining the general form of something and the way in which it is wanted to operate.
The design activity, applied to the products or services or to the processes, tries to achieve the same purpose.
In most organizations, "design" is more likely to be used with respect to the products (or perhaps services) that are produced.
3. Planning and Control of Operations
Volumes and Times
To reconcile volume and time, three different but integrated activities are carried out:
: determines the priority of the tasks to be performed
: decide start and end times for each task.
: determines the volume that an operation can handle
Whether the load is finite or infinite, when the work arrives, decisions must be made about the order to do it.
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.
To do so, the operation must have resources:
In the right moment
With the right level of quality
In the right amount
Once the job sequence has been established, some operations require a detailed schedule with the date and time they should start and end.
* 4. Operations Improvement
The performance factors that need special attention are:
customer needs and preferences
and the performance and activities of competitors
As the name implies, it adopts an approach to improve performance. Modify the way to fix a product to a machine to reduce the preparation time.
It is the process of quantifying the action, where measurement means that quantification process and where the performance is supposed to be derived from the actions taken by the administration.
The concept of continuous improvement implies a process that literally never ends up asking again and again the details of the tasks of an operation.