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2.4 Resource Management - Coggle Diagram

- - - - This production methods involves businesses focusing on making one product at a time, and then on completion the next job is started. This allows for products to be tailor-made and custom to the customer
      - It allows for the needs and wants for the customer to be met, greater job satisfaction for employees who have a more hands-on approach
      - The cost of producing a product via job production usually means it's expensive to make, labour intensive
    - - This involves the manufacturer of a number of products or work-in-progress at the same time, before moving on together for the next stage of production
      - Making products in batches reduces unit costs, specific customer needs can still be met and specialist machinery or skills can be used to improve efficiency
      - Problems can occur as time can be lost when switching between batches, staff can become demotivated due to repetitive work
    - - This is when units move from one operation and process to the next process in the sequence. The product must be simple to make and used in a mass market due to high demand
      - Number of products can be made at a relatively low cost due to the number of machines used to make the products
      - Time consuming and expensive to make any changes to the production process due to the volume of machines used, products are all identical and cannot be changes to the customers preferences
    - - This is where the production line is reorganised into small teams (cells), with each cell having responsibility for a part of the final product. Each cell is a suppler for the next cell
      - Working in groups should improve communication, and avoiding misunderstood messages
      - Staff can feel constantly pushed for more and more output by being told to look for more efficient ways, which may lead to demotivation
  - - - Training employees - They learn quicker and more efficient ways of completing tasks
      - Improved motivation using leadership styles, and financial/non-financial incentives
      - Investing in more modern equipment, which can work at a quicker rate than employees can
      - Better quality raw materials can reduce the time wasted on rejected products
      - Improved organisation of production so there is less waste, and products will be produced quicker than before
- - - - Increased costs to the business - Assets like staff and machinery are not being used efficiently which pushes selling price up and could be too expensive to be competitive
      - Negative brand image - E.G if a restaurant is half empty then it does not appeal to customers
      - Factory can meet new orders when they want, and maintenance can easily be carried out on machinery etc...due to being under utilised
    - - Increased overtime costs in order to allow the factory to run above it's maximum potential capacity
      - Mistakes in production, can easily occur when staff or machinery are working for more than they should. Leads to more costs remaking products and using assets in general
      - Inability to perform maintenance on machinery as it is being used all of the time, leads to higher breakdown risks which then leads to more costs fixing it
      - Inability to accept new orders - Customers are forced to go with competitors as the business cannot accept any new orders
- - - - Better customer loyalty, competitve advantage and higher reputation
    - - High initial costs, time-consuming to intergrate and it’s difficult to maintain such standered