OPRE 6302: Process Analysis Session 4 Previous Class Performance measures focusing on labor (labor utilization, cost of direct labor) Push P h vs pull processes ll 2 1 Today’s lecture: goals Theory: What is the impact of setups and batching on process capacity? How can we determine what the best batch size is? Analysis of a real life process: Benihana Case study: 3 Quiz question 1 A. B. B C. D. Turn your clicker to channel 25 Switching
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Chapter !, What is “operations”? * Production and delivery of goods and services * What is “management”? * Plan * Implement * Control * Essential business functions * Marketing * Finance Operations * Important terminology * Tier, echelon * Customer versus consumer * Upstream versus downstream * Inbound versus outbound * Consumer demand versus derived demand All demand is derived from consumers
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performance that may consist of: customer, financial, internal processes, and people/innovation/growth assets. When a manager views the balanced scorecard they can set goals for these areas and can be used as a guide to measure the organizations process. Balanced Scorecard "The balanced scorecard shows the art department of Sherman Ceramics, a large corporation that manufactures collectible ceramic figurines based on comic book, television, and film characters. The company has an automated assembly
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quantitative) for the electric fans and describe the forecasting process to be used at Riordan. Create a sales forecast for electric fans using selected techniques. Lean Production A business’s operation is only as fast as its slowest process. In order for Riordan Manufacturing to be successful, it needs to seek out and remove bottlenecks. By Riordan identifying these bottlenecks in the operation, they can improve the output of the entire process, which would make it definitely worth the effort.
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Time-Line…………………………………………………………………………………4 Objectives…………………………………………………………………………………5 Operations and Design……………………………………………………………………………6 Identify & Describe “Process Type” ; Inputs & Outputs…………………………………6 Map the Process…………………………………………………………………………..7 Core Competency………………………………………………………………………...8 Forecast Method………………………………………………………………………….8 Design Process Layout…………………………………………………………………...9 Organization Type……………………………………………………………………….9 Cross Functional Team………………………………………………………………….10 Planning
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CAPACITY PLANNING BECK MANUFACTURING AND PLANT CAPACITY BUS644: OPERATIONS MANAGEMENT KIMBERLY JOHNSON ASHFORD UNIVERSITY MICHAEL SNELL FEBRUARY 3, 2014 Capacity planning is a process used to determine production capacity needed by the organization to meet demands for its products. Capacity can be defined as the measurement of the organization’s ability to provide the demand for services or goods requested in a timely manner. Capacity may also be defined as the maximum rate
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processing times for each of the steps. This equals 8+10+5+2+1=26 minutes. 2. How many orders can you fill in a night, assuming you are open four hours each night? * The bottleneck is in the oven: prepare + baking = 10 minutes. * The oven capacity is 6 trays/hour. * Since we work 4 hours, the process capacity = 4 X 6 = 24 trays/day, assuming that the first 8 minutes before baking and the last 8 minutes after baking are carried out during closing time. * The real capacity is
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Implementation and Integration of Real Time Location Systems at County Memorial Hospital sylvrfaeree Managerial Applications of Information Systems—MIS535 DeVry University 2015 Table of Contents Abstract 3 Company Background 3 Business Problems 3 High Level Solution 4 Benefits 4 Approach 5 Overview of Real Time Location Services 5 Technology to Augment the Solution
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Process Design for Riordan Manufacturing Joshua Kas-Osoka OPS571 July 6, 2010 Introduction Riordan Manufacturing’s owns three plants: Albany, GA where plastic bottles are produced; Pontiac, MI where it handles the company’s custom plastic fabrication, and Hangzhou, China that currently operates a decentralized unit of the organization producing electric fans. When creating a process design for Riordan’s fan production operation, it is important to create a holistic production system that
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you fill in a night, assuming you are open four hours each night? In order to find out how many orders we can fill in a specific period of time we need to understand the bottleneck step and calculate the cycle time. In our process the bottleneck is the oven with a total cycle time of 10 minutes. The capacity of this process is 6 trays per hour. So in 4 hours we would have ( 6 x 4 ) 24 trays of cookies. *This assumes that the after baking activities could be completed after store closing. If we
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