OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 OR-8 OR-9 OR-10 OR-11 OR-12 Journals articles as Compulsary reading (specific articles, complete reference) The four things that a service Business must get right HBR Article , Bang & Olufsen Design Driven Innovation : HBR , Smart Product Design : HBR , Mishina, Kazuhiro. Toyota Motor Manufacturing, U.S.A., Inc. HBS Case No. 9-693-019. Harvard Business School Publishing, Boston, 1995. , Hammond, Janice H. Barilla SpA (A). HBS Case No. 9-694-046. Harvard Business School
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performance and 3. comparison of actual performance with the standard to form the basis for corrective action The 1:10:100 Rule: If a defect or service error is identified and corrected at the design stage, it might cost $1 to fix. If it isn't discovered until the production process, it may cost $10 to fix. However, if the defect is not detected until it reaches the customer, it may cost $100 to correct. The actual numbers are irrelevant, and the exact ratios differ among firms and industries
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that bears on its ability to satisfy stated or implied needs. Manufacturing-based: degree to which a product conforms to design specifications Product-based: level of measurable product characteristics User-based: whatever the end user/ customer says it is Factors which determine quality: for manufactured products: * design * conformance to design * performance * features * reliability * durability * serviceability * safety
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not having an efficient production line. The current production process is inefficient and disorganized. After consideration of several alternatives, we have found some major problems that occur in Eastern Gear Inc. The problem that have been analyse is the problem in term of raw materials, production flows, factory layout, poor quality control checks, unproductive way to rush orders and others The problems come from the process design that is inefficient. They also are lacking an organized quality
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Computer Organization and Architecture Course design report Hare-wired Control Design 1. Objective a. To master the knowledge of Computer Organization and Arthitecture courses. To clearly understanding the working principles and interconnect of various modules of the computer system especially the hard-wired controller by making a comprehensive use of the knowledge. b. To learn the basic procecures and methods of using ISP technology to design and debug. To be familiar with the designing
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4-1 Introduction • The generation of layout alternatives is a critical step in the facilities planning process, since th l i th f iliti l i i the layout t selected will serve to establish the physical relationships between activities. 4-2 CONT’D • Which comes first, the material handling system or the facility layout? Centralized versus decentralized storage of work in i process(WIP), t li (WIP) tooling, and supplies d li Fixed path versus variable path handling The degree of automation
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Chapter 9: MANAGING FLOW VARIABILITY: Process Control and capability 9.1 Objective This chapter focuses primarily on product quality and process capability, although we try to position it more generally as dealing with variability in any product measure such as cost, availability and response time. We claim that they all vary from one flow unit to the next, and this variability leads to customer dissatisfaction. It is therefore necessary to measure this variability, track down its sources and
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Session 1 Krajewski Chapter 1: Using Operations to Compete • • • Operations Management ! systematic design, direction & control of processes that transform inputs into outputs Process ! activity(s) that transforms inputs into outputs Operation ! group of resources performing one or more processes Functional Areas of business (acquires!fin.!Resources&capital! for!input)! Finance* Material!&! Service! Inputs! Operations* (material!&!service!into! outputs)! !!!!!!!!!!!!!!Support!Functions
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Week 3 iLab—Calculate Overtime Pay ------------------------------------------------- TCO 3 — Given a simple problem, design and desk-check a solution algorithm requiring a modular design that is expressed in terms of pseudocode or program notes, input-process-output (IPO) analysis, and flow chart. ------------------------------------------------- TCO 4 — Given a simple problem that requires one or more decisions, create a working solution that uses decisions with logical and relational expressions
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Contents Introduction ................................................................................................ 2 Process flow chart ....................................................................................... 2 Issues faced by Donner ............................................................................... 4 Problems in production process design ........................................................................................ 4 Problems in Productivity .
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