differentiated layout designs * Cellular Layout : a mix of functional and product layout * Nagare cellular layout ( sub-category of the previous) : Used for customized products and of low volume production * Transfer line layout : For high volume products and of standard nature Other Layout Formats * Flexing process layouts to reflect varying levels of demand Examples: car assembly plants, bank and post office layouts, fast food restaurants process layouts) * Flexible
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LESSON 8 PRODUCTION PLANNING AND CONTROL Abha Kumar STRUCTURE 8.0 8.1 8.2 8.3 8.4 Introduction Objectives Production management Product design Design of production system 8.4.1 Types of production system 8.5 Manufacturing process 8.5.1 Types of manufacturing process 8.5.2 Factors affecting the choice of manufacturing process 8.6 Production planning and control 8.6.1 Benefits to small entrepreneur 8.6.2 Steps of production planning and control 8.7 Summary 8.8 Glossary 8.9 Self-Assessment Questions
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OPERATIONS MANAGEMENT I. COMPUTER AIDED MANUFACTURING/COMPUTER AIDED DESIGN * It is the use of computer software to control machine tools and related machinery in the manufacturing of workpieces. * It also refers to the use of a computer to assist in all operations of a manufacturing plant, including planning, management, transportation and storage. * Its primary purpose is to create a faster production process and components and tooling with more precise dimensions and material consistency
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Rapid Quality Cohort 2, Wooshik Jung Taguchi methodology is concerned with the routine optimisation of product and process prior to manufacture, rather than emphasizing the achievement of quality through inspection. Instead concepts of quality and reliability are pushed back to the design stage where they really belong. The method provides an efficient technique to design product tests prior to entering the manufacturing phase. However, it can also be used as a trouble-shooting methodology
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Chapter 4 Product and service design It is the major factor in - Cost - Customer satisfaction - Quality - Competitive advantage - Time-to-market Objectives of Product and Service Design Main focus - Customer satisfaction - Understand what the customer wants Secondary focus - Function of product/service - Appearance - Cost/profit - Ease of production/assembly - Quality - Ease of maintenance/service Product or Service Design Activities 1. Translate customer
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Organizational Design Marques Barnes MMPBL/550 2/3/11 Kenneth Hadzinski Key Concepts of Organizational Design Organizational design in comparison is similar to a blueprint to a construction worker. A blueprint to a construction worker includes the layout of a project, the materials needs, and instruction on how to build and where to build. Organizational design provides a blueprint for an organization just as a blueprint provides a guide for a construction worker. Organizational design provides
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manufacture a car at Rs. 1 ,00,000. – is a typical example for target costing. 42. Stages of target costing 1. Determine the target price which customers will be prepared to pay for the product 2.Deduct a target profit margin fro the target price to determine the target cost 3. Estimate the actual cost of the product 4.If estimated actual cost exceeds the target cost , investigate ways of driving down the actual cost to the target cost 43. Target costing-Continues Customer oriented approach Used
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Product Development with Supply Chain Design 2/23/15 1 Finding the Right Fit: Matching Product Development with Supply Chain Design Impact of product design on supply chain design Mass Customiza@on SCM 450 S09 Closed loop supply chains Stenger Copyright 2009 2 DEMAND CHARACTERISTICS OF PRODUCTS
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A model for NPD: "The New Product Development Cycle" The NPD cycle is a circular arrangement of product development stages that result in the commercialization of new products. The stages for NPD consist of planning, design and prototype, production and pilot production, distribution, sales and marketing, and after sales servicing stages. Although there is a logical progression through the stages, after a product is developed, the cycle is continuous in order to promote improvement. Different phases
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benefit from contributing to Threadless, constrains business model progress only to those solutions where the users still find it attractive to contribute. For example, Threadless would decide to sell only exclusive designs in big retailers due to considerations to their customers, who often like to think of Threadless as something exclusive. Thus Threadless would decide against the option of selling their bestsellers through retail partners
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