DOCSLIB.ORG

Production and Opera

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Production and Opera MODULE 1 A Bird view of Production System Marketing Engineering Research Plant department Department & Engineering Development Department Materials Customer Management Production In Department Division Target Market (shop floor) Raw Vendor/ Materials Suppliers Stores Quality Factory Assurance Sales Management Department Department & Liasioning Management Information Customer Finance Human System Support Department Resource Department Department Department Introduction • Production and operations management (POM) is the management of an organization’s production system. • A production system takes inputs and converts them into outputs. • The conversion process is the predominant activity of a production system. • The primary concern of an operations manager is the activities of the conversion process. Today's Factors Affecting POM • Global Competition • U.S. Quality, Customer Service, and Cost Challenges • Computers and Advanced Production Technology • Growth of U.S. Service Sector • Scarcity of Production Resources • Issues of Social Responsibility Different Ways to Study POM • Production as a System • Production as an Organization Function • Decision Making in POM Production as a System Production System Conversion Inputs Outputs Subsystem Control Subsystem Inputs of a Production System • External – Legal, Economic, Social, Technological • Market – Competition, Customer Desires, Product Info. • Primary Resources – Materials, Personnel, Capital, Utilities Conversion Subsystem • Physical (Manufacturing) • Location Services (Transportation) • Exchange Services (Retailing) • Storage Services (Warehousing) • Other Private Services (Insurance) • Government Services (Federal, State, Local) Outputs of a Production System • Direct – Products – Services • Indirect – Waste – Pollution – Technological Advances Production as an Organization Function •U.S. companies cannot compete using marketing, finance, accounting, and engineering alone. •We focus on POM as we think of global competitiveness, because that is where the vast majority of a firm’s workers, capital assets, and expenses reside. •To succeed, a firm must have a strong operations function teaming with the other organization functions. Decision Making in POM •Strategic Decisions •Operating Decisions •Control Decisions Strategic Decisions •These decisions are of strategic importance and have long-term significance for the organization. •Examples include deciding: –the design for a new product’s production process –where to locate a new factory –whether to launch a new-product development plan Operating Decisions •These decisions are necessary if the ongoing production of goods and services is to satisfy market demands and provide profits. •Examples include deciding: –how much finished-goods inventory to carry –the amount of overtime to use next week –the details for purchasing raw material next month Control Decisions •These decisions concern the day-to-day activities of workers, quality of products and services, production and overhead costs, and machine maintenance. •Examples include deciding: –labor cost standards for a new product –frequency of preventive maintenance –new quality control acceptance criteria What Controls the Operations System? •Information about the outputs, the conversions, and the inputs is fed back to management. •This information is matched with management’s expectations •When there is a difference, management must take corrective action to maintain control of the system What is Operations Management? Defined Operations management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services Why Study Operations Management? Systematic Approach to Org. Processes Business Education Operations Career Opportunities Management Cross-Functional Applications •The Future of Operations –Outsourcing everything –Smart factories –Talking inventory –Industrial army of robots –What’s in the box –Mass customization –Personalized recommendations –Sign here, please Operations Management Decision Types •Strategic (long-term) •Tactical (intermediate-term) •Operational planning and control (short-term) What is a Transformation Process? Defined A transformation process is defined as a use of resources to transform inputs into some desired outputs Transformations •Physical--manufacturing •Location--transportation •Exchange--retailing •Storage--warehousing •Physiological--health care •Informational--telecommunications Core Services Performance Objectives Quality Operations Flexibility Speed Management Price (or cost Reduction) The Importance of Operations Management •Synergies must exist with other functional areas of the organization •Operations account for 60-80% of the direct expenses that burden a firm’s profit. The Basics of Operations Management •Operations Management –The process of managing the resources that are needed to produce an organization’s goods and services. –Operations managers focus on managing the “five Ps” of the firm’s operations: •People, plants, parts, processes, and planning and control systems. The Production System •Input –A resource required for the manufacture of a product or service. •Conversion System –A production system that converts inputs (material and human resources) into outputs (products or services); also the production process or technology. •Output –A direct outcome (actual product or service) or indirect outcome (taxes, wages, salaries) of a production system. Types of Production system Manufacturing System Service System Continuous Production Intermittent Production Batch Production Job Production Processing Production Mass production( Flow) Basic Types of Production Processes •Intermittent Production System –Production is performed on a start-and-stop basis, such as for the manufacture of made-to-order products. •Mass Production –A special type of intermittent production process using standardized methods and single-use machines to produce long runs of standardized items. Mass Customization –Designing, producing, and delivering customized products to customers for at or near the cost and convenience of mass-produced items. –Mass customization combines high production volume with high product variety. –Elements of mass customization: •Modular product design •Modular process design •Agile supply networks Continuous Production Processes –A production process, such as those used by chemical plants or refineries, that runs for very long periods without the start-and-stop behavior associated with intermittent production. –Enormous capital investments are required for highly automated facilities that use special-purpose equipment designed for high volumes of production and little or no variation in the type of outputs. Mass Production System (Flow) Continuous Production •Anticipation of demand •May not have uniform production •Standardized Raw material •Big volume of limited product line •Standard facility- high standardization. •Fixed sequence of operation •Material handling is easier •High skilled operator not required •More Human problem is foreseen •Huge investment. •High raw material inventory. Processing Production System •Extended form of mass production system •F.G of one stage is fed to next stage •More automatic machines •One basic raw material is transferred into several products at several stages. •Less highly skilled workers required •More human problems foreseen •Highly standardized system Batch Production System •Highly specialized Human resource is required •Highly specialized multi tasking machines •Machines are shared. •Production in batches •Production lots are based on customer demand or order. •No single sequence of operation •Finished goods are heterogeneous Custom built / job order production system •Highly specialized Human resource is required •Highly specialized multi tasking machines •Machines are shared •Raw material is not standardized •Process is not standardized •No scope for repetition of production Comparative study of different production systems Type Mass/ Flow Process Job Batch Parameter Per unit High Low High High manf.cost Size & Large V. Large Small Medium Capital Less High Low High Invest. Flexibility No No More More Technical Less Less High High ability Skills Orgn. Line staff Line staff Functional Functional Structure Industrial Automobile Chemical Construction Consumer application Sugar Petroleum Bridges prod. Refinery Milk SPM M/c. Tools proces. Competitiveness, Strategy, and Productivity Competitiveness: How effectively an organization meets the wants and needs of customers relative to others that offer similar goods or services Businesses Compete Using Marketing •Identifying consumer wants and needs •Pricing •Advertising and promotion Businesses Compete Using Operations •Product and service design •Cost •Location •Quality •Quick response Businesses Compete Using Operations •Flexibility •Inventory management •Supply chain management •Service Why Some Organizations Fail •Too much emphasis on short-term financial performance •Failing to take advantage of strengths and opportunities •Failing to recognize competitive threats •Neglecting operations strategy Why Some Organizations Fail •Too much emphasis in product and service design and not enough on improvement •Neglecting investments in capital and human resources •Failing to establish good internal communications •Failing to consider customer wants and needs Mission/Strategy/Tactics Mission Strategy Tactics How does mission, strategies and tactics relate to decision
Load more

Recommended publications
  • Management Science
    MANAGEMENT SCIENCE CSE DEPARTMENT 1 JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD Iv Year B.Tech. CSE- II Sem MANAGEMENT SCIENCE Objectives: This course is intended to familiarise the students with the framework for the managers and leaders availbale for understanding and making decisions realting to issues related organiational structure, production operations, marketing, Human resource Management, product management and strategy. UNIT - I: Introduction to Management and Organisation: Concepts of Management and organization- nature, importance and Functions of Management, Systems Approach to Management - Taylor's Scientific Management Theory- Fayal's Principles of Management- Maslow's theory of Hierarchy of Human Needs- Douglas McGregor's Theory X and Theory Y - Hertzberg Two Factor Theory of Motivation - Leadership Styles, Social responsibilities of Management, Designing Organisational Structures: Basic concepts related to Organisation - Departmentation and Decentralisation, Types and Evaluation of mechanistic and organic structures of organisation and suitability. UNIT - II: Operations and Marketing Management: Principles and Types of Plant Layout-Methods of Production(Job, batch and Mass Production), Work Study - Basic procedure involved in Method Study and Work Measurement - Business Process Reengineering(BPR) - Statistical Quality Control: control charts for Variables and Attributes (simple Problems) and Acceptance Sampling, TQM, Six Sigma, Deming's contribution to quality, Objectives of Inventory control, EOQ, ABC Analysis,
    [Show full text]
  • The Recent Trends in Production: 1
    The Recent Trends in Production: 1. Flexibility: The ability to adapt quickly to changes in volumes of demand, in the product mix demanded, and in product design or delivery schedules, has become a major competitive strategy and a competitive advantage to the firms. This is sometimes called as agile (move quickly) manufacturing. 2. Total Quality Management: TQM approach has been adopted by many firms to achieve customer satisfaction by a never ending quest for improving the quality of goods and services. 3. Time Reduction: Reduction of manufacturing cycle time and speed to marker for a new product provide a competitive edge to a firm over other firms. When companies can provide products at the same price and quality, quicker delivery (short lead time) provide one firm competitive edge over the other. 4. Worker Involvement: The recent trend is to assign responsibility for decision making and problem solving to the lower levels in the organization. This is known as employee involvement and empowerment. Examples of employee’s empowerment are quality circle and use of work teams or quality improvement teams. 5. Business Process Re-engineering: BPR involves drastic measures or break-through improvements to improve the performance of a firm. It involves the concept of clean- state approach or starting from a scratch in redesigning in business processes. 6. Global Market Place: Globalization of business has compelled many manufacturing firms to give operations in many countries where they have certain economic advantage. This has resulted in a steep increase in the level of competition among manufacturing firms throughout the world. 7.
    [Show full text]
  • Open Tebi Thesis.Pdf
    The Pennsylvania State University The Graduate School College of Engineering STUDY OF PROCESS IMPROVEMENT TOOLS IMPLEMENTED IN A CUSTOM ENGINEERED MANUFACTURING ENVIRONMENT A Thesis in Industrial Engineering by Tebi Mathew Cheeran © 2013 Tebi Mathew Cheeran Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Science December 2013 The thesis of Tebi Mathew Cheeran was reviewed and approved* by the following: Robert Voigt Professor of Industrial and Manufacturing Engineering Thesis Co-adviser Christopher Saldana The Harold and Inge Marcus Career Assistant Professor Thesis Co-adviser Jeya Chandra Professor and Graduate Program Coordinator of Industrial and Manufacturing Engineering *Signatures are on file in the Graduate School. ii ABSTRACT The objective of this research project is to reduce the overall lead time for the manufacture and assembly of Blow Out Preventer stacks, having a highly customized design. The research project is executed for a multi-national company, specialized in the manufacture of mechanical components in the oil and gas industry. The work reviews some of the manufacturing strategies that are employed in today’s industries and tries to identify strategies that could be employed in a custom engineered, Make to Order environment. It then outlines some of the preliminary analysis done using the existing data from the facility. This analysis uses Six Sigma tools to develop an overview of the Blow Out Preventer production process and to identify key focus areas of the project. The preliminary analysis next focuses on the downstream final assembly process and identifies the assembly delays caused due to preassembly operations as the reason for long assembly lead time.
    [Show full text]
  • Industrial Engineering Industrial Engineering Is a Branch of Engineering Which Deals with the Optimization of Complex Processes Or Systems
    Industrial engineering Industrial engineering is a branch of engineering which deals with the optimization of complex processes or systems. It is concerned with the development, improvement, and implementation of integrated systems of people, money, knowledge, information, equipment, energy, materials, analysis and synthesis, as well as the mathematical, physical and social sciences together with the principles and methods of engineering design to specify, predict, and evaluate the results to be obtained from such systems or processes.[1] While industrial engineering is a traditional and longstanding engineering discipline subject to (and eligible for) professional engineering licensure in most jurisdictions, its underlying concepts overlap considerably with certain business-oriented disciplines such as operations management. The various topics concerning industrial engineers include: accounting: the measurement, processing and communication of financial information about economic entities operations research, also known as management science: discipline that deals with the application of advanced analytical methods to help make better decisions operations management: an area of management concerned with overseeing, designing, and controlling the process of production and redesigning business operations in the production of goods or services. project management: is the process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals in scientific or daily problems.
    [Show full text]
  • Value Stream Mapping Adapted to High- Mix, Low-Volume Manufacturing Environments 2012:120
    Value Stream Mapping adapted to High- Mix, Low-Volume Manufacturing Environments 2012:120 JUAN MANUEL ARAYA Master of Science Thesis Stockholm, Sweden 2011 VALUE STREAM MAPPING adapted to HIGH-MIX, LOW-VOLUME Manufacturing Environments Juan Manuel Araya Master of Science Thesis INDEK 2011:x KTH Industrial Engineering and Management Industrial Management SE-100 44 STOCKHOLM Examensarbete INDEK 2011:x {Rapporttitel} {Namn1} {Namn2} Godkänt Examinator Handledare 2011-mån-dag {Namn} {Namn} Uppdragsgivare Kontaktperson {Namn} {Namn} Sammanfattning Nyckelord Master of Science Thesis INDEK 2011:x {Title} {Name1} {Name2} Approved Examiner Supervisor 2011-month-day {Name} {Name} Commissioner Contact person {Name} {Name} Abstract This research work proposes a new methodology for implementing Value Stream Mapping, in processes that feature a High-Mix, Low-Volume product base. The opportunity for adapting the methodology singularly for these types of environments was identified because implementing Value Stream Mapping as proposed in Learning to See features several drawbacks when implemented in High-Mix, Low-Volume. Although Value Stream Mapping has been proven to enhance many types of processes, its advantages are shrunk if they are implemented in High- Mix, Low-Volume processes. High-Mix, Low-Volume processes are types of processes in which a high variety of finished goods are produced in relatively low amounts. The high variety of finished goods causes several complications for the implementation of flow. The difficulties that prevent the flow are the following: • The variance in the products: With hundreds, or sometimes thousands of possible finished goods, the number of products causes a non-repetitive process. • The variance in the routings: All of the products that are produced can have completely different process routings, or order of stations it has to visit.
    [Show full text]
  • 2021 IEEE Taxonomy Version
    2021 IEEE Taxonomy Version 1.0 Created by The Institute of Electrical and Electronics Engineers (IEEE) 2021 IEEE Taxonomy IEEE Taxonomy: A Subset Hierarchical Display of IEEE Thesaurus Terms The IEEE Taxonomy comprises the first three hierarchical 'levels' under each term-family (or branch) that is formed from the top-most terms of the IEEE Thesaurus. In this document these term-families are arranged alphabetically and denoted by boldface type. Each term family's hierarchy goes to no more than three sublevels, denoted by indents (in groups of four dots) preceding the next level terms. A term can appear in more than one hierarchical branch and can appear more than once in any particular hierarchy. The IEEE Taxonomy is defined in this way so that it is always a subset of the 2021 IEEE Thesaurus. Aerospace and electronic systems ............Guns ............Missiles ....Aerospace control ............Nuclear weapons ........Air traffic control ............Projectiles ........Attitude control ....Radar ........Ground support ........Airborne radar ....Aerospace engineering ........Bistatic radar ........Aerospace biophysics ........Cognitive radar ........Aerospace electronics ........Doppler radar ........Aerospace safety ........Ground penetrating radar ............Air safety ........High frequency radar ........Aerospace simulation ........Laser radar ........Aerospace testing ........Meteorological radar ............Wind tunnels ........Millimeter wave radar ........Artificial satellites ........Multistatic radar ............Earth Observing
    [Show full text]
  • Applying the Supervisory Control System and Data Acquisition (SCADA) to Monitor Production Processes in Baghdad Soft Drinks Comp
    PSYCHOLOGY AND EDUCATION (2021) 58(2): 11018-11028 ISSN: 00333077 Applying the supervisory control system and data acquisition (SCADA) to monitor production processes in Baghdad soft drinks company Batool Attia Kalaf 1 and Ahmed Qasim Abed AL badrawi2 1Assis. prof , College of Administration and Economics/ Industrial Management / University of Baghdad , Baghdad, Iraq. [email protected] 2College of Administration and Economics/ University of Baghdad/ Department of Industrial Management, Baghdad, Iraq. [email protected] ABSTRACT The research aims to apply the SCADA system to monitor production processes in Baghdad Soft Drinks Company, specifically the Dijla plant, cans production line (250 ML) to implement the system. The Baghdad Company’s choice to implement the system came because the company has the infrastructure to implement the system as it has the first level of sensors and controllers related to the operations and also The second level of the PLC (Programmable Logical Controller) that collects data from the sensors and controls the operations in the production line, the DIA View SCADA program (2019) was used to create a monitoring screen and control the production processes, and the important production processes in the company were controlled. In the juice preparation phase and the centrally filled phase, the system was not limited to monitoring the equipment, ambient conditions and system parameters (temperature, pressure, level, etc.), but also exceeded the control of the production quantities of production processes accurately (the amount of sugar and water) to reach the highest efficiency and use the company's resources at the best level, including waste in the raw materials.
    [Show full text]
  • Automation of Input Data Management for Discrete Event Simulation Phanindra Kshatra Damarapurapu Sourabh Gargatte
    Data Fusion and Management Intelligent Data Points Automated Modeling & Decision Support Optimization PLM System e . g . TCM Data Driven Analysis Legacy System Information : model entities DSS Data The GDM Tool & logic Fact Analyzer Decision Support ( Data Processing ) conceptional modeling Simulation System Manually Based Collected Optimization Data e . g . Cycle Time Plant Simulation detail modeling Sustainability Data Machine Novel Solutions for Energy Data Control System and PLC Sustainability Modeling Automation of Input D ata M anagement for Discrete Event Simulation Master’s T hesis in Production Engineering Phanindra Kshatra Damarapurapu Sourabh Gargatte Department of Product and Production Development CHALMERS UNIVERSITY OF TECHNOLOGY Gothenburg, Sweden 2016 Master’s Thesis - 2016 Automation of Input D ata M anagement for Discrete Event Simulation Phanindra Kshatra Damarapurapu Sourabh Gargatte Department of Product and Production Engineering Chalmers University of Technology Gothenburg, Sweden 2016 Automation of Input Data Management for Discrete Event Simulation Phanindra Kshatra Damarapurapu Sourabh Gargatte © Phanindra Kshatra Damarapurapu and Sourabh Gargatte, 2016. Supervisor: Jon Larbo r n, Project Manager, Department of Product and Production Development [email protected] Company Supervisor: Atieh Hanna, Volvo Group Trucks Operations [email protected] Examiner: Anders Skoogh, Director, Departmen t of Product and Production De velopment [email protected] Master’s Thesis 2016 Department of Product and Production Development Chalmers University of Technology SE - 412 96, Gothenburg. Sweden Telephone +46 (0)31 - 772 1000 Cover: Automation of Input Data Managemen t for Discrete Event Simulation . Printed by Reproservice, Chalmers Gothenburg, Sweden 2016 Abstract In manufacturing industry Discr ete Event Simulation (DES) is a powerful tool in making decision su pport with the help of modelled production systems.
    [Show full text]
  • A Framework to Offer High Value Manufacturing Through Self-Reconfigurable Manufacturing Systems
    A framework to offer high value manufacturing through self-reconfigurable manufacturing systems Victor Manuel Cedeno-Campos A thesis submitted in partial fulfilment of the requirements for the degree of Doctor of Philosophy The University of Sheffield Faculty of engineering Department of Automatic Control and Systems Engineering August 2016 Abstract The High Value Manufacturing (HVM) sector is vital for developed countries due to the creation of innovative products with advanced technology that cannot be reproduced at the same cost and time with traditional technology. The main challenge for HVM is to rapidly increase production volume from one-off products to low production volume. This requires highly flexible manufacturing systems that can produce new products at variable production volumes. Current manufacturing systems, classified as dedicated, flexible and reconfigurable systems, are limited to produce one type of product(s), within a production volume range and have fixed layouts of machines. Thus, there is a need for highly flexible systems that can rapidly adjust their production volume according to the production demand (i.e. main HVM challenge). Therefore, a novel manufacturing framework, called INTelligent REconfiguration for a raPID production change (INTREPID), is presented in this thesis. INTREPID consists of a user interface and communications platform, a job allocation system, a globally distributed network of Reconfigurable Manufacturing Centres (RMCs), consisting of interconnected factories, and Self- Reconfigurable Manufacturing Systems (S-RMSs). The highly flexible S-RMS consists of movable machines and Mobile Manufacturing Robots (MMRs). The novelty of the S-RMS is its capability of forming layouts bespoke to the current production needs. The vision of INTREPID is to offer global HVM services through the network of RMCs.
    [Show full text]
  • Selection of a Data Exchange Format for Industry 4.0 Manufacturing Systems
    Selection of a Data Exchange Format for Industry 4.0 Manufacturing Systems Ricardo Silva Peres1, Mafalda Parreira-Rocha1, Andre Dionisio Rocha1, Jose´ Barbosa2, Paulo Leitao˜ 2, and Jose´ Barata1 1CTS - UNINOVA, Faculdade de Cienciasˆ e Tecnologia, Universidade Nova de Lisboa, Caparica, Portugal, Email: fricardo.peres, mafalda.rocha, andre.rocha, [email protected] 2Polytechnic Institute of Braganc¸a, Portugal, Email: fjbarbosa, [email protected] Abstract—With the emergence of the Industry 4.0 concept, or standard interfaces and common semantics as key enablers of the fourth industrial revolution, the industry is bearing witness interoperability within project itself. to the appearance of more and more complex systems, often requiring the integration of various new heterogeneous, modular A. The PERFoRM Project and intelligent elements with pre-existing legacy devices. This challenge of interoperability is one of the main concerns taken The PERFoRM project is aligned with the Industry 4.0 into account when designing such systems-of-systems, commonly vision aiming the conceptual transformation of existing indus- requiring the use of standard interfaces to ensure this seamless trial production systems towards plug and produce production integration. To aid in tackling this challenge, a common format systems to achieve flexible manufacturing environments based for data exchange should be adopted. Thus, a study to select the foundations for the development of such a format is hereby on rapid and seamless reconfiguration of machinery and robots presented, taking into account the specific needs of four different as response to operational or business events. An important use cases representing varied key European industry sectors. assumption, as an innovation action, is not to create a new system architecture from scratch but instead to use the best I.
    [Show full text]
  • The Role of Lean and Agile Logistics During Production Ramp-Up
    THE ROLE OF LEAN AND AGILE LOGISTICS DURING PRODUCTION RAMP-UP Von der Fakultät für Ingenieurwissenschaften, Abteilung Maschinenbau und Verfahrenstechnik der Universität Duisburg-Essen zur Erlangung des akademischen Grades eines Doktors der Wirtschaftswissenschaften Dr. rer. pol. Genehmigte Dissertation von Abdelrahim Alsoussi aus Amman, Jordanien Gutachter: Prof. Dr. Rainer Leisten Prof. Dr.-Ing. Bernd Noche Tag der mündlichen Prüfung: 04. November 2015 This dissertation is dedicated to my mother Najah Rida; my father Fathi Alsoussi; the memory of my father-in-law Ziyad Abdelrazeq; my wife Fatima Abdelrazeq; my daughter Leen; my son Hamzah; and my brothers Issam, Amjad, Ahmad, and Abdelhadi I ACKNOWLEDGMENTS Firstly, I would like to express my sincere gratitude to my advisor for his continuous support, patience, motivation, and immense knowledge. Besides my advisor, I would like to thank the rest of my thesis committee for their insightful comments and encouragement. My sincere thanks also goes to my colleagues in the department of mechanical and process engineering in the University of Duisburg-Essen. My study in Germany was financed by a scholarship from the German Jordanian University in Jordan; I would like to express my special gratitude for their financial support. Special thanks are due to my wife for her unwavering and unconditional support and encouragement. Special thanks also to my parents, brothers, and children for supporting me spiritually throughout writing this dissertation and throughout my life in general. Abdelrahim Alsoussi Duisburg, Germany November, 2015 II ABSTRACT In addition to the rareness of theoretical and empirical research, which extends to every aspect of the production ramp-up literature, the increasing importance of the ramp-up phase – due to the continuously decreasing product lifecycle in almost all industrial sectors –magnifies the need for more research efforts in this field.
    [Show full text]
  • Management Operation Management Characteristics of Mass And
    Paper Coordinator Co-Principal Investigator Development Team Prof.(Dr.) S.P. Bansal Principal Investigator Vice Chancellor, Maharaja Agreshen University, Baddi, Solan, Himachal Pradesh, INDIA Dr. Vijaya Khader Former Dean, Acharya N G Ranga Agricultural University Prof.(Dr.) YoginderVerma Co-Principal Investigator Prof.Vice Chancellor, Central University of Himachal Pradesh,Kangra Himachal Pradesh, INDIA Dr. Anil Gupta Paper Coordinator School of Hospitality and Tourism Management University of Jammu, Jammu (J&K), INDIA Dr. Sudhanshu Joshi Content Writer Head, School of Management, Doon University, Dehradun PIN 248001, Uttarakhand, INDIA 1 Operation Management Management Characteristics of Mass and Continuous Operating System Quadrant-I Description of Module Subject Name Management Paper Name Operation Management Module Title Characteristics of Mass and Continuous Operating System Module Id Module- 06 Pre-requisites Objectives 1. To understand the concept of manufacturing system. 2. Understanding different types of manufacturing system Keywords Manufacturing System, Job Shop, Batch Shop, Process Production, Intermittent Manufacturing System, Continuous Manufacturing System, Mass Customization. Learning Objectives: The Learning objectives of the module are to address the following questions: 1. To know the concept of manufacturing system. 2. Understanding different types of manufacturing system. 3. To know the concept of Mass and continuous Operating System 1. Introduction: A Production system is the process of arrangement and operation of machines, tools, material, people and information to produce a value-added physical, informational or service product whose success and cost is characterized by measurable parameters. Production systems interact with both internal and external environment of the organization. Internal environment includes marketing, accounts, personnel, 2 Operation Management Management Characteristics of Mass and Continuous Operating System operations, and finance.
    [Show full text]