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Operations Management




                    Notes          At  the  time  the  product  development  teams  are  developing  the  prototypes,  the  process
                                   management teams test and try out tooling and equipment; help build second-phase prototypes;
                                   install equipment and specify process procedures.

                                   This is followed by building pilot units in commercial process; refining process based on pilot

                                   experience, training personnel and verifying supply channels.
                                   Finally, at the release of the product, process management has to ramp up plan to volume targets,
                                   meet targets for quality, yield and cost.
                                   The analytical work of process planning can be divided into two classes;
                                   1.   Process analysis, and
                                   2.   Operation analysis.


                                   This  nomenclature  is  not  mutually  exclusive;  one  influences  the  other,  as  can  be  seen  in
                                   Figure 7.6.
                                                       Figure 7.6: Functional Model of Process Planning































                                   1.   Process Analysis: is governed by the main process decisions we have described earlier,
                                       namely: capital/labor intensity, outsourcing, resource flexibility and volumes. These four


                                       decision areas represent broad, strategic issues that have to be decided prior to finalizing
                                       the  process  design.  It  is  concerned  with  the  overall  set  of  operations  constituting  the
                                       process.
                                       Process Analysis is not directly concerned with the content of the operations constituting
                                       the process, or with the detailed method of carrying out the operations. It comes out with
                                       recommendations  for  primary  (work  stations)  and  secondary  equipment  (accessories)


                                       required for the most effective and efficient production of the product and the workflow.
                                       For example,  an  administrative  department  may  be looking at  the flow of  information

                                       through and from the department.
                                       The process analysis decisions are reflected in a route sheet. A route sheet normally specifies


                                       the sequence of operations in a process by a name and number. The name, number, and
                                       geographical location of each workstation are required for each operation, and the special

                                       purpose  accessories  for  each  operation  are  identified  by  name  and  number.  A  route

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