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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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