Om

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is the strategic administration of production processes and personnel to maximize output, minimize errors and continually enhance product quality.

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Operations Management

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refers to the way in which work stations, equipment, machinery and employees are positioned within a work facility.

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Facility layout

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involves strategically choosing which types of work processes to include in the production of a product.

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Process selection

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are both important elements of operations management.

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Process selection and facility layout

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have a range of options to choose from when it comes to designing their facilities layouts, depending on the total size of the buildings, yards and other spaces they have to work with

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Business owners

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set up production facilities in such a way as to minimize the travel or holding time of semi-finished goods between different stations.

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Operations managers

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Each step in a production process can be completed in a variety of ways.

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Process Selection

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Choosing the right processes and laying out processes in the most efficient manner can increase production output, decrease operational costs and enhance product quality -- the ultimate goals of operations management.

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Correlation

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continually re-evaluate their production setups to look for opportunities to save money or boost production effectiveness.

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Operations managers

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can help you to make informed process selection and facility layout decisions. This production mapping technique uses a visual string of nodes representing individual activities to show the flow of materials in a multi-step process, while conveying a range of useful information about each activity, including its shortest and longest possible completion times, its required inputs, expected outputs and labor needs.

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The Critical Path Method

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Using thus to map out your production processes can reveal areas of slack time, non-value-adding activities and opportunities to streamline production processes.

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Critical Path Method

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Process Strategy

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Make or buy decisions

Capital intensity

Process flexibility

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The very first step in process planning is to consider whether to make or buy (outsource) some or all of a service. A manufacturer might decide to purchase certain parts rather than make them

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Make of Buy Decisions

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The mix of equipment and labor that will be used by the organization.

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Capital Intensity

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The degree to which the system can be adjusted to changes in processing requirements due to such factors as changes in product or service design, changes in volume processed ang changes in technology

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Process Flexibility

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are major factors if the organization chooses to make rather than buy.

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Capital intensity and process flexibility

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Factors to make or buy decisions

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Available capacity

Expertise

Quality considerations

The nature of demand

Cost

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if an organization has equipment, necessary skills and time, it often makes sense to produce an item or perform a service in-house.

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Available capacity

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if a firm lacks the expertise to do a job satisfactorily, buying might be a reasonable alternative.

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Expertise

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firms that specialize can usually offer higher quality than an organization can attain itself.

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Quality considerations

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when the demand for an item is high and steady, the organization is often better off doing the work itself.

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The nature of demand

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any cost savings achieved from buying or making must be weighed against the preceding factors. Cost savings might come from the item itself or from transportation cost savings.

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Cost

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Process Types

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Job

Shop

Batch

Repetitive

Continuous Projects

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it usually operates on a relatively small scale. It is used when a low volume of high-variety goods or services will be needed.

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Job shop

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this processing is used when a moderate volume of goods or services is desired, and it can handle a moderate variety in products or services.

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Batch

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when higher volumes of more standardized goods or services are needed, is used. .

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Repetitive

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means only slight flexibility of equipment is needed

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The standardized output

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these systems have almost no variety in output and, hence, no need for equipment flexibility. As in assembly systems, workers are generally low skilled.

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Continuous

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– is used for work that is nonroutine, with a unique set of objectives to be accomplished in a limited time frame. These include range from simple to complicated, including such things as launching a new product or service, publishing a book and building a bridge.

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A Project

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A machinery that has sensing and control devices that enable it to operate automatically. If the company decides to automate, the next question is how much.

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AUTOMATION

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when a high volume of highly standardized output is desired, no variety in output and no need of equipment flexibility like supplying electricity at homes and businesses.

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Continuous

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Kinds of Automation

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Fixed automation

Programmable automation

Computer-aided manufacturing

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the concept was perfected by the Ford Motor Company in the early 1900s, and it has been cornerstone of mass production in the auto industry.

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Fixed Automation

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it involves the use of high-cost, general-purpose equipment controlled by a computer program that provides both the sequence of operations and specific details about each operation.

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Programmable automation

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– refers to the use of computers in process control, ranging from robots to automated quality control.

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Computer-aided manufacturing (CAM)

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9 Real world examples

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- Employee Analytics

- Hiring process

- Employee Help desk support

- Meetings

- Form autofill

- facility Management

- Office design

- customer Support

- Digital signatures

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is one of the toughest and most critical tasks for any business—but sifting through a sea of applications can keep your HR pros chained to their desks for days, or even weeks.

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Hiring

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can read through applications at amazing speeds, searching for specific keywords to quickly identify the best candidates from thousands of applications.

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Automated hiring tools