Management Theory Review

April 4, 2022

Decision Making by Supervisors

A to Z - Activities, Competencies, Education and Training of Engineering Supervisors - Article Series

Supervisor: Decision Making

Supervisors are paid to make decisions, and they need to be good at it because their choices affect employees and the organization's bottom line. Good leaders must be consistent in their decisions and must make them as quickly as possible. At the same time, they have to give these decisions a lot of thought. The trick is to be confident without being hasty, and thorough without getting stuck in the details.

Discover the basic foundations of sound, solid decision-making by Supervisors.

Gather Information: identifying facts

Develop Alternatives: recognizing possible solutions

Select the Best Alternative: weighing the pros and cons

Following Up: reflecting on decisions

Added features and benefits of training include:

A customizable PowerPoint presentation

Informative training points and bonus material for refresher or training talks

Video-enriched training organized by learning objectives that facilitates discussion

A printable Leader's Guide.

April 3, 2022

Competencies for Effective and Efficient Supervision

A to Z - Activities, Competencies, Education and Training of Engineering Supervisors - Article Series

Competency definition

Boyatzis (1982: 21) defines a job competency as “an underlying characteristic of a person, in that it may be a motive, trait, skill, aspect of one’s self-image or social role, or a body of knowledge which he or she uses, which is causally related to the achievement of effective, or better, work performances”.

1. the knowledge, skills, abilities, and other attributes required to perform desired future behavior (Blancero, Boroski, and Dyer, 1996: 387);

2. an individual's demonstrated knowledge, skills, or abilities (Ulrich, Brockbank, Yeung, and Lake, 1995: 474);

3. skills and traits that are needed by employees to be effective in a job (Mansfield, 1996);

4. knowledge and skills that underlie effective performance (McLagan, 1997);

5. knowledge, skills, abilities and behaviours required for successful performance of job duties (Mirabile, 1995: 13);

6. “an underlying characteristic of an individual that is causally related to criterion-referenced effective and/or superior performance in a given job or situation” ((Mitrani, Dalziel, and Fitt, 1992; Spencer and Spencer, 1993: 11);

7. a collection of observable behaviors that superior performers exhibit more consistently than average performers, grouped according to a central theme, which then becomes the competency (Klein, 1996).

Klein’s definition is significantly different from the others since, instead of maintaining that competencies underlie behaviors, it suggests that behaviors underlie competency. Woodruff (1993) raises a similar issue distinguishing between competence and competency and proposing that competence is a performance criterion while competencies are the behaviors driving the competence. This is similar to Klein's (1996) argument that competencies are not psychological constructs but thematic groups of demonstrated observable behaviors that discriminate between superior and average performance. These behaviors require no inference, assumptions, or interpretation.

Goal and action management abilities

1. Efficiency orientation

2. Planning

3. Initiative

4. Attention to detail

5. Self-control

6. Flexibility

People management abilities

7. Empathy

8. Persuasiveness

9. Networking

10.Negotiating

11.Self-confidence

12.Group management

13.Developing others

14.Oral communication

Analytic reasoning abilities

15.Use of concepts

16.System thinking

17.Pattern recognition

18.Theory building

19.Using technology

20.Quantitative analysis

21.Social objectivity

22.Written communication

Source: Boyatzis, Cowen, Kolb & Associates, 1995: 82-91.

The Competent Production Supervisor: A model for effective performance Arnaldo Camuffo and Fabrizio Gerli

MIT IPC Working Paper IPC-05-002

March 2005

https://ipc.mit.edu/sites/default/files/2019-01/05-002.pdf

Supervisor competency model

https://insite.johnsoncitytn.org/uploads/files/supervisor%20competency%20model.pdf

Interpersonal Skills

1. Building Positive Working Relationships

2. Building Trust

3. Communication Skills

INTERPERSONAL SKILLS

1. Building Positive Working Relationships: Developing and using collaborative relationships with

internal and external partners and customers to facilitate the accomplishment of work goals.

Key Behaviors:

 Keeps people within and outside the department updated and informed in a timely manner.

 Values others’ knowledge and expertise. Invites the input and feedback of others. Fully

considers others’ explanations/points of view.

 Acknowledges requests from others promptly. Is available and responsive. Shows up on time for

meetings and appointments.

 Maintains a positive attitude.

 Initiates open and candid relationships with people at all levels.

 Interacts effectively with own and higher managers; builds solid relationship with boss.

 Cooperates with others to pursue mutual goals.

2. Building Trust: Interacting with everyone in a way that gives them confidence in one’s intentions and

those of the organization; fostering an environment that is fair and open to new ideas.

Key Behaviors:

 Builds trust by being reliable and dependable. Follows through on commitments.

 Gives credit where credit is due.

 Treats people fairly and with respect.

 Applies policies and procedures consistently when dealing with employee issues.

 Expresses consistent point of view to different audiences.

 Supports employees' decisions.

 Is honest and straightforward with others. Maintains confidentiality and high personal ethical

standards.

 Communicates rationale for decisions/actions. Admits ineffective decisions.

3. Communication Skills: Clearly conveying information and ideas through a variety of media to others

in formal and informal settings in a manner that engages them and helps them understand and retain

the message.

Key Behaviors:

 Organizes thoughts before speaking, and concentrates on key points. Communicates clearly and

articulately. Speaks concisely and to the point.

 Uses examples to clarify a point.

 Says what is on his or her mind in a direct but tactful manner.

 Adapts communication style and presentation focus to fit the audience. Uses appropriate

language to set the proper “tone” of the communication.  Writes correspondence that is professional, accurate, and grammatically correct.

 Asks questions to encourage others to elaborate on their thoughts. Listens carefully to input

without interrupting. Clarifies what others say to ensure understanding.

 Conducts effective and productive meetings (one-on-one, team, etc.) on a regular basis.

 Uses multiple modes to communicate messages.

April 1, 2022

Developments in Operations Technology - Operations Management Perspective - Review Notes

This topic of developments in operations technology is also applicable in INDUSTRIAL ENGINEERING. Industrial Engineering is System Efficiency Engineering. Its main areas are Machine Effort Industrial Engineering and Human Effort Industrial Engineering. Industrial Engineering Knowledge Center.

Industrial engineers have the responsibility for the continuous improvement of productivity and the resulting cost reduction. Cost reduction is a continuous activity, as competitors keep coming up with more creative and less cost ideas to capture the markets. Each time a competitor makes a successful entry, average price realized by all participants decreases in the market, and the existing companies are forced to make efforts to match the cost reduction achieved by the new competitor. Industrial engineers are responsible for monitoring the technology develops and implement various new developments along with creative application of existing technologies to maintain cost based competitiveness. Industrial engineers have to welcome small small improvements and make the efforts to implement them in processes.

Operations Technology Chapter from Chase Aquilano Jacobs Book

Much of the recent growth in productivity has come from the application of operations technology. In services this comes primarily from soft technology—information processing. In manufacturing it comes from a combination of soft and hard (machine) technologies.

Development in Technologies

Hardware technology developments have generally resulted in greater automation of processes. Labor-intensive tasks originally performed by humans are getting more and more automated. Examples of these hardware technologies are numerically controlled machine tools, machining centers, industrial robots, automated materials handling systems, and flexible manufacturing systems. These are all computer-controlled equipments and machines that can be used in the manufacturing of products.

Software-based technologies are being used in the design of manufactured products and in the analysis and planning of manufacturing activities. These technologies include computer aided design and automated manufacturing planning and control systems.

Hardware Systems

Numerically controlled (NC) machines are comprised of (1) machine tool used to turn, drill, or grind different types of parts and (2) a computer that controls the sequence of processes performed by the machine. NC machines are now in use many industries. In more recent models, feedback control loops determine the position of the machine tooling during the work, constantly compare the actual location with the programmed location, and correct as needed. This is often called adaptive control.

Machining centers represent an increased level of automation and complexity relative to NC machines. Machining centers not only provide automatic control of a machine, they may also carry many tools that can be automatically changed depending on the tool required for each operation. In addition, a single machine may be equipped with a shuttle system so that a finished part can be unloaded and an unfinished part loaded while the machine is working on a part.

Industrial robots are now used as substitutes for workers for many repetitive manual activities and tasks that are dangerous, dirty, or dull. A robot is a programmable, multifunctional machine that may be equipped with an end effector. Examples of end effectors include a gripper to pick things up, or a tool such as a wrench, a welder, or a paint sprayer. Advanced capabilities have been designed into robots to allow vision, tactile sensing, and hand-to-hand coordination. In addition, some models can be “taught” a sequence of motions in a three-dimensional pattern. As a worker moves the end of the robot arm through the required motions, the robot records this pattern in its memory and repeats it on command.

Automated materials handing (AMH) systems improve efficiency of transportation, storage, and retrieval of materials. Examples are computerized conveyors and automated storage and retrieval systems (AS/RS) in which computers direct automatic loaders to pick and place items. Automated guided vehicle (AGV) systems use embedded floor wires to direct driverless vehicles to various locations in the plant. Benefits of AMH systems include quicker material movement, lower inventories and storage space, reduced product damage, and higher labor productivity.

The individual pieces of automation can be combined to form manufacturing cells or even complete flexible manufacturing systems (FMS).A manufacturing cell might consist of a robot and a machining center. The robot could be programmed to automatically insert and remove parts from the machining center, thus allowing unattended operation. An FMS is a totally automated manufacturing system that consists of machining centers with automated loading and unloading of parts, an automated guided vehicle system for moving parts between machines, and other automated elements to allow unattended production of parts. In an FMS, a comprehensive computer control system is used to run the entire system.

A FMS is in operation in the Cincinnati Milacron facility in Mt. Orab, Ohio, for over 20 years. In this system, parts are loaded onto standardized fixtures (these are called “risers”), which are mounted on pallets that can be moved by the AGVs. Workers load and unload tools and parts onto the standardized fixtures at the workstations. Most of this loading and unloading is done during a single shift. The system can operate virtually unattended for the other two shifts each day. The system is capable of producing hundreds of different parts.

Software Systems

Computer-aided design (CAD) is an approach to product and process design that utilizes the power of the computer. CAD covers several automated technologies, such as computer graphics to examine the visual characteristics of a product and computer-aided engineering (CAE )to evaluate its engineering characteristics. Rubbermaid used CAD to refine dimensions of its Tote Wheels to meet airline requirements for checked baggage. CAD also includes technologies associated with the manufacturing process design, referred to as computer-aided process planning (CAPP).CAPP is used to design the computer part programs that serve as instructions to computer-controlled machine tools, and to design the programs used to sequence parts through the machine centers and other processes (such as the washing and inspection) needed to complete the part. These programs are referred to as process plans. Sophisticated CAD systems are also able to do on-screen tests, replacing the early phases of prototype testing and modification.

CAD has been used to design everything from computer chips to potato chips. Frito-Lay, for example, used CAD to design its O’Grady’s double-density, ruffled potato chip. The problem in designing such a chip is that if it is cut improperly, it may be burned on the outside and soggy on the inside, be too brittle (and shatter when placed in the bag), or display other characteristics that make it unworthy for, say, a guacamole dip. However, through the use of CAD, the proper angle and number of ruffles were determined mathematically; the O’Grady’s model passed its stress test in the infamous Frito-Lay“crusher” and made it to your grocer’s shelf.

CAD is now being used to custom design swimsuits. Measurements of the wearer are fed into the CAD program, along with the style of suit desired. Working with the customer, the designer modifies the suit design as it appears on a human-form drawing on the computer screen. Once the design is decided upon, the computer prints out a pattern, and the suit is cut and sewn on the spot.

Automated manufacturing planning and control systems (MP&CS)are simply computer based information systems that help plan, schedule, and monitor a manufacturing operation. They obtain information from the factory floor continuously about work status, material arrivals, and so on, and they release production and purchase orders. Sophisticated manufacturing and planning control systems include order-entry processing, shop-floor control, purchasing, and cost accounting.

COMPUTER-INTEGRATED MANUFACTURING(CIM)

All of these automation technologies are brought together under computer-integrated manufacturing (CIM). CIM is the automated version of the manufacturing process, where the three major manufacturing functions—product and process design, planning and control, and the manufacturing process itself—are replaced by the automated technologies just described. Further, the traditional integration mechanisms of oral and written communication are replaced by computer technology. Such highly automated and integrated manufacturing also goes under other names: total factory automation and the factory of the future. All of the CIM technologies are tied together using a network and integrated database. For instance, data integration allows CAD systems to be linked to computer-aided manufacturing (CAM),which consists of numerical-control parts programs; and the manufacturing planning and control system can be linked to the automated material handling systems to facilitate parts pick list generation. Thus, in a fully integrated system, the areas of design, testing, fabrication, assembly, inspection, and material handling are not only automated but also integrated with each other and with the manufacturing planning and scheduling function.

TECHNOLOGICAL RISKS

An early adopter of a new technology has the benefit of being ahead of the competition, but he or she also runs the risk of acquiring an untested technology whose problems could disrupt the firm’s operations. There is also the risk of obsolescence, especially with electronics-based technologies where change is rapid and when the fixed cost of acquiring new technologies or the cost of upgrades is high. Also, alternative technologies may become more cost-effective in the future, negating the benefits of a technology today.

OPERATIONAL RISKS

There could also be risks in applying a new technology to a firm’s operations. Installation of a new technology generally results in significant disruptions, at least in the short run, in the form of plant-wide reorganization, retraining, and so on. Further risks are due to the delays and errors introduced in the production process and the uncertain and sudden demands on various resources.

ORGANIZATIONAL RISKS

Firms may lack the organizational culture and top management commitment required to absorb the short-term disruptions and uncertainties associated with adopting a new technology. In such organizations, there is a risk that the firm’s employees or managers may

quickly abandon the technology when there are short-term failures or will avoid major

changes by simply automating the firm’s old, inefficient process and therefore not obtain

the benefits of the new technology.

ENVIRONMENTAL OR MARKET RISKS

In many cases, a firm may invest in a particular technology only to discover a few years later that changes in some environmental or market factors make the investment worthless.

For instance, in environmental issues auto firms have been reluctant to invest in technology

for making electric cars because they are uncertain about future emission standards of state

and federal governments, the potential for decreasing emissions from gasoline-based cars,

and the potential for significant improvements in battery technology.

One more revision of the write up has to be made.

Further Updates

Industry 4.0: Reimagining manufacturing operations after COVID-19

July 29, 2020 | Article

https://www.mckinsey.com/business-functions/operations/our-insights/industry-40-reimagining-manufacturing-operations-after-covid-19

2021

Top 10 industrial automation trends in 2021

January 4, 2021

https://www.automationmag.com/top-10-industrial-automation-trends-in-2021/

Key Technology Trends for 2021

February 5, 2021

https://blog.se.com/sustainability/2021/02/05/key-technology-trends-for-2021/

Key Technology Trends for 2021

https://www.ge.com/digital/blog/key-technology-trends-2021

Technology deep dive: Industrial Internet of Things - McKinsey

https://www.mckinsey.com/~/media/mckinsey/Business%20Functions/McKinsey%20Digital/Our%20Insights/The%20top%20trends%20in%20tech%20final/Tech%20Trends%20slides%202%203%204

Strategy & Consulting

Supply Chain & Operations

What are the supply chain’s technology priorities?

MAY 28, 2021

https://www.accenture.com/us-en/insights/supply-chain-operations/technology-vision-supply-chain-perspective

Worldwide Future of Operations 2021 Predictions - PDF

14-Jul-2021

https://search.abb.com/library/Download.aspx?DocumentID=9AKK107992A5141&LanguageCode=en&DocumentPartId=&Action=Launch

Implementation of Technology in Warehouse Operations.

The work is a part of the three-year Bachelor of Science in Industrial Engineering and Management, specialization Sustainable

Supply Chain Management.

https://www.diva-portal.org/smash/get/diva2:1572242/FULLTEXT01.pdf

Automation in pharmaceutical industry

Priya Digarse

December 22, 2021,

http://www.pharmabiz.com/ArticleDetails.aspx?aid=144762&sid=9

2022

Tech Trends 2022 - An essay by Deloitte Consulting LLP’s chief futurist Mike Bechtel,

Three trends that are notable:

Quantum technologies, which are poised to transform computing, sensing, and communications within the next decade

Exponential intelligence, the next generation of AI technologies that promises to understand human emotion and intent

Ambient computing, which will make technology ubiquitous in our work and home environments

https://www2.deloitte.com/us/en/insights/focus/tech-trends/2022/macro-technology-trends.html

Tech Roadmap: Technologies For Remote Industrial Operations

PUBLISHED 23 FEBRUARY 2022 BY THOMAS WEALD & MALAVIKA TOHANI

https://research.verdantix.com/report/tech-roadmap-technologies-for-remote-industrial-operations

Open AccessArticle

Advancing Smart Manufacturing in Europe: Experiences from Two Decades of Research and Innovation Projects

by Paul Grefen et al.

School of Industrial Engineering, Eindhoven University of Technology, P.O. Box 513, 5600 MB Eindhoven, The Netherlands

Machines 2022, 10(1), 45; https://doi.org/10.3390/machines10010045

Abstract

In the past two decades, a large amount of attention has been devoted to the introduction of smart manufacturing concepts and technologies into industrial practice. In Europe, these efforts have been supported by European research and innovation programs, bringing together research and application parties. In this paper, we provide an overview of a series of four content-wise connected projects on the European scale that are aimed at advancing smart manufacturing, with a focus on connecting processes on smart factory shop floors to manufacturing equipment on the one hand and enterprise-level business processes on the other hand. We analyze the experiences, both the positive ones and those including problems, and draw our learnings from these.

https://www.mdpi.com/2075-1702/10/1/45/htm

Updated 2.4.2022, 2 April 2017, 9 December 2011

April - Management Knowledge Revision with Links

______________

1 April to 5 April 2016

Material Requirements Planning - Review Notes
http://nraomtr.blogspot.com/2011/12/material-requirements-planning-review.html

Operations Scheduling - Review Notes
http://nraomtr.blogspot.com/2011/12/operations-scheduling-review-notes.html

Financial Analysis - Review Notes
http://nraomtr.blogspot.com/2011/12/financial-analysis-review-notes.html

Operations Technology - Review Notes
http://nraomtr.blogspot.com/2011/12/operations-technology-review-notes.html

Supply Chain Management

Cost Accounting

23 April 2016
Role of Costing and Cost Accounting in the Organizations

http://nraomtr.blogspot.com/2011/12/role-of-costing-and-cost-accounting-in.html

Introduction to Cost Terms - Review Notes

http://nraomtr.blogspot.com/2011/12/introduction-to-cost-terms-review-notes.html

Traditional Cost Objectives and Their Utility
Job Costing - Review Notes

Activity-Based Costing and Activity-Based Budgeting
Process Costing - Review Notes

Cost Center Reports and Analysis

Cost of Sales Account Analysis

29 April

Supply Chain Management - Subject Update

Operations Management - Subject Update 2016
Supply Chain Management - Subject Update 2016

To May - Management Knowledge Revision

Industrial Engineers support Engineers and Managers in Efficiency Improvement of Products, Processes and Systems

One Year MBA Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December

Included in the A to Z Blogging Challenge Posts

Birthdays of Management Scholars and Executives in April

1 - Prof Maike Andresen (1971) - Chair for HRM
https://www.uni-bamberg.de/en/bwl-pm/chair/prof-dr-maike-andresen/
2 - Jan Jantsch (1960)
3 - Mark Albion (1951)
4 - Charles Buxton Going (1863) - Principles of Industrial Engineering - Book in 1911
5
6 - Armand V. Feigenbaum (1920) - Total Quality Control
Clayton Christensen (1952) - Disruptive innovations
7
8
9
10 - Joseph Pulitzer (1847), Perry Sink Marshall (1969)
11 - Charles Eugene Bedaux (1886) - Check? 26 October 1886 (according to Wikipedia)
12 - Elwood S. Buffa (1923) - Modern Production Management, Operations Management
13 - W. Charles Redding (1914), -
Michael Hammer (1948) - Business Process Reengineering
14- Eric Brynjolfsson (1962)
15 - Glen L. Urban (1940)
16
17 - J.P. Morgan (1837)
18 - Frederick Herzberg (1923), Hygiene factors - Motivation factors model
Bengt R. Holmstrom (1949),
Niall Ferguson (1964),
Robert Allen Phillips (1968)

19- James J. Heckman (Economics Nobel Prize Winner, 1944), James B. Orlin (1953),
Peter Bowman Scott-Morgan (1958)
20
21- Max Weber (1864) http://www.britannica.com/EBchecked/topic/638565/Max-Weber
Alan Cerf
22
23
24
25
26
27
28
29 - Dan Ariely (1967)
30

January - February - March - April - May - June

July - August - September - October - November - December

Included in the A to Z Blogging Challenge Posts

Updated on 2.4.2022, 15.4.2019

Operations Management - Summaries - Chapters, Topics, Sub-Sections,Concepts

1. Introduction to the Field of Operations Management

Chapter Summary
Chapter outline

Operations Management—A Critical Responsibility of Every Manager
Efficiency Defined
Effectiveness Defined
Value Defined

What is Operations Management?
Operations Management (OM) Defined

Transformation Processes
Transformation Process Defined
Differences Between Services and Goods

OM in the Organizational Chart

Operations as Service
Core Services Defined
Value-Added Serviced Defined

Why is Operations Not Perceived as Important?

Historical Development of OM
JIT and TQC
Mass Customization Defined
Manufacturing Strategy Paradigm
Service Quality and Productivity
Total Quality Management and Quality Certification
Business Process Reengineering

2. Operations Strategy and Competitiveness

Chapter Summary

Competitive Dimensions
The Notion of Trade-Offs
Plant-within-a-Plant (PWP) Defined
Straddling Defined
Order Winners and Qualifiers
Order Winner Defined
Order Qualifiers Defined
The Marketing-Operations Link

The Corporate Strategy Design Process
The Financial Perspective
The Customer Perspective
The Internal Perspective
The Learning and Growth Perspective

Strategic Fit—Fitting Operational Activities to Strategy
Activity-System Maps Defined
A Framework for Operations Strategy in Manufacturing
Core Capabilities Defined
Developing a Manufacturing Strategy
Operations Strategy in Services
Internet Compliments Strategy

Attacking Through Operations

Productivity Measurement
Key Performance indicators (KPI) Defined
Productivity Defined
How Does Wall Street Evaluate Operations Performance?

Conclusion

Learning Curves

Application of Learning Curves
Learning Curve Defined
Individual Learning Defined
Organizational Learning Defined

Plotting Learning Curves
Logarithmic Analysis
Learning Curve Tables
Estimating the Learning Percentage
How Long Does Learning Go On?

General Guidelines for Learning
Individual Learning
Organizational Learning

3. Project Management

Chapter Summary

What is Project Management?
Project Defined
Project Management Defined

Structuring Projects
Pure Project
Functional Project
Matrix Project

Work Breakdown Structure
Project Milestones Defined
Work Breakdown Structure Defined
Activities Defined

Project Control Charts
Gantt Chart Defined

Network-Planning Models
Critical Path Defined
CPM With a Single Time Estimate
Immediate Predecessors Defined
Slack Time Defined
Early Start Schedule Defined
Late Start Schedule Defined
CPM with Three Activity Estimates
Maintaining Ongoing Project Schedules

Time-Cost Models
Time Cost Models Defined
Minimum-Cost Scheduling (Time-Cost Trade-Off)

Managing Resources
Tracking Progress

Cautions on Critical Path Analysis

Conclusion

4. Product Design

The Product Design Process

The Product Development Process

Economic Analysis of Product Development Projects

Build a Base-Case Financial Model
Sensitivity Analysis to Understand Project Trade-offs

Designing for the Customer

Quality Function Development
Value Analysis/Value Engineering

Designing Products for Manufacture and Assembly

How Does Design for Manufacturing and Assembly (DFMA) Work?

Measuring Product Development Performance

Conclusion

5. Process Analysis - Summary

I. Process Analysis

A. Process Defined

B. Analyzing a Las Vegas Slot Machine

C. Cycle Time Defined

Utilization Defined
Process Flowcharting

III. Types of Processes

Buffering, Blocking, Starving, and Bottleneck Defined
Make-to-Order, Make-to-Stock, and Hybrid Processes Defined
Pacing Defined

Buffering refers to a storage area between stages where the output of a state is placed prior to being used in a downstream stage.

Blocking occurs when the activities in the stage must stop because there is no place to deposit the item just completed.

Starving occurs when the activities in a stage must stop because there is no work.

IV. Measuring Process Performance

A. Productivity and Efficiency Defined

B. Run Time, Setup Time, and Operation Time Defined

C. Throughput Time and Throughput Rate Defined

D. Process Velocity or Throughput Ratio Defined

E. Value-Added Time Defined

Little's Law Defined
Process Analysis Examples

A. A Bread-Making Operation

B. A Restaurant Operation

Planning a Transit Bus Operation
Process Throughput Time Reduction

Case: Analyzing Casino Money – Handling Processes

Job Design Decisions
Job Design Defined

Behavioral Considerations in Job Design
Degree of Labor Specialization
Specialization of Labor Defined
Job Enrichment
Job Enrichment Defined
Sociotechnical Systems
Sociotechnical Systems Defined

Physical Considerations in Job Design
Work Physiology Defined
Ergonomics Defined

Work Methods
A Production Process
Workers at a Fixed Workplace
Workers Interacting with Equipment
Workers Interacting with Other Workers

Work Measurements and Standards
Work Measurement Techniques
Work Measurement Defined
Work Sampling Compared to Time Study
Time Study Defined
Predetermined Motion Time Data Systems Defined
Elemental Data Defined
Normal Time Defined
Standard Time Defined
Work Sampling Defined

Financial Incentive Plans
Basic Compensation Systems
Individual and Small-Group Incentive Plans
Organizationwide Plans

Conclusion

Job Design and Work Measurement

Job Design Decisions
Job Design Defined

Behavioral Considerations in Job Design
Degree of Labor Specialization
Specialization of Labor Defined
Job Enrichment
Job Enrichment Defined
Sociotechnical Systems
Sociotechnical Systems Defined

Physical Considerations in Job Design
Work Physiology Defined
Ergonomics Defined

Work Methods
A Production Process
Workers at a Fixed Workplace
Workers Interacting with Equipment
Workers Interacting with Other Workers

Work Measurements and Standards
Work Measurement Techniques
Work Measurement Defined
Work Sampling Compared to Time Study
Time Study Defined
Predetermined Motion Time Data Systems Defined
Elemental Data Defined
Normal Time Defined
Standard Time Defined
Work Sampling Defined

Financial Incentive Plans
Basic Compensation Systems
Individual and Small-Group Incentive Plans
Organizationwide Plans

Conclusion

6. Manufacturing Process Selection and Design

Chapter Outline

Process Selection
Types of Processes
Job Shop Defined
Batch Shop Defined
Assembly Line Defined
Continuous Flow Defined
Process Flow Structures
Product-Process Matrix
Product-Process Matrix Defined

Break-Even Analysis
Specific Process Equipment Selection

Manufacturing Process Flow Design

Conclusion

7. Service Process Selection and Design

Chapter outline

The Nature of Services
Service Businesses and Internal Services
Facilities-Based Services Defined
Field-Based Services Defined
A Customer-Centered View of Service Management

An Operational Classification of Services
High and Low Degree of Customer Contact Defined

Designing Service Organizations
Service Strategy: Focus and Advantage

Structuring the Service Encounter: Service-System Design Matrix
Strategic Uses of the Matrix

Service Blueprinting and Fail-Safing
Service Blueprint Defined
Poka-Yokes Defined

Three Contrasting Service Designs
The Production-Line Approach
The Self-Service Approach
The Personal-Attention Approach

Applying Behavioral Science to Service Encounters

New Service Development Process

Service Guarantees as Design Drivers
Service Guarantee Defined

Conclusion

Operations & Supply Chain Management

15th Edition

9353161177 · 9789353161170

By Richard B. Chase, Ravi Shankar

https://www.mheducation.co.in/operations-supply-chain-management-9789353161170-india

Section One: Strategy, Products, and Capacity

1. Introduction

2. Strategy

3. Design of Products and Services

4. Project Management

5. Strategic Capacity Management

6. Learning Curves

Section Two: Manufacturing and Service Processes

7. Manufacturing Processes

8. Facility Layout

9. Service Processes

10. Waiting Line Analysis and Simulation

11. Process Design and Analysis

12. Six Sigma Quality

13. Statistical Quality Control

Section Three: Supply Chain Processes

14. Lean Supply Chains

15. Logistics, Distribution, and Transportation

16. Global Sourcing and Procurement

Section Four: Supply and Demand Planning and Control

17. Enterprise Resource Planning Systems

18. Forecasting

19. Sales and Operations Planning

20. Inventory Management

21. Material Requirements Planning

22. Workcenter Scheduling

23. Theory of Constraints Section Five: Special Topics

24. Health Care

25. Operations Consulting

Appendix A Linear Programming Using the Excel Solver

Appendix B Operations Technology

Appendix C Financial Analysis

Appendix D Answers to Selected Objective Questions

Appendix E Present Value Table

Appendix F Negative Exponential Distribution: Values of e–x

Appendix G Areas of the Cumulative Standard Normal Distribution

Appendix H Uniformly Distributed Random Digits

Appendix I Interest Tables

Index

Operations and Supply Chain Management

16th Edition

By F. Robert Jacobs and Richard Chase

ISBN10: 1260238903

ISBN13: 9781260238907

https://www.mheducation.com/highered/product/operations-supply-chain-management-jacobs-chase/M9781260238907.html

Section One: Strategy, Products, and Capacity

Ch. 1 Introduction

Ch. 2 Strategy

Ch. 3 Design of Products and Services

Ch. 4 Projects

Ch. 5 Strategic Capacity Management

5S Investment Analysis

Ch. 6 Learning Curves

Section Two: Manufacturing and Service Processes

Ch. 7 Manufacturing Processes

7S Manufacturing Technology

Ch. 8 Facility Layout

Ch. 9 Service Processes

9S Health Care

Ch. 10 Waiting Line Analysis and Simulation

Ch. 11 Process Design and Analysis

11S Operations Consulting

Ch. 12 Six Sigma Quality

Ch. 13 Statistical Quality Control

Section Three: Supply Chain Processes

Ch. 14 Lean Supply Chains

Ch. 15 Logistics, Distribution, and Transportation

Ch. 16 Global Sourcing and Procurement

Section Four: Supply and Demand Planning and Control

Ch. 17 The Internet of Things and ERP

Ch. 18 Forecasting

Ch. 19 Sales and Operations Planning

19S Linear Programming Using the Excel Solver

Updated 2.4.2022, 17.8.2021

Ch. 20 Inventory Management

Ch. 21 Material Requirements Planning

Ch. 22 Workcenter Scheduling

22S Theory of Constraints

Appendices

A Interest Tables

B Negative Exponential Distribution: Values of E–X

C Areas of the Cumulative Standard Normal Distribution

D Uniformly Distributed Random Digits

E Answers to Selected Objective

Behavioral Skills for Supervisors

A to Z - Activities, Competencies, Education and Training of Engineering Supervisors - Article Series

Behavioral Skills

Acting Honestly— Describes the extent to which a person values and adheres to ethical and moral standards of behavior, as well as a personal level of humility.

Getting Along with Others—Describes the extent to which a person interacts positively and cooperates with others, and is generally kind, friendly, and tactful.

Keeping an Open Mind—Describes a person’s level of open-mindedness and curiosity about a variety of ideas, beliefs, people, and experiences.

Maintaining Composure—Describes the extent to which a person is relatively calm, serene, and able to manage emotions effectively.

Socializing with Others—Describes a person’s preferred level of social interaction, behavior in interpersonal situations, and optimism.

Sustaining Effort—Describes a person’s level of diligence, effort, organization, self-control, and compliance.

The Importance of Behavioral Skills and Navigation Factors for Education and Work Success

https://www.act.org/content/dam/act/unsecured/documents/R1633-behavior-and-navigation-2017-04.pdf

https://files.eric.ed.gov/fulltext/ED583586.pdf

Supervisor competency model

https://insite.johnsoncitytn.org/uploads/files/supervisor%20competency%20model.pdf

Interpersonal Skills

1. Building Positive Working Relationships

2. Building Trust

3. Communication Skills

INTERPERSONAL SKILLS

1. Building Positive Working Relationships: Developing and using collaborative relationships with

internal and external partners and customers to facilitate the accomplishment of work goals.

Key Behaviors:

 Keeps people within and outside the department updated and informed in a timely manner.

 Values others’ knowledge and expertise. Invites the input and feedback of others. Fully

considers others’ explanations/points of view.

 Acknowledges requests from others promptly. Is available and responsive. Shows up on time for

meetings and appointments.

 Maintains a positive attitude.

 Initiates open and candid relationships with people at all levels.

 Interacts effectively with own and higher managers; builds solid relationship with boss.

 Cooperates with others to pursue mutual goals.

2. Building Trust: Interacting with everyone in a way that gives them confidence in one’s intentions and

those of the organization; fostering an environment that is fair and open to new ideas.

Key Behaviors:

 Builds trust by being reliable and dependable. Follows through on commitments.

 Gives credit where credit is due.

 Treats people fairly and with respect.

 Applies policies and procedures consistently when dealing with employee issues.

 Expresses consistent point of view to different audiences.

 Supports employees' decisions.

 Is honest and straightforward with others. Maintains confidentiality and high personal ethical

standards.

 Communicates rationale for decisions/actions. Admits ineffective decisions.

3. Communication Skills: Clearly conveying information and ideas through a variety of media to others

in formal and informal settings in a manner that engages them and helps them understand and retain

the message.

Key Behaviors:

 Organizes thoughts before speaking, and concentrates on key points. Communicates clearly and

articulately. Speaks concisely and to the point.

 Uses examples to clarify a point.

 Says what is on his or her mind in a direct but tactful manner.

 Adapts communication style and presentation focus to fit the audience. Uses appropriate

language to set the proper “tone” of the communication.  Writes correspondence that is professional, accurate, and grammatically correct.

 Asks questions to encourage others to elaborate on their thoughts. Listens carefully to input

without interrupting. Clarifies what others say to ensure understanding.

 Conducts effective and productive meetings (one-on-one, team, etc.) on a regular basis.

 Uses multiple modes to communicate messages.

https://opentextbc.ca/businessopenstax/chapter/developing-interpersonal-skills-is-key-to-your-success/

The Good Manager: Development and Validation of the Managerial Interpersonal Skills Scale

Gerard Beenen, Shaun Pichler, Beth Livingston, and Ron Riggio

Front Psychol. 2021; 12: 631390. Published online 2021 Mar 29. doi: 10.3389/fpsyg.2021.631390

PMCID: PMC8039519PMID: 33854464

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8039519/

Material Requirements Planning - Review Notes for Chase et al. Book Chapter

Where MRP Can Be Used
A Simple MRP Example
Master Production Schedule

Material Requirements Planning (MRP) Systems

Material Requirements Planning System Structure

An Example Using MRP

Running the MRP Program

Improvements in the MRP System

Flow Manufacturing: Embedding JIT into MRP
Lot Sizing in MRP Systems

Summary for Revision

When demand for parts and materials is dependent on multiple assembled products, managers use a concept known as materials requirements planning, or MRP, to determine demand for lower level items. MRP is a logical approach to determine the number of parts, components, and material needed to produce each end item. It also provides the time schedule specifying when each of these materials, parts, and components should be ordered or produced.

MRP has grown from planning materials to also planning for other organizational resources needed.

Bill of Materials gives the hierarchical details of finished product, main assemblies, sub assemblies, components and materials of a product.

From an organization's aggregate plan, the master production plan (MPS) is developed. The MPS is the time-phased plan specifying how many and when the firm plans to build each specific end item. Further down the MPS process is the MRP, which calculates and schedules all of the raw materials, parts, and supplies needed for production.

If customers give advance orders, management must specify a time fence, or period of time in which the customer can make changes in their order. Once this time has passed, the order becomes fixed. The MRP uses this fixed plan to create schedules to identify the parts and materials required to produce end items, the exact numbers needed, and the dates when orders for these materials should be released and be received or completed within the production cycle.

Today, computerized inventory systems for MRP control inventory levels, assign operating priorities for items, and plan capacity to load the production system. The goal of MRP is to get the correct materials to the right place at the right time.

The objectives of inventory management under an MRP system are to improve customer service, minimize inventory investment, and maximize production operating efficiency. The MRP interacts with the master production schedule, the bills of material file, and the inventory records file. Product demand data for MRP systems comes from two sources -- from customers who have placed firm orders and from forecasted or anticipated demand.

The bill of materials (BOM) file contains the complete product description listing the materials, parts, and components as well as the sequences in which the product is created. MRP outputs can take a variety of forms and can be classified as primary and secondary output reports. Capacity constraints can be determined using capacity requirements planning. An MRP program with a capacity requirements planning module allows rescheduling to try to level capacity through either backward or forward scheduling. The master schedule will try to level out the load so that requirements for work centers remain within the available capacity.

MRP II has expanded the role of MRP to include planning for staffing, facilities, and tools. Called manufacturing resource planning, it can plan and monitor all the resources of a manufacturing firm including manufacturing, marketing, finance, and engineering within a closed-loop system.

JIT is best suited to repetitive manufacturing. MRP is used in everything from custom job shops to assembly line production. The term flow manufacturing is now being used by many software vendors to describe new software modules that combine MRP and JIT logic.

MRP applications have many uses even in service organizations. But so far only a few service organizations have developed or implemented MRP. Many believe that it is a manufacturing tool.

Chapter Outline of

Richard B. Chase, F. Robert Jacobs, Nicholas J. Aquilano, Operations Management for Competitive Advantage, 10/e, McGraw-Hill Higher Education, 2004

Where MRP Can Be Used
A Simple MRP Example
Master Production Schedule
Time Fences
Material Requirements Planning (MRP) Systems
Purposes of MRP
Material Requirements Planning System Structure
Demand for Products
Bill of Materials File
Inventory Records File
MRP Computer Program
An Example Using MRP
Forecasting Demand
Developing a Master Production Schedule
Bill of Materials (Product Structure) File
Inventory Records (Item Master) File
Running the MRP Program
Improvements in the MRP System
Computing Work Center Load
Closed-Loop MRP
MRP II (Manufacturing Resource Planning)
Flow Manufacturing: Embedding JIT into MRP
Lot Sizing in MRP Systems
Lot-for-Lot
Economic Order Quantity
Least Total Cost
Least Unit Cost
Choosing the Best Lot Size

Originally posted in
http://knol.google.com/k/narayana-rao/ material-requirements-planning/ 2utb2lsm2k7a/437

April - Management Knowledge Revision

Process Industrial Engineering - Methods and Techniques

Updated 1.4.2022, 30 March 2015, 10 Dec 2011

Pages

April 4, 2022

Decision Making by Supervisors

A to Z - Activities, Competencies, Education and Training of Engineering Supervisors - Article Series

April 3, 2022

Competencies for Effective and Efficient Supervision

A to Z - Activities, Competencies, Education and Training of Engineering Supervisors - Article Series

The Competent Production Supervisor: A model for effective performance Arnaldo Camuffo and Fabrizio Gerli

Supervisor competency model

April 1, 2022

Developments in Operations Technology - Operations Management Perspective - Review Notes

April - Management Knowledge Revision with Links

1 April to 5 April 2016

Supply Chain Management

3rd April 2016

8 April to 12 April 2016

15 April to 19 April

Financial Accounting

22 April to 26 April 2016

Cost Accounting

Industrial Engineers support Engineers and Managers in Efficiency Improvement of Products, Processes and Systems

One Year MBA Knowledge Revision Plan

Birthdays of Management Scholars and Executives in April

Operations Management - Summaries - Chapters, Topics, Sub-Sections,Concepts

1. Introduction to the Field of Operations Management

2. Operations Strategy and Competitiveness

Learning Curves

3. Project Management

5. Process Analysis - Summary

Job Design and Work Measurement

Behavioral Skills for Supervisors

A to Z - Activities, Competencies, Education and Training of Engineering Supervisors - Article Series

Material Requirements Planning - Review Notes for Chase et al. Book Chapter

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