Production Systems: Comprehensive Overview

The Future of BPM The future of BPM is likely to be shaped by emerging technologies, such as artificial intelligence (AI), machine learning (ML), and blockchain. These technologies have the potential to further automate and optimize processes, leading to even greater efficiency, agility, and innovat...

The Future of BPM The future of BPM is likely to be shaped by emerging technologies, such as artificial intelligence (AI), machine learning (ML), and blockchain. These technologies have the potential to further automate and optimize processes, leading to even greater efficiency, agility, and innovation. BPM will continue to play a crucial role in helping organizations adapt to the ever-changing business landscape and achieve their strategic goals. The Industrial Revolution: A Journey Through Innovation and Efficiency The Industrial Revolution, a period of profound technological and societal transformation, marked a dramatic shift from traditional methods of production to mechanized and factory-based systems. This journey began with the emergence of new inventions and innovations in the 18th century, culminating in the development of mass production, scientific management, and the rise of quality control in the 20th century. This presentation explores the key milestones and influential figures that shaped the Industrial Revolution, highlighting the evolution of manufacturing practices and the emergence of modern management principles. From Domestic System to Craft Guilds Domestic System Craft Guilds In the domestic system, merchants provided Craft guilds were associations of artisans who materials to artisans who worked from their homes. controlled the production and distribution of goods. This decentralized approach allowed for flexibility Work was passed from one shop to another, ensuring and individual craftsmanship but lacked the quality and standardization. However, guilds often efficiency and scale of centralized production. restricted innovation and competition. The Dawn of the Industrial Revolution: Textile Innovations 1 Flying Shuttle (1733) John Kay's invention of the flying shuttle revolutionized weaving, enabling faster and more efficient production of cloth. 2 Spinning Jenny (1765) James Hargreaves' spinning jenny allowed for the simultaneous spinning of multiple threads, significantly increasing yarn production. 3 Water Frame (1769) Richard Arkwright's water frame, powered by water, further increased yarn production and paved the way for larger-scale textile factories. 4 Steam Engine (1765) James Watt's steam engine provided a new source of power, revolutionizing industries beyond textiles and driving the Industrial Revolution forward. The American System of Manufacturing 1 Interchangeable Parts 2 Mechanization 3 Henry Ford and the The American system of Extensive use of machinery Assembly Line manufacturing, showcased at and specialized tools enabled Henry Ford's vision of making the 1851 Crystal Palace mass production of automobiles affordable for the Exhibition, emphasized the use interchangeable parts, leading masses was realized through of interchangeable parts, to increased efficiency and the implementation of the allowing for standardized lower costs. assembly line, a revolutionary production and easier production system that brought assembly. the work to the worker. 4 Mass Production The assembly line, combined with the rise of the electrical and petroleum industries, marked the beginning of the Second Industrial Revolution, characterized by mass production and increased consumerism. Scientific Management: Optimizing Efficiency Frederick Taylor Differential Piece-Rate System Frederick Taylor, a pioneer of scientific management, Taylor's system rewarded workers with higher pay for focused on optimizing efficiency through time and increased productivity and quality, aiming to address the motion studies, standardized work methods, and the problem of "soldiering" where workers slowed down to differential piece-rate system. match the pace of the slowest worker. Time and Motion Study The Principles of Scientific Management Taylor's stopwatch time study, combined with Frank Taylor's book, "The Principles of Scientific Management," and Lillian Gilbreth's motion study, led to the outlined his approach to management, emphasizing development of time and motion study, a systematic scientific selection, education, and cooperation between approach to analyzing and improving work processes. management and workers. The Rise of Operations Research Control Charts Walter Shewhart introduced control charts, a statistical tool for monitoring and controlling process variation, distinguishing between common cause and special cause variation. Methods-Time Measurement (MTM) MTM, developed by Maynard, Schwab, and Stegemerten, provided a standardized system for estimating work times, eliminating the need for on-site time studies. Mathematical Optimization The development of computers, particularly the Colossus computer during World War II, enabled the application of mathematical optimization techniques to solve complex industrial problems. Operations Research The field of operations research emerged, combining mathematical modeling, statistical analysis, and computer simulation to optimize industrial processes and decision-making. The Toyota Production System: Lean Manufacturing (Lead, Eliminate Waste, Agile and Flexible, New ideas ) Just-in-Time (JIT) Autonomation Inspired by American supermarkets, Toyota's JIT system Autonomation, developed by Toyoda Sakichi, combined aimed to produce only what was needed, when it was needed, automation with human oversight, enabling machines to and in the amount needed, minimizing waste and inventory. detect and stop production in case of errors, ensuring quality control. Seven Zeros Total Quality Management (TQM) J.N. Edwards outlined the goals of JIT in terms of seven zeros: TQM, influenced by Deming, Juran, and Feigenbaum, zero defects, zero lot size, zero setups, zero breakdowns, zero emphasized continuous improvement, customer focus, and handling, zero lead time, and zero surging. employee participation in quality management. Material Requirements Planning (MRP) Dependent Demand Demand for components of final products, directly controllable by management through the bill of materials. Independent Demand Demand originating outside the production system, not directly controllable, such as customer orders. MRP II (Material Resource Planning) Expanded the original MRP software to include additional production functions, such as capacity planning and financial management. Enterprise Resource Planning (ERP) Modern software architecture that integrates various business functions, including production, distribution, accounting, human resources, and procurement. Modern Management Trends 1 Business Process Re- 2 Lean Manufacturing 3 Six Sigma engineering (BPR) Lean manufacturing, a Six Sigma, a quality BPR, launched by Michael systemic approach to management methodology Hammer, focuses on eliminating waste, developed at Motorola, aims analyzing and redesigning overburden, and unevenness to reduce defects and business processes to in work loads, aims to improve process consistency improve efficiency and optimize production by setting control limits at effectiveness, often involving processes and reduce costs. six standard deviations from radical restructuring. Define, measure, analyze , the mean. Define, measure, improve and control. analyze, improve and control, 4 Reconfigurable Manufacturing Systems Reconfigurable manufacturing systems are designed for rapid change in structure, hardware, and software to adapt to market fluctuations and changing production needs. Conclusion: A Legacy of Innovation The Industrial Revolution, a period of unprecedented innovation and transformation, continues to shape our world today. From the early textile innovations to the rise of scientific management, lean manufacturing, and modern software architectures, the journey has been marked by a relentless pursuit of efficiency and progress. As technology continues to evolve, the principles and lessons learned from the Industrial Revolution remain relevant, guiding us towards a future of even greater innovation and productivity. Production Systems: A Comprehensive Overview A production system includes both the technological components (machines and tools) and the organizational behavior (division of labor and information flow).. Ba Technological Classification Continuous Process Production Discrete Part Production Involves physical-chemical Includes manufacturing and assembly transformations without assembly systems. Manufacturing systems include operations. Raw materials cannot be easily job shops, manufacturing cells, flexible retrieved from the final product. Examples manufacturing systems, and transfer lines. include paper, cement, nylon, and Assembly systems include fixed position petroleum products. systems, assembly lines, and assembly shops.  Lead Time Classification Engineer to Order (ETO) 1 Products are designed and manufactured specifically to customer requirements. The customer order decoupling point (CODP) is at the beginning of the 2 Purchase to Order (PTO) process. Products are purchased from suppliers based on customer orders. The CODP is at the point Make to Order (MTO) 3 of purchase from the supplier. Products are manufactured only after receiving customer orders. The CODP is at the start of production. 4 Assemble to Order (ATO) Products are assembled from pre- manufactured components based on Make to Stock (MTS) 5 customer orders. The CODP is at the point of Products are manufactured in anticipation of customer assembly. orders. The CODP is at the end of production. Production Systems in the Service Sector High Customization Low Customization High Labor Force Professional Services (e.g., Mass Services (e.g., commercial personal physicians and banking bill payments and state lawyers) schools) Low Labor Force Service Shops (e.g., hospitals and Service Factories (e.g., airlines auto mechanics) and hotels) Metric measures: Efficiency and Effectiveness 1 Price 2 Quality Purchase price, use costs, maintenance Specification and compliance. costs, upgrade costs, disposal costs. 3 Time 4 Flexibility Productive lead time, information lead Mix, volume. time, punctuality. Productivity Machine Productivity Ratio of output to machine time. Workforce Productivity Ratio of output to labor time. Raw Material Productivity Ratio of output to raw material consumption. Warehouse Productivity Inventory turnover rate. Cycle Time Analysis Time and Motion Study Predetermined Motion Work Sampling Time Systems Observing and analyzing the Observing a worker's activities time and motion of workers to Using standardized time at random intervals to identify inefficiencies. values for specific motions to estimate the proportion of estimate cycle times. time spent on different tasks. ABC Analysis High Inventory Low Inventory High Revenue Class A Class C Low Revenue Class C Class B Throughput (productivity) and Bottlenecks (restrictions) Throughput quantifies the number of parts produced per unit of time. Bottlenecks are points in the production system that limit throughput. In job shops, bottlenecks are dynamic and dependent on scheduling. In transfer lines, bottlenecks are typically associated with specific stations. Production System Configuration and Management Designing the structure of production systems involves both technological and organizational variables. Choices in production technology involve: measurement capacity, fractioning capacity, capacity location, outsourcing processes, process technology, automation of operations, and the trade-off between volume and variety. Choices in the organizational area involve: defining worker skills and responsibilities, team coordination, worker incentives, and information flow. Production Planning Approaches Push Approach Pull Approach Production occurs based on demand, The production system authorizes either forecasted or present, such as production based on inventory levels. This purchase orders. This approach relies on approach is more reactive, responding to predicting future demand and producing actual demand as it arises. accordingly. Material Requirements Planning (MRP) 1 Master Production Schedule (MPS) An aggregate planning tool for production, coming in two varieties: plans that chase demand and level plans that aim for uniform capacity utilization. 2 Bill of Materials (BOM) A detailed list of all the components and materials needed to produce a specific product. 3 MRP Output A schedule for the materials (components) needed in the production process, managing purchase orders and production orders. Toyota Production System (TPS) SMED (Single Minute Value Stream Mapping Poka-Yoke (Mistake- Exchange of Die) Proofing) A graphical method for A method for reducing analyzing the current state and Any mechanism in lean changeover times, enabling designing a future state of manufacturing that helps an faster production transitions production, identifying waste equipment operator avoid and increased efficiency. and opportunities for mistakes, ensuring product improvement. quality and reducing defects. JIT Production: Beyond Kanban Product Standardization and Modularity Group Technology Simplifying product design and production by using Grouping similar machines and processes together to standardized components and modular assemblies. improve efficiency and reduce setup times. Total Productive Maintenance (TPM) Vendor Rating A proactive approach to maintenance that involves all Evaluating and selecting suppliers based on their employees in keeping equipment in optimal condition. ability to meet JIT requirements, ensuring timely and reliable deliveries. Automated Production Systems Advantages Disadvantages Increased efficiency and productivity High initial investment costs Improved accuracy and consistency Potential for breakdowns and downtime Reduced labor costs Limited flexibility and adaptability Operations Management: A Comprehensive Overview Operations management is a many-sided field including the planning, organization, and control of resources to produce goods or services. It plays a crucial role in ensuring efficient and effective processes within an organization, ultimately contributing to its success. Operations management principles are applicable across various industries, ranging from manufacturing to healthcare, technology, and service sectors. Ba Mathematical Modeling in Operations Management Two key areas where mathematical theory finds applications are operations research and quality management. Operations Research Quality Management Operations research benefits mathematical Quality management, aiming to ensure consistent optimization problems and queue theory to improve product or service quality, relies on a set of tools production efficiency. Mathematical optimization known as the Seven Basic Tools of Quality. These techniques, often drawing from calculus and linear tools, including check sheets, charts, diagrams, algebra, help solve complex allocation and control charts, histograms, scatter diagrams, and scheduling problems. Queue theory, based on stratification, facilitate data analysis, problem Markov chains and stochastic processes identification, and process improvement. (probability), provides visions into waiting times and Approaches like Total Quality Management (TQM) resource utilization in production systems. and Six Sigma emphasize the use of these tools to minimize defects and enhance customer satisfaction. Demand Forecasting and Capacity Planning Demand forecasting, while not strictly an operations problem, holds significant importance in operations management due to its close relationship with production planning. Accurate demand forecasts are crucial for determining production levels, managing inventory, and optimizing resource allocation. Demand forecasting relies on statistical methods to predict future demand based on historical data, market trends, and other relevant factors. 1 Safety Stock 2 Push Systems 3 Capacity Planning Safety stocks, used to guard Push systems, characterized Capacity planning involves against uncertainties in by production planning ranking production demand, are often calculated based on anticipated capabilities with market based on normal distribution demand, rely heavily on demands. Accurate demand modeling of demand accurate demand forecasts. forecasting plays a crucial variations. This helps ensure Orders are released ahead of role in determining the that products are available to actual customer orders, optimal capacity levels meet customer needs, even based on forecasted demand, needed to meet customer during periods of unexpected to ensure timely production needs while minimizing idle demand spikes. and delivery. resources or production bottlenecks. Management: A Comprehensive Overview Management is the administration of an organization, whether it be a business, a not-for-profit organization, or government body. It includes setting the strategy of an organization and coordinating the efforts of its employees or volunteers to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term “management” may also refer to the people who manage an organization. Levels of Management Senior Management Middle Management Lower Management Senior managers, such as the Middle managers, examples of Lower managers, such as Board of Directors, Chief which would include branch supervisors and front-line team Executive Officer (CEO) or managers, regional managers and leaders, oversee the work of President of an organization, set section managers, provide regular employees (or volunteers, the strategic goals of the direction to front-line managers. in some voluntary organizations) organization and make decisions Middle managers communicate and provide direction on their on how the overall organization the strategic goals of senior work. In smaller organizations, will operate. Senior managers management to the front-line the roles of managers have much provide direction to the middle managers. wider scopes. managers who report to them. Management Basics Management operates through five basic functions: planning, organizing, coordinating, commanding, and controlling. These functions are essential for any organization to achieve its goals and objectives. Business Process Management is a systematic approach to managing and improving business processes. It involves identifying, analyzing, designing, implementing, and monitoring processes to ensure they are efficient, effective, and aligned with the organization's strategic goals. Ba Planning Planning is the first and most important function of management. It involves deciding what needs to happen in the future and generating plans for action. This includes setting goals, identifying resources, and developing strategies to achieve those goals. Effective planning is crucial for any organization to succeed. It provides a roadmap for the future and helps to ensure that everyone is working towards the same objectives. Strategic Planning Operational Planning Contingency Planning Strategic planning involves Operational planning focuses Contingency planning involves setting long-term goals and on the day-to-day activities of developing backup plans in developing strategies to the organization. This includes case something unexpected achieve them. This is typically developing plans for specific happens. This is important for done by top-level managers tasks, allocating resources, and any organization to be prepared and involves considering the setting deadlines. Operational for unforeseen circumstances organization's overall mission, planning is typically done by and to minimize the impact of vision, and values. middle-level managers and any disruptions. involves working with first-line managers to ensure that tasks are completed efficiently and effectively. Organizing Organizing is the second function of management. It involves making sure the human and nonhuman resources are put into place to achieve the organization's goals. This includes creating a structure, assigning responsibilities, and delegating tasks. Effective organizing is essential for any organization to function smoothly and efficiently. It ensures that everyone knows their role and responsibilities and that resources are used effectively. Human Resources Nonhuman Resources Human resources are the people who work for the Nonhuman resources include all of the physical organization. This includes employees at all levels, and financial assets that the organization uses to from entry-level workers to senior executives. operate. This includes equipment, facilities, Effective organizing involves recruiting, hiring, technology, and financial capital. Effective training, and developing employees to ensure that organizing involves acquiring, managing, and the organization has the right people in the right maintaining these resources to ensure that the roles. organization has what it needs to operate effectively. Coordinating Coordinating is the third function of management. It involves creating a structure through which an organization's goals can be accomplished. This includes establishing communication channels, coordinating activities, and resolving conflicts. Effective coordinating is essential for any organization to work together effectively and efficiently. It ensures that everyone is on the same page and that tasks are completed in a timely and coordinated manner. 1 Communication 2 Collaboration 3 Conflict Resolution Effective communication is Collaboration is essential for Conflict is inevitable in any essential for coordinating coordinating activities. This organization. Effective activities. This includes involves working together to coordinating involves ensuring that everyone has achieve common goals and developing strategies for the information they need to sharing information and resolving conflicts in a do their jobs and that there are resources. Effective constructive and productive clear channels for collaboration can help to manner. This can help to communication between improve efficiency and maintain a positive and different departments and effectiveness. productive work teams. environment. Commanding Commanding is the fourth function of management. It involves determining what must be done in a situation and getting people to do it. This includes providing direction, motivating employees, and holding them accountable for their performance. Effective commanding is essential for any organization to achieve its goals. It ensures that employees are motivated and engaged and that they are working towards the same objectives. Leadership Motivation Accountability Leadership is a key aspect of Motivation is essential for Accountability is essential for commanding. Effective leaders getting employees to do their ensuring that employees are inspire and motivate their best work. Effective managers responsible for their actions. employees, provide clear use a variety of techniques to Effective managers hold their direction, and create a positive motivate their employees, such employees accountable for their and productive work as setting goals, providing performance and provide them environment. feedback, and recognizing with the support they need to achievements. succeed. Controlling Controlling is the fifth and final function of management. It involves checking progress against plans. This includes monitoring performance, identifying deviations from plans, and taking corrective action. Effective controlling is essential for any organization to stay on track and to achieve its goals. It ensures that the organization is operating efficiently and effectively and that any problems are identified and addressed promptly. Monitoring Performance Tracking progress against goals and objectives. Identifying Deviations Identifying any differences between actual performance and planned performance. Taking Corrective Action Taking steps to address any deviations from plans and to ensure that the organization stays on track.