SHS Entrepreneurship Q2 Week 1 PDF

ENTREPRENEURSHIP Quarter 2 Week 1 +--------+--------+--------+--------+--------+--------+--------+--------+ | **SUBJ | **ENTR | **QUAR | **2** | **WEEK | **1** | **DAY* | **\_\_ | | ECT | EPRENE | TER** | | ** | | * | \_\_\_ | | & | URSHIP | | |...

ENTREPRENEURSHIP Quarter 2 Week 1 +--------+--------+--------+--------+--------+--------+--------+--------+ | **SUBJ | **ENTR | **QUAR | **2** | **WEEK | **1** | **DAY* | **\_\_ | | ECT | EPRENE | TER** | | ** | | * | \_\_\_ | | & | URSHIP | | | | | | \_\_\_ | | GRADE/ | G11** | | | | | | \_\_\_ | | LEVEL* | | | | | | | \_\_\_ | | * | | | | | | | \_\_\_ | | | | | | | | | \_\_\_ | | | | | | | | | \_\_\_ | | | | | | | | | \_\_\_ | | | | | | | | | \_\_\_ | | | | | | | | | \_\_\_ | | | | | | | | | \_\_\_ | | | | | | | | | \_** | | | | | | | | | | | | | | | | | | **dd/m | | | | | | | | | m/yyyy | | | | | | | | | ** | +========+========+========+========+========+========+========+========+ | **TOPI | The | | | | | | | | C** | 4Ms of | | | | | | | | | operat | | | | | | | | | ions | | | | | | | | | of | | | | | | | | | operat | | | | | | | | | ions | | | | | | | | | in | | | | | | | | | relati | | | | | | | | | on | | | | | | | | | to the | | | | | | | | | busine | | | | | | | | | ss | | | | | | | | | opport | | | | | | | | | unity. | | | | | | | +--------+--------+--------+--------+--------+--------+--------+--------+ | **LEAR | **Code | Explai | | | | | | | NING | :** | n | | | | | | | COMPET | CS\_EP | how | | | | | | | ENCY** | 11/12E | the | | | | | | | | NTREP- | 4Ms of | | | | | | | | 0h-j-1 | operat | | | | | | | | 2 | ions | | | | | | | | | in | | | | | | | | | relati | | | | | | | | | on | | | | | | | | | to the | | | | | | | | | busine | | | | | | | | | ss | | | | | | | | | opport | | | | | | | | | unity. | | | | | | | | | | | | | | | | | | *Learn | | | | | | | | | ing | | | | | | | | | Object | | | | | | | | | ives:* | | | | | | | | | | | | | | | | | | 1. | | | | | | | | | Descri | | | | | | | | | be | | | | | | | | | the | | | | | | | | | 4Ms of | | | | | | | | | operat | | | | | | | | | ions | | | | | | | | | in | | | | | | | | | relati | | | | | | | | | on | | | | | | | | | to the | | | | | | | | | busine | | | | | | | | | ss | | | | | | | | | opport | | | | | | | | | unity; | | | | | | +--------+--------+--------+--------+--------+--------+--------+--------+ +-----------------------------------+-----------------------------------+ | **UNDERSTAND** | | +===================================+===================================+ | *Topic Title:* The 4Ms of | | | operations of operations in | | | relation to the business | | | opportunity. | | +-----------------------------------+-----------------------------------+ | **The 4Ms of operation in | | | relations to business opportunity | | | means that the four critical | | | domains, usually attributed to | | | manufacturing, those are: man, | | | machine, material and method work | | | together. These four critical | | | domains are also applicable to | | | business opportunities since | | | business is in essence tied to | | | manufacturing as well. When | | | putting up a business, manpower | | | is critical as well as the other | | | elements. The businessman must | | | take all of those into account. | | | Let us look at each one in | | | detail.** | | | | | | **Method - refers to the system | | | and step by step process in the | | | business. Without a scalable | | | process, it would be difficult to | | | expand the business. This means | | | that the methods used in the main | | | branch must be documented and | | | must be replicated as well in | | | other branches. If it is | | | difficult to implement at another | | | site, find what needs to be | | | improved.  ** | | | | | | **Manpower - this is the worker. | | | When setting up a business, | | | finding honest and capable people | | | is always a challenge. In my | | | experience, people can be honest | | | but may not be capable or | | | competent and some are capable | | | but not honest. It is a rare find | | | to find someone with all the | | | ideal qualities. So for a | | | businessman, they must be able to | | | treasure their employees who are | | | both capable and honest as they | | | are integral to the growth of the | | | business** | | | | | | **Materials - sourcing raw | | | materials is critical in any | | | business endeavor as the | | | businessman would want to have | | | the cheapest possible at the | | | highest quality.  ** | | | | | | **Machines - machinery is also | | | important. Without the proper | | | equipment, you will not be able | | | to perform the needed tasks | | | efficiently. You may be able to | | | use the manpower to do it but it | | | is usually more efficient if | | | machines are able to automate the | | | work.** | | | | | | In general, 4Ms is not a new | | | concept or invention but I found | | | many definitions on it and | | | different ways people apply its | | | in practice. For example the | | | definition of 4Ms:  | | | | | | - "The proposed 4M approach | | | takes into account all the | | | most important aspects | | | involved in the manual | | | assembly: Method, Machine, | | | Man and Material. The final | | | goal is to provide a means | | | for the concurrent | | | improvement of the product | | | design, the work-station | | | ergonomics, and the assembly | | | tasks." | | | | | | - or 4Ms represents factors | | | (reasons) which influence on | | | quality coefficient of the | | | final result of the concerned | | | process. | | | | | | - or The 4Ms is used to name | | | categories of potential root | | | causes on the Ishikawa | | | diagram. | | | | | | This method has been used for a | | | long time, especially in the root | | | cause analysis (fish-bone | | | diagram, Ishikawa diagram, | | | herringbone diagrams, | | | cause-and-effect diagrams, etc., | | | ) and I believe that in | | | manufacturing environment, people | | | are very friendly with how to | | | apply this method on production | | | control, production improvement, | | | overall efficiency measurement, | | | process design, etc., | | | | | | However, my observation in other | | | industries such as service, | | | healthcare, etc., even in non -- | | | production function/departments | | | of a manufacturer, 4Ms is not | | | well-understood and applied | | | effective. So my objective in | | | this article is to summarize the | | | methodology of 4Ms and introduce | | | a little bit about my approach to | | | apply | | | | | | it in practice. | | | | | | 4Ms represents the most important | | | factors which influence on the | | | final result of any concerned | | | process.  | | | | | | **Figure 1 -** *The most popular | | | cause-and-effect diagram with | | | categories by 4Ms* | | | | | |  | | | | | | For a long time using the 4Ms | | | method, not only for root cause | | | analysis (cause-and-effect) but | | | also for many purposes, I modify | | | a little bit on this method and | | | connect it to the IPO (Input -- | | | Process -- Output) model. Of | | | course we can add the S & C to | | | have a full SIPOC, but simply I | | | just used the IPO. The first M | | | (Material) is corresponding to | | | the I (Input), the three other Ms | | | (Man, Machine, Method) | | | are components of the P | | | (Process), and the O (Output) | | | represent not only for the | | | effect, but also for every | | | results we can get from the | | | concerned process. | | | | | | **Figure 2 -- ***a proposal model | | | combine of 4M and IPO* | | | | | | No alt text provided for this | | | image | | | | | | **So where/when/what can we apply | | | 4Ms and IPO methods?** | | | | | | In a basic, 4Ms method and IPO | | | model could be applied for any | | | situation, purpose, anywhere and | | | every time. Both methods give us | | | a total systematic point of view | | | in practice and help us to | | | prevent missing any important | | | factor which is able to influence | | | to the Output or final results. | | | Obviously, we can expand this | | | model by putting it in a specific | | | environment or situation, and our | | | model will be changed as figure | | | 3.  | | | | | | **Figure 3 -- ***a proposal model | | | combine of 4M and IPO in a | | | specific environment or | | | situation* | | | | | |  | | | | | | I will give an example to explain | | | its application in practice: | | | | | | **In an assembly production | | | line: **look at the figure 4, | | | this is a simple physically | | | manufacturing process. The | | | operators performed assembly | | | process by putting the small part | | | to the wheel. If you want to | | | improve this process or the | | | quality of final product, how 4M | | | help you? | | | | | | **Figure 4 **-- *Ford's assembly | | | line in 1913* | | | | | | No alt text provided for this | | | image | | | | | | You know that the Output (final | | | product or productivity of this | | | process) and its expectation | | | (quality meet customer | | | specification) is influenced by | | | the operators (Man) and their | | | individual assembling skills, the | | | conveyors surface, supporting | | | tools (Machine), the standard | | | operating procedure (Process), | | | quality of the materials, etc.,  | | | | | | **Figure 5** -- *Group to | | | different categories*  | | | | | |  | | | | | | So if you want to improve the | | | quality of the final products, | | | what factors can you improve? | | | Where is your start? You can | | | start at any categories Man, | | | Machine, Material, Method. But if | | | you improve only one factor Man, | | | or Machine, or Material, or | | | Method, how much improvement you | | | can get? And what if you analyze | | | the with-in influence of each | | | factor and interaction between | | | all factors to the Output (or | | | final results), the solution come | | | up as the results of your | | | analysis, how much improvement | | | you can get? | | | | | | The idea of 4M & IPO model is | | | simply give you a systematical | | | and total point of view on what | | | individual factor as well as what | | | factor-to-factor interaction able | | | to influence on the expected | | | Output (or final results). | | | | | | In many situation, companies | | | which their manufacturing process | | | have primarily machine or | | | automate equipment, tend to | | | narrow their focus on the machine | | | and underestimate impact of | | | factor Man. Their continuous | | | improvement framework focus on | | | improve the equipment efficiency | | | as much as possible. In a | | | meanwhile, companies which their | | | manufacturing depend on | | | operator's skills tend to narrow | | | their focus on the people | | | productivity, and lack of focus | | | on the potential of the machine | | | and technology. | | | | | | By the same approach, you can do | | | the 4M analysis and improvement | | | in any process of any industries. | | | | | | **Figure 6 --** *Man, Machine, | | | Method in the service | | | environment* | | | | | | Figure 6 -- Man, Machine, Method | | | in the service environment | | | | | | **Discussion: But is 4Ms only for | | | process improvement?** | | | | | | Not yet. Of course 4Ms is a | | | powerful method for process | | | improvement, but it's also the | | | most important method you should | | | apply during the **process | | | design** and/or **product | | | design** phase, and in **daily | | | operation management**. | | | | | | From my experience, many | | | improvement projects or | | | investment project on new process | | | and/or new products lack of a 4Ms | | | review and design. The obviously | | | effect of this missing is the | | | final solution not to work or | | | fit-to-spec or purpose, and | | | additional budget required to fix | | | for the lack-of-4Ms review and | | | design. A lot of over-processing | | | and over-budget due to lack of | | | 4Ms review and design. | | | | | | Absolutely, the 4Ms technique is | | | able to apply in any phase of a | | | process from the concept to | | | design phase, from prototype to | | | mass production, from daily | | | control to continuous | | | improvement, innovation, etc.,. | | | | | | By understanding and using it | | | effective, you can add much | | | valuable in your continuous | | | improvement activities. | | | | | | ***(Answer on the separate sheets | | | provided.)*** | | | | | | Direction: Describe the 4Ms | | | (Manpower, Method, Machine, | | | Materials) of operations in | | | relation to the business | | | opportunity. Look for pictures | | | illustrating how the 4Ms can be | | | applied in business. | | +-----------------------------------+-----------------------------------+ | **REMEMBER** | | +-----------------------------------+-----------------------------------+ | - **4Ms of operation in | | | relations to business | | | opportunity** | | | | | | - 1\. **Method** - refers to th | | | e | | | system and step by step proce | | | ss | | | in the business. Without a | | | scalable process, it would be | | | difficult to expand the | | | business..   | | | | | | - 2\. **Manpower** - this is th | | | e | | | worker. When setting up a | | | business, finding honest and | | | capable people is always a | | | challenge. In my experience, | | | people can be honest but may | | | not be capable or competent a | | | nd | | | some are capable but not hone | | | st | | | | | | - **3. Materials** - sourcing | | | raw materials is critical in | | | any business endeavor as the | | | businessman would want to | | | have the cheapest possible at | | | the highest quality.   | | | | | | - **4. Machines** - machinery | | | is also important. Without | | | the proper equipment, you | | | will not be able to perform | | | the needed tasks efficiently. | | +-----------------------------------+-----------------------------------+ | **TRY** | | +-----------------------------------+-----------------------------------+ | Let's see how much have you | | | learned today! | | | | | | Directions: Directions: Multiple | | | choice: Choose the letter of your | | | best answer. | | | | | | **(Answer on the Learner's | | | Activity and Assessment | | | sheets.)** | | +-----------------------------------+-----------------------------------+ | \_\_\_\_\_1. This is the worker. | **\_\_\_\_7.**4Ms represents | | When setting up a business, | \_\_\_\_\_ (reasons) which | | finding honest and capable people | influence on quality coefficient | | is always a challenge. | of the final result of the | | | concerned process. | | a\. Manpower b. Method c. | | | Machine d. Materials | a\. Factors | | | | | \_\_\_\_\_2. This refers to the | b\. Techniques | | system and step by step process | | | in the business. Without a | c\. Effect | | scalable process, it would be | | | difficult to expand the business. | **d. Aspect** | | | | | a\. Manpower b. Method c. | \_\_\_\_8. The 4Ms is used to | | Machine d. Materials | name categories of potential | | | \_\_\_\_\_ causes on the Ishikawa | | \_\_\_\_3.. Without the proper | diagram | | equipment, you will not be able | | | to perform the needed tasks | a. rule | | efficiently. | | | | b\. **root** | | a\. Manpower b. Method c. | | | Machine d. Materials | c\. **problem** | | | | | \_\_\_\_4. This are the sourcing | **d. solution** | | raw materials is critical in any | | | business endeavor as the | \_\_\_\_9. In many situation, | | businessman would want to have | companies which their | | the cheapest possible at the | manufacturing process have | | highest quality.   | primarily machine or automate | | | equipment, tend to narrow their | | a\. Manpower b. Method | focus on the machine and | | | underestimate impact of factor. | | c\. Machine d. Materials | | | | a\. Man | | \_\_\_\_5. New products are the | | | fuel for the most powerful growth | b\. Method | | engine you can connect to. | | | | c\. Materials | | a\. 4Ms b. Innovation | | | | d\. None of the above | | c\. Manpower d. Materials. | | | | \_\_\_\_10.Technique is able to | | **\_\_\_\_6.** "The proposed 4M | apply in any phase of a process | | approach takes into account all | from the concept to design phase, | | the most important aspects | from prototype to mass | | involved in the manual assembly | production, from daily control to | | | continuous improvement, | | a\. Method, Meter, Man and | innovation, etc.,. | | Material | | | | a\. Method | | b\. Method, Machine, Man and | | | Manufacture | b\. 4Ms | | | | | c\. Method, Machine, Man and | c\. Man | | Material | | | | d\. Materials. | | **d.** Method, Machine, Men and | | | Material | | +-----------------------------------+-----------------------------------+ +-----------------------------------+-----------------------------------+ | **REFERENCE/S** | [[https://www.linkedin.com/pulse/ | | | introduction-4ms-long-bao]{.under | | | line}](https://www.linkedin.com/p | | | ulse/introduction-4ms-long-bao) | | | | | | [[https://brainly.ph/question/225 | | | 4689\#:\~:text=The%204Ms%20of%20o | | | peration%20in%20relations%20to%20 | | | business%20opportunity%20means,ma | | | terial%20and%20method%20work%20to | | | gether.&text=When%20putting%20up% | | | 20a%20business,well%20as%20the%20 | | | other%20elements.]](h | | | ttps://brainly.ph/question/225468 | | | 9#:~:text=The%204Ms%20of%20operat | | | ion%20in%20relations%20to%20busin | | | ess%20opportunity%20means,materia | | | l%20and%20method%20work%20togethe | | | r.&text=When%20putting%20up%20a%2 | | | 0business,well%20as%20the%20other | | | %20elements.) | +===================================+===================================+ | **Disclaimer:** | This learning resource (CapsLET) | | | contains copyrighted materials. | | | The use of which has not been | | | specifically authorized by the | | | copyright owner. We are | | | developing this CapsLET in our | | | efforts to provide printed and | | | e-copy learning resources | | | available for our learners in | | | reference to the learning | | | continuity plan of this division | | | in this time of pandemic. | | | | | | This CapsLET is not intended for | | | uploading nor for commercial use. | | | This will be utilized for | | | educational purposes only by | | | DepEd , Zamboanga City Division. | +-----------------------------------+-----------------------------------+ | **LEARNING RESOURCE DEVELOPMENT | | | TEAM** | | +-----------------------------------+-----------------------------------+ | **WRITER** | Jeanette B. Chio -- SST II, | | | Talon-Talon National High School | +-----------------------------------+-----------------------------------+ | **LEARNING TEAM/ EVALUATORS** | | +-----------------------------------+-----------------------------------+ | **MANAGEMENT and SPECIALIST** | Dr. Roy C. Tuballa, CESO VI, Dr. | | | Oliver B. Talaoc, Dr. Mildred D. | | | Dayao, Dr. Vilma A. Brown | +-----------------------------------+-----------------------------------+ ENTREPRENEURSHIP  +-----------+-----------+-----------+-----------+-----------+-----------+ | **ANSWER | | | | | | | KEY** | | | | | | +===========+===========+===========+===========+===========+===========+ | **LEARNIN | **ENTREPR | **GRADE | **11** | | | | G | ENEURSHIP | LEVEL** | | | | | AREA** | ** | | | | | +-----------+-----------+-----------+-----------+-----------+-----------+ | **QUARTER | **SECOND | **WEEK** | **1\_01** | **DAY** | **\_\_\_\ | | ** | QUARTER** | | | | _\_\_\_\_ | | | | | | | \_\_\_\_\ | | | | | | | _\_\_\_\_ | | | | | | | \_\_\_\_\ | | | | | | | _\_\_\_\_ | | | | | | | \_\_\_\_\ | | | | | | | _\_\_\_\_ | | | | | | | \_** | | | | | | | | | | | | | | **dd/mm/y | | | | | | | yyy** | +-----------+-----------+-----------+-----------+-----------+-----------+ | **TOPIC** | The 4Ms | | | | | | | of | | | | | | | operation | | | | | | | s | | | | | | | of | | | | | | | operation | | | | | | | s | | | | | | | in | | | | | | | relation | | | | | | | to the | | | | | | | business | | | | | | | opportuni | | | | | | | ty. | | | | | +-----------+-----------+-----------+-----------+-----------+-----------+ | **LEARNIN | Demonstra | | | | | | G | te | | | | | | COMPETENC | understan | | | | | | Y** | ding | | | | | | | of 4M"s | | | | | | | of | | | | | | | operation | | | | | | | s. | | | | | | | | | | | | | | *Learning | | | | | | | Objective | | | | | | | s:* | | | | | | | | | | | | | | - 1. | | | | | | | Descr | | | | | | | ibe | | | | | | | the | | | | | | | 4Ms | | | | | | | of | | | | | | | opera | | | | | | | tions | | | | | | | in | | | | | | | relat | | | | | | | ion | | | | | | | to | | | | | | | the | | | | | | | busin | | | | | | | ess | | | | | | | oppor | | | | | | | tunity; | | | | | +-----------+-----------+-----------+-----------+-----------+-----------+ +-----------------------------------------------------------------------+ | **UNDERSTAND** | +=======================================================================+ | The 4Ms of operations of operations in relation to the business | | opportunity. | +-----------------------------------------------------------------------+ | [**Possible Answer** :] The 4Ms of operation in relations | | to business opportunity means that the four critical domains, usually | | attributed to manufacturing, those are: man, machine, material and | | method work together. These four critical domains are also applicable | | to business opportunities since business is in essence tied to | | manufacturing as well. When putting up a business, manpower is | | critical as well as the other elements. | | | | *(Answer may vary. Accept justifiable ideas.)* | | | | [**Possible Answer** : ] | | | | The proposed 4M approach takes into account all the most important | | aspects involved in the manual assembly: Method, Machine, Man and | | Material. The final goal is to provide a means for the concurrent | | improvement of the product design, the work-station ergonomics, and | | the assembly tasks. | | | | *(Answer may vary. Accept justifiable ideas.)* | | | | +------------------------------------------------------------------+ | | | **A. Directions**: Direction: | | | | | | | | Describe the 4Ms (Manpower, Method, Machine, Materials) of | | | | operations in relation to the business opportunity. Look for | | | | pictures illustrating how the 4Ms can be applied in business. | | | | | | | | - **4Ms of operation in relations to business opportunity** | | | | | | | | - 1\. **Method** - refers to the system and step by step proce | | | | ss | | | | in the business. Without a scalable process, it would be | | | | difficult to expand the business..   | | | | | | | | - 2\. **Manpower** - this is the worker. When setting up a | | | | business, finding honest and capable people is always a | | | | challenge. In my experience, people can be honest but may no | | | | t | | | | be capable or competent and some are capable but not honest | | | | | | | | - **3. Materials** - sourcing raw materials is critical in any | | | | business endeavor as the businessman would want to have the | | | | cheapest possible at the highest quality.   | | | | | | | | - **4. Machines** - machinery is also important. Without the | | | | proper equipment, you will not be able to perform the needed | | | | tasks efficiently. | | | | | | | | Figure 6 -- Man, Machine, Method in the service environment | | | | | | | | Materials-raw materials | | | +------------------------------------------------------------------+ | +-----------------------------------------------------------------------+ | **TRY** | +-----------------------------------------------------------------------+ +-----------------------------------+-----------------------------------+ | \_\_\_\_\_1. This is the worker. | **1. a** | | When setting up a business, | | | finding honest and capable people | **2. b** | | is always a challenge. | | | | **3. c** | | a\. Manpower b. Method c. | | | Machine d. Materials | **4. d** | | | | | \_\_\_\_\_2. This refers to the | **5. b** | | system and step by step process | | | in the business. Without a | **6. c** | | scalable process, it would be | | | difficult to expand the business. | **7. a** | | | | | a\. Manpower b. Method c. | **8. b** | | Machine d. Materials | | | | **9. a** | | \_\_\_\_3.. Without the proper | | | equipment, you will not be able | **10. b** | | to perform the needed tasks | | | efficiently. | | | | | | a\. Manpower b. Method c. | | | Machine d. Materials | | | | | | \_\_\_\_4. This are the sourcing | | | raw materials is critical in any | | | business endeavor as the | | | businessman would want to have | | | the cheapest possible at the | | | highest quality.   | | | | | | a\. Manpower b. Method | | | | | | c\. Machine d. Materials | | | | | | \_\_\_\_5. New products are the | | | fuel for the most powerful growth | | | engine you can connect to. | | | | | | a\. 4Ms b. Innovation | | | | | | c\. Manpower d. Materials. | | | | | | **\_\_\_\_6.** "The proposed 4M | | | approach takes into account all | | | the most important aspects | | | involved in the manual assembly | | | | | | a\. Method, Meter, Man and | | | Material | | | | | | b\. Method, Machine, Man and | | | Manufacturer | | | | | | c\. Method, Machine, Man and | | | Material | | | | | | **d.** Method, Machine, Men and | | | Material | | | | | | **\_\_\_\_7.**4Ms represents | | | \_\_\_\_\_ (reasons) which | | | influence on quality coefficient | | | of the final result of the | | | concerned process. | | | | | | a\. Factors | | | | | | b\. Techniques | | | | | | c\. Effect | | | | | | **d. Aspect** | | | | | | \_\_\_\_8. The 4Ms is used to | | | name categories of potential | | | \_\_\_\_\_ causes on the Ishikawa | | | diagram | | | | | | a. rule | | | | | | b\. **root** | | | | | | c\. **problem** | | | | | | **d. solution** | | | | | | \_\_\_\_9. In many situation, | | | companies which their | | | manufacturing process have | | | primarily machine or automate | | | equipment, tend to narrow their | | | focus on the machine and | | | underestimate impact of factor. | | | | | | a\. Man | | | | | | b\. Method | | | | | | c\. Materials | | | | | | d\. None of the above | | | | | | \_\_\_\_10.Technique is able to | | | apply in any phase of a process | | | from the concept to design phase, | | | from prototype to mass | | | production, from daily control to | | | continuous improvement, | | | innovation, etc.,. | | | | | | a\. Method | | | | | | b\. 4Ms | | | | | | c\. Man | | | | | | d\. Materials. | | +-----------------------------------+-----------------------------------+  **"Unido, Junto avanza con el EduKalidad Cree, junto junto puede!"**