Product/Operations
Management
Chapter 2.0
– Process Planning
Process Planning – The determining the required input resources, e.g. machines, tools,
skilled workers, and methods to be used in the process.
Process Planning is
anchored on two concepts:
1.
Process Analysis – the determination of the general flow of materials and work.
2.
Operations Analysis – the determination of specific work content and methods.
Items Operations
Managers must consider in process planning:
·
If
the operation can completely satisfy the desired output and cost.
·
If
quality will be assured.
·
What
the manpower requirements are.
·
What
specific equipments are needed.
Process Principles
Process Analyst and operations
managers, must be guided by the following principles:
1.
Work should move progressively
forward.
2.
Duplication of work must be
eliminated.
3.
Unnecessary steps and distances
should be removed.
4.
Time required to process should be
minimal.
5.
Preference of mechanical over manual
for routine jobs.
Methods Engineering
This area of
industrial study was pioneered by Frederick Taylor, referred to as the
Father of Scientific Management, who
made the first recorded systematic approach to methods improvement by
postulating that improvements will be identified by dividing a task into
individual work elements and studying each element separately.
1. Methods Study
– deals with the simplification of jobs and the development of more economical
ways of doing it.
2. Methods Charts –
to enhance the effectiveness of the study, several charts are available for the
Methods Analyst & Operations Manager.
3.
Motion Economy – an alternative tool in methods
engineering. It emphasizes the importance of making the maximum usage of the
human body in the work cycle. It lays stress on gearing the human body to the
work process in its most natural movements.
Work Measurement – Also known as Time Study, it seeks to establish the average cycle time that could
be attained by a normal worker performing at a normal level of effort.
In rating the job activity, three
methods can be used:
a. Synthetic Rating – actual observed
times for one or more of the job cycle elements are compared to predetermined
time standards.
b. Objective Rating – speed or pace is
rated first, ignoring the job conditions. An adjustment is then made to take
into account the level of job difficulty.
c. Westinghouse System Rating – is based
on four factors: skill, effort, conditions, and consistency. Each of this
factors is rated separately and then combined to give a weighted rating average
that will be applied.
After
applying the desired rating, allowances must be added to the adjusted work time
to derive the standard time value. Allowances can be due relaxation from
fatigue, contingency allowances to accommodate unexpected events, and/or
unavoidable delays.
Example 2-1
If a job’s
standard time is eight hours and a worker actually takes six hours, What is the
worker’s Performance Rating?
(Solution)
P.R. = Standard Time x 100%
Actual Time
= 8/6 (100%)
= 133% (above standard)
Example 2-2
What is the
standard time for a job task where the normal time is 4 min.; standard
allowance for delays is 1 min.; fatigue allowance, 0.5 mins, and standard
allowance for personal time is 0.75 mins?
(Solution)
Std. Time = Normal Time + Allowances
= 4.0 + (1.0
+ 0.5 + 0.75)
= 6.25 mins.
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