1. Integrated Manufacturing(previous):
Integrated manufacturing (IM) is driven by the widespread adoption of advanced manufacturing technology (AMT), total quality management (TQM), and just-in-time inventory control (JIT). AMT is the manufacturing subset of information technology, and comprises such specific technologies as flexible manufacturing systems (FMS), as well as the integration of aspects of manufacturing into computer-integrated manufacturing (CIh4) systems (Majchrzak, 1988; Dean and Susman, 1989). JIT is a set of practices for reducing lead time and inventory, and is associated with reductions in number of parts and suppliers, and increased frequency of parts delivery (Schonberger, 1986; Gunn, 1987). Finally, TQM is a philosophy of management comprised of principles such as continuous improvement and teamwork with suppliers to improve quality (Dean and Bowen, 1994).
These three techniques-AMT, JIT, and TQM-combine to create ‘a streamlined flow of automated, value-added activities, uninterrupted by moving, storage, or rework… The elimination of barriers is the heart of IM’ (Snell and Dean, 1992: 472). Together they have important strategic potential in that they blend the stages, functions, and goals of manufacturing. Rather than viewing performance as the result of tradeoffs between, for example, cost and quality, the IM perspective posits that firms can pursue several outcomes simultaneously (cf. Ferdows and DeMeyer, 1990). (Dean J.W., Snell S.A., Strategic Management Journal, Vol. 17, Issue 6, p. 459)
Integrated Manufacturing(new-better): (Manufacturing method)
A key issue that must be addressed is the definition of an integrated system. The term has been used for decades, yet considerable confusion exists regarding what is and what is not an integrated system. At the heart of the issue is the meaning of a system, which is defined here as a set of objects or elements, with relationships between them or their attributes, organized in such a way as to achieve a predetermined objective as they interact within their environment.
The elements of a manufacturing system can be connected loosely or tightly. Although they can operate independently, so long as collectively they achieve a predetermined objective, an integrated system is generally one that tightly connected. The connections can involve physical linkages by means of hardware or information linkages by means of computers and humans.
(Design and Analysis of Integrated Manufacturing Systems by NAP (22 Jun 1988, pg 47) )
2. Order Management Process(previous):
This process includes all the activities between the order acceptance and the customer payment. The major goals are to reduce the process lead time and cost, and to increase the customer satisfaction. Several business functions are involved in performing activities related to the order management process . Information technology can enhance the activity and resource coordination and facilitate communications. Among the different applications that can support the process, multimedia, electronic marketplace, and market analysis and forecasting at a microlevel are the most promising.
(Vito ALBINO, O. Geoffrey OKOGBAA, COMPUTER-AIDED DESIGN, ENGINEERING, AND MANUFACTURING Systems Techniques And Applications, p 11)
Order Management Process(new-better): (Manufacturing method)
Order management processes define the sequences of events required to handle all customer/end-user orders and order exceptions. It should also include the handling of customer/end-user order enquiries and order progression.
The order management process is initiated by the end users/customers or from the sales engagement process. The order management process ensures all the orders are progressing through the service and network provisioning process until order fulfillment is completed, with progress updates throughout the previsioning cycle for the orders. The process should also ensure the customers’/end users’ SLAs for service provisioning are met and that any breaches of SLAs of risk of jeopardy to the SLAs are reported.
As a part of the order management process development:
• The customer/end-user order forms fort he service are to be defined(including all the service features, available options and combination of service features/options).
• Items for order validation and validation criteria are listed (e.g. validation of end-user addresses).
• Checks are to be carried out of before the orders are accepted( e.g. checks for duplicate orders).
• A mechanism is developed to ensure that customer/end-user accounts are created in customer/end-user management and billing systems.
• All the xception scenarios are to be listed with the required remedial actions to be taken.
• Order status and update points in the process are defined. Examples or order status may include: open-order being validated/processed; awaiting network resources; progress to provisioning; closed/completed;
• A mechansm and process for informing the customer/end-users of their order progression are defined.
• The handover points and information passed between the order management process and the service and network provisioning process are identified.
• Escalation procedures are put in place for orders that are about to breach and those that have breached the customers’/end users’ service provisioning SLAs.
It is important to perform as much validation of the orders as early as possible, preferably before accepting them. This will reduce the risk of order failures and the number of order exceptions further down in the order processing life cycle.
For end-user orders, most of the process/tasks listed above, wxcept for the escalation procedures, can be automated( or should be automated as much as possible). The order management process for customer orodes may involve more manual procedures for al lor some of the tasks above. This is due to the potential complexity of the customer service solution.Customers that are being referred to here are business customers or service providers who may have services solutions and network implementations that are more complex due to multiple site deliver yor complex service requirements/solutions. The process for providing a complex servic solution to customers normally starts with sales engagement where the customers’ reguirements are captured and customer solution agreed. The order management process for customers starts after contract signature with the customer. After validation, the orders are passed over to the service and network provisionin process. The order management process ends after the orders have been completed with service tested and billing triggered. The progression of the orders is monitored through the order management process.
(Wiley,Successful Service Design for Telecommunications: A comprehensive guide to design and implementation,Sauming Pang ,January 2009,pg 231-232)
3. Logistic Process(previous):
The logistic process is fundamental to the study of population dynamics. It encapsulates the two basic features of an isolated population, namely, death and reproduction of individuals. The logistic process has several distinct theoretical manifestations, the two most common being deterministic with either continuous or discrete time—the Verhulst equation ([Edelstein-Keshet 1988]) and the logistic map ( [May 1976]), respectively. A third theoretical manifestation of the logistic process, which is somewhat less well known, is that in which time is treated as a continuous variable, but in which the population number can change only by discrete units of a single individual. This is the appropriate description for a population which has overlapping generations, and whose size may be small. This model, which is often termed the stochastic logistic process (SLP), has attracted rather less interest than its two peers since it is by nature a stochastic model, and therefore its analysis is rather complicated. (Newman T. J., Ferdy J.B., Quince C., Theoretical Population Biology, Volume 65, Issue 2, March 2004, p. 115)
Logistic Process(new-better): (Process)
Logistics process "is the process of planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from point of origin to point of consumption for the purpose of conforming to customer requirements." Note that this definition includes inbound, outbound, internal, and external movements, and return of materials for environmental purposes. -- (Reference: Council of Logistics Management, http://www.clm1.org/mission.html, 12 Feb 98)
4. Production Process(previous-better)
This process is related to all the activities that transform raw materials in finished products. It has strong interdependencies with engineering, logistics, and order process. Company performances in terms of cost, time, and quality are affected by the coordination level in all manufacturing activities. The major issue is how to create a flow of products without defects and synchronized with the customer request. Manufacturing system layout (for instance, cellular manufacturing), process technology, planning and control techniques, and computer-aided manufacturing applications can enhance performance. However, in several cases (Schonberger 1982 and Womack et al. 1990) the most important benefits have been achieved by modifying work organization through simplification and waste elimination. Also, teams have shown to be highly effective to increase worker commitment and reactive response to problems (Cutcher-Gershenfeld et al. 1994). These characteristics are essential to improve flexibility and productivity.
(Vito ALBINO, O. Geoffrey OKOGBAA, COMPUTER-AIDED DESIGN, ENGINEERING, AND MANUFACTURING Systems Techniques And Applications, p 11)
Production Process(new): (Process)
Production processes provide a comprehensive knowledge and insight into various aspects of engineering materials, their heat and fabrication, manufacturing processes, machining and tooling techniques, non-conventional methods of machining, the cutting tools, tooling equipment and machine tools, dies, jigs and fixtures, presses etc.
(PRODUCTION TECHNOLOGY, Khanna Publishers, 1 Oca 2001,RK JAIN, ABSTRACT)
5.Resource Planning Process(previous)
Process planning involves long term and short term planning. In conventional manufacturing systems, this usually involves the use of manufacturing requirements planning (MRP-2) and master production scheduling (MPS) type systems. However, conventional systems tend to rely on the fact that large quantities of standard products with standard bills of materials (BOM) are being used to plan and schedule processes and resources.
Also, because of the customised nature of sub-components, the planning of any distributed manufactured parts requires additional attention. Operation can not rely on a steady stream of standard parts from an outside source as each part is different and needs to be specified accurately before being ordered. Timing is important, as otherwise promised delivery dates are not going to be met and delivery times become extended.
(Process Planning and Scheduling for Distributed Manufacturing, Lihui Wang, Weiming Shen, page 117)
Resource Planning Process(new): (Economical planning term)
Resource planning is the process through which the unit’s strategic plan is articulated into resource terms. This process ultimately leads to the development of the budget. All resource planning and budget development should include the following components:
1. A plan with clearly defined goals and objectives
The plan should be easily understood, with attainable goals and measurable objectives. The goals and objectives should be specific enough to be integrated into the overall planning and budget process.
2. A process for identifying and evaluating key factors required to accomplish the plan
The evaluation, selection, and ultimate usage of key factors should be based on a clear understanding of the nature of the key factor and the impact it has in the achievement of the goals and objectives. Key factors may vary depending upon each organization’s unique mission. Examples of key factors are:
o Salaries and benefits
o Equipment and Supplies
o Technology
o Support and auxiliary services
o Space needs and related costs
o Anticipated revenue
o External regulations
o The Market
3. A budget development process that includes a thorough analysis of all relevant data and supports management decision-making
This process should ensure consistent use of proven methods for gathering and analyzing data, as well as compliance with relevant budget and financial policies. The analysis should include the following, as appropriate:
o A thorough re-evaluation of all assumptions, analyses, plans and budgets used in the previous year's planning process
o An examination of budget and financial performance from prior years
o An evaluation of current year's performance against both the budget and the goals and objectives
o An identification of the modifications required in the new plan to reflect changes in the goals and objectives
o An evaluation of cost and risk factors
4. A budget that articulates the goals and objectives in resource terms
The budget should be realistic, reasonable, and attainable and should be accompanied by a descriptive narrative. Components of the budget and narrative should include:
o All funding sources
o Revenue estimates
o Major expenditures by category, including identification of indirect expenditures
o A description clearly supporting the resource requirements
o Explanation of major assumptions and forecasting methods used
o Identification of significant changes in current operation
o Contingency plans
(University of California, Riverside, website)
10. Global Manufacturing Planning and Control(previous-better)
The last two decades have been characterized by the growing globalization of economic and social scenarios. In particular, multinational corporations (MNCs), due to their global market, have been experimenting a tight competition taking the advantage of their contemporary presence in different countries (Porter 1990). Companies could better achieve the exploitation of these advantages by the coordination of a network of geographically dispersed subsidiaries. The coordination may concern some as well as all the value chain activities, such as research and development, product and process design, engineering, marketing, supply, manufacturing, distribution, and so on. Global manufacturing planning and control refers to the problem of coordinating a MNC’s manufacturing activities. Since such manufacturing activities involve the entire network made up of the MNC’s subsidiaries, coordination should extend to the global supply network and distribution channels and it must also deal with the attendant logistics issues. Specific problems and techniques related to the synchronization of production rate with demand rate in global manufacturing are reviewed by Pontrandolfo and Okogbaa (1997).
(Vito ALBINO, O. Geoffrey OKOGBAA, COMPUTER-AIDED DESIGN, ENGINEERING, AND MANUFACTURING Systems Techniques And Applications, p 38)
Global Manufacturing Planning and Control(new):
A closed-loop information system that includes the planning functions of production planning (sales and operations planning), master production scheduling, material requirements planning, and capacity requirements planning. Once the plan has been as realistic, execution begins. The execution functions include input-oytput control, detailed scheduling, dispatching, anticipated delay reports(department and supplier), and supplier scheduling. A closed-loop MRP system is one example of a manufacturing planning and control system.
(Global RFID: The Value of the EPCglobal Network for Supply Chain Management by Edmund W. Schuster, Stuart J. Allen and David L. Brock (1 Dec 2006,pg 301) )
No comments:
Post a Comment