UNIT I

INTRODUCTION TO PRODUCTION AND

OPERATION MANAGEMENT

1.1 INTRODUCTION

This unit starts with a definition for system and the components of a system.
Production system and its objectives are explained. The definitions of production and
operations management and its purpose are dealt. The history of operations
management is portrayed. The various functions of production system and their
interlinking is shown and explained through a flow chart. The components of
computer integrated manufacturing and their purpose are dealt. Finally the recent
trend in the operations, namely Global Supply Chain is introduced.

1.2 LEARNING OBJECTIVES

 To know the importance of the production system in an organization.

 To understand the link between the various activities of production system
 To comprehend the history of operations management.
 To understand the components of computer integrated manufacturing

1.3 SYSTEM

It consists of elements or components, the elements or components are

interlinked together to achieve the objective for which it exists. EX: human body,
educational institutions, business organizations.

Component of a system

The input, processing, output and control of a system are called the
components of a system.

Figure 1.1 - Components of system

Error!
Input Output

Processing

Feedback
Control

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Control:

There are two types of control, namely Proactive control and Reactive
control. The proactive control and the reactive control are explained through a quality
example.

Proactive Control:

When an operation is carried out on a product in a workstation the quality

inspector goes to the workstation and inspects the product. When the samples that he
has taken for the inspection are not confirming to the quality, he stops the machine
and identify the reason for the deviation and corrects the problem so that the produced
product thereafter conform to the specifications. This type of control prevents major
quality setback after the production. This is an example for proactive control.

Reactive control:

In a planning period usually quality target is fixed. Suppose an organization

feels to fix 5% defective is safe in the targeted production quantity. Assume that at the
end of the planning period it finds that the defective output exceeds the targeted
defective products. Then it has to find out the reason for the deviations namely
whether the problem is due to the method of doing the work or the resources used in
the process. Then the planner uses this knowledge to prevent any problem in the
future. Thus a reactive control is a post morterm case.

1.3.1 Business System:

The business organization is classified into different subsystems based on the

functions like marketing, production/operation, finance and human resource
subsystems.

Figure 1.2 – Business System

Marketing Finance

Human Resource Production/Operation

Each subsystem will have more sub subsystems.

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1.3.2 Production / operation System
Figure 1.3 – Production / operation System

Input Transformation Output Objectives

Process
1. To produce the required quantity.
Capital
Man Goods 2. To achieve the required quantity.
Power
Material
3. To meet the delivery time.
Information Services
4. Economical way of doing

Operations Management

Operation system is either manufacturing sector or service sector. The inputs

requirement are shown in figure1.3 The transformation process in which part of the
value addition takes place to get the required quantity of product or services with the
targeted quality with in the specified time period. All these are in a most economical
way. Operation management plan, coordinate and control all the activities in an
operation system to achieve the stated objectives.

Thus the activities listed in the diagram which are operations management
activities ensure the objective of quantity, quality, delivery time and economical way
of doing work. The communication link between the various activities are shown in
the figure1.3.

Each activity is dealt in detail in the different sections of this material. This
figure (figure1.3) will be very much appreciated after getting a clear understanding of
all the activities.

1.3.3 What is operation management (OM)?

Operation management is a way or means though which the listed objectives

of an operating system is achieved. There is always confusion between the word OM
& PM (Production Management). It is accepted norm that OM includes techniques
which are enabling the achievement of operational objectives in an operation system.

The operation system includes both manufacturing sector as well as service

sector, but when you use the word PM, you should be careful that it refers to the
manufacturing sector but not the service sector. Suppose, you are designing a layout
for the hospital you should say that you are applying operations management
technique not the production management technique.

When you design a layout for manufacturing sector you can say that you are
applying production technique or operation technique or vice versa.

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 From, the above discussion you have come to a conclusion that production
management is a subset of operations management.

Review questions –

1. What are the components of a system?

2. What are the differences between production management and operations

management?

3. List the objectives to be fulfilled by an operation system.

1.4 HISTORY OF OM
Table 1.1 – History of OM
Year/Period of
Concept/Tools and System Used Developers/Originators
Concept
(14-16) Century Evolution of Production system
th
18 Century New Technology for Production Process Management Adam Smith and
Charles Babbage
1895 Scientific Management Principles (Work Study) F.W.T. Taylor
Motion Study for Psychological Factors Frank & Lillian
Activity Scheduling Chart Gilbreth
Henry Gantt
1935 Hawthrone Studies of Worker Motivation Elton Mayo
1950’s Operation Research for Decision Making Many Researcher
Long term Medium term, Short term decision by Critical
Path Method (CPM), Program Evaluation and……
Technique (PERT), Waiting-Line Theory
1970’s Computers for Inventory Control IBM, Joseph Orlicky,
Material Resource Planning (MRP) Oliver Wieght
1980’s Just In Time (JIT), Total Quality Control (TQC) Toyota
Kanban System, CAD/CAM,
Computer Integrated Manufacturing (CIM)
Flexible Manufacturing System (FMS)
1990’s 1.Total Quality Asqc(U.S.). IOS (England),
Management (TQM), Concurrent (CIM), Michael Hammer
Engineering, Value Engineering Oracle, SAP (Germany)
2. Business Process Engineering
3. Supply Chain Management
2000’s Logistics, Enterprise Resource Planning (ERP), E-
Commerce, E-Business

Review questions -
1. What is the contribution of GANTT?

2. Who is the father of Scientific Management?

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 1.5 TYPES OF OPERATION SYSTEM
The type of Operation System to be adopted should be known to people, and then
only you may choose the system based on the nature of the product that you are going
to manufacture. The types of operation system are classified based on the following
criteria.

Product flow pattern in conversion system

Output of the product
Specification of the output

Figure 1.5 - Types of operation system

Production Flow Pattern Output of the product Specification of t

Customized

Flow shop Job shop Flow shop

Continuous Batch Mass Goods

Production Production Production Servic

The characteristics of the operation system based on the product flow

pattern:
1.5.1 Flow Shop
In this kind of production, the productive resources are arranged according to the
sequence of operation required by the product design.

Assume that you are engaged in the ready to wear clothing, if you want to adopt the
flow shop production, then the productive resources are kept
according to the sequence of operations required by the product like
Cutting
Joining by sewing
Adding, buttons, zippers etc
Quality checking
Packaging
Mostly Flow shop production are adopted when there is untapped market for the
product, customers are price sensitive and more competition in the market.

Flow shop production as shown in the figure is further divided into continuous
production, Mass production and Batch production.

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 1.5.1.1 Continuous Production

The industries involved in the following activities are classified as continuous

production

Oil refining
Fertilizer production
Chemical processing etc
In this type of production the product flows continuously without much interruption.
This type of production lacks in flexibility.

1.5.1.2 Mass Production

The industries involved in the following activities are classified as the mass
production industries:
Auto Manufacturing
TV Manufacturing
Cigarettes
This kind of flow shop produces the same type of output, it has little flexibility
compared to continuous production.

1.5.1.3 Batch Production

The industries involved in the following activities are classified as the intermittent
production.
Shoe manufacturing
Bottling plant
Cloth manufacturing
Here the basic design of the product is same but the specification of the product
differs. The production gets interrupted when the system switches over to other
type of product specification. The products are similar in nature but not identical.

The Characteristics of Flow shop Production:

Refer Table1.2
Table 1.2 - The Characteristics of Flow shop Production

Product The products are standardized

Conversion Special purpose equipments, designed for the specific
Resources process of the product
Work force Specialized people, doing the repetitive jobs
Workforce Job satisfaction among the employee is low because of the
Job satisfaction repetitive nature of job, results in boredom, more turnover
and absentees.
Work-in-progress Productive resources are balanced that result in less work in
inventory progress inventory
Cycle time Cycle time per unit is relatively low
Cost of production Cost of production per unit is relatively low
Quantity of production Comparatively quantity of production is more

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Varieties Products to be produced of less variety.
Flexibility This kind of production lacks in flexibility.
Small change in the product design needs the change in
production system abnormally.
Production planning and Since less varieties of product are produced for longer
control period, the production planning and control activities are
inbuilt in the system itself, so the production planning and
control activities are not a complex one.

1.5.2 Job Shop

In the case of job shop production, the products are mostly customized
products. Based on the customer requirements, the products are produced. The
productive resources are kept according to the function.

The industries involved in the following activities are classified as the job shop
production:
Auto repairing
Hospital
Machine shop

The characteristics of job shop production.

Table 1.3

Product The products are of order based mostly non standardized.

Conversion Resources General purpose equipment, grouped according to their functions.
Work Force Skilled people, doing multi skilled work.
Work force satisfaction Job satisfaction among the employee is high because the operator
role is multifaceted.
Work in Progress There is lot of waiting time for the product to be manufactured in
Inventory the system that results in more in process inventory.
Cycle time Because of more waiting time for the product in the production
line that results more manufacturing cycle time comparatively.
Cost of Production Cost of production per unit is relatively high.
Quantity of production Since it is order based production, quantity produced per unit type
is relatively less
Varieties The production system capable of producing more type of
products.
Flexibility This system has more flexibility any change in the design of the
product could be incorporated without much problem
Production Planning The arrival, the operations demanded and the operations time
and Control required by the order mostly uncertain. This makes the jobs of
production planning and control difficult

1.5.3 Project Production

The industries involved in the production of one of type, complex products like
ship construction, dam construction, bridge construction, Research and development
etc.

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 Project production consists of many activities, the activities are interlinked, time
phased and resources committed.

In this kind of production, scheduling the activities is important so that you can
complete the project within the time and budget constraint. The resources namely
manpower, machines, material are brought to the workplace where the product is
manufactured. There is no movement of product.

Review question –

Which type of production system in-process inventory is less?

In which type of production system flexibility is more?
Tell the important characteristic of Batch production about product?
In which type of production system there is no product movement?

1.6 COMMUNICATION IN POM

As it is mentioned in the above section operation management is meant to

achieve the objectives for which the operation system intended for. Based on the
objective set by the top management, the system design is established. The system
design involves designing the product and process, designing the methods, measuring
the work, identifying the location, and designing the layout. By keeping the system
design as a framework in the aggregate planning various production alternatives are
analyzed and the best feasible production alternatives are chosen.

Then keeping the aggregate planning as a input, resource allocation and

sequencing of day to day activities are done. The inventory also kept at minimum to
satisfy the organization’s inventory objectives. The maintenance activity ensures the
availability workstations. Quality control ensures the quality in the input, processing
and output stages of production system. (See figure 1.4- Communication in POM).

Review Questions-

1. List the activities in system design?

2. What are the phases of scheduling?

Figure 1.4- Communication in POM

Error!

External: Socio, Political, Economic environment Figure1.4

Top Management Strategy

Marketers Financial
Policy Policy

Human Production
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1.7 COMPUTER INTEGRATED MANUFACTURING AND SERVICE
SYSTEM
Computer Integrated Manufacturing (CIM), a strategic thrust is an operating
philosophy. Its objective is to achieve greater efficiencies within the business, across
whole cycle of product design, manufacturing and marketing. International
competition has intensified the requirement for high quality products that can compete
in the global market place. As a result of this increased competition, the pace of
development has been quickened, thus forcing manufacturers into an era in which
continuous quality improvement is a matter of survival, not simply competitive As the
time scale of product life cycle has decreased and the demand for quality increased,
attention has focused on improving product quality and promoting competitive ability
of industries through better design, manufacturing, management and marketing.

Global manufacturing industry is now undergoing a rapid structural change. As

this process continuous, manufacturing industry is encountering difficulties as it
confronts a more changed and more competitive environment and market place. It is
not possible to industrial base and standard of living without an efficient
manufacturing industry. To share the international market, manufacturers need to
implement two strategies. The first is to improve enterprise management. The second
one is to develop and apply a systematic and scientific technology, i.e.., CIM.

With the rapid growth of complexity of manufacturing process and the demand for
high efficiency, greater flexibility, better product quality and lower cost, industrial
practice has approached the more advanced level of automation. Nowadays, much
attention has been given by both industry and academia to CIM.

Currently, most of the industries have highly automated facilities. To stimulate

industrial companies for utilizing the newest manufacturing technology, this has
compelled to develop a system architecture that does not only replace the existing
manufacturing facilities, operational environments, but effectively utilizes the
knowledge and facilities that are available in the industry.

To overcome the difficulties and solve the problems mentioned above automatic
techniques and methodologies should be introduced into real industrial manufacturing

1.7.1 CIM Subsystems

Significant progress has been made in manufacturing technology in recent

years. Numerically control machine tools, automated material handling systems and
controlled systems have been widely used in industrial companies. The Flexible
Manufacturing System (FMS), Computer Integrated Manufacturing (CIM) or Systems
or Automated Manufacturing Systems (AMS) can be attributed to and increasing
number of companies. The advancing manufacturing and computer technology has
brought new challenges to the designers of products, processes and system as well as
to the managers. The traditional design and management tools can not effectively
cope with problems arising in modern manufacturing systems.

1.7.2 Functional areas of CIM

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 CIM system has emerged as a result of the development in manufacturing
and computer technology. The computer plays an important role integrating the
following areas of CIM system.

 Part (component) and product design

 Tool and fixture design
 Process planning
 Programming of numerically controlled (NC) machines, material handling
system (MHS), etc.
 Production planning
 Machining
 Assembly
 Maintenance
 Quality control
 Inspection
 Storage and retrieval

To emphasis the computer aspects, the terms Computer Aided Design (CAD),
Computer Aided Process Planning (CAPP), Computer Aided Manufacturing (CAM),
Computer Aided Quality Control (CAQC), Automatic Storage Retrieval (ASR), have
used. Each term refers to one or more of the listed functional areas. CAD refers to part
and product design and tool and fixture design, CAPP refers to process Planning,
CAM refers to programming of manufacturing hardware, production planning
machining, assembly and maintenance, CAQC refers to quality control and inspection
and ASR involves storage and retrieval of raw materials, finished products work in
process inventory

The computer plays a leading role in the automation and integration of

hardware component i.e. machines, material handling carriers and the software
components of manufacturing systems. In order to understand the CIM subsystems
and the importance of integrating them it is first necessary to explore the functional
areas by these subsystems.

1.7.2.1 Computer Aided Production Planning

Production planning involves establishing production levels for a known length

of time. This forms the basis for the following two functions

1. Material requirement planning

2. Loading and scheduling

Based on the information regarding the type and quantity of parts or products to
be Manufactured, the materials required to produce the parts or products must be
ordered with an appropriate lead time to ensure their availability for production. This
function constitutes material requirement planning. Based on the material required,
capacity- for example, machine hours and labor hours can be calculated.

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 Machine loading involves assignment of parts and products to machines and
machine cell in order to distribute the production loads. Scheduling determines the
sequence in machines perform the operations.

1.7.2.2 Computer Aided Process Planning

Process planning for a part involves the preparation of a plan that outlines the
routes, operations, machines and tools required to produce the component. Since
process is a tedious task, there has been a trend to automate it. As a result, a number
systems have been developed. There are three basic approaches to automated process
planning

a. Variant approach
b. Generative approach
c. All based approach

CIM Subsystems
Intelligent Manufacturing

Development in artificial intelligence has had an impact on manufacturing

systems. All the most all areas of computer integrated manufacturing have been
effected by artificial intelligence. Researchers and engineers are developing intelligent
systems ranging from application is machining and assembly to long term planning

1.7.3 Conceptual framework of CIM

The conceptual framework of CIM is shown in Figure.1.6 are six major being
integrated by computing technology. Note that one of these is Group Technology
(GT). In the view of

Figure 1.6 – Conceptual framework of CIM

Error!

GROUP
TECHNOLOGY
[GT]

MANUFA
COMPUTER PLANNIN
AIDED CONTO
DESIGN [MPC
COMPUTER
[CAD] TECHNOLOGY

AUTOMA
ROBOTICS MATER
HANDL
[AMH
COMPUTER
AIDED
MANUFACT.
12 [CAM]
 Arthur D.Little and Co., GT is the important technology among the others and it
will play a major role in the factory of the future. The GT concept is considered a
center road towards a higher level of CIM.

1.7.4 Group Technology

Group technology (GT) is a concept that currently attracting a lot of attention

from the manufacturing community. GT offers a number of ways to improve
productivity in batch manufacturing. The essence of GT is to capitalize on similarities
on recurring tasks GT is, very simply, a philosophy to exploit similarities and achieve
efficiencies grouping like problems.

1.7.4.1 Definition of GT

Group technology is the realization that many problems are similar and that, by
grouping similar problems, single solution can be found to a set of problems, thus
saving time and effort”

1.7.4.2 History of GT

Prior to 1913, the era of Henry Ford and his model T, all machining was model on
the similar to our present job shop techniques with machines laid out usually in lines
or blocks of similar machines. The work was loaded onto the machines usually by
manual progress control system. Ford introduced the assembly line and that, in turn,
led to automated transfer machines. However, the majority of engineering do not
produce items in quantity that justify such methods and so the jobbing shop
philosophy continued. GT is mainly a coordination of normal good engineering
practices. It is impossible to say who first practiced GT. Several people at different
times will have thought out technique which effectively is GT. There are reports of it
having been used in Germany in the 1930s.

In an international conference held in Stockholm in 1947, the basic of group were

explained by C.B.Nanthorst. In Italy M. Patrignany was an early exponent of this
technology. However, little of this appears to have been in English, first published
work was from the USSR by S.P.Mitrofanov in 1959, and that were have been
subsequent books from there by F.S.Denyanyuk and E.K. Ivanov.The first reported
work on GT outside Russia was done by a French Forges et Ateliers de Construction
Electriques de Jeurmont - and this was about in Machinery in 1962Subsequently
several British companies several considerable work in this field. There have also
been considerable studies done by consultants and in the Universities. The significant
contribution by J.L.Burbidge in the 1 960s led to GT as a total manufacturing
philosophy.

1.7.4.3 Advantages of GT

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 According to Burbidge the following are the advantages after introducing GT in
manufacturing.

a. Short throughput times because machines are closed together

b. Better quality because groups complete parts and the machines are closed,
together under one foreman.
c. Lower material handling costs because machines are closed together under one
foreman.
d. Better accountability because machines complete parts. The foreman can be
made responsible for costs, quality, and completion by due date.
e. Training for promotion for promotion since GT provides a line of succession,
because a group is a mini-department.
f. Automation GT is a first evolutionary step in automation.
g. Reduced set up time since similar parts brought together on the same
h. Morale and job satisfaction since most workers prefer to work in groups.

Studies undertaken by N.L.Hyer indicate the following significant savings after

implementing GT Snead prepared a summary matrix, listing the benefits listing
benefits achieved for the various GT.

Table1.4 - Advantages of GT

Applications implemented set up time 20-60%

Planned labor 15-25%
Tooling 20-30%
Rework & scrap 15-75%
Machine tool expenditures 15-75%
WIP carrying costs 20-50%

1.7.4.4 Organizational suitability for GT

The suitability of a firm for the introduction of GT depends on several factors.
The survey of Willey and Dale give a tentative description of a company profile likely
to achieve the greatest benefits from GT, some of which are;

a. The company must be a relatively small organization with a reasonably small

machine tools, and manufacturing equipment,
b. The company should not be typified by either large or small component
variety.
c. The batch sizes and the batch size range of products of the companies it is
relatively small.

Athersmith and Crookall Rajagopal and Smith Gupta Andand Grayson have
suggested another way of finding out the suitability of GT for a batch production
industry. Computer simulation has been used by the effect of introduction of GT in
the batch production industries based on the parameters such as throughput time, WIP
inventory and plant utilization Further GT is considered a desirable stepping stone for
establishing Just-In-Time production

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1.7.4.5 Group Technology in CIM

One may question whether a cellular concept is applicable to CIM systems.

Some studies have shown that grouping machines to machine cells may limit the
manufacturing system flexibility. However, industrial applications have proven that it
is virtually impossible to implement a large scale CIM subsystem using a cellular
concept. Here after the automated manufacturing systems that cellular approach can
be called as Cellular Automated Manufacturing (CAMS). Four crucial factors of
CAMS as identified by Kusiak are

1. Volume of information

Volume of information a large-scale CIM subsystem is typically large, and it is

too expensive to effectively process information without the system’s decomposition.

2. Material handling system

In a typical CIM subsystem, automated material handling carriers are used (AGVs
and Robots). Each of the two carriers can tend a limited number of machines.

3. Technology Requirement

Some machines have to be grouped together due to technological requirements.

For example a forging machine and a heat treatment section.

4. Management

Although in most of the currently CIM subsystems, the degree of automation is

higher than in classical manufacturing systems, humans will be, for a long time, an
integral part of these new manufacturing systems. Due to limited size of each
machine cell, a CAMS is easier to manage than the entire system.

Review question –

Following stands for :

1. CRM 2. FMS 3. AMS

4. AS/RS 5. CAD 6. GT

1.8 GLOBAL SUPPLY CHAIN

Even though the countries fought for border issues, but there is no trade barrier for
the trade is concerned. GATT agreements and WTO paves the way for the Global
Supply Chain in trading. (See Figure1.7).

Overall Objective of Global Supply

The objective of global supply chain configuration is in meeting or exceeding

worldwide customer (internal and/or external) expectations at the lowest cost.

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Specific Objectives and Expectations of Global Supply

Achievement of the transformation of supply chains into value chains will

normally include some combination of the following objectives and expectations:

 Leverage spend (across business units and geographic boundaries)

 Align Incentives for integration of activities (buyers, suppliers, end-users) to
support organizational goals and strategies
 Optimize supply chain operation (no. of members, capabilities, costs)
 Reduce inventories across the chain
 Reduce all costs (item costs and supply chain operational costs)
 Assurance of supply of right quality items to support operations.

Figure 1.7- Global Supply Chain in trading

Country A Country B

Supplie Manufacturer Custom Supplie Manufactu

r er r

r
Supplie Manufacturer Custom Supplie Manufactu
r er r

r
Supplie Manufacturer Custom Supplie Manufactu
r er r

Supplie Manufacturer Custom

r er

r
Supplie Manufacturer Custom
r er

r
16 Supplie Manufacturer Custom
r er

r
For simplicity only one supplier, manufacturer and customer of each country is taken
in above diagram, same can be possible for others.

1.8.1 Global Complexities

If the supply/value chain involves sourcing in multiple countries, additional
considerations need to be addressed. Some of these include:

~ Currency exchange and risk

~ Counter trade opportunities and requirements
~ Varying laws and jurisdictional questions
~ Cultural differences
~ Language differences
~ Labor and training availability, practices, laws, regulations
~ Transportation, packing, shipping, storing, import, export, customs
~ Security: materials, products, personnel, intellectual property

Challenges and Barriers to Transforming Global Supply Chains into Value

Chains

In the varying environments encountered internationally, there are a number

of challenges and barriers involved in building global supply chains. Many of these
are rarely if ever a concern with domestic supply chains. Some of these include:

~ Uncertain political stability, self-serving governments

~ Lack of infrastructure in some countries (roads, port facilities, trained labor,
utilities, communications)
~ Lack of critical market mass in particular countries
~ High transaction costs
~ Requirements to use in-country agents or partners and local content
requirements
~ Lack of potential for repeat purchases
~ Slower adoption of e-business than in the domestic market
~ No or limited free trade zone availability
~ Partner/contract limitations requiring bidding for all procurement activities
and alliance-building
~ High logistics and transportation costs
~ Different time zones (communication difficulties)
~ Financial risks are higher, e.g. potential for war, terrorism, government
changes
~ The nature of global activity (may be fragmented and/or scattered)
~ Long/unpredictable supplier lead times

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 ~ Protectionism (tariffs, duties, quotas, inspections)
~ Limited number of qualified global suppliers
~ Difficult to link global project work to "run and maintain" global activities
~ Limited availability of trained personnel for purchasing or supply
management positions inhibiting.

1.8.2 How to Transform Global Supply Chains

Improve the quality/cost ratio of your supply chain. Strive for the highest quality
at the lowest cost.

Leverage value across the supply chain

Understand what constitutes value and to whom it is valuable in your supply

chain. Identify and evaluate trade-offs between value added and profitability.
Leverage knowledge to create and deliver value. Where commodity markets are
involved, be proactive in initiating change that will benefit you.

Redefine the boundaries of business

Redefine the boundaries of your business in the context of what provides

continuing competitor and customer advantage. Evaluate any existing vertical
integration structures and replace with virtual sourcing if value can be added by doing
so. Evaluate what to insource and what to outsource. Use all capabilities of existing or
potential supply chains in the development of new products.

Develop relational competence

View relationships with other members of your supply chains as a continuum

ranging from spot relationships to strategic alliance or co-ownership but recognizing
that most relationships will be somewhere between these extremes. Determine where
more competition will add value and where more collaboration will add value and
seek the best combination of competition and collaboration.

Manage at the right level

Determine which strategies and activities best add value with global management
and which best add value with local management. Determine the best level of
autonomy for local management within supply chain activities. Analyze supply chains
for each category of material or service that is significant to the organization to
determine the best value -adding approach for management and control.

Develop supply chain responsiveness

Determine how the degree of responsiveness to customer needs such as re-supply

time or product mix adjustment matches with customer requirements in each such
area. Consider techniques such as supplier managed inventory, supplier integration,
and consignment stocking. Pay particular attention to the quality of demand forecasts
throughout the supply chain. Drive down purchase costs. Capture cost saving
opportunities and share benefits with contributing supply chain members. Pay

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attention to the differing cost management and purchase strategy needs of various
categories of purchases. For example commodities, specialty items, custom-made
items, MRO materials. Service purchases can be similarly.

Bring About Change

Change management. Transforming supply chains involves a collateral

change management categorized. Consider purchases in the broadest possible sense -
do not exclude anything which is purchased by the organization, material or service
effort. This includes the following activities:

~ Seek Top Management mandate with visible support.

~ Identify local sponsors and supporters of supply chain change early in the
transformation process.
~ Use coordinated communication efforts to develop a dialog about the benefits
and obstacles to implementation.
~ Target quick wins and immediate opportunities.
~ Focus on overcoming obstacles to implementation by creating a cross-
functional approach (Team) to address issues.
~ Perform a competitive advantage review in order to leverage the core
competencies of the supply chain members.
~ Develop a supply chain agenda, manage the overall program and frame goals
to address major gaps in supply chain performance.
~ Develop a business plan that will integrate the activities of the supply chain
members.
~ Formulate key performance metrics and measurements, tracking quarterly.
~ Review results and make modifications as necessary to achieve supply chain
optimization.

Summary
 This unit helped the reader to understand the importance of the production
/ operation system in an organization.
 Characteristics of the different production / operation system are detailed
out in addition to when one should prefer what type of system.
 The components of computer integrated manufacturing system and the
introduction of Global supply chain network are highlighted.

Review questions -
1. Remember any five Global Complexity?
2. Give any three steps to develop Global Value Chain?

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