State Zero Born in Moscow in 1863, Constantin Sergeyevich Stanislavsky had a more profound effect on the process of acting than anyone else in the twentieth century. It was his assertion that if the theater was going to be meaningful it needed to move beyond the external representation that acting had primarily been. Over forty years he created an approach that forefronted the psychological and emotional aspects of acting. The Stanislavsky System, or "the method," as it has become known, held that an actor’s main responsibility was to be believed (rather than recognized or understood). Today in the United States, Stanislavsky’s theories are the primary source of study for many actors. Among the many great actors and teachers to use his work are Marlon Brando and Gregory Peck. Many of artists have continued experimentation with Stanislavsky’s ideas. Among the best known of these proponents is the Actors Studio, an organization that has been home to some of the most talented and successful actors of our time. Stanislavsky saw that the difference between the good actor and the great actor was the ability to be relaxed, and to be private in public. We learn from Stanislavsky: As the students relax before the lecture start; they clean the slate, going to a zero state, being ready for the best performance in the learning process.

House of Quality Quality Function Deployment (QDF) An approach that integrates “the voice of customer” into product development and design process House of Quality

Customer Requirements and Technical Requirements

Competitive Evaluation

Correlation Between Technical Requirements

Ch 5(A) : Process Planning

Process Planning is among System Design duties in OM. Process Selection in Operations Management Process Planning is among System Design duties in OM. Capacity planning Forecasting Facilities and Equipment Process selection Layout Product and service design Work design

Process Architectures Process Architecture refers to Physical layout of resources Job Shop Batch Processing Flow Shop Continuous Flow Flexibility of resources R_Human: Cross functional workers R_Capital: Short set-up time

Examples of 4 basic type production Systems System Example Job Shop Commercial Printer Batch Processing Heavy Equipment Flow Shop (Production Line) Car Assembly Continuous Flow Sugar Refinery Most Processes are some where between Job shop and Flow shop

Process Architectures: Job Shop Output A B Product 1 Input C D Product 2

Job Shop Functional layout or Process layout: similar resources in the same department. Ex. all press machines are located in stamping department. Ex. Bakeries, law firms, emergency rooms, repair shops. low volume, high variety customized products flexible resources skilled human resources jumbled work flows high material handling large of inventories long flow time highly structured information system high cost per unit of product but low investment

Process Architectures: Flow Shop D B Product 1 Input Output C B A Product 2

Flow Shop Product layout or line layout: Resources are arranged according to the sequence of the operations. Usually requires duplication ( and investment) of a resource pool; dedication of resources. Discrete flow shop: assembly line Continuous flow shop: beverage, chemical plant, process plant. high standardization, high speed low material handling short flow time low unit-processing costs high investment cost; needs mass production. special purpose equipment, and low skilled labor prevent flexibility

Matching Process Choice with Strategy: Product-Process Matrix Flexibility Jumbled Flow. Process segments loosely linked. Disconnected Line Flow/Jumbled Flow but a dominant flow exists. JOB SHOP (Commercial Printer, Architecture firm) BATCH (Heavy Equipment, Auto Repair) FLOW SHOP (Auto Assembly, Car lubrication shop) CONTINUOUS FLOW (Oil Refinery) Product Variety Low Low Standardization One of a kind Low Volume Many Products Few Major Products High volume High Standardization Commodity Products Connected Line Flow (assembly line) Continuous, automated, rigid line flow. Process segments tightly linked. Opportunity Costs Out-of-pocket High

Matching Process Choice with Strategy: Product-Process Matrix Flexibility Jumbled Flow. Process segments loosely linked. Disconnected Line Flow/Jumbled Flow but a dominant flow exists. JOB SHOP (Commercial Printer, Architecture firm) BATCH (Heavy Equipment, Auto Repair) FLOW SHOP (Auto Assembly, Car lubrication shop) CONTINUOUS FLOW (Oil Refinery) Product Variety Low Low Standardization One of a kind Low Volume Many Products Few Major Products High volume High Standardization Commodity Products Connected Line Flow (assembly line) Continuous, automated, rigid line flow. Process segments tightly linked. Opportunity Costs Out-of-pocket High A similar graph can be prepared to show the relationship between process flexibility and cost, or process flexibility and response time, but not for quality.

ABC Analysis in Production System Design Volume Flow Shop Batch Production Job Shop Variety

Levels of Automation Manual Machines; A manual operator load and unload the part, and intervenes during the operations NC (Numerically Controlled) machines; Machines are programmed to perform specific operations. Loading and unloading of parts are manual. CNC (Computerized Numerically Controlled); Each machine is controlled by a computer Computer-integrated manufacturing (CIM); A computerized system for linking a broad rang of automated manufacturing, loading and unloading, and material handling systems

Design capacity Effective capacity Actual output Capacity Maximum obtainable output--Vendor claim Effective capacity Maximum capacity given product mix, scheduling difficulties, and other doses of reality--We believe Actual output The output that is actually achieved--cannot exceed effective capacity-- We really achieve

Efficiency and Utilization

Example : Efficiency and Utilization Design capacity = 50 trucks/day Effective capacity = 40 trucks/day Actual output = 36 units/day

Given the following information Effective capacity = 80 units per day. Design capacity = 100 units per day Efficiency = %50 Utilization is equal to Efficiency = (Actual Output)/(Effective Capacity) = .5 (Actual Output)/(80) = .5 Actual Output = 40 Utilization = (Actual Output)/(Design Capacity) Utilization = 40/100 Utilization = .4 or 40%