1. 1 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. State Zero

2. 2 Quality Function Deployment (QDF) An approach that integrates “the voice of customer” into product development and design process House of Quality

3. 3 Customer Requirements and Technical Requirements

4. 4 Competitive Evaluation

5. 5 Correlation Between Technical Requirements

6. 6 Ch 5(A) : Process Planning

7. 7 Process Planning is among System Design duties in OM. Forecasting Product and service design Capacity planning Facilities and Equipment Layout Work design Process selection Process Selection in Operations Management

8. 8 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

9. 9 SystemExample Job Shop Commercial Printer Batch ProcessingHeavy Equipment Flow Shop (Production Line) Car Assembly Continuous Flow Sugar Refinery Examples of 4 basic type production Systems Most Processes are some where between Job shop and Flow shop

10. 10 Process Architectures: Job Shop A C B D Product 1 Output Input Product 2

11. 11 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

12. 12 Process Architectures: Flow Shop Output Input A C BD BA Product 1 Product 2

13. 13 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

14. 14 Process 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 Costs High Low High Matching Process Choice with Strategy: Product-Process Matrix

15. 15 Process 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 Costs High Low 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. Matching Process Choice with Strategy: Product-Process Matrix

16. 16 Volume Variety ABC Analysis in Production System Design Job Shop Batch Productio n Flow Shop

17. 17 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 Levels of Automation

18. 18 Design 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 Capacity

19. 19 Efficiency and Utilization

20. 20 Design capacity = 50 trucks/day Effective capacity = 40 trucks/day Actual output = 36 units/day Example : Efficiency and Utilization

21. 21 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%