Submitted By :- Mohini Ahuja

- MBA(HR)
- A45

OPERATIONS MANAGEMENT ASSIGNMENT SET-1

1) Types of Operations Processes

An arrangement of exercises or steps attempted towards a specific result can be

characterized as a Process.

Some common types of processes are :-

Type Characteristics

Continuous Flow Process  Produce Items Continually

 Highly Automated
 May have to run 24x7
 Ex. Chemical Plant, Refineries
Assembly Lines  Produce discreet parts
 Flows at a controlled rate
 Each action is equally timed.
 Line moves at the speed of
slowest action
Flow Lines  Consists of independent stations.
 Each part follows the same
process.
 Output dictated by bottleneck
 Similar to assembly line, but parts
don't move at the same speed.
Batch Shops  Output is batch-wise.
 Can produce different products,
but the follow same flow.
 Usually require setup time.
 Ex - Bakery, Garment Factory
Job Shops  Produce small batches of different
products.
 Customized outputs.
 Ex. Bakery specialized in
Wedding Cakes.
Projects  Output is one. (Ex- Building)
2) QC Tools

It is important to collect data from workshop to understand its reality. However,taking

data alone in not sufficient to understand the facts. Therefore you should draw
information from data .
Seven QC tools include graph， histogram, fish bone chart， check sheet， scatter
diagram and pareto chart.

3) Understanding Quality, Quality Cost, Quality Circle.

 In assembling, a measure of greatness or a condition of being free from

deformities, lacks and critical varieties.

 It is realized by strict and steady sense of duty regarding certain models that
accomplish consistency of an item so as to fulfil particular client or client
necessities.

 ISO 8402-1986 standard characterizes quality as "the totality of highlights and

attributes of an item or administration that bears its capacity to fulfil expressed
or inferred needs."

 If a car organization finds a deformity in one of their autos and influences an

item to review, client dependability and thusly creation will diminish on the
grounds that trust will be lost in the auto's quality.
Quality Cost :-

In process change endeavours, quality expenses or cost of value is a way to

measure the aggregate cost of value related endeavours and inefficiencies. It was
first depicted by Armand V. Feigenbaum in 1956.
Quality Circle :-

 A quality circle is a participatory administration strategy that enrolls the

assistance of workers in taking care of issues identified with their own
occupations. Circles are framed of representatives cooperating in a task who
meet at interims to talk about issues of value and to devise answers for
changes.

 Quality circles have a self-ruling character, are generally little, and are driven
by a manager or a senior specialist. Workers who take an interest in quality
circles more often than not get preparing in formal critical thinking strategies,
for example, conceptualizing, Pareto examination, and cause and effect charts
—and are then urged to apply these techniques either to particular or general
organization issues.

 Subsequent to finishing an examination, they frequently exhibit their

discoveries to administration and afterward handle usage of affirmed
arrangements