Modern Approaches to Production & Operations Management

8/3/2019 Modern Approaches to Production & Operations Management

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` To help the Companies appreciate the role of OM& translate his strategic plans into viableprocesses.

` To identify strategic areas of operational conflict.` To identify impediments for growth and generate

ideas of how to solve them.` To create a general understanding for successful

management of operations to fill in the role of theCompany as (general) manager.

` To help companies draw up his OperationsGrowth Plan

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Marketing

Management

Human

Resources

Management

Strategic

Management

Financial

Management

Ope

rations

Management


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Operations Management (OM) is concerned

with the transformation process to create

output out of resources being put in.

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Input OutputTransform


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Operation

Input resources Transformation

process

Outputs

Department store Goods for sale

Staff sales

Registers, Customers

Display goods

Give sales advice

Sell goods

Customers and goods

assembled together

Dentist Dental surgeons

Dental equipment

Nurses, Patients

Check and treat teeth

Give preventative advice

Patients with healthy teeth

and gums

Printer Printers and designers

Printing presses

Paper and ink

Design

Print

Bind

Designed and printed

material

Police Police officers

Computer systems

Information, Public

Prevent crime

Solve crime

Apprehend criminals

Lawful society

Public with feeling of

security

Fruit juicemanufacturer

Fruit, PansBottles, Staff

Fruit preparationJuice production

Fruit juicesUseful waste

Call centre Customers with questions

Building

Telephone lines

Computers, Staff

Direct questions to the right

person

Answer questions

Store questions

Informed customers

Satisfied customers

Restaurant Hungry customers

Food and beveragesTables, Staff

Take orders

Prepare and serve mealsEating & Washing

Endulged customers

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` People

` Plants (location and means)

` Processes` Parts (materials)

` Planning & Control

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` Strategicx Mission

x Generic strategy

x Industry success factors

x Distinctive competency

` Marketingx Products and Markets (existing and new)

x

Annual sales increasex Rate of customization

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` Too much direct involvement in daily operations.` Wanting to take in every type of customer.` No real or very weak connection between

strategic & marketing identity and operations.` No comprehensive control of operations.` No or poor MIS present.` Reactive instead of proactive throughout the

organisation.

` Struggling to make their organization moreeffective and efficient.

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GR

OWTH

StraegicImplications

OperationsImpediments

for Growth

StrategicCapacityPlan


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` Step 1: List your most important strategic and

marketing objectives

` Step 2: PMCs and their most important operations

performance objectives (OPO)

` Step 3: Evaluate the impact of each OPO

` Step 4: Identify areas of conflict

` Step 5: How to deal with these conflicts?

` What are the main issues coming out of this?

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a) Market

b) Products

c) Present volume

d) % of total volume

e) Growth rate

1. Speed

2. Quality


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`Quality

` Dependability` Speed

` Flexibility

` Cost

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Strategic decisions

Producing large batches with low variety or

cheap materials decrease costsCost

Smaller batches of different products with

lots of variety increase the choice ofcustomers

Flexibility

Performance monitoring systems and strict

processes give reliable outputDependability

Few products in the pipeline, many products

in stock and prioritisation of urgent orders

increase speed

Speed

Low quality fluctuation demands qualitymachines and processes and increased

testing

Quality

Performa

nceobjectives

MarketCom

petitiveness

Resource Usage


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Detailed

Demand

Network

Design

Location

Process &

Lay out

CODP

S

trategic

C

apacity

Plan


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` List per group of products (ideally, based onproduction characteristics)

` Take in any seasonal effects

` Distinguish betweenx Existing products

x New products (procured)

x New products (newly developed)

` Make three scenarios: worst, expected, best

` Be reasonable and increase reliability

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` Mapping the network

` To what extent is each member capable of

following the demand?

` To what extent is each member able to perform inline with your OPOs?

` See questions in par. 3.3.3.

` Where to improve?

` Vertical integration?

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Supply chain management

Materials management

Logistics

Physical distribution managementPurchasing & supply management

The

Operation

Second-tier

suppliers

First-tier

suppliers

First-tier

customers

Second-tier

customers

Supply side Demand side


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` Impact on distance, speed, service, depend.,

etc.

` High-intensity contact systemx Near customer

x Multiple sites if necessary

` Low-intensity contact systemx Minimising costs

x

Near sources of raw material or labourx Logistical optimization

` Using:x Centre of Gravity Method

x Factor weighing system

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` Identify the Process type: how unique is each

products/service and in what kind of process are

they being made?

Manufacturingx Project / Jobbing / Batch / Mass / Continuous flow

Service firms

x Professional service / Service shops / Mass service

Variety and volume is leading

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The facilities layout decision procedure

Volume andvariety

Process type

Basic layout type

Decision 1Decision 1


Detailed design

of layout


Strategicperformance

objectives

Project processJobbing processBatch processMass processContinuous process

Fixed position layoutProcess layoutCell layoutProduct layout

The physical position of all

transforming resources

Flow of transformed resources


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Variety

Process types in manufacturing

High

Low

VolumeLow High

Project

Jobbing

Batch

Mass

Continuous


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Variety


High

Low

VolumeLow High

Project Process customized P/S devoted resources ill defined activities complex process

long time period well defined start & end

Construction WorkShipbuildingInstalling Computer SystemMovie Production Companies

Building Mass Rapid Transportation SystemDrilling Oil Wells


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Variety


High

Low

VolumeLow High

Jobbing ProcessMore products; smalleritemsSharing of resources Low degree of repetition Fewer unpredictablecircumstances

Specialist Toolmakers

Furniture RestorersTickets Printer Social Events


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Variety


High

Low

VolumeLow High

Batch Process More products in one batch Repetitive with large batches Can be used over wide range Different process routes

Machine Tool MakersComponent Parts ProductionProduction of most ClothingProduction of Gourmet Frozen Food


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Variety


High

Low

VolumeLow High

Mass Process High volume/low variety Discrete products Repetitive Large predictability

Automobile PlantConsumer Durables MfgFood Processes (pizzas)Beer Bottling


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Variety


High

Low

VolumeLow High

Continuous Process Long production periods Liquid flow processing

Capital intensive technologies Highly predictable flow

Petrochemical RefineriesEdible Oil ProcessingSteel MakingPaper MakingElectricity UtilitiesBeer Brewing


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Variety

Process types in service operations

High

Low

VolumeLow High

Professional Services

Service Shops

Mass Services


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Variety


High

Low

VolumeLow High

Professional Services High customer contact High customization Highly adaptable Value adding in front-office People based High ratio of staff to customers Emphasis on process (how)

Management ConsultantsLawyers PracticesArchitectsA

uditorsH&S InspectorsComputer Field Service Operations


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Variety


High

Low

VolumeLow High

Service Shops Services by mix of front/back office People & Equipment based Product/Process emphasis

BankingHigh Street ShopsTour OperatorsCar Rental CosSchoolsTravelAgents


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Variety


High

Low

VolumeLow High

Mass Services Limited Customer Contact Time Little customization Equipment based Product oriented (what) Value adding in back-office Division of labor/mainly non-prof.

SupermarketsNational Rail NetworkAirportTelecomLibrary

Television StationPolice Service


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The nature of the basic layout types

Basic layouttypes

Manufacturingprocess types

Serviceprocess types

Fixedposition layout

Project processes

Process layout

Cell layout

Product layout

Jobbing processes

Batch processes

Mass processes

Continuous processes

Professionalservices

Service shops

Mass services

Project processes


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GENERAL LAYOUT TYPES

jDifferent layouts present different

managerial challenges

jDifferent layouts present different

opportunities to satisfy customers unmet

needs

jA strategic perspective is required to make

the right layout choices


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GENERAL LAYOUT TYPES:

FIXED-POSITION LAYOUTS

j Value-adding resources travel to the

customer or need

film a movie on location; build a house

jSpecialized experts can be brought in

jDisadvantages:

lack of efficiency

difficulty in scheduling

potential for cost overruns and quality

problems


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Volume-variety characteristics

Low VOLUME High

Low

VARIETY

Low

Fixedposition layout Vulnerable layout to planningand control disruptions

Motorway ConstructionOpen-heart SurgeryHigh-Class Service RestaurantNuclear Power Station


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PROCES LAYOUTS

jResources grouped according to function

materials can be routed through processes in

any order furniture factory; hospital

jHighly customized product-service bundles

jDisadvantages: less efficient

slower response time

complex managerial environment


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Low VOLUME High

Low

VARIETY

Low

Process layout Transforming resources

dominate layout Similar processes are located

together

HospitalMachining of Parts for EnginesSupermarket


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CELL LAYOUTS

jGeneral-purpose resources dedicated to a

particular group of products or services

each cell is a pseudo product layout

exercise circuit in health club

jProvide a mixture of the advantages/

disadvantages of process and productlayouts, depending on how they are run

more efficient than process layouts

more flexible than product layouts


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Low VOLUME High

Low

VARIETY

Low

Cell layoutTransformed resources arepre-selected for group of activitiesProduct or process layoutTo reduce complexity in processlayout

Computer Component MfgLunch products areain SupermarketMaternity area in Hospital


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Low VOLUME High

Low

VARIETY

Low

Product (line) layout

Locating transforming resourcesentirely for transformed resources

AutomobileAssembly

Mass-Immunization ProgramSelf-service CafeteriaPacking Lines


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Low VOLUME High

High

VARIETY

Low

Fixedposition layout

Process layout

Cell layout

Product layout


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CONSIDERATIONS THAT DRIVE

LAYOUT DECISIONS

jReduce unnecessary activities

jPrevent damage to inventory

jEnhance communication among individuals,

groups, or departments

jPrevent rework

jDiscourage dysfunctional communication

jProvide privacy


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CONSIDERATIONS THAT DRIVE

LAYOUT DECISIONS

jProvide for safety

jProvide for security of resourcesjEnhance labor skills and functional

excellence

jEnhance the quality of work lifejProvide for customer involvement


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Advantages and disadvantages

Fixedpositionlayout

Processlayout

Celllayout

Productlayout

Disadvantages

Advantages

Very high productand mix flexibility.

Product/customernot moved.

High variety oftasks for staff.

Very high unitcosts.

Scheduling spaceand activities canbe difficult.

High product andmix flexibility.

Relatively robustin the case ofdisruptions.

Easy to supervize.

Low utilization.

Can have veryhigh WIP.

Complex flow.

Can give goodcompromise.

Fast throughput.

Group work canresult in goodmotivation.

Can be costly torearrange existing

layout.

Can need moreplant.

Low unit costs forhigh volume.

Opportunities forspecialization ofequipment.

Can have low mixflexibility.

Not very robust todisruption.

Work can be veryrepetitive.


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Detailed design techniques

Fixed position - resource location analysis.

Process layout - flow charts and relationship charts.

Cell layout - product flow analysis.

Product layout - assembly line balancing techniques.


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The Supporting Facility

jCreating the Right Environment


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Objectives

jMinimize material handling costs

jEfficient space, labor utilization

j

Reduce manufacturing lead timejEliminate wasted movements

j Improve quality

jFacilitate communicationsjProvide flexibility


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The need for layout decisions

Inefficient operations

For Example:

High Cost

Bottlenecks

Changes in the designof products or services

The introduction of new

products or services

Accidents

Safety hazards


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The need for layout decisions

Changes inenvironmentalor other legal

requirements

Changes in volume of

output or mix ofproducts

Changes in processand equipment


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Process layout


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Product layout


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Learning Objectivesj Discuss the impact of the servicescape on the

behavior of customers and employees.

j Describe the critical facility design features.

j Identify the bottleneck operation in a product

layout and rebalance for increased capacity.

j Use operations sequence analysis to minimize

flow-distance in a process layout.

j Prepare a process flowchart.

j Recommend facility design features to remove

anxiety of disorientation.


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Servicescapes

Designing Physical Surroundings to Affect

Employee and Customer Behavior

jAmbient Conditions: background

characteristics such as noise level, music,

lighting, temperature, and scent.

jSpatial Layout and Functionality: reception

area, circulation paths of employees andcustomers, and focal points.

jSigns, Symbols, and Artifacts: selection,

orientation, location, and size of objects.


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Typology of Servicescapes

Who Performs in

Servicescape

Physical Complexity of the Servicescape

Elaborate Lean

Self-service

(customer only)

Golf course

Water slide park

Post office kiosk

E-commerce

Interpersonal

(both)

Luxury hotel

Airline terminal

Budget hotel

Bus station

Remote service(employee only) Research labL.L. Bean TelemarketingOnline tech support


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Facility Design ConsiderationsjNature and Objectives of Service

Organization

jLand Availability and Space

Requirements

jFlexibility

jAesthetic Factors

jThe Community and Environment

P d t L t


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Product Layout

Line-balancing Problem

jAutomobile Drivers License Office

Review Payment Violations Eye Test Photograph Issue

In Out1

24015

2120

30

360

60

490

40

5180

20

6120

30

Activity

numbers Flow rateper hour

Timein seconds

A t bil D i Li


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Automobile Drivers License

Office (Improved Layout)

1,465

55

360

60

360

60

1,465

55

6120

30

5180

20

2120

30

In

In

Out

P L t


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Process Layout

Relative Location Problem

jOcean World Theme Park Daily Flows

10

0

6

60

10

7 5

0

6020

43

6

6201

7

010

15

2

8

3

10

15

8820

630

15030

8104012

6

8

530

10

10

A B C D E F A B C D E F

A

B

C

D

E

F

Netflow

Flow matrix Triangularized matrix

Description of attractions: A=killer whale, B=sea lions, C=dolphins, D=water skiing,E=aquarium, F=water rides.


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Process Flow Charting Symbols

Category Symbol Description

Operation An operation performed by the server off-line or customers

self-service. A possible service failure point.

Customer An occasion when server and customer interact. An

contact opportunity to influence customer service perceptions.

Travel The movement of customers, servers, or information

between operations.

Delay D Delay resulting in a queue and a need for waiting space for

customers.Inspection An activity by customer or server to measure service quality.


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Credit Card Processing (Before)

Distance Time Activity

Customer requests check

30 ft. 0.5 min. D Server walks

0.5 min. D Server prepares check


0.25 min. D Server presents check

30 ft. 0.5 min. D Server walks0.5 min. D Customer inspects, puts card out

30 ft. 0.5 min. D Server returns to table

0.25 min D Server picks up card

30 ft. 0.5 min. D Server walks to process

0.5 min D Server fills out slip

0.5 min. D Server processes slip

1.0 min. D Server obtains preauthorization

30 ft. 0.5 min. D Server walks0.25 min. D Server presents slip


0.5 min. D Customer signs (leaves)


0.25 min. D Server picks up slip

30 ft. 0.5 min. D (Customer leaves) Server walks

Total time: Server:9 min. (270 ft.) Customer: 7.75 min.


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Credit Card Processing (After)

Distance Time Activity

Customer requests check


0.5 min. D Server prepares check

0.5 min. D Server fills out slip


0.25 min. D Server presents check and slip


0.5 min D Customer inspects, puts card out, signs slip


0.25 min D Server picks up card and slip


0.5 min. D Server processes slip an card

1.0 min. D Server obtains authorization30 ft. 0.5 min. D Server walks

0.25 min. D Server presents card and receipt


D Customer leaves

Total time: Server: 7.5 min. (210 ft.) Customer: 6.75 min.

En ironmental Orientation


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Environmental Orientation

Considerations

jNeed for spatial cues to orient visitors

jFormula facilities draw on previous

experiencejEntrance atrium allows visitors to gain a

quick orientation and observe others for

behavioral cues

jOrientation aids and signage such as You

Are Here maps reduce anxiety


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Topics for Discussion

j Compare the attention to aesthetics in waiting

rooms that you have visited. How did the

different environments affect your mood?

j Give an example of a servicescape that supportsthe service concept and another that detracts.

Explain the success or failure in terms of the

servicescape dimensions

j Based on your work experience, contrast a

supportive servicescape with a poor one in terms

of job satisfaction and productivity.


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PRODUCT LAYOUTS

jValue-adding resources arranged in order inwhich materials/customers must flow

resources dedicated solely to one product

typically used in mass production

jAllows production and material-handling

tasks to be automated

jLarge quantities at low costjLack of flexibility


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None

NoneProject

Jobbing

Batch

Mass

Continuous

Professional

service

Mass

service

Service

shop

Manufacturingoperationsflow types

Serviceoperationsflow types

volume

variety

Morepro

cessflexibility

than

neede

dsohighcosts

Lessprocess

flexibility

than

neededso

highcosts

The natural line of fit of flow to

volume/variety characteristics

high

lowhigh

low


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Basic Layout Advantages Disadvantages

Fixed-

position

Very high mix & product flexibility

Product or customer not moved or

disturbed

High variety of tasks for staff

Very high unit costs

Scheduling of space & activities can be

hard

Can be much moving of plant and staff

Process High mix and product flexibility

Relatively robust if in the case of

disruptions

Relative easy supervision of equipment

or plant

Low facility utilization

Can have very high work-in-progress or

customer queuing

Complex flow can be difficult to control

Cell Can give a good compromise between

cost and flexibility for relatively high-

variety operations

Fast throughput

Group work may improve motivation

Can be costly to rearrange existing

layout

Can need more plant and equipment

Can give lower plant utilization

Product Low unit costs for high volume

Gives opportunities for specialization of

equipment

Materials or customer movement is

convenient

Can have low mix flexibility

Not very robust in case of disruption

Work can be very repetitive

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` Detailed mapping to understand the process ofcreation

x All essential process steps

x Duration of each step

x

Necessary resources (including labour)` Improving the process

` Deciding on the position of the CODPx Speed / time to delivery

x Control and dependability

x Variety/flexibility

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Decision

Operation

(activity that

adds value)

Transport

(a movement

of something)

Delay

(a wait e.g.

for materials)

Deliberate

storage

(as opposed

to delay)

Inspection

(a check of

some sort)

Direction of

flow


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Job

preperation PackingCutting Assembling

Activities initiated by own

orientation / inventory fill up

Activities initiated by a

specific customer order

Intermediate

Products

Customer OrderDecoupling Point

Up-stream Down-stream


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` Only one CODP in each production flow.

` After the CODP there is no more inventory

` Before the CODP there is only inventory for

economic reasons` More CODP means splitting of production system

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` Translate process map to capacity map ofeach step on average output (not absolutemaximum)

` Compare to the demand scenarios

` Identify possible conflicts in time

` Be aware of bottlenecks, capacity-restrainedresources, and non-bottlenecks

` Draw up a capacity increase plan` Check on the strategic timeframe

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` Translate process map to capacity map ofeach step on average output (not absolutemaximum)

` Compare to the demand scenarios

` Identify possible conflicts in time

` Be aware of bottlenecks, capacity-restrainedresources, and non-bottlenecks

` Draw up a capacity increase plan` Check on the strategic timeframe

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` By formulating operational policies to manage

expectations.

` By eliminating mistakes through formatting the

intake.

` By communicating a reliable delivery date by

using planning buckets.

`

By linking sales orders to production orders tomonitor timely delivery.

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` By adapting procurement policies to the

logistical and financial risks involved.

` By improving the process of ordering goods

and services.

` By improving the process of receiving goods

and services.

`

By better managing the interaction with thesuppliers.

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` By creating a structured warehouse.

` By controlling your inventory.

`

By monitoring the validity of your forecast.` By improving your replenishment warning

system.

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` By optimising the existing production process

through:x Balancing the capacity utilization

x Planning & controlling capacity

x Have standard flexibility

x Have good registration of production data

x Have a QC-system in place

x

Carry out preventive maintenance` By timely increasing production capacity.

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What is Lean production?What is Lean production?

systematic elimination of the 7 types of waste:

Overproduction

Waiting Transportation Inventory Motion over-processing, defective products

The japanese call it Muda (engl.waste)


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Management philosophy Pull system though the plant

WHAT IT IS

Employee participation Industrial engineering/basics

Continuing improvement

Total quality control

Small lot sizes

WHAT IT REQUIRES

Attacks waste Exposes problems and bottlenecks

Achieves streamlined production

WHAT IT DOES

Stable environment

WHAT IT ASSUMES


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Work in

process

queues

(banks)

Changeorders

Engineering design

redundancies

Vendor

delinquencies

Scrap

Design

backlogs

Machine

downtime

Decision

backlogs

Inspection

backlogs

Paperwork

backlog


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` Not using the capacity efficiently

` Producing wrong goods or services or amounts

` Fluctuating quality and or too much waste

`

Having too much inventory in the system

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` Better organise

` Better control

` Make it more reliable

`

Increase output` Make it more flexible

` Anticipate future growth

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` 1) Waste from overproduction

` (2) Waste of waiting time

` (3) Transportation waste

` (4) Inventory waste

` (5) Processing waste

` (6) Waste of motion` (7) Waste from product defects

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` Planning and controlling capacity

` Standard flexibility

` Production administration

`

Quality control system` Preventive maintenance

` Balancing capacity utilisation

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Time frame Aim Content

Strategic

planning

Years Long term Products,

markets, prod

measures

Yearly planning Year , month Coordinationtargets sales and

production

Amounts to selland produce

Capacity and

order planning

Week, day Coordination

prod. phases and

Order plan,

capacity plan

Detailedplanning

Day, hour Starting eachphase in prod

Sequencing workand orders

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Primaryprocess

Hour, minute produce Orders parts andproducts


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` Malfunction of machines

` Illness of employees

` Late deliveries of supplies

`

Mistakes made in planning` Unexpected fluctuation in demand

` Rush order from the customers

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` Planning activities Operating time

Non-productive time

Tool change time-SMED

Amounts of raw material used Amounts of disposal

Quality results

` Check planned, released and ready

` Automation of admin activities.` Link customer order to specific batch

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` Be adequate to represent what on the shop floor

` Not too many

` Be linked to the shop floor

`

Be very clear` Be controllable by the shop floor workers

` Be clear what level of fine or bad

` Be visible to the employees

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Opo Performanceindicator

Lowest level Highest level

1. Quality 1.Defect rate 2 per 100 1 per 100

2. Dependability On-hour delivery 85 % More than 95 %

3.Speed Cycle time

4. Costs Cost of raw

material

90

5. Flexibility Rush orders


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` By use general order picking principles.

` By have some form of route planning.

` By timely adding distribution capacity.

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` Preparing deliveries in a structured way

` Wishes of the customers in delivery process

` Delivering right goods at the right quantities

without damages

` Delivering efficiency customers, routes and

capcities

` Tracking and tracing delivery of goods and

services` Quality of the distribution process

` Increase distribution capacity

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` By assessing and eliminating hazards.

` By improving housekeeping.

` By improving work organization.

` By improving personal protection.

` By developing contingency plans.

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` Improving housekeeping

` Improving work organisation

` Improve personal protection

`

Contingency planning` Assessing and eliminating hazards

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` Designing your mgmt info system (MIS)

` Get automated to a certain extent

` Know the pitfalls

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` Reduction of labour

` Real time information

` Reduced reaction time

`

Integrate information flow between departments-finance, marketing purchasing production

` Formatting to reduce mistakes

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Level Operations Financial HRM Strategic

CEO -6 months

forecast

Total sales Average

hours

New product

development

Head of sales -3 months

forecast

Sales budget Hours worked

per week

New

machines

Head of

production

Forecast one

month

Production

budget

Hours worked

per employee

New

machines

Head of

finance

Cost of raw

material

Cash flow Workers

throughput

Purchasing

new machines

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Type 1 Type 2 Type 3 type4

Description Simple

Basic

No

customization

Complex

Part

customization

Very complex

and wide

varieties

Highestcustomization

Develop

totally new

software

Hardware Stand alone

computers

No network

Network

software

Need

separate

server5-10 users

Network

software

Needs heavy

server

Infinite users

Can network

or stand alone

Very

expensive to

stand alone

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Suitable for Small scaleusersSimpleprocessSmallcompanies

Large scaleIntegratedprocessSmall tomediumsized

companies

Almost alltypes ofcompaniesNeedintegration

Very uniqueprocess thatdo not matchtype 3

Reliability Reliable Fairly reliable In the initial

phase will

cause

difficultiesResolve after

some time

Uncertain

Will probably

take long but

bug free

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Price 500 to 5000 10,000 to200,000 US$

Over 150,000 Very veryexpensiveerp

ERP not possible Somepossibility

Yes Possible

Example Davilex ExactNavison

Axapta

SAP 4th generationcomputer

10

0


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1) Strategic objectives

2) Marketing objectives

3) Product-Market combinations and their most

important Op. Perform. Objectives4) Impact of each OPO on the network, location,

production system

5) Areas of conflict between OPO and possible

solutions6) Detailed capacity plan

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7) Evaluation of the network

8) Process & layout within the system

9) The production process mapped in detail

10) Detailed capacity plan for next 3-5 years

11) Identified impediments for growth

12) Improvements on:1) Order intake 5) Distribution

2) Procurement 6) Safety & Health

3) Storage & Inventory 7) Info & Automation4) Production

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` I am now able to have an aerial view of operationalissues.

` Now I know where to start from to manage mybusiness operations.

` I had no clear understanding of how OM links withall other organisational functions, but its now a talk ofthe past.

` I now know the real areas an Op.mngr should workon.

` I am now equipped to use inventory as a tool tomake working capital sweat even more.

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GRO

WTH

StraegicImplications

OperationsImpedimentsfor Growth

Strategic

CapacityPlan


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Any Questions?

Documents

Modern Approaches to Production & Operations Management