Production and Operations Management

4.

Process Strategy and Analysis

4.1.

Process Selection and Design

4.1.1.

4.1.1.1.

Project Process

4.1.1.2.

Job Shop Process

4.1.1.3.

4.1.1.4.

Assembly Line Process

4.1.1.5.

Continuous Process

4.1.2.

Process Characteristics

4.1.3.

Selection Criteria

4.2.

Product-Process Matrix

4.2.1.

Matrix Structure

4.2.2.

Strategic Positioning

4.2.3.

Implications for Operations

4.2.4.

Process Evolution

4.3.

Process Analysis Techniques

4.3.1.

Process Mapping

4.3.1.1.

4.3.1.2.

Symbols and Conventions

4.3.1.3.

Process Documentation

4.3.2.

Value Stream Mapping

4.3.2.1.

Current State Mapping

4.3.2.2.

Future State Mapping

4.3.2.3.

Value-Added vs. Non-Value-Added Activities

4.3.3.

Process Redesign

4.3.3.1.

Business Process Reengineering

4.3.3.2.

Process Improvement

4.3.3.3.

Automation Opportunities

4.4.

Process Performance Measurement

4.4.1.

Throughput and Cycle Time

4.4.2.

Process Efficiency

4.4.3.

Quality Metrics

4.4.4.

4.4.5.

Bottleneck Analysis

4.4.5.1.

Identifying Bottlenecks

4.4.5.2.

Theory of Constraints

4.4.5.3.

Bottleneck Management

4.4.6.

Capacity Analysis

4.4.6.1.

Design Capacity

4.4.6.2.

Effective Capacity

4.4.6.3.

Capacity Utilization

4.5.

Technology in Process Design

4.5.1.

Automation Technologies

4.5.1.1.

Fixed Automation

4.5.1.2.

Programmable Automation

4.5.1.3.

Flexible Automation

4.5.2.

Computer-Integrated Manufacturing

4.5.2.1.

Computer-Aided Design

4.5.2.2.

Computer-Aided Manufacturing

4.5.2.3.

Computer-Aided Process Planning

4.5.3.

Robotics and AI

4.5.3.1.

Industrial Robots

4.5.3.2.

Artificial Intelligence Applications

4.5.3.3.

Machine Learning in Operations

4.5.4.

Flexible Manufacturing Systems

4.5.4.1.

4.5.4.2.

Benefits and Limitations

4.5.4.3.

Implementation Considerations

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5. Facility Location and Layout