1. 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.

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

3. Customer Requirements and Technical Requirements

4. Competitive Evaluation

5. Correlation Between Technical Requirements

6. Ch 5(A) : Process Planning

7. 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

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. 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

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

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. Process Architectures: Flow ShopD B
Product 1
Input
Output C B A
Product 2

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. 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

15. 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.

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

17. 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

18. 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

19. Efficiency and Utilization

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

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%