available to an application when required. Similarly‚ user applications need use of input facility to communicate with the application. This is often in the form of a key board‚ or a mouse or even a joy stick (if the application is a game for instance). The output usually provided by a video monitor or a printer as some times the user may wish to generate an output in the form of a printed document. Output may be available in some other forms. For example it may be a video or an audio file
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4.1 Chapter 4 Process design 4.1 Slack‚ Chambers and Johnston‚ Operations Management‚ 6th Edition‚ © Nigel Slack‚ Stuart Chambers‚ and Robert Johnston 2010 4.2 Key operations questions In Chapter 4 – Process design – Slack et al. identify the following key questions: • What is process design? • What objectives should process design have? • How does volume and variety affect process design? • How are processes designed in detail? 4.2 Slack‚ Chambers and Johnston‚ Operations
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different way. These measurements are: Throughput Inventory‚ and Operational expense Throughput is defined as the rate at which the system generates money through sales. Inventory is all the money that the system has invested in purchasing things which intends to sell‚ and operational expense is all the money the system spends in order to turn inventory into throughput. Then it turns out that the goal of an organization is to increase throughput while simultaneously reducing both inventory
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be managed) 4. Identify application requirements depending on what customer intend to use the system for e.g. preparing of invoice‚ package label etc. 5. Identify performance requirements (response time‚ accuracy‚ availability‚ efficiency and throughput) 6. Produce customer specification document DETERMINE REASONS FOR DETERMINING CUSTOMER REQUIREMENTS 1. To avoid misunderstanding down the road 2. To identify business constraints 3. To identify manageability requirements 4. To save time
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identifying and eliminating the constraints that limits the output of the entire system. As a result of the organizational change‚ he aims to see an increase on throughput and decrease on operational expense and inventory. Theory of constraints (TOC) is based on the premise that the rate of goal achievement is limited by at least one constraining process. Only by increasing flow through the constraint can overall throughput be increased where throughput is the rate at which the system generates money through
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different way. These measurements are: Throughput Inventory‚ and Operational expense Throughput is defined as the rate at which the system generates money through sales. Inventory is all the money that the system has invested in purchasing things which intends to sell‚ and operational expense is all the money the system spends in order to turn inventory into throughput. Then it turns out that the goal of an organization is to increase throughput while simultaneously reducing both inventory
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eאוניברסיטת בן-גוריון בנגב Ben-Gurion University of the Negev הפקולטה למדעי ההנדסה המחלקה להנדסת חשמל ומחשבים Faculty of Engineering Science Dept. of Electrical and Computer Engineering ’פרויקט ההנדסי שנה ד Fourth Year Engineering Project דו"ח מכין ( תהליך תכנון מודל בHLS ) בהשוואה לתהליך תכנון מסורתי בHDL High Level Synthesis (HLS) compared to traditional HDL design flow approach Project number: Students (name & ID): Supervisors: s-2013-088 / p-2013-033 Lior Eckstein 036697076
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their suppliers’ suppliers‚ etc? 1. Your suppliers’ costs are your costs Suppliers pass on their costs to their customers Customers MUST pay for their suppliers costs Buyers and sellers collaborate to eliminate unnecessary costs 2. Quality of input materials GIGO: Garbage in‚ garbage out! Raw material quality is a major component of the quality of finished goods A firm’s finished goods is another firm’s raw materials Monitor quality of materials from your suppliers‚ their suppliers‚ etc.
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LGT 2106 Principles of Operations Management Lecture 4 Capacity Management & Aggregate Planning Capacity Management • Capacity is the ability to hold‚ receive‚ store or accommodate. • Commonly viewed as the amount of output a system is capable of achieving over a specified period of time. – In a service setting‚ it can be the number of customers that can be handled from noon to 1pm. – In a manufacturing setting‚ it can be the number of automobiles that can be produced in a single shift. Capacity
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without variability Scenario 1: Demand rate < Capacity‚ and no buffer inventory Throughput rate = Demand rate Scenario 2: Demand rate > Capacity Buffer inventory builds up at rate: Demand rate – Capacity Throughput rate = Capacity rate Scenario 3: Demand rate < Capacity‚ buffer inventory exists Buffer inventory depletes at rate: Capacity – Demand rate Throughput rate = Capacity rate Throughput rate is what actually happened. Investment Analysis( National Cranberry) Capacity investment
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