Related topics

Products and service Design MERON NA

The original fragile and heavy glass containers presented challenges for transportation, and glass
jars were largely replaced in commercial canneries with cylindrical tin or wrought-iron canisters
(later shortened to "cans") following the work of Peter Durand (1810). Cans are cheaper and
quicker to make, and much less fragile than glass jars. Glass jars have remained popular for some
high-value products and in home canning. Can openers were not invented for another thirty years
— at first, soldiers had to cut the cans open with bayonets or smash them open with rocks.
Today, tin-coated steel is the material most commonly used. Laminate vacuum pouches are also
used for canning, such as used in MREs and Capri Sun drinks.

To prevent the food from being spoiled before and during containment, a number of methods are
used: pasteurisation, boiling (and other applications of high temperature over a period of time),
refrigeration, freezing, drying, vacuum treatment, antimicrobial agents that are natural to the
recipe of the foods being preserved, a sufficient dose of ionizing radiation, submersion in a
strong saline solution, acid, base, osmotically extreme (for example very sugary) or other
microbially-challenging environments.

Other than sterilization, no method is perfectly dependable as a preservative. For example, the
microorganism Clostridium botulinum (which causes botulism) can only be eliminated at
temperatures above the boiling point of water.

From a public safety point of view, foods with low acidity (a pH more than 4.6) need
sterilization under high temperature (116-130 °C). To achieve temperatures above the boiling
point requires the use of a pressure canner. Foods that must be pressure canned include most
vegetables, meat, seafood, poultry, and dairy products. The only foods that may be safely canned
in an ordinary boiling water bath are highly acidic ones with a pH below 4.6,[8] such as fruits,
pickled vegetables, or other foods to which acidic additives have been added.

Process and Capacity Design

Quality Management
  Quality Management recognizes a number of management principles that can be used
as a framework to guide organization toward improved performance. The principles
include customer focus , leadership, involvement of people, process approach, system
approach to management, continual improvement, factual approach to decision making
and mutually beneficial supplier relationships. Quality Management provides a suitable
guidance to build upon quality assurance standards to achieve business benefits for all
stakeholder groups and focuses on continual performance improvement to sustain
customer satisfaction. The core concepts are continuous process improvement ( driven
by senior management , focused on critical process are with explicit improvement
goals), customer focus ( recognizing both internal and external customers and their
needs and providing value to the user of the product), defect prevention and non-
compliance ( seeking to prevent non-conformance issues arising with products and
services early in the development cycle and being proactively engaged in prevention),
and universal responsibility( recognizing that quality is not only the responsibility of
quality assurance teams or reviewers, but should be totally pervasive in all aspects of
the business, with everyone seeking ways to improve the quality of their own product
and services). “EDWIN J. LOMA (2009). Operations Management Models”

Inventory Management MERON NA

Human Resources and Job Design MERON NA

Layout Strategies

 Facility layout and design is an important component of an organization’s overall

operations, both in terms of maximizing the effectiveness of production processes and
meeting employee needs and/or desires. Facility layout is defined as the physical
arrangement of everything needed for the product or service, including machines,
personnel, raw materials, and finished goods (Weiss and Gershon). The criteria for a
good layout necessarily relate to people (personnel and customers), materials (raw,
finished, and in process), machines, and their interactions. Business owners need to
consider many operational factors when building or renovating a facility for maximum
layout effectiveness. These criteria include ease of future receiving, ease of
communication and support, impact on employee morale and job satisfaction,
promotional value, and safety. Facility layout must be considered very carefully because
 we do not want to constantly redesign the facility (Weiss and Gershon). Some of the
goals in designing the facility are to ensure a minimum amount of materials handling, to
avoid bottlenecks, to minimize machine interference, to ensure high employee morale
and safety, and to ensure flexibility. Essentially, there are two distinct types of layout.
Product layout is synonymous with assembly line and is oriented toward the products
that are being made. Process layout is oriented around the processes that are used to
make the products. Generally, product layout is applicable for high-volume repetitive
operations, while process layout is applicable for low-volume custom-made goods.

Location strategies

 Being in the right location is a key ingredient in an organization’s success. If company

selects the wrong location, it may have adequate access to customers, workers,
transportation, materials, and so on. Consequently, location often plays a significant
role in a company’s profit and overall success. A location strategy is a plan for obtaining
the optimal location of a company by identifying company needs and objectives, and
searching for locations with offerings that are compatible with these needs and
objectives. Generally, this means that the firm will attempt to maximize opportunity
while minimizing costs and risks. Hence, if a company strives to become a global leader
in telecommunications equipment, for example, it must consider establishing plants and
warehouses in regions that are consistent with its strategy and that are optimally
located to serve its global customers. A company’s executives and managers often
develop location strategies, but they may select consultants (or economic development
groups) to undertake the task of developing a location strategy, or at least to assist in
the process, especially if they have little experience in selecting locations. Formulating a
location strategy typically involves several factors that include facilities, feasibility,
logistics, labor, community and site, trade zones, political risk, governmental regulation,
environmental regulation, and incentives. Depending on the type of business,
companies may also have to examine other aspects of prospective locations and
communities. Based on these considerations, companies are able to choose a site that
will best serve their needs and help them achieve their goals.


Supply Chain Management

Scheduling

Maintenance