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KERTAS PENERANGAN
(INFORMATION SHEET)
KOD DAN NAMA
EE-021-5:2012
PROGRAM /
ELECTRONIC PRODUCT DESIGN AND
PROGRAM’S CODE &
MANAGEMENT
NAME
TAHAP / LEVEL 5
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TUJUAN/PURPOSE:
This information sheet aims to describe about the planning of operation management.
.
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PENERANGAN/INFORMATION:
Operational planning is the day-by-day and month by month planning for what your
organisation is doing. Operational planning is the process of planning strategic goals
and objectives to tactical goals and objectives. It describes milestones, conditions for
success and explains how, or what portion of, a strategic plan will be put into
operation during a given operational period, in the case of commercial application, a
fiscal year or another given budgetary term. An operational plan is the basis for, and
justification of an annual operating budget request. Operational plan addresses four
questions:-
i. Where are we now?
ii. Where do we want to be?
iii. How do we get there?
iv. How do we measure our progress?
The operations plan is both the first and the last step in preparing an operating
budget request. As the first step, the operations plan provides a plan for resource
allocation; as the last step, the OP may be modified to reflect policy decisions or
financial changes made during the budget development process.
in determining our product quality. Since Premium Halal Meat Sdn. Bhd. is new in
the business and having the prospect of facing established competitors, we believe
that we’re strong enough to survive and succeed in this business. Operation
Objective
Site selection for easy access by road and train for transport need.
Terrain of goods mechanical resistance and without problems of surface
water.
The refrigeration and control equipment need to simplified and reduced,
affecting investment and running by minimum the number of chiller chamber.
To achieve operation of cold rooms
2. OPERATIONS SYSTEM
An operation was defined in terms of the mission it serves for the organisation,
technology it employs and the human and managerial processes it involves.
Operations in an organisation can be categorised into Manufacturing Operations and
Service Operations. Manufacturing Operations is a conversion process that includes
manufacturing yields a tangible output: a product, whereas, a conversion process
that includes service yields an intangible output: a deed, a performance, an effort.
Operations system converts inputs in order to provide outputs, which are required by
a customer. It converts physical resources into outputs, the function of which is to
satisfy customer wants. The basic elements of an operation system show in Figure 1
with reference to departmental stores. A departmental store's has an input like land
upon which the building is located, labour as a stock clerk, capital in the form of
building, equipment and merchandise, management skills in the form of the stores
manager. Output will be serviced customer with desired merchandise. Random
fluctuations will be from external or internal sources, monitored through a feedback
system.
1. Behaviour: Operations managers are concerned with the activities, which affect
human behaviour through models. They want to know the behaviour of
subordinates, which affects managerial activities. Their main interest lies in the
decision-making behaviour.
3. OPERATIONS MANAGEMENT
The operations managers have the prime responsibility for processing inputs into
outputs. They must bring together under production plan that effectively uses the
materials, capacity and knowledge available in the production facility. Given a
demand on the system work must be scheduled and controlled to produce goods
and/or services required. Control must be exercised over such parameters such as
costs, quality and inventory levels. The definition of the operations Management
contains following keywords: Resources, Systems, transformation and Value addition
Activities.
3.1 RESOURCES
Resources are the human, material and capital inputs to the production process.
Human resources are the key assets of an organisation. As the technology
advances, a large proportion of human input is in planning and controlling activities.
By using the intellectual capabilities of people, managers can multiply the value of
their employees into by many times. Material resources are the physical facilities and
materials such as plant equipment, inventories and supplies. These are the major
assets of an organisation. Capital in the form of stock, bonds, and/or taxes and
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contributions is a vital asset. Capital is a store of value, which is used to regulate the
flow of the other resources.
3.2 SYSTEMS
Systems are the arrangement of components designed to achieve objectives
according to the plan. The business systems are subsystem of large social systems.
In turn, it contains subsystem such as personnel, engineering, finance and
operations, which will function for the good of the organisation. A systems approach
to operations management recognises the hierarchical management responsibilities.
If subsystems goals are pursued independently, it will results in sub-optimization. A
consistent and integrative approach will lead to optimization of overall system goals.
The system approach to specific problems requires that the problem first be
identified and isolated from the maze of the less relevant data that constitute the
environment. The problem abstracted from the overall (macro) environment. Then it
can be broken into manageable (micro) parts and analysed and solutions proposed.
Doing this analysis is advantageous before making any changes. If the solution
appears to solve the problem in a satisfactory way, changes can be made to the real
system in an orderly and predictable way. The ability of any system to achieve its
objective depends on its design and its control. System design is a predetermined
arrangement of components. It establishes the relationships that must exist between
inputs, transformation activities and outputs in order to achieve the system
objectives. With the most structured design, there will be less planning and decision-
making in the operations of the system. System control consists of all actions
necessary to ensure that activities conform to preconceived plans or goals.
Primary goals of the organisations are related market opportunities. Economy and
efficiency of conversion operations are the secondary goals, which will be
predominant with the study and practice of operations management.
OPERATIONS OBJECTIVES
The overall objective of the operations subsystem is to provide conversion
capabilities for meeting the organization’s goals and strategy. The sub-goals of the
operations subsystem must specify the following:
1. Product/service characteristics.
2. Process characteristics.
3. Product/service quality.
4. Efficiency
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The priorities among these operations’ sub-goals and their relative emphases should
be direct reflections of the organization’s mission. Relating these six operations sub-
goals to the broader strategic choices above, it is clear that quality, efficiency, and
dependability (customer service) are reflected in the sub-goals. Flexibility
encompasses adaptability but also relates to product/service and process
characteristics: Once choices about product and process are made, boundaries
formeeting the other operations objectives are set.
5. STRATEGIC PLANNING
Strategic planning is the process of thinking through the current mission of the
organization and the current environmental conditions facing it, then setting forth a
guide for tomorrow’s decisions and results. Strategic planning is built on fundamental
concepts: that current decisions are based on future conditions and results.
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6. SCHEDULING
Scheduling is the allocation of starts and finish time to each particular order.
Therefore scheduling can bring productivity in shop floor by providing a calendar
for processing a set of jobs. The single machine-scheduling problem consists
of n jobs with the same single operation on each of the jobs, while the flow shop-
scheduling problem consists of n jobs with m operations on each of the jobs. In
this problem, all the jobs will have the same process sequences. The job
shopscheduling problem contains n jobs with m operations on each of the jobs;
but, in this case, the process sequences of the jobs will be different from each
other.
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vi. Lateness (Lj): It is the amount of time by which the completion time of job j
differs from the due date (Lj = Cj – d). Lateness is a measure which gives an
idea about conformity of the jobs in a schedule to a given set of due dates of
the jobs. Lateness can be either positive lateness or negative lateness.
Positive lateness of a job means that the job is completed after its due date.
Negative lateness of a job means that the job is completed before its due
date. The positive lateness is a measure of poor service. The negative
lateness is a measure of better service. In many situations, distinct penalties
and other costs are associated with positive lateness, but generally, no
benefits are associated with negative lateness. Therefore, it is often desirable
to optimize only positive lateness.
vii. Tardiness (Tj ): Tardiness is the lateness of job j if it fails to meet its due date,
or zero, otherwise
Tj = max {O, Cj – dj}
= Max {O, Lj }.
SOALAN
JAWAB SOALAN DI BAWAH
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3. Define the term operations management. Briefly explain the strategic role of
operations.
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REFERENCES