Introduction to Chapter II

Technical Study (ECE Case Study

Introduction to Chapter II
What is a case study?

A detailed account of a company, industry, person or project over a given amount of time. The content within a case study may include information about company objectives, strategies, challenges, results, recommendations and more. Case study provides a systematic way of looking at events, collecting data, analyzing information and reporting the results.

Introduction to Chapter II
Three essential parts of case study

1. Problem. What is it? What did it affect, departmental or organizational? What did it cost the organization? Why was it such a pain? Is there really an urgent need to eliminate this problem?
2. Search for Solution/s. What are the various alternatives to solve the problem? Why some alternatives failed to solve the problem? What are the pros and cons of various solutions? How did the organization decide on the specific solution?

Introduction to Chapter II

3. Implementation of the solution. By doing beforeand-after assessment, how did the solution solve the problem?

Introduction to Chapter II
When writing a case study about a company, the researcher should focus on the companys different aspects such as, but not limited to: 1. Companys history, growth and development 2. Companys internal strengths and weaknesses

Once the historical profile is completed, the researcher can write about the SWOT situation.

Introduction to Chapter II
State each of the value creation functions of the company and identify the functions in which the company is currently strong and currently weak. Some companies might be strong in research and development; some might be weak in production or manufacturing aspects and strong in quality or test sides, etc.

3. Opportunities and threats. State the possible moves and their advantages and disadvantages.

Introduction to Chapter II
4. Companys corporate-level strategy. Define the companys mission, vision and goals. 5. Companys overall strategy. Has it changed over time? How and why? It is a good idea to state the companys services or products to assess its situation and identify which divisions contribute the most to or detract from its competitive advantage.

Introduction to Chapter II SWOT Analysis

S Strengths W Weaknesses
O Opportunities T Threats

Introduction to Chapter II Why conduct a SWOT?

to assist in strategic planning
to help map resources and capabilities to competitive environment to provide greater transparency around collective objects

Introduction to Chapter II

Introduction to Chapter II

Introduction to Chapter II STRENGTHS

Advantages of proposition? Capabilities? Competitive advantages? Unique selling points? Resources, assets, people? Experience, knowledge, data? Financial reserves, likely returns? Marketing reach, distribution, awareness?

Innovative aspects? Location and geographical? Price, value, quality? Accreditations, qualifications, certifications? Processes, systems, IT, communications? Cultural, attitudinal, behavioral? Management cover, succession?

Introduction to Chapter II WEAKNESSES

Disadvantages of proposition? Gaps in capabilities? Lack of competitive strength? Reputation, presence and reach? Financials? Timescales, deadlines and pressures? Cash flow, start-up cash drain?

Continuity, supply chain robustness? Reliability of data, plan predictability? Morale, commitment, leadership? Accreditations, etc? Processes and systems, etc.? Management cover, successions?

Introduction to Chapter II OPPORTUNITIES

Market developments? Competitors vulnerabilities? Industry or lifestyle trends? Technology development and innovation? Global influences? New markets, vertical, horizontal? Geographical, export, import? Tactics surprise, major contracts, etc.?

Business and product developments? Information and research? Partnerships, agencies, distribution? Volumes, production, economies? Seasonal, weather, fashion influences?

Introduction to Chapter II THREATS

Political effects? Government effects? Environmental effects? IT developments? Competitor intentions? Market demands? New technologies, services, ideas? Vital contracts and partners? Sustaining internal capabilities?

Obstacle faced? Loss of key staff? Sustainable financial backing? Economy home, abroad? Seasonality, weather effects?

Introduction to Chapter II SWOT Analysis

At the end of a SWOT analysis, the companys plans to move forward should be centered around the opportunities quadrant

Opportunities translate into opportunities to increase revenue as well as to reduce costs; this, in turn, is transformed into higher profits To achieve success in the opportunities quadrant, the company should look at capitalizing on its strengths

Introduction to Chapter II SWOT Analysis

By using their strengths, companies should also be able to strategize against the threats that are inherited in the market

Threats are extinguishable but steps to mitigate them can be taken to protect the operations of the company Do not ignore weaknesses while capitalizing on strengths. Weaknesses represent ambiguity within the organization.

CHAPTER II

COVERAGE

Description of the Present System/Setup

Focus of the study Manufacturing process / Operational procedure Schematic flow diagram Plant/company layout Equipment layout

CHAPTER II

COVERAGE

Presentation of Alternative Solutions

Technical design Schematic design Designs calculation Summary of specifications Cost-benefit analysis Implementation maintenance Schedule of action plan ( Gantt Chart )

CHAPTER II

Company system/setup
Methodical procedures or processes used as delivery mechanisms for providing goods or services to customers in a welldefined market.

CHAPTER II Components of a system

Purpose Inputs, inputs-in-process and outputs Process/es performed Facilities and equipment required People necessary to operate it Information and instructions necessary for its operation Environment within the system

CHAPTER II Focus of the Study

The specific area singled-out from the system under consideration. This subsystem, once improved, may

reduce operating cost, increase system efficiency, increase production volumes, eliminate losses or prevent the occurrence of the possible failure in the future.

CHAPTER II Manufacturing process/operational procedure

A collection of technologies and methods used to define how products are to be manufactured or how the services are to be rendered.

This refers to the science and technology of manufacturing products effectively, efficiently, economically and environment-friendly through:
1. Application of any existing manufacturing process and system

CHAPTER II Manufacturing process/operational procedure

2. Proper selection of input materials, tools, machines and environments 3. Improvements of the existing materials and processes 4. Development of new materials, systems, processes and techniques

CHAPTER II Manufacturing processes

The sequence of operations, moves and inspections by which raw material inputs are converted to a finished product ready for a customer. Operational procedures Established or prescribed methods to be followed routinely for the performance of designated operations or in designated situations

CHAPTER II Manufacturing process/operational procedure

INPUT
(Raw Materials, signals, etc.) PROCESS

OUTPUT
(Products, desired signals, etc.)

CHAPTER II Schematic flow diagram

A useful means of detailing the manufacturing process or operational procedure It depicts the sequence of activities that result to a physical or chemical change in the product or component It shows any comparison or verification of characteristics against a quantity or quality standards.

CHAPTER II

Schematic flow diagram example

VLSI Design Process (Process flow diagram)

CHAPTER II
Design Process Flow

Functional Design

Physical Design

System Specification

Logic Design

Fabrication

Architectural Design

Circuit Design

Packaging

CHAPTER II

Schematic flow diagram example (Process flow diagram)

CHAPTER II Plant layout

The disposition of various facilities (equipment, material, manpower, etc.) within the areas of site selected.
All facilities like equipment, tools, fixtures, raw material, machineries, workers, etc. are given a proper place

CHAPTER II Objectives of a good plant layout

Ergo/economy in handling materials, work-inprocess and finished goods Minimization of product delays Lesser work-in-progress
Minimum manufacturing cycle time Efficient utilization of available space Easy supervision Better production control

CHAPTER II Objectives of a good plant layout

Greater flexibility for changes in product design and for future expansion Better working conditions by eliminating causes of excessive noise, interference, etc.

CHAPTER II Sample plant layout

UPPER PART OF FOUNTAIN AREA UPPER PART OF CAN LINE UPPER PART OF FILLER AREA
M

SILA AREA

AIR HANDLING AREA (AHU)

60 HP

60 HP

DP- AIR HANDLING MOTOR

60AT 3 220 V

50AT 3 440 V

C O R R I D O R

60AT 3 220 V

50AT 3 440 V

CONTISOLV

MDP SYRUP FILTER 20

RECAPPING

MCC-SUGAR OVERHEAD CRANE CIP CONTINEW POWER PANEL

30 HP
LINE 1 LINE 2

FILTER 21 CANTINEW 2 FOUNTAIN

PUMP 5.5 KW

DP-AHU
1 HUSKY 30 HP 2 PUMP 30 HP

UPS PANEL

MDP -HUSKY PUMP

FAN B

COMPRESSOR ROOM

WORK SHOP UPPER PART OF SUGAR BODEGA UPPER PART DISSOLVING UPPER PART OF FINAL SYRUP & SAMPLE SYRUP
LP-D PP-B
33KW 33KW 33KW 100HP

250 KW
ATLAS CAPCO AIR COMP.

DISCONNECTED (DISCONNECTED) DP-TURBO AIR COMP.

TURBO AIR COMP.

DP-H2O TREATING CONTROL PANEL

T

DP- LIGHTING X/FORMER 750 KVA, 3, 440/220V MDP-LTG

UPPER PART OF WTP

ELECTRICAL ROOM

MDP- 96 FAC

MDP- NEW CANNING

30 HP

30 HP

30 HP MDP- BLOW MOLD PH1

UPPER PARTOIN OF C.I.P. ROOM AIR HANDLING AREA (AHU)

CANOPY CANOPY CANOPY

OPEN

LSVG NARPET NO.1 NEW PH2 MDP- 97A FAC

CANOPY

PP-E/ MDP DP-PP-E CONTROL PANEL E-PAN PP-E/ MDP

CHAPTER II Sample plant layout

CHAPTER II Equipment layout

where pieces of equipment such as displays and controls are laid out in relation to everything else around them, including the person using them. Good equipment layout helps to ensure that: Equipment can be clearly identified Equipment are easy and efficient to use Errors are avoided, especially under strict/emergency conditions

CHAPTER II Sample equipment layout

CHAPTER II Sample equipment layout

CHAPTER II Sample equipment layout

CHAPTER II Presentation of alternative solutions

Most of the time, problem exists when what is actually happening is different from what should be happening.
It occurs when a system does not meet the wants, expectations, targets or standards to assure the attainment of some desired goals.

CHAPTER II Presentation of alternative solutions

Correcting the problem requires that the true cause of the deviation must first be determined and afterwards, solution/s must be developed.

Follow the following guidelines for the presentation of the alternative solutions.

CHAPTER II ALTERNATIVE SOLUTION No. 1 (Alternative Title) Technical Design discuss in detail how the
proposed alternative solution will solve the current company problem and must contain the following: Proposed Procedures Block and Schematic Designs Design Calculations Summary of Specifications

CHAPTER II Proposed Procedure

Present step-by-step procedures of how this alternative will be operated or implemented.

this may include startup to shutdown procedures

CHAPTER II Block and Schematic Designs

If these words will be chosen, RECOMMENDED and IMPLEMENTED, these will create changes in the system.

This alternative may require the installation of a new equipment or the addition of a new process in the operational procedures
This will make a difference from the equipment layout or from manufacturing process/operational procedure previously presented.

CHAPTER II Design Calculations

This may vary depending on the problem being solved In the case of a new equipment to be designed, this would require calculations of its operation and capacity In the case of an introduction to a new process, this would require calculations of its cost of operations (e.g. introduction to implementation)

CHAPTER II Design Calculations

In the case of an introduction of a new technology to be completely introduced to the system, this would require complete calculations needed to implement the new technology For example, Introduction of LTE or WiMAX to the conventional mobile telephony FOC replacing microwave systems

CHAPTER II Summary of Specifications

These are the requirements that a system must meet Based on the design calculations, present in tabular form the equipment to be purchased or installed or the new process that will be introduced should alternative solution number 1 will be chosen It is a must that all accessories and auxiliaries will be included

CHAPTER II Cost-Benefit Analysis

An adequate and thorough technical analysis considers all the equipment, accessories and auxiliaries and their corresponding accurate cost estimates. comparison of disadvantages and advantages: a method of project evaluation that compares the potential benefits with the anticipated costs
This would include analysis on its investment cost and overhead cost.

CHAPTER II Investment Cost

In finance, the purchase of a financial product or other item of value with an expectation of favorable future returns. In general terms, investment means the use of money in the hope of making more money.

In business, the purchase by a producer of a physical goods, such as durable equipment or inventory, in the hope of improving future business.

CHAPTER II Overhead Cost

- can be divided into three general categories: Company overhead expenses constitute some of the most frequently discussed and illustrative kinds of overhead such as equipment maintenance and repairs as well as utilities Selling overhead refers to the costs related to product or service distribution and marketing. Hence, this type of overhead includes packaging and shipping, public relations and sales staff expenses

CHAPTER II Overhead Cost

Administrative overhead expenses encompass expenses associated with general business operations such as office supply costs, management expenses and labor costs from administrators and office workers who do not work directly for marketing and production departments

CHAPTER II

Benefit
an advantage or profit gained from something

CHAPTER II Implementation Maintenance

Design a project management system to implement the recommended alternative Provide not only for any necessary testing, installation and start up of the system but also for monitoring, modifying and auditing it throughout its life.

CHAPTER II Implementation Maintenance

Design a project management system to implement the recommended alternative Provide not only for any necessary testing, installation and start up of the system but also for monitoring, modifying and auditing it throughout its life.

CHAPTER II Schedule of Action Plan using Gantt Chart

scheduling chart: a chart in which horizontal lines show the actual and projected amounts of time involved in completing a particular task or reaching specific levels of production
Early 20th century. After the U.S. engineer H. L. Gantt (1861-1919)

CHAPTER II Schedule of Action Plan using Gantt Chart

A Gantt chart is a type of bar chart that illustrates a project schedule. It illustrates the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project.

CHAPTER II Gantt Chart

CHAPTER II Gantt Chart

CHAPTER II Gantt Chart

QUESTIONS???