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Assignment 2 Opm

This document discusses five questions related to operations management topics. It defines the seven tools of total quality management and bottleneck. It also discusses the theory of constraints, techniques to deal with bottlenecks, and process strategy.

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Faqirullah Samim
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11 views

Assignment 2 Opm

This document discusses five questions related to operations management topics. It defines the seven tools of total quality management and bottleneck. It also discusses the theory of constraints, techniques to deal with bottlenecks, and process strategy.

Uploaded by

Faqirullah Samim
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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ASSIGNMENT-2

Course: Operation Management (CA-SCOMT)

Course Instructor: GHAYDA YOUSIF

Submitted by: Nadim Shams


Student ID: 668323192

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https://www.coursehero.com/file/160833612/Assignment-2-Opmdocx/
Q:- 1. Seven Tools of TQM:
The seven Tools of TQM are as follows,

1. Check sheets

2. Scatter diagrams

3. Cause-and-effect diagrams

4. Pareto charts

5. Flowcharts

6. Histogram

7. Statistical process control chart

These Tools are used for Generating Ideas, Organizing the Data, and Identifying Problems.

Q:- 2. Bottleneck
It is commonly thought that doubling the capacity of a bottleneck will double the system
capacity. This depends on how many parallel bottlenecks there are and their relative capacity.
Unless the bottleneck has caused a reduction of material in the system by half, then doubling
the capacity at the bottleneck will not necessarily mean that the system capacity has been
doubled.
 Capacity analysis determines the throughput capacity of workstations in a system
 A bottleneck is a limiting factor or constraint
 A bottleneck has the lowest effective capacity in a system
Q-3 Theory of constraints:
The theory of constraints refers to the methodology of finding out the most critical limiting
factor (constraint) that restricts or is the bottleneck in the achievement of goals or targets. In
simple language, the theory of constraints is a model that describes the relationships between
different factors that influence business decisions. This theory focuses on the systematic
improvement of that constraint to a level that it has become no more a limiting factor. The
theory of constraints is important for the improvement of process flows.

This study source was downloaded by 100000866894357 from CourseHero.com on 07-01-2023 16:16:08 GMT -05:00

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Q-4 techniques available to operations managers to deal with a bottleneck
operation
various techniques can be used by the operation managers to deal with a bottleneck in
operation. Techniques are listed below,

1. staffing and scheduling.


2. assigning resources to increase throughput timeliness and capacity.
3. implementing new technology to increase product throughput.
4. Using alternative routing.
5. Sub-contracting.
6. No increase in the capacity of a non-bottleneck station.
7. Increasing the capacity of a bottleneck increases the capacity of the whole system.
Process cycle time is the time for a product to go through the production process. unless the
bottleneck operation is made faster, process cycle time remains the same.
Q-5 Process Strategy:
A process strategy is an approach taken by an organization that inputs resources and transforms
them into goods and services.

Processes can either be functional or functional services. Functional activities are those that are
performed internally by an organization to achieve its goals according to its five main functions:

 Deliver value.
 Service needs.
 Cost-effectiveness.
 Quality control and
 Responsiveness.

This study source was downloaded by 100000866894357 from CourseHero.com on 07-01-2023 16:16:08 GMT -05:00

https://www.coursehero.com/file/160833612/Assignment-2-Opmdocx/
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