Production Management

Production Management

Every manager would carry out the basic functions of the management process . Process management ( management process) consists of planning , organizing , setting employees , directing , and controlling . Productions managers implement the management processes in decision making in production management functions .

The scope of production management based on the relationship of three aspects , namely : 1 . Structural aspects , such as the input will be transformed according to the criteria desired products , machinery , equipment , formulas and models . 2 . Functional aspects , namely the relation between the input component , with interactions ranging from planning , implementation , control , and improvements to obtain optimum performance , so that operations can be run in a sustainable manner . 3 . Environmental aspects , is a trend that occurs outside the system , such as the public , government , technology , economic , political , social, cultural , demonstrate adaptability .
3 Based on the above aspects , the scope of production management is defined to be the ten most important decisions in the management of production is as follows :
1 . Design products and services 2 . managing quality 3 . strategy process 4 . strategy location 5 . Layout strategies 6 . Human resources 7 . Supply chain management 8 . inventory management 9 . scheduling 10 . maintenance

Now we know the life cycle of a product , the manufacturer will know when it is appropriate to begin production , namely :
1 . First In Last Out Manufacturers produce goods that did not previously exist and remain on the market until the stage of deterioration , eg Perumka , Pawn , and taps .
2 . First In First Out Manufacturers began producing the goods at the time of introduction and stopped at the time of maturity , this is done in anticipation of diminishing returns . Suppose watch brand Casio products are always released the latest fashions .
3 . Last in Last Out Manufacturers produce at the stage of growth , and exit the market at this stage of deterioration . The resulting product typically has a cycle length bidup done as efficiently as possible so that production , large volume , and high technology at the lowest price possible . The goal is to save the cost of introduction .
The traditional approach to product development is described in departments working under the management of the organization. The departments are as follows : 1. Department of research and development ( R & D ) , assigned to conduct research related to the products to be produced 2. Engineering department , tasked to design a product 3. Manufacturing engineering department , tasked to design a product that can be produced 4. Production department , in charge of producing the products that have passed the test in the previous department .
The advantage of this approach is that the duties and responsibilities that remain from each department . The disadvantage is the lack of thought in the presence of the future in terms of how the departments under it in the process of dealing with concepts , ideas , and designs are presented , and finally the opinions of the customers of the products produced .
The second approach is to assign a production manager to win the product through product development system and related organizations . While the third product development approach is to use a team , which is known as a product development team , the design team for the ability is produced, and the value engineering team .
1 . Team Product Development ( Product Development Teams) Product development team is responsible for changing market demand into a product that can achieve the success of the product . The team consists of representatives from marketing , production , purchasing , quality assurance , and field service employees .
Also can put the providers of goods and services . Product development team tasks is to create a successful product or service , which can be marketed ( marketability ) , can be produced ( manufacturability ) , and the ability to perform the service ( serviceability ) .
2 . Comprehensive Engineering ( Concurrent Engineering ) In a thorough engineering , the company uses a team representing all areas of influence , otherwise known as cross-functional teams . Concurrent engineering showed faster product development through the simultaneous performance of diverse aspects of product development . The use of teams participating in the design and engineering activities .
The ability to produce and value engineering ( manufacturability and value engineering ) noticed improvement in the design and specification stages of product development from research , development , design , and production .
In addition to real cost reduction is directly visible , so that goods can be produced design and value engineering also produces other benefits , such as: • Reduce the complexity of the product • Additional components Standardisaasi • Improvement of the functional aspects of the product • Improving job design and job security • Design formidable .
The ability to produce and value engineering is the best alternative in order to avoid the cost of production in production management . This can result in an increase in value by focusing to achieve the required functional specifications to meet customer needs in a way that is optimum .
Quality measures can be seen from the two types of products , namely whether in the form of goods or services . On the product in the form of goods , quality can be gauged from the following:
1 . Design , based on market research , which is influenced by the quality of the input factors , the technology used , and the quality of labor and managers . 2 . Performance , namely the reliability of the product measured usage time before the product is damaged , and maintenance of the product is by way of repair , or replace the defective product . 3 . Conformance , according to specifications set includes the technical life of the product , Impacts of the product , and the accuracy of the product
On the product in the form of services , the quality can be gauged from the following:
1. Tangibles : appearance of physical facilities, equipment , human resources and communication tools 2. Reliability: the ability to provide services as promised 3. Responsiveness : the ability and willingness to help customers and provide services in accordance with 4. Assurance : ethics , knowledge , attitudes in the face of consumers . 5. Empathy : precision work , care , ability to pay attention to the consumer ,
Factors Affecting the Quality
Factors that affect the quality of the product are as follows : 1.Markets , customers or consumers as users of the product 2.The purpose of the organization , the output volume high / low , the price of the product , exclusive or expensive product 3.Product testing . 4.Product design 5.The production process 6.Quality input 7. Equipment maintenance 8.Quality standards in the organization ( Key Performance Indicator ) 9.Customer feedback