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Production planning for underground mining operation under uncertainty
Published in Heping Xie, Yuehan Wang, Yaodong Jiang, Computer Applications in the Mineral Industries, 2020
Qlnghua Chen, Jiro Yamatomi, Gento Mogi, Tsuyoshi Adachi
Production planning for mining operation is an essential and complex problem to which all mining companies have to confront. Better production plans provide a competitive advantage through gains in productivity and related efficiencies in operations management. Since the 1960s increased attentions have been paid to effective production planning and scheduling as a means of improving the economic viability of existing mines. A wide variety of operation researches and computer models have become accepted tools to tackle technological and economic problems in mining industry, concerning with mathematical programming methods. Furthermore, any production planning system for mining operation is highly dependent on the estimation accuracy of ore grade. Many attempts have been employed to use geostatistics to estimate ore grade by minimizing the estimation error. So far there are, however, few articles considering how to accommodate this estimation error into production planning models for mining operation even though it accordingly arises uncertainty in the parameters of production planning models. In addition, the uncertainty of future product demands which should be considered is also seldom involved in those models. Therefore, it should be noted that most of current models used for production planning for mining operation are deterministic in nature, and one key limitation of those approaches is the inability to deal quantitatively with uncertainty regarding estimated ore grades, future product demands and others.
Measure Benefits of Quality Assurance Process Improvement
Published in Boyd L. Summers, Effective Processes for Quality Assurance, 2019
Needs for Quality Assurance measurements for operations and project performance objectives are dictated by operations management policies. Operations management, by definition, focuses on the most effective and efficient ways for creating and delivering effective products that satisfy customer needs and expectations. As such, it ties with effective processes for Quality Assurance and the five performance objectives that give quality acts as one of the five operations/project performance objectives provided by operations management policies as Quality Assurance measurement conforms to accurate specifications.Measuring delays between customer requests and product service.Dependability on measuring how consistently a product or service can be delivered to meet customer expectations.Measuring how quickly companies, institutions, military programs, and businesses can adapt to a variety of changes.Cost and measuring the products are required to plan, deliver, and improve the delivery to customers.
The Definitive Guide to Emergency Department Operational Improvement
Published in Jody Crane, Chuck Noon, The Definitive Guide to Emergency Department Operational Improvement, 2019
What is Lean? Lean is an operations management approach that was named after an intense study of why Toyota has been so successful for the last half century (Womack and Jones 2003). What emerged was an entirely different model for the automotive business characterized by a value creation system that is customer-centric, delivers high quality, is resource light, and is facilitated by an organizational culture that focuses on continually improving people and processes.
Improving patients’ satisfaction in a mobile hospital using Lean Six Sigma – a design-thinking intervention
Published in Production Planning & Control, 2020
Vijaya Sunder M, Sanjay Mahalingam, Sai Nikhil Krishna M
Lean Six Sigma (LSS) is a structured continuous improvement method characterized by its customer-driven approach, based on careful analysis of quantitative data (Bisgaard and Freiesleben 2004). It is a combination of Lean and Six Sigma, which have been very successful in both manufacturing and services sectors. ‘Six Sigma’ was originally developed by Motorola Inc., and later adopted by several reputed firms such as General electric, Honeywell, and so on (Breyfogle and Forrest 1999; Harry 1998). Six Sigma not only helps to keep up the quality standards of delivery, which is of utmost importance in the healthcare market, but also helps in producing bottom-line impact in organizations (de Koning, Does, and Bisgaard 2008). ‘Lean’ is an operations management concept pioneered by Toyota for maximizing value creation while minimizing waste through continuous improvement and bottom-up employee participation in product and service contexts (Womack and Jones 2005). According to Hines, Holweg, and Rich (2004), the value proposition for customers increases as wasteful activities and associated costs decrease. This results in shorter delivery cycles or smaller delivery batches without additional cost.
How does Industry 4.0 contribute to operations management?
Published in Journal of Industrial and Production Engineering, 2018
Diego Castro Fettermann, Caroline Gobbo Sá Cavalcante, Tatiana Domingues de Almeida, Guilherme Luz Tortorella
The benefits that are anticipated to come along with Industry 4.0 seem to be manifold [6]. The implementation of automation improves product quality, while making manufacturing processes more efficient [17,34]. Such trend is especially true when taking into account the transformation that many industries are undergoing as a result of Industry 4.0 [17]. According to a survey by the American Society for Quality (ASQ) undertaken in 2014, 82% of organizations that claim to have implemented smart manufacturing stated that they have experienced increased efficiency, 49% experienced fewer product defects, and 45% achieved increased customer satisfaction [4]. Therefore, the possibilities of different arrangement alternatives of Industry 4.0 technologies can result in several other benefits in the management of the operations, such as: lower product processing time [30], manufacturing cost reduction [5,30], improvement of coordination of value chains [20], increased process flexibility [2], better customer service [5], higher product customization [2,19,20,84–86], among others. These benefits can offer outputs for many areas within operations management, especially in technology management, because many of these benefits are focused in the automation of processes. Further, processes that become automated can potentially improve all activities carried out in a company thus resulting in enhancement in all areas of operations management.