6.5 Determine the number of hours required for 1000 cycles of the task shown as
ID: 367691 • Letter: 6
Question
6.5 Determine the number of hours required for 1000 cycles of the task shown as follows using the MTM-1 time system without regard to learning or allowances. Left Hand R16A G1A M20C PSS1 easy RL1 Right Hand R10C G4B M6A PS3 easy 6.7 A task is composed of the following elements. Estimate the time required to accomplish this task. (Express your answer in TMUs, seconds, and minutes). 1. Reach for fastener 10in. away (considered case D) 2. Grasp (pick up) the fastener (considered case 1B) 3. Move the object 20 in. (considered case C) 4 (weight islss han 1lb) 6.Repeat step 5 ten times 7. Release the fastener (iconsidered case 1)Explanation / Answer
Production/operations management is the process, which combines and transforms various resources used in the production/operations subsystem of the organization into value added product/services in a controlled manner and as per the policies of the organization. Therefore, it is that part of an organization, which is concerned with the transformation of a range of inputs into the required (products/services) having the requisite quality level.
The set of interrelated management activities, which are involved in manufacturing certain
products, is called as production management. If the same concept is extended to services
management, then the corresponding set of management activities is called as operations
management.
Importance of Operation Management:
Operation management is very important in terms of transformation of inputs and resources in quality product/service for example in a mixed industry such as restaurant, you will see that such kind of industry is having characteristics of both the manufacturing and the service.
Restaurants produce food as well as provide service. So, operations managers or manageress are responsible to pay attention to both the products and the services on the running of the services. It is concerned with the production of the food and the services the waiter/waitress provide to the customers.
Importance of knowledge of operations management in service or manufacturing industries:
Yes, good knowledge of operation management is very important in service and manufacturing industry.
For example a human resources department is able to make good predictions on the need for staff, to develop good job descriptions, and to recruit and train more easily when operations are run well. Jobs are easier to fill, and turnover remains lower. If an operations are not run well, the consequences for human resources are not good. For example, the human resources people cannot develop good job descriptions and requirements for the production department, find it more difficult to recruit and train, and face higher turnover, which is costly to any organization.
An accounting department that is supporting a smooth operation can pay materials and supplies bills promptly since a well-run operation plans ahead. Payroll is easy to handle, with predictable costs. But if the operation is run poorly, predictable costs such as these are difficult to ascertain, making it difficult for the accounting department to do its job well.
A finance department, which is charged with finding capital, either through debt or equity financing, can raise money far more easily with a smooth-running, successful operations division, being able to point to high productivity, trimming of costs, and good scheduling to meet demand. On the other hand, if the finance department can only show a record of inefficiencies, too much or too little inventory, and uneven productivity, it is difficult to raise capital.
The marketing division's success is reliant on successful operations as well. It must have a successful and on-time product or service to market. It must have a product or service that works and that is being produced in appropriate numbers. If it does not, if there is a shoddy product or a product for which production is behind, the best marketing in the world is of little use.
The legal division's ability to support operations is dependent upon a well-managed operation, too. A well-made product does not lead to liability claims. When supplies and materials are planned for, there is less likelihood of contract disputes with suppliers. When products are produced on-time, there is less likelihood of contract disputes with purchaser.
All in all, operations are the heart of any organization that is providing a good and/or a service. When operations are managed well, it makes the function of all other departments easier, and conversely, when operation are managed poorly, all other departments suffer.
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