ATAR Notes: Forum
VCE Stuff => VCE Business Studies => VCE Subjects + Help => VCE Business Management => Topic started by: sajib_mostofa on November 10, 2010, 02:45:16 pm
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Just some quick Q's:
Is outsourcing a materials management strategy?
What are some strategies in facilities management?
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I don't see how outsourcing is a strategy, unless they outsource the operations function which is a core function of a business (and core functions usually don't get outsourced). Try sticking to the more general ones like Just in Time, supply chain management etc.
Facilities management is a strategy in itself though it doesn't necessarily have strategies that span out from just the 3 layouts (being product, process and fixed position).
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So the different layouts in facilities management arent actually strategies?
And what is supply chain management cos I dont seem to recall hearing that
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Nah the diff. Layouts are considered the strategies.
Supply chain is the range of people and groups and organisation procures resources and inputs from. Managing it is just ensuring that you have back-ups, they are ethical as well, they are timely , you pay them fairly etc.
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Cheers for that
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So the different layouts in facilities management arent actually strategies?
And what is supply chain management cos I dont seem to recall hearing that
Have you read the text book? Go through your text book dude. It has it all in there. Facilities design and layout is the strategy.
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No need to be nasty
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My textbook is pretty crap. Doesn't talk about stuff like supply chain management.
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Just some quick Q's:
Is outsourcing a materials management strategy?
What are some strategies in facilities management?
Hi sajib_mostofa,
Outsourcing is not materials management strategy, but rather a negative effect that an LSO can have on the economy.
Materials management strategies include
1) Forming good relationships with suppliers, so you can ensure you will always have the materials and resources required for production (they will notify you of any delays in deliveries and can help you reduce your number of suppliers)
2) Just in time, which is making the correct amount of inputs available at the correct time, so that production can occur with with newly delivered raw materials (less storage costs, less obsolescence and wastage = higher productivity)
3) MPS (Master production scheduling), which is scheduling what is to be produced and when.
It is developed to provide information on production targets and
Includes a list of specific products and quantities to be produced, materials required, and staffing requirements.
4) MRP (Materials requirements planning) - Developing an itemised list of all materials involved in production to meet specified orders.
It involves: knowing the exact materials and components need for production to occur, and a computerised database that links to suppliers can often be used.
I personally find JIT the easiest to describe.
Facilities management - it is not really 'management', but rather talks about designs and layouts. Facilities, design and layout involved the planning the layout of workspace to streamline the production process. When choosing one, you need to consider:
- how much space is available
- location of equipment and technology
- efficient flow of goods (or service)
- legal regulations such as OH&S
- safety concerns
Layouts can include: Fixed position, process, product (these are the main ones)
A fixed position layout takes up alot of space and workers and equipment need to travel to that place to work on the end product. However is promotes a big picture view.
A process (batch) layout is flexible, more immune to breakdowns as the entire production process is not halted (unlike a product layout), it can cater for smaller niche markets and can provide more customised products and provides better customer service. However it takes more time to process orders, some resources can be wasted and requires constant planning and scheduling.
example: Bakery
A product layout (assembly line) allows specialisation, work flows sequentially along an assembly line and allows efficient supervision. Large tasks (such as building a car) can be broken down into smaller, more manageable and understandable components. However, it requires a high level of initial capital investment (building assembly lines are not cheap), there is a lack of flexibility in operations (usually making only 1 type of product) and workers may be deskilled. It also does not promote a big picture view and stoppages can hold up the entire production line.
example: car factory
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Cheers for that man :)