1 Born in Moscow in 1863, Constantin Sergeyevich Stanislavsky had a more profound effect on the process of acting than anyone else in the twentieth century. It was his assertion that if the theater was going to be meaningful it needed to move beyond the external representation that acting had primarily been. Over forty years he created an approach that forefronted the psychological and emotional aspects of acting. The Stanislavsky System, or "the method," as it has become known, held that an actor’s main responsibility was to be believed (rather than recognized or understood). Today in the United States, Stanislavsky’s theories are the primary source of study for many actors. Among the many great actors and teachers to use his work are Marlon Brando and Gregory Peck. Many of artists have continued experimentation with Stanislavsky’s ideas. Among the best known of these proponents is the Actors Studio, an organization that has been home to some of the most talented and successful actors of our time. Stanislavsky saw that the difference between the good actor and the great actor was the ability to be relaxed, and to be private in public. We learn from Stanislavsky: As the students relax before the lecture start; they clean the slate, going to a zero state, being ready for the best performance in the learning process. State Zero
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Born in Moscow in 1863, Constantin Sergeyevich Stanislavsky had a more profound effect on the process of acting than anyone else in the twentieth century. It was his assertion that if the theater was going to be meaningful it needed to move beyond the external representation that acting had primarily been. Over forty years he created an approach that forefronted the psychological and emotional aspects of acting. The Stanislavsky System, or "the method," as it has become known, held that an actor’s main responsibility was to be believed (rather than recognized or understood).
Today in the United States, Stanislavsky’s theories are the primary source of study for many actors. Among the many great actors and teachers to use his work are Marlon Brando and Gregory Peck. Many of artists have continued experimentation with Stanislavsky’s ideas. Among the best known of these proponents is the Actors Studio, an organization that has been home to some of the most talented and successful actors of our time.
Stanislavsky saw that the difference between the good actor and the great actor was the ability to be relaxed, and to be private in public.
We learn from Stanislavsky: As the students relax before the lecture start; they clean the slate, going to a zero state, being ready for the best performance in the learning process.
State Zero
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Quality Function Deployment (QDF)
An approach that integrates “the voice of customer”into product development and design process
House of QualityHouse of Quality
3
Customer Requirements and Technical Requirements
4
Competitive Evaluation
5
Correlation Between Technical Requirements
6
Ch 5(A) : Process Planning
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Process Planning is among System Design duties in OM.
Forecasting
Product and service design
Capacity planning
Facilities andEquipment
Layout
Work design
Processselection
Process Selection in Operations Management
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Process Architectures
Process Architecture refers to Physical layout of resources
Job ShopBatch ProcessingFlow ShopContinuous Flow
Flexibility of resourcesR_Human: Cross functional workersR_Capital: Short set-up time
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System Example
Job Shop Commercial Printer
Batch Processing Heavy Equipment
Flow Shop (Production Line) Car Assembly
Continuous Flow Sugar Refinery
Examples of 4 basic type production Systems
Most Processes are some where between Job shop and Flow shop
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Process Architectures: Job Shop
A
C
B
D
Product 1
Output
Input
Product 2
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Job Shop
Functional layout or Process layout: similar resources in the same department. Ex. all press machines are located in stamping department. Ex. Bakeries, law firms, emergency rooms, repair shops.
low volume, high variety customized products flexible resources skilled human resources jumbled work flows high material handling large of inventories long flow time highly structured information system high cost per unit of product but low investment
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Process Architectures: Flow Shop
OutputInput
A
C
BD
B A
Product 1
Product 2
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Flow Shop
Product layout or line layout: Resources are arranged according to the sequence of the operations. Usually requires duplication ( and investment) of a resource pool; dedication of resources.
Discrete flow shop: assembly line Continuous flow shop: beverage, chemical plant, process plant. high standardization, high speed low material handling short flow time low unit-processing costs high investment cost; needs mass production. special purpose equipment, and low skilled labor prevent
flexibility
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ProcessFlexibility
Jumbled Flow.Process segmentsloosely linked.
Disconnected LineFlow/Jumbled Flowbut a dominant flowexists.
JOB SHOP
(Commercial Printer,Architecture firm)
BATCH
(Heavy Equipment,Auto Repair)
FLOW SHOP
(Auto Assembly,Car lubrication shop)
CONTINUOUSFLOW
(Oil Refinery)
ProductVariety
LowLow Standardization
One of a kindLow Volume
Many ProductsFew Major Products
High volume
High StandardizationCommodity Products
Connected LineFlow (assembly line)
Continuous, automated,rigid line flow.Process segments tightlylinked.
Oppor
tunity
Costs
Out-of
-poc
ket
Costs
High
Low
High
Matching Process Choice with Strategy: Product-Process Matrix
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ProcessFlexibility
Jumbled Flow.Process segmentsloosely linked.
Disconnected LineFlow/Jumbled Flowbut a dominant flowexists.
JOB SHOP
(Commercial Printer,Architecture firm)
BATCH
(Heavy Equipment,Auto Repair)
FLOW SHOP
(Auto Assembly,Car lubrication shop)
CONTINUOUSFLOW
(Oil Refinery)
ProductVariety
LowLow Standardization
One of a kindLow Volume
Many ProductsFew Major Products
High volume
High StandardizationCommodity Products
Connected LineFlow (assembly line)
Continuous, automated,rigid line flow.Process segments tightlylinked.
Oppor
tunity
Costs
Out-of
-poc
ket
Costs
High
Low
High
A similar graph can be prepared to show the relationship between process flexibility and cost, or process flexibility and response time, but not for quality.
Matching Process Choice with Strategy: Product-Process Matrix
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Volume
Variety
ABC Analysis in Production System Design
JobShop
BatchProductio
n
FlowShop
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Manual Machines; A manual operator load and unload the part, and intervenes during the operations
NC (Numerically Controlled) machines; Machines are programmed to perform specific operations. Loading and unloading of parts are manual.
CNC (Computerized Numerically Controlled); Each machine is controlled by a computer
Computer-integrated manufacturing (CIM); A computerized system for linking a broad rang of automated manufacturing, loading and unloading, and material handling systems
Levels of Automation
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• Design capacity– Maximum obtainable output--Vendor claim
• Effective capacity– Maximum capacity given product mix, scheduling difficulties, and
other doses of reality--We believe
• Actual output– The output that is actually achieved--cannot exceed effective
capacity-- We really achieve
Capacity
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Efficiency and Utilization
Efficiency Capacity Effective
Output Actual
n Utilizatio CapacityDesign
Output Actual
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Design capacity = 50 trucks/day
Effective capacity = 40 trucks/day
Actual output = 36 units/day
Example : Efficiency and Utilization
Efficiency Capacity Effective
Output Actual
n Utilizatio CapacityDesign
Output Actual
%90unit/day 40
unit/day 36
%72unit/day 50
unit/day 36
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Given the following informationEffective capacity = 80 units per day. Design capacity = 100 units per day Efficiency = %50Utilization is equal to
Efficiency = (Actual Output)/(Effective Capacity) = .5(Actual Output)/(80) = .5Actual Output = 40Utilization = (Actual Output)/(Design Capacity) Utilization = 40/100Utilization = .4 or 40%
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