Chapter 1-2 Flashcards
(255 cards)
1
Q
Group of businesses
A
Industry
2
Q
Activity of making, buying or selling goods and services
A
Business
3
Q
Benefits from the forest
A
Tangible and Intangible
4
Q
No monetary value and can directly or indirectly affect the quality of mans life.
A
Intangible benefits
5
Q
Why is timber industry a sunset industry?
A
because of the lack of access to raw wood materials from natural forests by which they can process and sustain operations.
6
Q
all industries that rely on access to forested areas, including but not limited to timber, mining, tourism, apiculture, wildflower picking, seed collecting and basic raw materials (LawInsider)
A
Forest Based Industries
7
Q
Goods and services derived from the forest such as but not limited to timber, lumber, veneer, plywood, fiberboard, pulpwood, firewood, bark, tree top, resin gum, wood oil, honey, beeswax, nipa, rattan or other forest growth such as grass, shrub and flowering plant, the associated water, fish, game, scenic, historical, and educational (DAO. 1987-80, 1987).
A
Forest Product
8
Q
Comprises Timber and Fuel wood. Fuelwood, Log, Lumber, Plywood, Veneer, Non-timber forest products, Blackboard (DENR-FMB).
A
Major Forest Products
9
Q
those products use in raw form.
Ex. Logs, poles, piles, post, mine timber, railroad ties.
A
Primary wood products
10
Q
those products that undergone further re-manufacturing.
A
Secondary wood products
11
Q
These are reduced using machines or mechanical means.
Ex. Wooden chairs, cabinets, veneers, crates etc.
A
Mechanically reduced wood products
12
Q
This are wood products derived by applying heat on wood like charcoal, (product of carbonization), wood tar and alcohol product of distillation.
A
Physically Reduced wood products
13
Q
They are results of applying chemical methods of processing wood.
Examples are pulp and paper, fiberboard, and cellulosed-derived products.
A
Chemically reduced wood products
14
Q
Forest products obtained from fruits, flowers, leaves, twigs, bark, root and wood of plants (except timber) and other products from animal and mineral origins (DENR-FASPS, 2020.
A
Minor forest products
15
Q
the non-structural components of wood. They are typically concentrated in the heartwood and are often produced by the standing tree as defensive compounds to environmental stresses (Taylor et al., 2002).
A
Wood extractive
16
Q
natural discharges of living trees and other forest growths induced by a natural or inflicted wound on the plant
A
Tree exudents
17
Q
Resins (types)
A
Manila copal, dammar (dipterocard), Balau (apitong), Manila elemi (brea blanca)
18
Q
types of tree exudents
A
Resin, gums, saps, latex, oleoresin
19
Q
What flora family produces gutta percha?
A
Sapotaceae
20
Q
What is the use of almaciga and resin?
A
The former is for the manufacture of paints and varnishes while the latter is valued for its essence in the manufacture of perfumes and similar products
21
Q
chemically derived or reduced
A
Extracted products
22
Q
Types of extractive products
A
Dyes
tannins
naval stores
essential oils
23
Q
All biological materials and derivatives other than timber, which are extracted from forests for human use. Synonymous to Non-wood forest products (DENR-FMB, 2004).
A
Non-timber Forest Products
24
Q
Wood material which include standing trees in a form suitable for construction, carpentry, joinery, or re conversion for manufacturing purposes.
A
Timber
25
Process of creating something that can satisfy a want or need
Production
26
Act of controlling and making decisions of business, industry and etc.
Management
27
- Activity of making, buying, or selling goods or providing services in exchange for
money.
Business
28
comprised of those activities that are associated with the use
of the forest to supply society with marketable goods and services (Letourneau, 1986).
Forest based industry
29
Extraction of resources directly from the earth.
Ex. Logging
Primary Sector
30
Involves in processing of raw materials from primary industries.
Ex. Manufacturing and Construction
Paper manufacturing company
Secondary Sector
31
an important downstream activity of the forestry sector because it adds economic value to log, diversifies the products that can be produced from it, and increases the incomes and employment of involved communities.
Wood processing
32
in February 2011, this order declared an indefinite moratorium on the cutting and harvesting of timber in the natural and residual forests.
EO 23
33
In the case of the CARAGA region, it went down from 119 firms in 2010 to
only __ firms in 2015.
27
34
Manager, seller or the one providing the product or service.
Tertiary Sector
35
Information Industry
-Consulting services
-Education
-Research and Development
-Financial planning services
Quaternary Sector
36
key industries of India.
The paper and pulp industry
37
Forest-based Industries in the Philippines
Logging
Wood processing
.Furniture Industry
Handicraft Industry
38
one of the fastest growing industries of the country today. It had
an export growth of 8 to 14% from 1995 to 1999.
Furniture Industry
39
encompasses a diversified group of mostly micro enterprises producing an assortment of wares such as basketwork, shell craft articles, ceramics, metal wares,
textiles, stone wares, wood crafts, handmade paper products, and others.
Handicraft Industry
40
Importance of Forest-Based Industries in the Philippines
Generates employment especially for the indigenous communities
41
Major trading partners of ph in exports
Japan 83%,
USA 4%
42
Major trading partners of ph in imports
Asia pacific 41%
China 29%
ASEAN 25%
43
Top imported product of PH
Paper and article of papers
44
a system that outlines how certain activities are directed in order to achieve the goals of an organization.
organizational structure
45
A process in which managers develop or change their organization’s structure.
Organization design
46
A component of organization structure that involves having each discrete step
of a job done by a different individual rather than having one individual do the
whole job
Work specialization
47
Key Dimensions of Organizational Structure
Specialization
Standardization
Formalization
Centralization.
Configuration
48
The extent to which an organization's activities are divided into
specialized roles.
Specialization
49
The degree to which an organization operates under standard
rules or procedures
Standardization
50
The extent to which instructions and procedures are documented.
Formalization
51
The degree to which leaders at the top of the management hierarchy
have authority to make certain decisions.
Centralization
52
The rights inherent in a managerial position to give orders and expect them
to be obeyed
Authority
53
The shape of the organization's role structure, which includes: Chain of command, Span of control
Configuration
54
The number of vertical levels or layers on the organizational chart. The management principle that no person should report to
more than one boss
Chain of command
55
The number of direct reports per manager or the number of horizontal levels or layers on the organizational chart. The number of
subordinates a manager can direct efficiently and effectively
Span of control.
56
Contextual Factors in Organizational Structure
Origin and history
Ownership and control. I
Size.
Location
Products and services
Interdependence.
57
Types of Organizational Structure in relation to decision-making
Centralized Organizational Structure
Decentralized Organizational Structure
58
"Centralization," the degree to which decision-making authority is restricted to higher
levels of management, typically leads to a pyramid structure. Centralization is generally
recommended when conflicting goals and strategies among operating units create a need
for a uniform policy. "Decentralization," the degree to which lower levels of the hierarchy
have decision-making authority, typically leads to a leaner, flatter organization.
Decentralization is recommended when conflicting strategies, uncertainty or complexity
require local adaptability and decision-making
Centralization vs. Decentralization
59
This gives individuals and teams high degrees of autonomy without needing a core team to regularly approve business decisions.
Decentralized Organizational Structure
60
there are very clear responsibilities for each role, with subordinate roles defaulting to the guidance of their superiors
Centralized Organizational Structure
61
Small companies usually start out with ________________
flat organizational structures
62
arguably the most common type of organizational structure
and also referred to as a bureaucratic organizational structure.
Functional Structure
63
Companies divide their workers into different regions for the
same reason. Consumers often have different needs and tastes in various regions. It helps to be
in close proximity to meet needs, such as different feature, flavor, size and package preferences.
Divisional or Multidivisional Structure
64
This type of organizational structure is common when product expertise is the top priority. Departments
may be grouped this way because of the vastly different technical aspects of the products.
Product Structures
65
An organization in which specialists from functional departments are assigned to work on one
or more projects led by a project manager
Matrix structure
66
An organization that consists entirely of work groups or teams
Team-based structure
67
An organization that is not defined or limited by boundaries or categories imposed by traditional structures.
Boundary-less organization
68
a newer structure. It flattens the hierarchy and chain of command and gives its
employees a lot of autonomy. Companies that use this type of structure have a high speed of implementation
. Flatarchy Structure
69
A central core that is linked through networks of relationships with outside contractors and
suppliers of essential services.
Network structures
70
Refers to functions that support, assist and advise
Staff authority
71
managers authority over the work of an employee
line authority
72
processing of utilizing human and material resources to achieve a common goal
management
73
Spanish era
exploration of PH flora
74
American regime
Mechanization of lumber processing and promotion of woods in international market
75
Japanese regime
Wanton forest exploration and destruction
76
careful analysis of current resources and market trends and the prediction of emerging markets and future demand.
Planning
77
establishment of standards and measurement of actual performance
controlling
78
process which transforms the inputs and resources of an org into final goods and services
Production/Operation management
79
rules that adds value to the final output
policies
80
Objectives of P/OM
Right quality
Right quantity
Right Time
Right manufacturing cost
81
very important in timeliness of delivery as it judges the effectiveness of production department
Right Time
82
system that is used to maintain a desired level of quality in a product or service
quality control
83
Activities in production management
Location of facilities
Plan lay out and material handling
Product design
Process design
Production planning and control
Quality control
Material management
Maintenance management
84
When did the Inspeccion General de Montes created? the start of Forestry in the Philippines
1863
85
Who is the first head of the Inspeccion General de Montes
Don Juan Gonzales Valdez.
86
In this date a Royal Decree, which embodied definite laws and regulations governing the operation of Philippine Forestry Services, was issued.
11/ 13/1894
87
What General order is issued to the creation of Forestry Bureau and when?
Gen. Order No. 50, 04/14/1900
88
Who is the first Forestry Bureau Director
George P. Ahern
89
When was , the first School of Forestry established?
04/19/1910
90
Who is the first Filipino Director of the Bureau of Forestry and when did he assume office?
Florencio Tamesis 1937
91
This stipulated the formal organization of the Bureau of Forestry Development
PD 705
92
The Filipino Director who served the longest term in BFD
Edmundo V. Cortes
93
This was signed establishing the Department of Environment and Natural Resources (DENR).
EO 192 in June 1987
94
the process by which a manager looks into the future and finding
alternative courses that may be open to him
Planning
95
the process of determining the structure and allocation of jobs
Organizing
96
the process by which managers recruit, select, train, promote and retire subordinates.
Staffing
97
the process of guiding the performance of the subordinates to attain common goals.
Directing
98
the process of transmitting ideas for a purpose of affecting desired
results
Communicating
99
the process of checking subordinates’ performance and guiding them towards the attainment of common goal.
Controlling
100
the process of choosing the best course of action among alternative
choices
Decision Making
101
the act of making goods
Production
102
the act of working
Operation
103
They turn raw materials, human resources and capital into products and services that can be sold to customers
Production and Operation
104
if manufacturing products is a prime concern that is _________ _______.
production management
105
What is the output of Operation?
Both products and services
106
What is the output of production?
Manufacturing goods
107
What is the usage of output in production?
Products are utilized over a period of time
108
What is the usage of output in operation?
Services need to be consumed immediately
109
How is the customer contact in production?
No participation of customer
during production
110
How is the customer contact in operation?
Constant contact with customer is required.
111
Are there industries that offer both products and services?
Yes, like hotels, hospitals.
112
the process which transforms the input/resources of an organization into final goods/services through a set of defined, controlled and repeatable policies.
Production/Operations Management
113
Pre-defined Objectives in Productions Management
Right Quality
Right Quantity
Right Time
Right Cost
114
all the things in POM converge into a single focal point which is the ________.
Customer
115
Functions of Production/Operations Management
Production planning
Production control
Continuous improvement
116
A function of POM wherein Operations managers decide on the details of the plan, such as how production will be done, where site locations should be and what resources will be
needed
Production planning
117
A function of POM where products are being made or services are being delivered, management's primary role is to control schedules, quality and costs.
Production control
118
the third stage of the production life cycle, the function of operations management is to analyze data and develop more efficient ways of producing the goods or delivering the service
Continuous improvement
119
activities under POM
Location of facilities for operations
Plant Lay-out
Material Handling
Product Design
Production planning and control
Dispatching
Quality Control
Materials Management
120
a long-term capacity decision which involves a longterm commitment about the geographically static factors that affect a business organization.
Location of facilities for operations
121
It is an important strategic level decision-making for an organization. It deals with the questions such as “where our main operations should be based”.
Location of facilities for operations
122
refers to the physical arrangement of facilities. It is the configuration of departments, work centers, and equipment in the conversion process.
Plant Lay-out
123
a plan of an optimum arrangement of facilities including personnel, operating equipment, storage space, material handling equipment and other supporting services along with the design of best structure to contain all these facilities.
Plant Lay-out
124
refers to the moving of materials from the store room to the machine and from one machine to the next during the process of manufacture.
Material Handling
125
the art and science of moving, packing, storing of products in any form. It is a specialized activity for a modern manufacturing concern, with 50 to 75% of the cost of production.
Material Handling
126
s a macroscopic decision making of an overall produces route for converting the raw material into finished goods. These decisions encompass the selection of a process, choice of technology, process flow analysis and layout of the facilities.
Product Design
127
s the process of the planning the production in advance, setting the exact route of each item, fixing the starting and finishing dates for each item, to give production orders to shops and to follow up the progress of products according to orders.
Production planning and control
128
deciding in advance what to do, how to do it, when to do it, and who is to do it. It bridges the gap from where we are, to where we want to go.
Planning
129
It bridges the gap from where we are, to where we want to go.
Planning
130
the fixation of time and date for each operation as well as it determines the sequence of operation to be followed.
Scheduling
131
concerned with the starting processes. It gives necessary authority so as to start a particular work, which has already been planned under routing and scheduling.
Dispatching
132
a system that is used to maintain a desired level of quality in a product or service. It is a systematic control of various factors that affect the quality of the product.
Quality Control
133
industrial management technique by means of which product of uniform acceptable quality is manufacture. It is the entire collection of activities which ensures that the operation will produce the optimum quality products at minimum cost.
Quality Control
134
aspect of management function which is primarily concerned with the acquisition, control and use of materials needed and flow of goods and services connected with the production process having some predetermined objectives in view.
Materials Management
135
Production Goals
Average units produced per day
Labor cost per unit produced
Materials cost per unit produced
136
By setting a target number of units to be produced per day, your production manager can work toward consistency and predictability as well as productivity if the goals you set are ambitious.
Average units produced per day
137
This goal can help keep your production processes cost effective by emphasizing the number of hours of labor that go into producing each unit.
Labor cost per unit produced
138
is goal can help to assess the levels of waste in your production process.It will likely be an average of materials used over the course of a week or a month rather than materials for each individual unit produced because the latter would require cumbersome accounting and record keeping.
Materials cost per unit produced
139
Materials cost per unit produced
Mass Production
Continuous Production
Batch Production
Job Shop Production
140
utilizes standard discrete assemblies in a continuous process, suitable for every large volume of production – all outputs follow the same path. Generally associated with repetition, very specific machinery, and a labor force low in skill/creativity.
Mass Production
141
non-flexible mode of production in which the whole sequence of operations is pre-arranged in a definite set-up
Continuous Production
142
– a form of manufacturing in which the job passes through the functional departments in lot/batches and each lot may have a different routing
Batch Production
143
characterized by a custom of specifications of a customer for a limited quantity of products, use of general-purpose machines and comparatively more creative/ skilled labor.
Job Shop Production
144
Enumerate some characteristics a production manager should have
Leadership
management
written and verbal communication
project management
time management and problem-solving
145
Japanese Regime Significance
wanton forest exploration and destruction
146
Ameican Regime Significance
Mechanization of lumber processing and promotion of woods international market.
147
Spanish Regime Significance
exploration and enumeration of Philippine flora
148
Planning the structure ensures there are enough ______ ______ with the _____ _____ to accomplish the company's _____, and ensures that responsibilities are _______ _______.
human resources, right skills, goals, clearly defined
149
a chart that shows the structure of the organization including the title of each manager’s position and, by means of connecting lines, who is accountable to whom and who has authority for each area. Some examples are given below. They may differ from one company to another company.
organization chart
150
Arranging the activities of the enterprise in such a way that they systematically contribute to the enterprise’s goals
organizing?
151
a system that outlines how certain activities are directed in order to achieve the goals of an organization. These activities can include rules, roles, and responsibilities.
organizational structure
152
provides guidance to all employees by laying out the
official reporting relationships that govern the workflow of the company
organizational structure
153
Disadvantages of Organization Structure
Placing employees in rigidly defined roles when the company is small enough to ensure that all employees work together can create a rift in the relationship between business owners and
employees.
154
advantages of Organization Structure
Structure is essential for growth; bringing too many employees on board without clearly defined reporting relationships can cause confusion and inefficiency at all levels of an organization
155
Importance of Organizational Structure in Accountability
employees may feel more
like business partners and less like subordinates to the company founder
156
refers to the authority relationships in a company – who reports to whom. For small businesses with only a couple of employees, that structure is often
self-evident: Everyone reports to the owner
Reporting structure r
157
Importance of Organizational Structure in Information flows
information gets to the right people is critical because information can come from a
wide range of sources, and the employee who receives the information may not know what to
do with it or whom to pass it to.
158
Importance of Organizational Structure in Responsibility
Creating clear, thorough job
descriptions is vital before expanding and taking on a large number of employees.
159
Importance of Organizational Structure in authority
Clearly outlining which situations can be handled by which employees is a must for any growing company.
160
A process in which managers develop or change their organization’s structure.
Organization design
161
A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job
Work specialization
162
Key Dimensions of Organizational Structure
Specialization.
Standardization.
Formalization.
Centralization.
Configuration
163
The extent to which an organization's activities are divided into specialized roles
Specialization
164
The degree to which an organization operates under standard rules or procedures.
. Standardization
165
The extent to which instructions and procedures are documented.
Formalization
166
The degree to which leaders at the top of the management hierarchy
have authority to make certain decisions.
Centralization
167
The rights inherent in a managerial position to give orders and expect them to be obeyed
Authority
168
The shape of the organization's role structure, which includes Chain of command, and Span of control.
Configuration
169
The number of vertical levels or layers on the organizational chart. The management principle that no person should report to more than one boss
Chain of command
170
The number of direct reports per manager or the number of horizontal levels or layers on the organizational chart. The number of subordinates a manager can direct efficiently and effectively
Span of control.
171
Contextual Factors in Organizational Structure
Origin and history
Ownership and control
Size
Location
Products and services
Technology.
Interdependence
172
the process of managing the conversion of production inputs (raw materials, human resources, and capital) into production outputs (the goods that a company
produces).
Production management
173
It is an integral part of overall business management and encompasses overseeing both the planning as well as the execution of the manufacturing process.
Production management
174
What is The role of production management?
to harmonize all key aspects related to production
175
6 Ms of production
Men
Machine
Method
Materials
Money
Market
176
refers to the human element in operating systems
Men
177
Since the vast majority of manufacturing personnel work in the physical production of goods, “__________ ______” is one of the production manager’s most important responsibilities.
people management
178
includes the management of flow
processes—both physical (raw materials) and information (paperwork).
Materials
179
Fundamentals of Production
Management
Empowering employees
Equipment Maintenance
Waste Elimination
Continuous Improvement
Level Production
Just-in-Time Production
Built-in Quality
Employee Respect
Supplier Involvement
180
dividing a workforce into small teams and giving them accountability for housekeeping and various other tasks has been shown to improve efficiency
Empowering employees
181
Workers on the line are best placed to deal with mechanical breakdowns and subsequent repairs
Equipment Maintenance
182
identify work that adds no value and delete it from your workflow to reduce spending and time
Waste Elimination
183
Manufacturing waste consists of the following:
▪ Unnecessary motion
▪ Wasted inventory
▪ Overproduction
▪ Over-processing
▪ Defective production
▪ Unnecessary wait time
▪ Transportation waste
184
Producing the same amount each day makes material ordering and scheduling easier. It demands that you balance both the history of customer ordering and forecasting how much you can produce to meet those orders.
Level Production
185
creates the exact number of goods needed when they’re needed. Because you’re only creating and transporting what’s required, you eliminate unnecessary movement and supplies to save money and time.
Just-in-Time Production.
186
______ ______ into every step of the process from order fulfillment to
product design, packaging, and shipping
Build quality
187
You must respect the workers and value what they do through constant communication and useful feedback. They will then respect the company and show commitment to any principles and goals that you implement.
Employee Respect
188
the stage where the master schedule is produced. It requires managers to decide where production will begin.
Production Planning
189
the floor level application of design specifications. Here, much like a
traffic officer in a busy intersection, managers direct staff and equipment to conduct the steps to complete their part of a finished good.
Production Control
190
ust as production managers need to monitor and coach staff to perform tasks using efficient steps, so too does the _________ need to be managed to keep it in optimal running condition.
equipment
191
Why is Production Management Important?
Reduces Manufacturing Cost
Improves Competitiveness
Accomplishes Business Objectives
Improves Brand Image
Optimizes Use of Resources
192
Benefits of Production Management in Manufacturing
Better Quality
Lower Waste Levels
Lower Operating Cost
Better Decision-Making
193
________ and ______ are an essential ingredient for success of an operation unit.
Planning and control
194
ensures that production team can achieve required production target, optimum utilization of resources, quality management and cost savings.
Production control
195
The benefits of production planning and control are as follows:
ensures that optimum utilization of production capacity
ensures that inventory level are maintained at optimum levels
ensures that production time is kept at optimum level
quality of final product is
always maintained.
196
objectives of production planning
To ensure right quantity and quality of raw material, equipment in production time
ensure capacity utilization is in tune with forecast demand
197
looks to utilize different type of control techniques to achieve optimum performance out of the production system as to achieve overall production planning targets
Production Control
198
, objectives of production control
* Regulate inventory management
* Organize the production schedules
* Optimum utilization of resources and production process
199
Production control is dependent upon the following factors:
* Nature of production( job oriented, service oriented, etc.)
* Nature of operation
* Size of operation
200
describes the process of imagining, creating, and iterating products that solve users’ problems or address specific needs in a given market.
Product Design
201
THE PRODUCT DESIGN PROCESS
1. User Research
2. Narrow Down And Define
3. Ideate
4. Create Prototype And Deliver
202
This is a method users are interviewed either in person or by telephone to understand their needs and what they expect from a new product. This process is tim econsuming but can give you the most accurate insights.
User interview
203
In this method, the company publishes questionnaires online and requests users to fill them out. This method can provide a large quantity of data in a very short time. This is an inexpensive method to collect information, but it may not be as accurate as the
interviews.
Online Surveys
204
Customers are observed when they use the products in a natural
environment. It is an excellent way to empathise with the users and put yourself in their
Contextual Inquiry
205
It allows you to learn from the mistakes made by other companies and improve upon them.
Market Research
206
Five Characteristics to Remember When Designing a Product
Utility
Aesthetic Appeal
Simplicity
Innovation
Longevity
207
What is the role of production planning and control in manufacturing?
manages and schedules the allocation of human resources, raw materials, work centers, machinery, and production processes. It finds the most efficient way to produce finished goods with the lead times needed to meet production demand.
208
a testament to a designer’s skills as well as better for the environment.
Longevity
209
There is no use launching a product that gives the same benefits as those already available in the market. Customers expect something extra when a new product comes into the market.
Innovation
210
an important factor in a product. While it must serve the purpose, it must also be easy to use. Customers must easily understand what the product does and what each feature is for.
Simplicity
211
an important element of product design. Even if an item can provide all the solutions to a problem, if it looks ugly, it will not sell in the market.
Aesthetic Appeal
212
the first quality a product must possess is _______.
utility
213
an arrangement of different aspects of manufacturing in an appropriate manner as to achieve desired production results.
Facility layout
214
considers available space, final
product, safety of users and facility and convenience of operations.
Facility layout
215
main objective of the facility
layout planning is to ...
design effective workflow
216
It’s the movement, protection, storage and control of materials and products throughout their lifespan of manufacturing, warehousing, distribution, consumption, and disposal.
material handling
217
the name of the game when structuring your material handling system.
Efficiency
218
a necessity when reacting to and planning for customer and warehouse requirements.
Efficient logistics
219
four dimensions in material handling that impact efficient product flow through your
warehouse:
Movement
Time
Quantity
Space
220
improves efficiency by making the logistics system respond quickly and effectively to plant and customer requirements.
Material
221
An efficient and effective facility layout can cover following objectives:
* To provide optimum space to organize equipment and facilitate movement of goods
and to create safe and comfortable work environment.
* To promote order in production towards a single objective
* To reduce movement of workers, raw material and equipment
* To promote safety of plant as well as its workers
* To facilitate extension or change in the layout to accommodate new product line or
technology up-gradation
* To increase production capacity of the organization
222
FACTORS AFFECTING FACILITY LAYOUT
* The design of the facility layout should consider overall objectives set by the
organization.
* Optimum space needs to be allocated for process and technology.
* A proper safety measure as to avoid mishaps.
* Overall management policies and future direction of the organization
223
principles in designing facility lay out
Flexibility
Space Utilization
Capital
224
Capital investment should be _____ when finalizing different models of facility layout.
minimal
225
DESIGN LAYOUT TECHNIQUES
Two or Three Dimensional Templates
Sequence Analysis
Line Balancing
226
This kind of technique is used for assembly line.
Line Balancing
227
This technique utilizes computer technology in designing the facility layout by sequencing out all activities and then arranging them in circular or in a straight line.
Sequence Analysis
228
This technique utilizes development of a scaled-down model based on approved drawings
Two or Three Dimensional Templates
229
TYPES OF FACILITY LAYOUT
* Line Layout
* Functional Layout
* Fixed Position Layout
* Cellular Technology Layout
* Combined Layout, and
* Computerized Relative Allocation of Facility Technique
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a single- or multi-stemmed
instrument for heating or vaporizing and then smoking either tobacco, flavored tobacco, or sometimes cannabis, hashish and opium. The smoke is passed through a water basin—often glass-based—before inhalation.
Hookah
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TWO OF THE MAJOR CRITERIA FOR SELCTING AND DESIGNING A LAYOUT INCLUDES:
1. Materials-handling cost
2. Work effectiveness
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an increasingly important criterion in the facilities today. Good layouts provide workers with a satisfying
job and permit them to work effectively at the highest skill level
for which they are being paid.
Work Effectiveness
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THE NEED FOR LAYOUT DESIGN
Changes in environmental or other legal requirements
Morale problems
Changes in volume of output or mix of products
Changes in methods and equipment
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happens in the shipping and delivery stages throughout the supply chain, packaging and moving goods in pallets and other units.
Material Handling
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supply chain
1. Manufacturing
2. Transportation
3. Storage and warehousing
4. Distribution
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This type of layout is developed for
product focused systems. In this type of layout only one product, or one type of product, is produced in a given area.
. Product or Line Layout
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This type of layout is developed for process focused systems. The processing units are organised by functions into departments on
the assumption that. certain skills and facilities are available in each department.
Process or Functional Layout
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It is a special type of functional layout in which the facilities are clubbed together into cells. This is suitable for systems designed to use the concepts, principles and approaches of `group technology'.
Cellular or Group Layout
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It is a layout for a very general flexible system that is processing job production. The preparation of such a layout is dependent on the
analysis of the possible populations of orders and is a relatively, complex affair.
Job-shop Layout
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This is the layout for project type systems in which the major component is kept at a fixed
position and all other materials, components, tools, machines, workers etc. are brought and
assembly or fabrication is carried out.
Project or Fixed
Position Layout
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The application of material handling helps with
Forecasting
Resource allocation
Production planning
Flow and process management
Inventory management and control
Customer delivery
After-sales support and service
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one of the necessary formulas to achieve the ultimate goal of
consumer satisfaction.
Production Design
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PRODUCTION CONTROL IS DEPENDENT UPON THE FOLLOWING FACTORS:
Nature of production( job oriented, service oriented, etc.)
Nature of operation
Size of operation
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What was the country's log export banner or trademark in the international market during the peak of log export in the country?
Philippine Mahogany Lumber
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What year was the highest recorded log export in the country?
1970
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This is the process of utilizing human material resources towards the attainment of specific goals.
Planning
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This is where you company wants to be at a certain time
Goal
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Producing right number of products within a specific time
Right quantity
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The major distinguishing feature/factor of a product price in the market
Right manufacturing cost
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Systematic control of various factors that affect the quality of the product
Quality control
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Classification of Secondary Wood Product
Physically Reduced Wood Product
Mechanically Reduced Wood Product
Chemically Reduced Wood Product
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Four sectors of FBI
Primary
Secondary
Tertiary
Quaternary
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3 examples of Extracted products
Essential Oil
Dye
Tannins
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The foundation/ backbone of the company industry: without this structure the day-to-day tasks will be difficult or unsuccessful
Organizational Structure
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