Download - Lecture 5 - Chapter 2 Technical Study
Introduction to Chapter II
Technical Study
(ECE Case Study
Introduction to Chapter II
What is a case study?
A detailed account of a company, industry, person
or project over a given amount of time. The content
within a case study may include information about
company objectives, strategies, challenges, results,
recommendations and more.
Case study provides a systematic way of
looking at events, collecting data,
analyzing information and reporting the
results.
Introduction to Chapter II
Three essential parts of case study
1. Problem. What is it? What did it affect, departmental
or organizational? What did it cost the organization?
Why was it such a pain? Is there really an urgent
need to eliminate this problem?
2. Search for Solution/s. What are the various
alternatives to solve the problem? Why some
alternatives failed to solve the problem? What are the
pros and cons of various solutions? How did the
organization decide on the specific solution?
Introduction to Chapter II
3. Implementation of the solution. By doing before-
and-after assessment, how did the solution solve the
problem?
Introduction to Chapter II
When writing a case study about a company, the
researcher should focus on the company’s different
aspects such as, but not limited to:
1. Company’s history, growth and development
2. Company’s internal strengths and weaknesses
Once the historical profile is completed,
the researcher can write about the
SWOT situation.
Introduction to Chapter II
State each of the value creation functions of the
company and identify the functions in which the
company is currently strong and currently weak.
Some companies might be strong in research and
development; some might be weak in production or
manufacturing aspects and strong in quality or test
sides, etc.
3. Opportunities and threats. State the
possible moves and their advantages
and disadvantages.
Introduction to Chapter II
4. Company’s corporate-level strategy. Define the
company’s mission, vision and goals.
5. Company’s overall strategy.
Has it changed over time? How and why?
It is a good idea to state the
company’s services or products to
assess its situation and identify which
divisions contribute the most to or detract
from its competitive advantage.
Introduction to Chapter II
SWOT Analysis
S – Strengths
W – Weaknesses
O – Opportunities
T – Threats
Introduction to Chapter II
Why conduct a SWOT?
to assist in strategic planning
to help map resources and capabilities
to competitive environment
to provide greater transparency around
collective objects
Introduction to Chapter II
Introduction to Chapter II
Introduction to Chapter II
STRENGTHS
Advantages of proposition?
Capabilities?
Competitive advantages?
Unique selling points?
Resources, assets, people?
Experience, knowledge,
data?
Financial reserves, likely
returns?
Marketing – reach,
distribution, awareness?
Innovative aspects?
Location and geographical?
Price, value, quality?
Accreditations,
qualifications, certifications?
Processes, systems, IT,
communications?
Cultural, attitudinal,
behavioral?
Management cover,
succession?
Introduction to Chapter II
WEAKNESSES
Disadvantages of
proposition?
Gaps in capabilities?
Lack of competitive
strength?
Reputation, presence and
reach?
Financials?
Timescales, deadlines and
pressures?
Cash flow, start-up cash
drain?
Continuity, supply chain
robustness?
Reliability of data, plan
predictability?
Morale, commitment,
leadership?
Accreditations, etc?
Processes and systems,
etc.?
Management cover,
successions?
Introduction to Chapter II
OPPORTUNITIES
Market developments?
Competitors’ vulnerabilities?
Industry or lifestyle trends?
Technology development
and innovation?
Global influences?
New markets, vertical,
horizontal?
Geographical, export,
import?
Tactics – surprise, major
contracts, etc.?
Business and product
developments?
Information and research?
Partnerships, agencies,
distribution?
Volumes, production,
economies?
Seasonal, weather, fashion
influences?
Introduction to Chapter II
THREATS
Political effects?
Government effects?
Environmental effects?
IT developments?
Competitor intentions?
Market demands?
New technologies, services,
ideas?
Vital contracts and
partners?
Sustaining internal
capabilities?
Obstacle faced?
Loss of key staff?
Sustainable financial
backing?
Economy – home, abroad?
Seasonality, weather
effects?
Introduction to Chapter II
SWOT Analysis
At the end of a SWOT analysis, the company’s plans
to move forward should be centered around the
opportunities quadrant
Opportunities translate into opportunities to increase
revenue as well as to reduce costs; this, in turn, is
transformed into higher profits
To achieve success in the
opportunities quadrant, the company
should look at capitalizing on its
strengths
Introduction to Chapter II
SWOT Analysis
By using their strengths, companies should also be
able to strategize against the threats that are inherited
in the market
Threats are extinguishable but steps to mitigate them
can be taken to protect the operations of the company
Do not ignore weaknesses while
capitalizing on strengths. Weaknesses
represent ambiguity within the
organization.
CHAPTER II COVERAGE
Description of the Present System/Setup
Focus of the study
Manufacturing process /
Operational procedure
Schematic flow diagram
Plant/company layout
Equipment layout
CHAPTER II COVERAGE
Presentation of Alternative Solutions
Technical design
Schematic design
Designs calculation
Summary of specifications
Cost-benefit analysis
Implementation maintenance
Schedule of action plan
( Gantt Chart )
CHAPTER II
Company system/setup
Methodical procedures or processes used
as delivery mechanisms for providing
goods or services to customers in a well-
defined market.
CHAPTER II
Components of a system
Purpose
Inputs, inputs-in-process and outputs
Process/es performed
Facilities and equipment required
People necessary to operate it
Information and instructions
necessary for its operation
Environment within the system
CHAPTER II
Focus of the Study
The specific area singled-out from the system
under consideration. This subsystem, once
improved, may
reduce operating cost,
increase system efficiency,
increase production volumes,
eliminate losses or
prevent the occurrence
of the possible failure in
the future.
CHAPTER II
Manufacturing process/operational procedure
A collection of technologies and methods used to
define how products are to be manufactured or how
the services are to be rendered.
This refers to the science and technology of
manufacturing products effectively, efficiently,
economically and environment-friendly through:
1. Application of any existing
manufacturing process and system
CHAPTER II
Manufacturing process/operational procedure
2. Proper selection of input materials, tools, machines
and environments
3. Improvements of the existing materials and
processes
4. Development of new materials,
systems, processes and techniques
CHAPTER II
Manufacturing processes
The sequence of operations, moves and
inspections by which raw material inputs are
converted to a finished product ready for a
customer.
Operational procedures
Established or prescribed methods to
be followed routinely for the performance
of designated operations or in
designated situations
PROCESS
CHAPTER II
Manufacturing process/operational procedure
INPUT (Raw Materials,
signals, etc.)
OUTPUT (Products, desired
signals, etc.)
CHAPTER II
Schematic flow diagram
A useful means of detailing the manufacturing
process or operational procedure
It depicts the sequence of activities that result to a
physical or chemical change in the product or
component
It shows any comparison or verification
of characteristics against a quantity or
quality standards.
CHAPTER II
Schematic flow diagram example
VLSI Design Process
(Process flow diagram)
CHAPTER II
Design Process
Flow
System Specification
Architectural Design
Circuit Design
Logic Design
Functional Design
Physical Design
Fabrication
Packaging
CHAPTER II
Plant layout
The disposition of various facilities (equipment,
material, manpower, etc.) within the areas of site
selected.
All facilities like equipment, tools,
fixtures, raw material, machineries,
workers, etc. are given a proper place
CHAPTER II
Objectives of a good plant layout
Ergo/economy in handling materials, work-in-
process and finished goods
Minimization of product delays
Lesser work-in-progress
Minimum manufacturing cycle time
Efficient utilization of available space
Easy supervision
Better production control
CHAPTER II
Objectives of a good plant layout
Greater flexibility for changes in product
design and for future expansion
Better working conditions by
eliminating causes of excessive noise,
interference, etc.
CHAPTER II
Sample plant layout
UPPER PART OF SUGAR
BODEGAUPPER PART
DISSOLVING
UPPER PART OF FINAL
SYRUP & SAMPLE SYRUP
UPPER PARTOIN OF
C.I.P. ROOM
C O R R I D O R
WORK SHOP
COMPRESSOR ROOM
ELECTRICAL ROOM
SILA AREA
C A N O P Y C A N O P Y
UPPER PART OF FOUNTAIN
AREA UPPER PART OF CAN LINE
50AT 3 Ø
440 V
60AT 3 Ø
220 V
MCC-SUGAR
OVERHEAD
CRANE
MDP SYRUP
FILTER 20
FILTER 21
CANTINEW 2
FOUNTAIN
CONTISOLV
CIP
CONTINEW
POWER PANEL
UPPER PART OF FILLER
AREA
AIR HANDLING AREA (AHU)
M60 HP
60 HP
DP- AIR HANDLING MOTOR
30 HP
C A N O P Y C A N O P Y
O P E N
UPPER PART OF WTP
M 30 HP
AIR HANDLING AREA (AHU)
M 30 HP M 30 HP
PP-B
LP-D
DP-H2O TREATING
CONTROL PANEL
RECAPPING
L I N E 1 L I N E 2
50AT 3 Ø
440 V
60AT 3 Ø
220 V
PUMP 5.5 KW
1 HUSKY
30 HP
2 PUMP
30 HP
MDP -HUSKY
PUMP
DP-AHU
33KW 33KW 33KW 100HP
ATLAS CAPCO
AIR COMP.TURBO
AIR COMP.
250 KW
FAN B
DISCONNECTED
(DISCONNECTED)
DP-TURBO AIR COMP.
UPS PANEL
T
DP- LIGHTING
X/FORMER 750 KVA, 3Ø, 440/220V
MDP-LTG
MDP- 96 FAC
MDP- NEW CANNING
MDP- BLOW MOLD PH1
LSVG NARPET NO.1 NEW PH2
PP-E/ MDP
MDP- 97A FAC
DP-PP-E CONTROL PANEL E-PAN
PP-E/ MDP
CHAPTER II
Sample plant layout
CHAPTER II
Equipment layout
where pieces of equipment such as displays and
controls are laid out in relation to everything else
around them, including the person using them.
Good equipment layout helps to ensure
that:
Equipment can be clearly identified
Equipment are easy and efficient to
use
Errors are avoided, especially under
strict/emergency conditions
CHAPTER II
Sample equipment layout
CHAPTER II
Sample equipment layout
CHAPTER II
Sample equipment layout
CHAPTER II
Presentation of alternative solutions
Most of the time, problem exists when what is actually
happening is different from what should be
happening.
It occurs when a system does not
meet the wants, expectations, targets
or standards to assure the attainment
of some desired goals.
CHAPTER II
Presentation of alternative solutions
Correcting the problem requires that the true cause of
the deviation must first be determined and afterwards,
solution/s must be developed.
Follow the following guidelines for the
presentation of the alternative
solutions.
CHAPTER II
ALTERNATIVE SOLUTION No. 1
(Alternative Title)
Proposed Procedures
Block and Schematic Designs
Design Calculations
Summary of Specifications
Technical Design – discuss in detail how the
proposed alternative solution will solve the current
company problem and must contain the following:
CHAPTER II
Proposed Procedure
Present step-by-step procedures of how this
alternative will be operated or implemented.
this may include startup to
shutdown procedures
CHAPTER II
Block and Schematic Designs
If these words will be chosen, RECOMMENDED
and IMPLEMENTED, these will create changes in
the system.
This alternative may require the installation of a
new equipment or the addition of a new process in
the operational procedures
This will make a difference from the equipment
layout or from manufacturing process/operational
procedure previously presented.
CHAPTER II
Design Calculations
This may vary depending on the problem being
solved
In the case of a new equipment to be designed,
this would require calculations of its operation and
capacity
In the case of an introduction to a
new process, this would require
calculations of its cost of operations
(e.g. introduction to implementation)
CHAPTER II
Design Calculations
In the case of an introduction of a new technology
to be completely introduced to the system, this
would require complete calculations needed to
implement the new technology
For example,
Introduction of LTE or WiMAX to the
conventional mobile telephony
FOC replacing microwave systems
CHAPTER II
Summary of Specifications
These are the requirements that a system must
meet
Based on the design calculations, present in
tabular form the equipment to be purchased or
installed or the new process that will be introduced
should alternative solution number 1 will be
chosen
It is a must that all accessories and
auxiliaries will be included
CHAPTER II
Cost-Benefit Analysis
An adequate and thorough technical analysis
considers all the equipment, accessories and
auxiliaries and their corresponding accurate cost
estimates.
comparison of disadvantages and advantages: a
method of project evaluation that compares the
potential benefits with the anticipated costs
This would include analysis on its
investment cost and overhead cost.
CHAPTER II
Investment Cost
In finance, the purchase of a financial product or
other item of value with an expectation of favorable
future returns. In general terms, investment means
the use of money in the hope of making more money.
In business, the purchase by a
producer of a physical goods, such
as durable equipment or inventory,
in the hope of improving future
business.
CHAPTER II
Overhead Cost
- can be divided into three general categories:
Company overhead expenses constitute some of
the most frequently discussed and illustrative kinds of
overhead such as equipment maintenance and repairs
as well as utilities
Selling overhead refers to the costs
related to product or service distribution
and marketing. Hence, this type of
overhead includes packaging and
shipping, public relations and sales staff
expenses
CHAPTER II
Overhead Cost
Administrative overhead expenses
encompass expenses associated with general
business operations such as office supply
costs, management expenses and labor costs
from administrators and office workers who do
not work directly for marketing and production
departments
CHAPTER II
Benefit
an advantage or profit gained from
something
CHAPTER II
Implementation Maintenance
Design a project management system to implement
the recommended alternative
Provide not only for any necessary
testing, installation and start up of the system
but also for monitoring, modifying and
auditing it throughout its life.
CHAPTER II
Implementation Maintenance
Design a project management system to implement
the recommended alternative
Provide not only for any necessary
testing, installation and start up of the system
but also for monitoring, modifying and
auditing it throughout its life.
CHAPTER II
Schedule of Action Plan using Gantt Chart
scheduling chart: a chart in which horizontal
lines show the actual and projected amounts of
time involved in completing a particular task or
reaching specific levels of production
Early 20th century. After the U.S.
engineer H. L. Gantt (1861-1919)
CHAPTER II
Schedule of Action Plan using Gantt Chart
A Gantt chart is a type of bar chart that illustrates a
project schedule.
It illustrates the start and finish dates of the terminal
elements and summary elements of a project.
Terminal elements and summary
elements comprise the work breakdown
structure of the project.
CHAPTER II
Gantt Chart
CHAPTER II
Gantt Chart
CHAPTER II
Gantt Chart
QUESTIONS???