lecture 5 - chapter 2 technical study

Introduction to Chapter II

Technical Study

(ECE Case Study


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.


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?


3. Implementation of the solution. By doing before-

and-after assessment, how did the solution solve the

problem?


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.


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.


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.


SWOT Analysis

S – Strengths

W – Weaknesses

O – Opportunities

T – Threats


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


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?


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?


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?


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?


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


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


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


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

Schematic flow diagram example

(Process flow diagram)

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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

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

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

QUESTIONS???

lecture 5 - chapter 2 technical study

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