THURSDAY

May
Welcom 13th

e
Daily reminder:
never regret a day in your life: good
days give happiness, bad days give
experience,worst days give lessons, and best

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days give memories.
 THURSDAY
May
13th
Entrepreneurs
hip
Module 3
Demonstrate
understanding of 4M’s of

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operation
 Important!
At the end of this
module you may be
able to;
1. Understand the system of the
operating work place;
2. Propose a perspective layout the
fit the ideal work place;and
3. Interpret the right behavior of the

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managers towards the workers.
 Reporters of Today

Bleise SherellenJ Mary Joy Marry Jane

Camille oy Bañes Ga Teniso
Arlao

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The 9 Critical Sub-Processes Or Sub-
Systems in the Transformation
Process
1. Production, Programming and Scheduling

2. Quality Control

3. Operating Systems and Procedures

4. Layouting

5. Operating Work Flow

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6. Worker Motivation, Skilling, Deployment,
Compensation and Control

7. Operations Management, Supervision and

And Control

8.Technology Application

9.Support Services

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Operating Work
Flow
The Operating Workflow (OWF) should follow the
rationale of the technology being adopted and used. It is
a step-by-step process of sourcing and storing the input,
converting this input into output and delivering the
output to the customers. There are two guiding
principles that should dictate the OWF.

1. The OWF should be very efficient in terms of time,

movement, and utilization of resources.

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2. The OWF must be balanced capacity-wise.
 The OWF must be very efficient in
terms of time, movement, and
utilization of resources.
Inventory levels should be kept as low as
possible. There should be minimal reworks and
return. The former disrupts the workflow while
the latter negates whatever speed or movement
efficiencies have been attained. Good operations
flow mapping, good factory or service ship layout
and good standardization of work processes

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would serve the operations manager well.
The OWF must be balanced capacity-
wise
There should not be significant disparities in
the capacity of each step in the process.
Otherwise, the steps with very little capacity
would create operations bottlenecks and the limit
the overall production output. That is why many
operations managers want a balanced production
line. The entrepreneur should accept a
reduction in overall capacity caused by difficult

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products they would generate substantially more
profits than the easier products.
 Worker Motivation, Skilling,
Deployment , Compensation, and
Control
People run factories and service establishments. Even
factories with the most automated machines require
good people to calibrate and maintain the machines. No
customer will patronize a bad barber or a lousy chef.
Hiring the right people is the first step to good
operations management. A good working environment
and professionally run establishment are good starting
point. It is also important that the worker should feel the
sense of belonging from the workplace that will definitely

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excel their inner potential to do their best at work.
 Gaps in the competency or skills and attributes of
people must be addressed by operations manager
through proper orientation and training programs.

Also, there is people control. Control of people should

start with fair, just but challenging scorecard. This
scorecard should contain all the metrics of performance
expected from people. The performance evaluation and
reward system must put a lot of emphasis on the
attainment of good scores based on transparent

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scorecards and scorekeeping.
 Layouting
The operating work flow must translate into an
appropriately designed and executed physical layout of
the factory or service shop. The space available for
operations must be able to accommodate to all
machinery and equipment, the inventory of raw
materials, work in process and finished goods, and the
operating and quality control personnel. The working
environment should be conducive for carrying out the
operating activities with as little physical, emotional and

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mental as possible.
 4 Principles in
1.
Layouting
The physical layout must allow the goods or the
customers being processed to go from one step to
another with very little distance and time spent
between steps.
2. There should be minimal or no crisscrossing of
goods and customers within physical space. This
mean that the goods and costumers should not go
back and fourth from one workplace to another in
a confusing manner.

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3. The layout should capture the physical and
psychological manner atmosphere desired.
4. The layout must be easy to see, follow, monitor and
control.
 When the factory or the service shop goes
into full operations , management must be
able to easily track the movement and flow of
all materials, goods, and people as they pass
through the different processes in the
different workplace. Above all, with the
proper management and focus in progressing
your business, the smell of success will always

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be worth to inhale. And the taste of triumph
will be the sweetest.