Millwright Local 102, Oakland CA …. Sheet Metal
Local 162, Central CA. |
|||||||||||||||||||||||||||||||||
|
Certified Personal Trainer |
|||||||||||||||||||||||||||||||||
|
Table
of contents, categories below. |
|||||||||||||||||||||||||||||||||
|
Table
of contents, next several pages. |
|||||||||||||||||||||||||||||||||
|
These examples were mostly completed at
the end of my graduation at CSUS. I scanned most of my work in and several
of the files came out in less than ideal resolution. Text coverage is from hand notes and
topics covered. |
|||||||||||||||||||||||||||||||||
|
Completed
college coursework |
Page 155 |
||||||||||||||||||||||||||||||||
|
RESUME
2002….need to
update……….<<<<<<<<<<<<<<<<<< |
Page 156 |
||||||||||||||||||||||||||||||||
|
Professional
development during 1997 to 2002..and 2003
addendum |
Page 157-159 |
||||||||||||||||||||||||||||||||
|
My MBA work |
Page 160-161 |
||||||||||||||||||||||||||||||||
|
Student
comments from instruction 1998 - 2003 |
Page 162-163 |
||||||||||||||||||||||||||||||||
|
Company
Brochure from 1993 |
Page 164 |
||||||||||||||||||||||||||||||||
|
|
|
||||||||||||||||||||||||||||||||
|
I have used my life experiences on many
of these exercises. |
|||||||||||||||||||||||||||||||||
|
Operations Management |
Computer Information
Systems |
Engineering |
|||||||||||||||||||||||||||||||
|
Variety (All) Pages 10-37 |
Production Pages 31, 39-54 |
Variety (All) Pages 10-37 |
Database Design. Pages 24, |
Coursework completed Pages 155 |
|||||||||||||||||||||||||||||
|
Pages 55-66 |
Pages 23, 67-71 |
Pgs 18-20, 112-116 |
Enterprise Info. Sys Pgs 108-111 |
Mechanical / AutoCad
accessories. Sourcing. Pages 131 |
|||||||||||||||||||||||||||||
|
Project Mgmt. Pages 16, 72-74 |
Job Shop Pages 75-80 |
Info. Sys. Mgmt. Pages 117-126 |
Expert Sys. Pages 87-91 |
Industrial Engineering Pages 55-66, see DSS |
|||||||||||||||||||||||||||||
|
Decision Support Pages 22, 87-111 |
Materials Pages 39-54, see DSS |
Marketing Pages 25, 127-146 |
Management Pages 147-150 |
Sourcing on Internet. Pages 132,133 |
|||||||||||||||||||||||||||||
|
Applied
spreadsheets Pages throughout |
Linear
Programming Examples Pages 93-111 |
Operating
Systems Pages 10-13 |
System analysis Pages 81 |
CMMS terms Pages 134-135 |
|||||||||||||||||||||||||||||
|
Job Searching Pages 139-140 |
Pages 14, 147-150 |
3 month computer training layout. condensed. Pages 138 |
My Software, experience Pages 152 |
Vocational School Operational planning and priority planning. Pages 136-137 |
|||||||||||||||||||||||||||||
|
Table of contents, variety, catagories
TOC next 6 pages. |
|||||||||||||||||||||||||||||||||
|
Software
Application |
Software used. |
||||||||||||||||||||||||||||||||
|
The Business Plan |
Lotus SmartSuite 96 |
Page
14 |
|||||||||||||||||||||||||||||||
|
Flow Charting, job
placement, supplement |
Microsoft
PowerPoint 95 |
Page
15 |
|||||||||||||||||||||||||||||||
|
Project Management |
Microsoft Project |
Page
16 |
|||||||||||||||||||||||||||||||
|
Object Linking and
Embedding example |
Microsoft Office 95
|
Page
17 |
|||||||||||||||||||||||||||||||
|
Finance |
Visual Basic Pro 95 |
Page
18 |
|||||||||||||||||||||||||||||||
|
Finance, minimize cost
|
Excel 95 |
Page
19 |
|||||||||||||||||||||||||||||||
|
Finance, what ifs |
Page
20 |
||||||||||||||||||||||||||||||||
|
Finance, data analysis
|
Page
20 |
||||||||||||||||||||||||||||||||
|
Risk Simulation |
Lotus 123, 96 |
Page
21 |
|||||||||||||||||||||||||||||||
|
Decision Support
Systems |
Visual
Basic Pro 95,
DSS, LP |
Page
22 |
|||||||||||||||||||||||||||||||
|
Quality Control,
fishbone, other |
Page
23 |
||||||||||||||||||||||||||||||||
|
Database Development,
E-R, Relationships |
Microsoft
Access 95 |
Page
24 |
|||||||||||||||||||||||||||||||
|
Database, Research,
Mkt apps |
PhoneDisc ......Access95 .......Excel 95. |
Page
25, 26, 27 |
|||||||||||||||||||||||||||||||
|
System Analysis |
Win
Advisor & Check-it Pro 3.0 |
Page
29 |
|||||||||||||||||||||||||||||||
|
Engineering |
AUTOCAD r.12, DesignCad 5.0 |
Page
30 |
|||||||||||||||||||||||||||||||
|
Production-Operations |
Visual
Basic Pro 95, Win
NT.
others |
Page
31 |
|||||||||||||||||||||||||||||||
|
Excel, 18 applications on one screen |
Page
32 |
||||||||||||||||||||||||||||||||
|
Manufacturing |
Several
Packages |
Page 33, 34 |
|||||||||||||||||||||||||||||||
|
Office Pro 95 |
Page 35 |
||||||||||||||||||||||||||||||||
|
Computer Industry Update
|
Reseller
News, periodicals |
Page 36 |
|||||||||||||||||||||||||||||||
|
Visual Basic 4.0 Presentation |
PowerPoint 95 ..to big |
Page |
|||||||||||||||||||||||||||||||
|
Tax assessment report __COBOL- Text |
COBOL |
Page 37 |
|||||||||||||||||||||||||||||||
|
Operating-System Interfaces. |
|||||||||||||||||||||||||||||||||
|
Windows 3.1 and Operations Management |
Page 10 |
||||||||||||||||||||||||||||||||
|
Win NT 3.51 and Operations Management |
Page 10 |
||||||||||||||||||||||||||||||||
|
Lotus SmartSuite w/
Win95 |
Page 11 |
||||||||||||||||||||||||||||||||
|
Win 95-98 w/Office Pro 97-2000 |
Page 12 |
||||||||||||||||||||||||||||||||
|
Windows 2000 and Office XP |
Page 13 |
||||||||||||||||||||||||||||||||
|
Reports and Software used. |
|||||||||||||||||||||||||||||||||
|
Materials, Processes & Inventory Control ,
Summary (22pgs) |
summary |
Page 39 |
|||||||||||||||||||||||||||||||
|
Short summary &
calculations |
summary |
Page 40, 41 |
|||||||||||||||||||||||||||||||
|
Production planning, level production. |
Lotus
|
Page 42 |
|||||||||||||||||||||||||||||||
|
Prod. Planning, unleveled +
max profit. |
Lotus
/ DSS |
Page 43 |
|||||||||||||||||||||||||||||||
|
Aggregate Plan / Production strategies. |
Lotus |
Page 44, 45 |
|||||||||||||||||||||||||||||||
|
Material Requirements
Planning. |
Lotus
|
Page 46 |
|||||||||||||||||||||||||||||||
|
Capacity Management. |
Lotus
|
Page 47 |
|||||||||||||||||||||||||||||||
|
Capacity
Planning |
Lotus |
Page 48 |
|||||||||||||||||||||||||||||||
|
Master Production Scheduling. |
Lotus
|
Page 49, 50, 51 |
|||||||||||||||||||||||||||||||
|
The Planning Process. |
MS Publisher |
Page 52 |
|||||||||||||||||||||||||||||||
|
Forecasting
Production |
Lotus
|
Page 53 |
|||||||||||||||||||||||||||||||
|
Capital Management and Inventories, a mix |
Lotus
|
Page 54 |
|||||||||||||||||||||||||||||||
|
Notes, text,
Process improvement |
Industrial Engineering |
Page 55 |
|||||||||||||||||||||||||||||||
|
Summary text |
Industrial
Engineering |
Page 56, 57 |
|||||||||||||||||||||||||||||||
|
Industrial Engineering |
Page 58, 59 |
||||||||||||||||||||||||||||||||
|
Case 1-operator
analysis |
Industrial Engineering |
Page 60 |
|||||||||||||||||||||||||||||||
|
Case 2-Process
analysis |
Industrial Engineering |
Page 61 |
|||||||||||||||||||||||||||||||
|
Case 3 – Process
analysis, clerical |
Industrial Engineering |
Page 62 |
|||||||||||||||||||||||||||||||
|
Analysis, Load Distance |
Ind engr.
Lotus-Excel |
Page 63 |
|||||||||||||||||||||||||||||||
|
Process Analysis,
Process |
Ind engr
Lotus-Excel |
Page 64 |
|||||||||||||||||||||||||||||||
|
Operator Analysis |
Ind engr
Lotus-Excel |
Page 65 |
|||||||||||||||||||||||||||||||
|
Clerical Analysis |
Page 66 |
||||||||||||||||||||||||||||||||
|
Summary |
summary |
Page 67 |
|||||||||||||||||||||||||||||||
|
Control Chart, number of defects |
Lotus |
Page 68 |
|||||||||||||||||||||||||||||||
|
Control Chart, out of control |
Page 68 |
||||||||||||||||||||||||||||||||
|
X /
R Chart |
Page 69 |
||||||||||||||||||||||||||||||||
|
Control Cart, proportion of defectives |
Page 69 |
||||||||||||||||||||||||||||||||
|
Zone
Control Chart |
Page 70 |
||||||||||||||||||||||||||||||||
|
U- Chart |
Page 70 |
||||||||||||||||||||||||||||||||
|
Downtime,
Rejections |
Page 71 |
||||||||||||||||||||||||||||||||
|
Project Management
with Pert |
Linear programming
models |
Page 72 |
|||||||||||||||||||||||||||||||
|
Project Crashing, DSS |
Linear programming models |
Page 73, 74 |
|||||||||||||||||||||||||||||||
|
|
|||||||||||||||||||||||||||||||||
|
Job Status |
Lotus - Excel |
Page 75 |
|||||||||||||||||||||||||||||||
|
Team Building |
Lotus
- Excel |
Page 76 |
|||||||||||||||||||||||||||||||
|
Equipment Service
Recording |
Lotus - Excel |
Page 77 |
|||||||||||||||||||||||||||||||
|
Shop Consumables |
Lotus -
Excel |
Page 78 |
|||||||||||||||||||||||||||||||
|
Job Estimate and
Material Usage |
Lotus - Excel |
Page 79 |
|||||||||||||||||||||||||||||||
|
Project Management |
Lotus - Excel |
Page 80 |
|||||||||||||||||||||||||||||||
|
COMPUTER
INFORMATION SYSTEMS |
|||||||||||||||||||||||||||||||||
|
System Analysis &
Design ___summary |
Text |
Page 81 |
|||||||||||||||||||||||||||||||
|
Learning Objectives for Database Mgmt systems |
Text |
Page 82 |
|||||||||||||||||||||||||||||||
|
Entity Relationship
diagram, data tables |
MS
PowerPoint |
Page 83 |
|||||||||||||||||||||||||||||||
|
SQL terms |
|
Page 84 |
|||||||||||||||||||||||||||||||
|
Database Reports,
screenshot |
Page 84 |
||||||||||||||||||||||||||||||||
|
SQL Programming
example |
Access, UNIX, HP 9000 |
Page 85, 86 |
|||||||||||||||||||||||||||||||
|
Structured
Programming / Expert Systems. |
|||||||||||||||||||||||||||||||||
|
Finding new Quota |
Expert
system |
Page 87, 88 |
|||||||||||||||||||||||||||||||
|
Investing |
Expert
system |
Page 89, 90 |
|||||||||||||||||||||||||||||||
|
Mfg. Batch selection |
Programming_
Expert systems |
Page 91 |
|||||||||||||||||||||||||||||||
|
Management Science / Decision Support /
Expert Systems |
|||||||||||||||||||||||||||||||||
|
DSS |
Page 92 |
||||||||||||||||||||||||||||||||
|
Linear
Programming Examples
here and below. |
Program code printout |
Page 93 |
|||||||||||||||||||||||||||||||
|
Optimization |
Page 94, 95, 96, 97 |
||||||||||||||||||||||||||||||||
|
Minimize
Mfg. cost / Team building |
Assignment programming
|
Page 98 |
|||||||||||||||||||||||||||||||
|
New
Factory Location optimization |
Transportation
model |
Page 99 |
|||||||||||||||||||||||||||||||
|
Machine / Employee Selection, optimization |
Assignment
programming |
Page 100 |
|||||||||||||||||||||||||||||||
|
Shipping
Cost optimization |
Integer
programming |
Page 101 |
|||||||||||||||||||||||||||||||
|
Scheduling
Analysis, 3 examples |
Queuing theory ( retail , services )
|
Page 102 |
|||||||||||||||||||||||||||||||
|
Waiting Lines & Service crews |
Page 103 |
||||||||||||||||||||||||||||||||
|
MFG. Multiple goals _ Mfg. & Mkt |
Goal Programming
|
Page 104 |
|||||||||||||||||||||||||||||||
|
Model Formulation |
Page 105 |
||||||||||||||||||||||||||||||||
|
Inventory
Management |
Page 106 |
||||||||||||||||||||||||||||||||
|
Production
Schedule |
Page 107 |
||||||||||||||||||||||||||||||||
|
include later? |
Page |
||||||||||||||||||||||||||||||||
|
Executive / Enterprise Information Systems |
|||||||||||||||||||||||||||||||||
|
Business growth
analysis |
Excel
, MS EIS pack , ~ Visual Basic |
Page 108 |
|||||||||||||||||||||||||||||||
|
Break-even
analysis |
Excel
, MS EIS pack , ~ Visual
Basic |
Page 109 |
|||||||||||||||||||||||||||||||
|
Scheduling
& Product
mix |
Linear
Programming |
Page 110 |
|||||||||||||||||||||||||||||||
|
Budget, school.
. this one is cool |
Page 111 |
||||||||||||||||||||||||||||||||
|
Unequal
Lives, Purchasing Analysis |
Lotus
/ Excel |
Page 112 |
|||||||||||||||||||||||||||||||
|
Break
Even and Operating Leverage |
Lotus / Excel |
Page 113 |
|||||||||||||||||||||||||||||||
|
Certainty
Equivalents |
Lotus / Excel |
Page 114 |
|||||||||||||||||||||||||||||||
|
Time
Disparity Ranking |
Lotus / Excel |
Page 115 |
|||||||||||||||||||||||||||||||
|
Cost Analysis of Plant Locations |
Lotus
/ Excel |
Page 116 |
|||||||||||||||||||||||||||||||
|
Capital
Rationing |
Lotus / Excel |
Page not inc. |
|||||||||||||||||||||||||||||||
|
__Information Systems
Management. ___Short case Studies |
|||||||||||||||||||||||||||||||||
|
Corp. Analysis |
Page 117, 118 |
||||||||||||||||||||||||||||||||
|
Strategic uses of information |
Page 119, 120 |
||||||||||||||||||||||||||||||||
|
Analysis |
Page 121 |
||||||||||||||||||||||||||||||||
|
Application |
Page 122 |
||||||||||||||||||||||||||||||||
|
Campus bookstore |
Page 123 |
||||||||||||||||||||||||||||||||
|
Project Mgmt. |
A corporate view |
Page 124 |
|||||||||||||||||||||||||||||||
|
Information System
Planning
|
The new and why of IS. |
Page 125 |
|||||||||||||||||||||||||||||||
|
Information System
Planning Over -View |
Blueprint for analysis |
Page 126 |
|||||||||||||||||||||||||||||||
|
Marketing Plan, Outline, terms, also see MBA |
Blueprint |
Page 127, 128 |
|||||||||||||||||||||||||||||||
|
MBA Marketing Plan, |
Blueprint |
Page 141-143 |
|||||||||||||||||||||||||||||||
|
Marketing Plan, Outline, terms II |
|
Page 144 – 145 |
|||||||||||||||||||||||||||||||
|
Web Based Marketing, really condensed |
|
Page 146 |
|||||||||||||||||||||||||||||||
|
Engineering |
|||||||||||||||||||||||||||||||||
|
Engineering
Lingo FEA |
|
Page 129, 130 |
|||||||||||||||||||||||||||||||
|
Internet Sourcing, Mechanical applications |
AutoCAD here |
Page 131 |
|||||||||||||||||||||||||||||||
|
Internet Sourcing, Industrial applications |
Industrial |
Page 132, 133 |
|||||||||||||||||||||||||||||||
|
Computer Maintenance Mgmt System |
CMMS |
Page 134, 135 |
|||||||||||||||||||||||||||||||
|
Vocational School Administration |
|||||||||||||||||||||||||||||||||
|
Operational Planning and prioritizing |
Marketing, placement, maintenance, training…. |
Page 136, 137 |
|||||||||||||||||||||||||||||||
|
Computer course training, hr by hr. |
condensed |
Page 138 |
|||||||||||||||||||||||||||||||
|
|
Blank |
Page |
|||||||||||||||||||||||||||||||
|
Job searching, worldwide |
websites |
Page 139-140 |
|||||||||||||||||||||||||||||||
|
Management |
|||||||||||||||||||||||||||||||||
|
Business Policy ~ 50 pgs, Course overview,
cut.. |
|
Page 147, 148 |
|||||||||||||||||||||||||||||||
|
Integration Strategies |
Page
149, 150 |
||||||||||||||||||||||||||||||||
|
|
|||||||||||||||||||||||||||||||||
|
Resources
Applied: Software-Hardware-Periodicals |
|||||||||||||||||||||||||||||||||
|
Software application |
Page 151 |
||||||||||||||||||||||||||||||||
|
Software applications |
1993-97 |
Page 152 |
|||||||||||||||||||||||||||||||
|
Software applications |
1998-2002……<<<<<<<<<update |
Page 152 |
|||||||||||||||||||||||||||||||
|
|
|
|
|||||||||||||||||||||||||||||||
|
Hardware / software database |
1988-91 CROP and …….update |
Page 153 |
|||||||||||||||||||||||||||||||
|
Periodical reading. Business,
Mfg., Engineering, Computers, & Operations literature |
To 1997 and 97 to 2002...…update |
Page 154 |
|||||||||||||||||||||||||||||||
|
|
|
||||||||||||||||||||||||||||||||
…
|
Windows 3.1 and Operations Management |
|
Windows NT 3.51 and Operations
Management |
|
Lotus SmartSuite w/ Windows 95 |
|
Windows 95-98 w/ MS Office 97-2000 |
|
Windows 2000 and Office XP |
|
The Business Plan |
|
Flowchart ~ job
placement |
Project Mgmt.
|
Object linking and
embedding |
|
Visual Basic Programming-Finance
applications. |
|
Microsoft Excel |
|
Lotus Spreadsheets |
|
Custom screen using Visual Basic Programming. |
|
Trouble shooting quality control
methods, fishbone chart. |
|
MS Access Database
development. |
|
Company research using
Access, Excel and Phonedisc(s) |
|
MS Access data to
Excel for analysis |
|
MS Access report and
form printouts. |
|
Technician software
for troubleshooting computers |
|
Technician software
continued. |
|
Drafting software in
3D views. |
|
MS Visual Basic
application towards operations management needs. |
|
MS
Excel and 18 spreadsheets geared towards operations mgmt. |
|
Manufacturing app in
Windows Operating Systems |
|
MS Office Professional
95 and the Bindery. |
|
Computer reseller
industry periodicals. |
|
Microfocus COBOL
programming |
1 Identification
Division.
2 Program-id.
Property Tax
3 Author. Lance
Lawson.
4 Environment Division.
5 Configuration Section.
6
Source-Computer. IBM.
7
Object-Computer. IBM.
8 Input-Output
Section.
9 File-Control.
10 Select
Tax-Assess-File assign to ut-s-sysin.
11 Select
Print-File assign to ut-s-sysout.
12 Data
Division.
13 File Section.
14 FD
Tax-Assess-File
15 Label record
is omitted.
16 01
Tax-Assess.
17 05 Filler Pic
x(6).
18 05
Prop-type-in Pic x.
19 05 Filler Pic
x(6).
20 05 Name-in
Pic x(20).
21 05 Filler Pic
x(15).
22 05
Home-type-in Pic x.
23 05 Filler Pic
x.
24 05
Comm-type-in Pic x.
25 05
Parcel-no-in.
26 10
Parcel-1-in Pic x(5).
27 10
Parcel-2-in Pic x.
28 10
Parcel-3-in Pic x(3).
29 05 Value-in
Pic 9(6)v99.
30 FD Print-File
31 Label record
is omitted.
32 01 print-rec
Pic x(133).
33 Working-Storage
Section.
34 77 EOF-FLAG
Pic x(3) value 'no'.
35 77 Prop-Tax
Pic 9(7)v99 value 0.
36 77 Line-Ctr
Pic 99 value 40.
37 77 HPR-Total
Pic 9(7)v99 value 0.
38 77 HNR-Total
Pic 9(7)v99 value 0.
39 77 Bldg-Total
Pic 9(7)v99 value 0.
40 77 Land-Total
Pic 9(7)v99 value 0.
41 77 End-Total
Pic 9(8)v99 value 0.
42 77 Tax-Rate
Pic v999 value 0.
43 77 Qtr Pic
x(6).
44 77 Type-code
Pic 9 value 0.
45 77 Desc-out
Pic x(6).
46 77 Page-no
Pic 999………see web site for all.
|
POM 4530 ........MATERIALS AND PROCESS
CONTROL Productions and Operations Management. |
|
Ch 1
.....MATERIAL ........MANAGEMENT |
Ch 5 CAPACITY ....REQUIREMENTS ....PLANNING. |
chap 9
....INVENTORY .......FUNDAMENTALS |
|
Ch
2..... PRODUCTION ...PLANNING SYSTEMS |
Ch 6 CAPACITY
....MANAGEMENT |
Order
Quantities |
|
Ch 3 ......MASTER ......PRODUCTION
......SCHEDULING |
Ch 7
Making The Plan. |
|
|
Ch 4
.....MATERIAL ....REQUIREMENT PLANNING |
|
|
|
|
|
Notes
Below in above order. |
CH 1 DR. KHADE
INTRODUCTION TO
MATERIAL MANAGEMENT
WEALTH IS
MEASURED BY THE GNP.
VALUE IS ADDED AT
EACH STEP IN THE MANUFACTURE PROCESS.
TO GET THE MOST
, WE MUST BE MOST EFFICIENCE.
CONFLICTS IN
TRADITIONAL SYSTEMS.
TO GET MOST
PROFIT , COMPANY MUST
1. PROVIDE BEST
CUSTOMER SERVICE
2. PROVIDE
LOWEST PRODUCTION COSTS.
3. PROVIDE
LOWEST INVENTORY INVESTMENT.
4. PROVIDE
LOWEST DISTRIBUTION COSTS.
MARKETING WANTS:
1.HIGH
INVENTORIES SO PRODUCT IS ALWAYS THERE.
2. INTERRUPT
PRODUCTION LINES SO SPECIAL ITEMS CAN BE RUN.
3. EXTENSIVE AND
COSTLY DISTRIBUTION SYSTEM SO PRODUCT CAN GET TO CUSTOMER AS FAST AS POSSIBLE.
FINANCE WANTS:
1. LOW
INVENTORIES SINCE INVESTMENT IS AT MINIMUM.
2. DECREASE
NUMBER OF PLANTS AND WAREHOUSES.
3. PRODUCE LARGE
QUANTITIES WITH LONG PRODUCTION RUNS.
4. MANUFACTURE
ONLY TO CUSTOMER ORDER.
PRODUCTION
WANTS:
1. LONG
PRODUCTION RUNS OF FEW PRODUCTS.
2. HIGH
INVENTORIES OF RAW MATERIALS SO WORK FLOW UNINTERRUPTED.
TO OPTIMIZE THIS
YOU NEED GOOD COORDINATION OF ALL.
|
POM 4530 ........MATERIALS AND
PROCESS CONTROL .cont… |
MATERIALS
MANAGEMENT IS TO:
1. OPTIMIZE
FIRMS RESOURCES
2. PROVIDE
DESIRED LEVEL OF CUSTOMER SERVICE.
MANUFACTURING
PLANNING AND CONTROL:
1. PRODUCTION
PLANNING.
A. FORECASTING
B. MASTER
PLANNING
C. MATERIAL
PLANNING
D. CAPACITY
PLANNING.
2.
IMPLEMENTATION AND CONTROL ~ SHOP FLOOR CONTROL
3. INVENTORY
MANAGEMENT.
INVENTORY
TURNS=ANNUAL C.O.G.S./AVERAGE INVENTORY IN DOLLARS.
INPUTS TO THE
MANUFACTURING PLANNING AND CONTROL SYSTEM.
1. PRODUCT
DESCRIPTION : ~ BILL OF MATERIAL.
A. DESCRIBES THE
COMPONENTS USED TO MAKE PRODUCT.
B. DESCRIBES THE
SUB-ASSEMBLIES AT VARIOUS STAGES OF MFG.
2. PROCESS
SPECIFICATIONS ~ STEPS NECESSARY TO FAB.
A. OPERATIONS
REQUIRED TO FAB.
B. SEQUENCE OF
OPERATIONS.
C. EQUIPMENT AND
ACCESSORIES REQUIRED.
D. STANDARD TIME
REQUIRED TO PERFORM EACH OPERATION.
3. TIME NEEDED
TO FAB
= AVERAGE
OPERATOR AT NORMAL PACE .
USUALLY STANDARD
TIMES ARE FOUND IN ROUTING FILE.
4. AVAILABLE
FACILITIES
MUST KNOW WHAT
IS AVAILABLE. USUALLY IN WORK CENTER FILE.
5. QUANTITIES
REQUIRED.
COMES FROM
FORECASTS, CUSTOMER ORDERS, ORDERS TO REPLACE FINISHED GOODS INVENTORY AND
MATERIAL REQUIREMENT PLAN.
PHYSICAL SUPPLY
AND DISTRIBUTION
1.
TRANSPORTATION
2. DISTRIBUTION
INVENTORY
3. WAREHOUSING
4. PACKAGING
5. MATERIAL
HANDLING
6. ORDER
ENTRY……………….see web site for complete file.
|
POM 4530 ........MATERIALS AND PROCESS
CONTROL...More |
|
Ch 1
.....MATERIAL ........MANAGEMENT |
Ch 5 CAPACITY ....REQUIREMENTS ....PLANNING. |
chap 9
....INVENTORY .......FUNDAMENTALS |
|
Ch
2..... PRODUCTION ...PLANNING SYSTEMS |
Ch 6 CAPACITY
....MANAGEMENT |
Order
Quantities |
|
Ch 3 ......MASTER ......PRODUCTION
......SCHEDULING |
Ch 7
Making The Plan. |
CH 11...
INDEPENDENT DEMAND ORDERING SYSTEMS. |
|
Ch 4
.....MATERIAL
....REQUIREMENT PLANNING |
|
CHAP 14 JUST
IN TIME MANUFACTURING |
|
Notes
Below in above order. |
|
Calculations
used below. |
Some
math calculations:
OM 4530 TEST MATHEMATICS
chap 1 intro
inventory turns = annual C.O.G. sold / average inventory in dollars.
Chap 2 production planning
Level production plan = total product + back orders + ending inventory - opening inventory.
Or total forecast + opening backlog - opening backlog.
Chap 3 MPS.
Available to promise = period 1 = on hand- customer orders before next MPS.
Period 2 = MPS sch. Receipt - customer orders due before next MPS.
Chap 5. Capacity.
Utilization = hours worked / available hours.
Efficiency = (std. Hrs of worked produced / hours actually worked) * 100.
Rated capacity = available time *utilization * efficiency.
Required capacity.
Setup time + run time. And Actual time * efficiency * utilization.
Chap 8 forecasting.
Exponential smoothing = (alpha * latest demand) + (1 - alpha)(previous forecast).
Seasonal Index = period average demand / aveage demand for all periods OR per.avg.dmd / deseasonalized dmd.
Seasonal forecasts = seasonal index * deseasonalized demand
deseasonalized demand = actual seasonal demand / seasonal index.
MAD = sum of absolute deviations / number of observations.
Tracking signal = sum of forecast errors / MAD.
Chap 9 Inventory fundamentals.
Transportation inventory = I=tA/365 t=time in days,A=annual demand.
Carrying costs = cost of capital % * storage cost %*risk cost %.
Cost of placing order.= fixed costs / number of orders) + variable costs.
|
POM 4530 ........MATERIALS AND PROCESS
CONTROL...More. Calculations |
Chap 10 order quantities.
EOQ= Q= sqrt(2AS/ic) A=annual demand,S=order cost in $,(I) carrying cost %,c = unit cost in dollars.
Non-instantaneous receipt=EOQ= sqrt(2AS/ic(1-d/p). .d=usage rate, p= production rate.
Use of EOQ when costs not known= Q=sqrt(2Asub dS) or K=(sqrt A subd)/N N= orders per year.
Period order quantity = EOQ/average weekly usage.
Chap 11 independent demand ordering systems.
Order point=DDLT+SS, DDLT= demand during lead time. SS = safety stock.
Average inventory=(Q/2) + SS Q= order quantity.
Average or mean = sum of x/n n = total number of data.
Mad= sum of absolute deviations/ number of observations. Remember 1MAD,2MAD,3MAD.
MAD for LT1= MAD for FI * sqrt (LT1/F1).
Target level or maximum level inventory. T=D(R+L)+SS. D=demand per unit time, L=lead time duration, R=review period duration, SS= safety stock.
ORDER QUANtity from above = Q=T-I. I = inventory on hand.
See my web for
complete notes.
|
Production Planning
with Excel-Lotus-Linear programming programs |
|
Max profit using
Linear Programming |
continued next
sheet……..
chart next sheet
……..
|
Operations Planning |
|
Finance and Lotus |
|
Process
Analysis |
What
is I.E.
Method
Improvement Techniques.
WORK
MEASUREMENT TECHNIQUES.
MAKING
IMPROVEMENTS BY THE RULES.
EVERY
FACTORY IS A MOUNTAIN OF GOLD.
CHAPTER
2 PROCESS IMPROVEMENT STEPS.
OCCURRENCE
AND DISCOVERY OF PROBLEMS.
PQCDSM
CHECKLIST.
ANALYZING
CURRENT CONDITIONS.
ANALYZE
THE FACTS AS THEY ARE.
USE
QUANTITATIVE DATA TO DESCRIBE THE PROBLEM POINTS.
USE
SYMBOLS AND GRAPHS TO DESCRIBE PROBLEMS.
IDENTIFYING
MAJOR PROBLEM POINTS.
DRAFTING
AN IMPROVEMENT PLAN.
IMPLEMENTING
AND EVALUATING THE IMPROVEMENT PLAN.
FOLLOW
UP MEASURES.
CHAPTER
3 PROCESS ANALYSIS.
WHAT
IS PROCESS ANALYSIS.
THE
PURPOSE OF PROCESS ANALYSIS.
TYPES
OF PROCESS ANALYSIS.
PROCESS
CHART SYMBOLS.
TYPES
OF PROCESS ANALYSIS.
CHAPTER
4 PRODUCT PROCESS ANALYSIS.
WHAT
IS PROCESS ANALYSIS.
LINEAR
PROCESSES.
CONVERGING
PROCESSES.
BRANCHING
PROCESSES.
COMPOUND
PROCESSES.
THE
PURPOSE OF PRODUCT ANALYSIS.
STEPS
IN PROCESS ANALYSIS.
CONDUCT
A PRELIMINARY STUDY.
DRAW
UP A PROCESS FLOW CHART.
RECORD
MEASUREMENTS FOR ALL REQUIRED ITEMS IN EACH PROCESS.
ORGANIZE
THE ANALYSIS RESULTS.
DRAFT
AN IMPROVEMENT PLAN.
IMPLEMENT
AND EVALUATE THE IMPROVEMENT PLAN.
STANDARDIZE
THE IMPROVEMENT PLAN.
EXAMPLES
OF PRODUCT PROCESS ANALYSIS.
See my web site
for complete.
|
Productivity though Process Analysis :
Productivity Management |
|
Industrial
Engineering for the shop floor. |
|
Ch 1
....IE and Process .............Improvements |
Ch 4
.........Product Process .........................Analysis |
Ch 7
......Clerical Process |
|
Ch 2
.....Process .......Improvement Steps |
Ch 5
.....Operator Process ...................Analysis |
Ch
8.....Process Analysis |
|
Ch 3
...Process Analysis |
Ch 6
....Joint Process .............Analysis |
Notes
below |
IE and Process
Improvements
Industrial
Engineering is a group of techniques that are used to eliminate the BIG THREE
OF WASTE. WASTE, INCONSISTENCIES, and IRRATIONALITIES.
Method
improvement techniques.
Process analysis
/ Motion study / Conveyance and equipment layout.
Work measurement
techniques:
time
studies.
can be used
alone but compliment each other. also closely interrelated.
process analysis
is most valuable tool for studying flow in operations.
rules
follow
improvement steps.
use
improvement steps.
IE is a
hands on activity. Learn by practicing it.
Seven
Quality Control Tools.
(cause and effect
diagrams)= Pareto diagrams / check sheets / histograms / scatter diagrams /
graphs and management charts / stratification.
Start by
1. understanding the facts. / improvement is limitless /
In
manufacturing PROCESS ANALYSIS is the most fundamental method in carrying out
the never ending processing improvements.
CHAP 2
PROCESS IMPROVEMENT STEPS.
first must grasp
an understanding of the current situation.
1.
discovery of problem. what needs improvement.
2. Analysis of
the current conditions. how are things done now ?
3. I.D. of major
problem points. what is the improvement goal and where do the BIG THREE
problems exist.
4. creation of
the improvement plan. what must be done to eliminate the BIG THREE problems.
5.
Implementation and evaluation of the improvement plan. did it work?
6. follow up
measures. STANDARDIZE the plan / prevent backsliding.
IMPROVEMENTS ARE
INFINITE, GO BACK AND FIND NEXT PROBLEM.
1.
DISCOVERY OF PROBLEMS.
Better to find
problems yourself, solve problems in making before major problem.
look at
statistical indicators of the past (capacity utilization,yield,unit
cost,efficiency). other companies, compare.
IDENTIFYING
PROBLEMS. PQCDSM Checklist.
PRODUCTIVITY =
lately lower?,can it be raised?, worker productivity.
|
Process analysis cont… |
QUALITY =
up/down,be improved, more customer complaints.
COST=
up/down,materials cost increases?
DELIVERY = more
late deliveries, lead time be shortened?
SAFETY =
accidents increased?,unsafe work practices?
MORALE =
up/down,interpersonal problems? right job assignments.
Find the BASIC
problem(s) , make priority list of them if needed.
2. ANALYZING
CURRENT CONDITIONS
Analyze the
facts as they are. your eyes are crucial to maintain objectivity.
Use QUANTITATIVE
DATA to describe problem points. ~ tons per hour,meters per trip.
See web site for complete file.
|
Productivity
Management Summary: CONDENSED VERSION Operations
Management |
8 step
Process
PURPOSE OF
Product Process Analysis FIND.
Unnecessary
Delay Points
1.
Unnecessary Transportation Trips
Unnecessary
Long Transportation Trips
Problems
caused by choice of Transportation.
Opportunities
to combine Inspection and Operations.
While
Studying
Equipment
Layout
Sequence
of Work
Distribution
of Workload.
7
step process
Steps
in Process Analysis
Preliminary
Study.
2.
Draw Process Flow Chart.
Recording
of all Measurements.
Organize
the Analysis Results.
Draft
Improvement Plan
Implement
and Evaluate Improvement Plan.
Standardize
Plan.
4
Types of Process Charts.
Linear
3.
Converging.
Branching.
Compound
a. returns @ same place. B. returns @ Downstream.
4
types of Process Analysis
Product
Process.
4.
Operator Process.
5.
Joint Process. A. operator-machine b. several workers.
6.
Clerical Analysis.
Purpose
of Joint Process Analysis.
Eliminate
Machine Idle Time.
7.
Eliminate Operator Idle Time.
8.
Equalize Workload among Resources.
9.
Optimize Amount of Machines to Operators.
10.
Optimize Amount of Operators to Machines.
Steps
in Operator-Machine Analysis JOINT analysis steps are the same.
Preliminary
Study
11.
Analyze one Operation Cycle.
Arrange
Timing………see my web site for complete file.
|
Productivity
Management Summary: CONDENSED VERSION Operations
Management……..cont…….. |
Measure
Time at Each Operation Step.
Draw
uo Operator-Machine Chart.
Organize
the Analysis Results.
Work
out Improvement Plan.
Implement
and Evaluate the Improvement Plan.
Standardize
the Improvement.
BIG
THREE Waste,Inconsistencies,Irrationalities.
METHOD
IMPROVEMENT Process Analysis,Motion Study,Conveyance and Equipment Layout.
WORK
MEASUREMENT Time Studies.
Use
alone but complement each other and are interrelated.
RULES
Follow and use Improvement Steps.
Learn
I.E. buy practicing it.
SEVEN
Q/C TOOLS. Cause/effect diagrams,pareto chart,check sheets,histograms,scatter
diagrams,graphs
and charts,stratification.
PROCESS
IMPROVEMENT STEPS. Discovery,analysis,ID,improve-plan,implement,standardize.
see
my web site for complete file.
|
Operator Analysis. Industrial
Engineering. |
Operator Analysis
The process was making anti-fog glass. Multiple sheets of glass were used with a heating wire stretched between them. Electrodes were then connected for successful operation.
The operation included 19 steps with fabrication, 18 transportation trips and a single inspection. The author was impressed with the amount of transportation trips necessary, I was not. A total of 81 meters were covered by the operator during this operation.
The improvement plan was to stop the excessive trips needed to get small items for the process. This would not only save foot traffic but cut traffic considerably for the operator. The layout of supporting material was changed and some pieces were precut and the dispensers put on wheels.
The improvement was a reduction of steps by 30 percent but the most saving were in distances covered which saved foot traffic by 50 %. The overall time saving was also 50%.
There is still to much transportation going on. A conveyor system ,maybe portable could be used. Consolidate some of these processes into a single workstation where not only speed will increase but so will worker endurance. Maybe larger tables and more carts for supplies and materials were help. I would believe there is no reason to bring anything back to a previous workstation, unless the processes require high heat or dangerous methods for completion. If an operator has to travel ,it should be for his vacation.
|
Product Process
Analysis. Industrial
Engineering. |
The example in
the book was an eight step process and the plan was to reduce the "big
three" of waste. The Engineers decided to work on processes four though
eight before their preliminary studies began.
The preliminary
study (product process chart) showed several areas of concern with the
"delay sites" being of prime interest. The first fact was simply
reduce the number of the delay sites. There were a total of 21 steps from
sub-assembly to warehouse storage. The engineers summarized their data in a
data chart (a summary off the product process chart) and a flow diagram of the
manufacturing facility and it’s work stations.
With this data
in hand, the brain storming sessions were next with the concerned parties
present. The conclusion was a reduction in transportation delays (on carts) of
seven times to two times (reduction of 71%). This was achieved by combining the
processing steps five thought eight (product process chart) and eliminating
steps 10 and 16 altogether.
There was a
moderate adjustment in the work flow process with inspection and finishing
tables being moved. The saving was by minutes around 54 %. By the steps
necessary there was a reduction of 7 steps.
Further
improvement could be realized (perhaps) by a conveyor going right down the
middle of the work stations and tables. This could cut down considerably on
manual movement since pushing all these carts must be time consuming (along
with taking the worker away from their work area and mind thought). This would
require more modification of the work stations and the additional cost of the
conveyor. The expense however would be minimal since table resetting is easy
and the conveyor would be "gravity operated" (on a slope).
Project
Example, actual for me. (work
experience)
Project is taken
from my experience in fabricating high pressure water cleaners. These devices
which use a wand similar to a car wash produced 500, 750 and 1000 pounds of
pressure and worked with water temperatures up to 190 degrees. They were made
for small business including restaurants, garages and a long list of
applications. The owner could spray not only water but fertilizer, seeding and
detergents. The washers used 110 volt and were the size of 18 inches wide , 30
inches long and 20 inches tall.
Fabrication steps.
The washer case
was made from 16 gauge cold roll steel. There was a stiffener installed in the
bottom of the case for the motor and pump to bolt to. There was also a
stiffener on one side of the case for the simple electrical needs of the
device.
Step 1: The
metal was sheered to the proper size and all edges were checked for exposure to
the user and sanded if necessary. This step could often be skipped if the
material was sheered with the proper side up.
Step 2: The flat
cut pieces of metal were then laid out for punching and bending procedures.
Step 3: Then
punching was first for electrical conduits and the cases bent on the pressbrake
for correct shape.
Step 4: The
painting was the next step with all prepping and sanding if necessary
completed.
Step 5: Assembly
took place at this time with the pump and motor assembly being first. The
electrical box and motor hook-ups were completed.
Step 6: Testing
and general operation were the last steps before crating the product.
Step 7: Hose
assembly and wands were packed along side of the product and decals and company
logo were the final step before the boxing of product.
The overall plan
beside direct sales to industry was to market these products in lumber stores
and the like for the home user to apply toward pool decking and general
cleaning. The washers were made in lots ranging from 250 to 1000. The idea
never did materialize and the line was shut down within two years. The products
seemed practical but maybe the marketing sucked, I just know we had few returns
and fabricating costs were not high. (my pay-stub)
|
Product Process
Analysis. Industrial
Engineering….cont…… |
Clerical
Analysis
Preliminary
Study:
List types of records, frequency, quantity, purpose.
The types of work done and the time required.
The flow of records and other information, conveyance
methods, and time requirements.
Record creation methods (hand, cross checking, photocopying
and it’s time requirements)
The relation between clerical processes and the items being
processed.
Problems
Time from ordering to shipping.
Time from shipping department to actual shipping and
delivery notices.
Amount of records and the different types of the records.
Amount of memos, and the overall amount of hand copying.
Handwriting methods and the methods of them.
The departments doing the work and the departments doing
the paperwork (different).
Solutions
Instead of hand copying, go to a voucher system which is
actually used for data entry.
Putting processes into a duplicate type of paperwork (every
piece can bring errors).
Consolidate similar receipts which reduced cross-over data.
Effects
Shipment lead time reduced from 6 days to 4.
Three type of records eliminated, along with the memos and
hand copying.
Remove handwriting methods.
Shipping methods and delivery notices improved.
1996 methods.
Bar-coding and scanning though out material flow and
assembly.
Vouches in a (six-pack) which are removed and inputted as
needed along path.
Paper receipts in 5 part forms when hard copy is required
(also a second check method).
Network electronic forms which are on the network from
factory floor to the CEO office.
Email and other software which will increase communications
from shop floors to offices.
RF transmitters on forklifts and trucks which are
transmitting to shop floor computers.
|
Industrial engineering..load
distance |
|
Industrial engineering |
|
Industrial
engineering..operator |
|
Industrial engineering Clerical operations
analysis |
|
Quality
Control, Charts, Methods, People |
CHAP 1
14 POINTS
FOR MANAGEMENT
1. CREATE
CONTINUOUS PURPOSE TOWARD IMPROVEMENT AND SERVICE.
TO BECOME
COMPETITIVE AND STAY IN BUSINESS.
2. ADOPT THE NEW
PHILOSOPHY , THE NEW ECONOMIC AGE AND TAKE ON LEADERSHIP FOR CHANGE.
A. PEOPLE ARE
BEST MOTIVATED BY SHEER JOY.
B. MANAGE THE
PROCESS AND RESULTS.
C. MANAGE SO
EVERYONE WINS NOT JUST SHAREHOLDERS.
D. COOPERATION
WORKS BETTER THAN COMPETITION.
3. STOP
DEPENDENCE ON INSPECTION TO ACHIEVE QUALITY.
A. THIS DOES
NOTHING TO MAKE THEM BETTER.
4. END PRACTICE
OF REWARDING BUSINESS BY PRICE ALONE.
A. MINIMIZE
TOTAL COST BY BUILDING TRUST WITH ONE.
5. IMPROVE
CONSTANTLY PRODUCTION AND SERVICE.
A. MGMT. KNOW
BETWEEN SPECIAL / COMMON VARIATIONS.
B. MGMT.AGREE ON
DEFINITIONS OF OPERATIONS.
C.
SDSA=STANDARDIZE, DO, STUDY, ACT.
D. PDSA=PLAN,
DO, STUDY, ACT. -DEMING-
E. EMPOWERMENT
6.
TRAINING ON THE JOB.
A. EMPLOYEES ARE
MOST IMPORTANT ASSET TO FIRM.
B. FORMAL AND
THEORY TRAINING.
C. EXPERIENCE
W/O THEORY WILL NOT GIVE A PERSON PREDICTIONS ON NEXT EVENTS.
7.
INSTITUTE LEADERSHIP
A. MUST BE
SOMEWHAT CAPABLE OF PREDICTING FUTURE.
8. DRIVE OUT
FEAR.
~SECURITY,
PHYSICAL HARM, UNKNOWN GOALS, SHORTCOMING IN HIRING/TRAINING, POOR SUPERVISION,
FAIL TO MEET QUOTAS, BLAMED FOR PROBLEMS OF THE SYSTEM, FAULTY INSPECTION
METHODS.
A. MANAGEMENT
JOB PERIOD.
9. BREAK DOWN
BARRIERS BETWEEN DEPARTMENTS.
10. ELIMINATE
SLOGANS, TARGETS, ZERO DEFECTS.
A. THESE ARE NOT
METHODS.
11.STOP WORK
STANDARDS OR QUOTAS ON FACTORY FLOOR.
A. THESE ARE
NEGATIVE.
B. HAVE NO
BEARING ON THE PROCESS ITSELF.
11B. STOP
MANAGEMENT BY OBJECTIVE. (NUMBERS AND GOALS)
SUBSTITUTE
LEADERSHIP.
A. GOALS AND
TARGETS ARE DYSFUNCTIONAL. DO NOT AID LEARNING.
STEALS PRIDE OF
WORKMANSHIP / AIDS THE "EVIL OF MGMT" THOUGHTS.
KNOW THEORY’S
ROLE IN DECISION MAKING.
12. REMOVE
BARRIERS THAT ROB WORKER OF PRIDE OF WORKMANSHIP.
~ ~UNKNOWN
MISSION, NOT USING SKILLS, BLAMING THEM, POOR EQUIPMENT.
NO APPRAISAL
SYSTEM / THIS FOCUSES ON SHORT TERM.
14. TAKE ACTION TO ACCOMPLISH THE TRANSFORMATION……….see my web site for
ALL..
|
Quality Control in
Operations Management |
|
Quality Control in Operations
Management |
|
Quality Control in
Operations Management |
|
Quality Control in
Operations Management |
|
Project management |
|
Project management
“crashing” cont……. |
|
Production spreadsheet
– job status |
|
Production spreadsheet
– team building |
|
Excel and machine
database for maintenance schedule, minimize downtime. |
|
Excel-Lotus
spreadsheet with shop cost in consumables |
|
Excel-Lotus
spreadsheet with shop estimate on work |
|
Project management
spreadsheet |
|
Computer
Information Systems, (CIS)
with System Analysis and Design |
|
ch 1 Role of
System Analysis |
ch 9 Data Flow
Diagrams |
ch 17
Designing DataBases |
|
ch 2 Impact of
Information sys |
ch 10
Analyzing Systems |
ch 18 Design
User Interface |
|
ch 3
Feasibility and Managing. |
ch 11 Process
Specifications |
ch 19 Data
Entry Planning |
|
ch 4
Investigating hard data |
ch 12 Decision
support Sys |
ch 20 Quality
Assurance |
|
ch 5
Interviewing |
ch 13 The
Proposal |
ch 21
Implementing System |
|
ch 6 Using Questionnaires |
ch 14
Write-Presenting propo |
ch 22
Object-Oriented sys |
|
ch 7 Observing
Behavior |
ch 15
Designing Output |
Topics / Notes
Below |
|
Ch 8
Prototyping |
ch 16
Designing Input |
Hand notes
here….. |
Chap 1. Assuming the role as Systems Analyst.
Information as a organizational resource.
Managing information as a resource.
Managing computer-generated information.
System analysis and design concepts.
Transaction processing systems.
Office automation systems and knowledge work
systems.
Management information systems.
Decision support systems.
Expert systems and artificial intelligence.
Group decision support systems.
Executive support systems.
Need for system analysis and design.
End users.
Role of the Systems Analysis
System analysis as a consultant.
System analysis as a supporting expert.
System analyst as a agent of change.
Qualities of the system analyst.
The systems development life cycle.
Identifying problems, opportunities, and
objectives.
Determining information requirements.
Analyzing system needs.
Designing the recommended system.
Developing and documenting software.
Testing and maintaining the system.
Implementing and evaluating the system.
The impact of maintenance.
Increasing analyst productivity.
Improving analyst - user communication.
Providing a means of communication.
Integrating life cycle activities.
Accurately assessing maintenance changes
UPPER AND LOWER CASE.
Upper case tools.
Lower case tools.
Software Reverse engineering and reengineering.
Object oriented systems analysis and design. see my web site for
complete file.
|
Learning Objectives
for Database Management Systems. |
|
ch 1
DataBase Environment |
ch 6
Logical Design |
ch 11
Advanced Features |
|
ch 2
DataBase Application |
ch 7
Physical Design |
ch 12
Data Administration |
|
ch 3
DataBase Development |
ch 8
SQL |
ch 13
Client Server |
|
ch 4
Entity-Relationship |
ch 9
Implementing |
ch 14
Hierarchical Systems |
|
ch 5
Object Oriented Model |
ch 10
Query by Example. |
ch 15
CODASYL Systems |
Chap 1
List six basic principles of information resource
management.
Contrast centralized and distributed databases and describe
two types of distributed databases.
List major characteristics of file processing systems and
list several shortcomings of these systems.
List major advantages of a database processing approach
compared to the traditional file processing systems.
Draw a high level enterprise data model for a simple
organization.
Describe the major components of a database environment.
Contrast a process driven approach to a data driven
approach to information system development.
Chapter 2
Identify the steps in the development of a database.
Variety of skills needed to develop and design a database
application.
List the Rudimentary features of a database management
system.
Explain the various components of a DBMS including tools to
assist in nonprocedural programming.
List types of Relational database mgmt. Systems and the
relational database query languages.
Read entity-relational diagrams and draw simple entity
relationship diagram to describe a database.
Chapter 4.
Draw an entity-relationship (E-R) diagram to represent
common business situations.
Define unary, binary and ternary relationships and an
example of each.
Model multivalued attributes and repeating groups in an E-R
diagram.
Model simple time dependent data using time stamps in an
E-R diagram.
Model ISA relationships in an E-R diagram.
Define four basic types of business rules in a E-R diagram.
List advantages of locating business rules in repository
rather than in application programs.
Chapter 5.
Draw an object oriented data model (OODM) to represent
common business situations.
Describe important data types that can be managed using
object oriented technology.
List 5 limitations or concerns regarding object oriented
database management systems.
Give examples of generalization, specialization and
inheritance.
Draw a message map of an object oriented data model.
Chapter 6.
Describe 4 steps in a logical database design.
List 5 properties of relations.
Define 2 properties that are essential for a candidate key.
Concise definition for first normal form=
2nd normal form=
third normal form=
SEE WEB SITE FOR ALL
|
Database design using
an E-R diagram and data tables below. |
|
Database report
printouts, MS Access |
|
A few SQL-database
related terms, see web for more |
|
aggregate
functions |
back
end |
common
key. |
dirty
pages. |
OLTP. |
|
allocation
unit |
batch |
concurrent
access |
explicit
transaction |
packet
errors |
|
application
log |
base
datatype |
correlated subquery |
float datatype |
permissions. |
|
application
programming interface (API) |
binding.
Boolean
expression. |
data
dictionary. |
inner
join. |
online
transaction processing (OLTP). |
|
automated
server restart |
cascading
delete. |
delimiter. direct response mode. |
object
permissions. |
replication. |
|
Database programming
using Access, Unix on HP 9000. |
|
Database programming
using Access, Unix on HP 9000. continued.. |
|
Decision Support
Systems, Expert Systems-find quota |
|
Decision Support
Systems, Expert Systems-find quota..cont. |
|
Decision Support
Systems, Expert Systems-find best investment(s) |
see
next sheet
|
Decision Support
Systems, Expert Systems-find investment cont… |
|
Decision Support
Systems, Expert Systems-find production batch |
|
DECISION SUPPORT
SYSTEMS AND EXPERT SYSTEMS |
|
ch 1
Introduction to DSS |
ch 8
Implementing |
ch 15 Expert
systems outside |
|
ch 2 Decision
Processes |
ch 9
Representational Models |
ch 16 Expert
systems inside |
|
ch 3 Systems
and Models |
ch 10
Optimizations |
ch 17 Building
an Expert Syste |
|
ch 4 Types of
DSS's |
ch 11 Group
Decision System |
ch 18 Expert
System Cases |
|
ch 5 Building
an DSS |
ch 12
Executive Info Systems |
Pulling it all
together |
|
ch 6 DSS
Software tools. |
ch 13 DSS
Cases |
|
|
ch 7 DSS
Hardware |
ch 14
Artificial Intelligence |
|
CHAPTER 1 INTRODUCTION.
EVOLUTION
OF INFORMATION SYSTEMS.
WHAT
IS A DSS.
DSS
IN THE INFORMATION SYSTEMS PICTURE.
TYPES
OF INFORMATION SYSTEMS.
INFORMATION
SYSTEMS AND DECISION SUPPORT.
USING
COMPUTERS FOR DECISION SUPPORT.
THE
VALUE OF COMPUTER BASED DECISION SUPPORT.
SPECIFIC
DSS BENEFITS.
IMPROVING
PERSONAL EFFICIENCY.
EXPEDITING
PROBLEM SOLVING.
WHY
STUDY DSS.
THE
PLAN OF THIS BOOK.
SUMMARY.
CHAPTER
2 HUMAN DECISION MAKING PROCESSES.
WHAT
IS A DECISION.
THE
DECISION PROCESS.
THE
INTELLIGENCE PHASE.
THE
DESIGN PHASE.
THE
IMPORTANCE OF CREATIVITY.
THE
CHOICE PHASE.
TYPES
OF DECISIONS.
HOW
MANAGERS MAKE DECISIONS.
THE
RATIONAL MANAGER.
SUBJECTIVE
UTILITY.
SYSTEMATIC
DECISION MAKING.
SATISFICING.
ORGANIZATIONAL
AND POLITICAL DECISION MAKING.
THE
IMPACT OF PHYCHOLOGICAL TYPE ON DECISION MAKING.
THE
KEPNER-TREGOE DECISION MAKING METHOD.
STATE
THE PURPOSE OF THE DECISION.
ESTABLISH
OBJECTIVES.
CLASSIFY
ACCORDING TO IMPORTANCE.
IDENTIFY
MUST OBJECTIVES.
IDENTIFY
WANT OBJECTIVES.
QUANTIFY
WANT OBJECTIVES.
GENERATE
ALTERNATIVES.
COMPARE
WITH WANT OBJECTIVES.
UNITE
SEPARATE JUDGMENTS.
TENTATIVELY
CHOOSE THE BEST ALTERNATIVE.
LIST
POSSIBLE ADVERSE CONSEQUENCES………. see my web site for complete file.
|
Linear Programming
code ~ management science |
Max profit
@LP : 2-14
2
3 NO MAX
ALPHA
4 BETA-5 CONST TYPE R H S RANGE
OBJ
COEFF 1200 1800 XXXX XXXX XXXX
MIN-PROD 1 0 >= 10 .
MIN-PROD2 0 1 >= 15 .
LABORHRS 20 25 = 800 .
VARBL TYPE POS POS XXXX XXXX XXXX
LOWR
BOUND . . XXXX XXXX XXXX
UPPR
BOUND . . XXXX XXXX XXXX
INIT SOLN 0 0 XXXX XXXX XXXX
Assembly
line balancing
@ALB : BAR-B-Q
Grill Company
21 3 1.000000
TASK NUMBR TASK
TIME PRED 1 PRED 2 PRED 3
CHECK
PTS 1 0.630000 . . .
TOP>SIDE
2 1.000000 1 . .
HOLDER
1 3 0.330000 2 . .
HOLDER
2 4 0.330000 2 . .
INSP
HOOD 5 0.080000 3 4 .
MOUNT
BRK 6 1.000000 1 . .
RACK>BOWL
7 0.080000 6 . .
INSP
BOWL 8 0.050000 7 . .
LEGS>TOP
9 1.500000 1 . .
BRACE
LEGS 10 2.000000 9 . .
WHEEL
1 11 0.500000 10 . .
WHEEL
2 12 0.500000 10 . .
WHEEL
3 13 0.500000 10 . .
INSP
BASE 14 0.170000 11 12 13
PRONGS
15 0.200000 1 . .
MOTOR
16 0.050000 15 . .
INSP
ROTIS 17 0.050000 16 . .
HOOD>BOWL
18 1.000000 5 8 .
BASE>BOWL
19 2.000000 14 18 .
ROTIS>HOLD
20 0.050000 19 . .
FINAL
INSP 21 0.500000 20 . .
18
.
ROTIS>HOLD
20 0.05000000 . 19 .
FINAL INSP 21 0.50000000 20 . .