![Page 1: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/1.jpg)
CHRISTINE A. CAYANAN
Production and Operation Management 04/13/2023
1Christine A. Cayanan
![Page 2: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/2.jpg)
CHAPTER 7
Process Strategy
04/13/2023
2Christine A. Cayanan
![Page 3: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/3.jpg)
04/13/2023
What is Process Selection?
Christine A. Cayanan
3
![Page 4: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/4.jpg)
04/13/2023Christine A. Cayanan
4
Process Selection : It refers to deciding on the way production of goods or
services will be organized.
It has a major implications for capacity planning, layout of facilities and design of work systems.
![Page 5: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/5.jpg)
04/13/2023Christine A. Cayanan
5
Commercial Video Clip on Process Strategy
![Page 6: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/6.jpg)
04/13/2023
There are 2 Aspects of Process Strategy
Christine A. Cayanan
6
![Page 7: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/7.jpg)
04/13/2023Christine A. Cayanan
7
2 Aspects of Process Strategy Capital Intensity- is the mix of equipment and labor that
will be used by the organization.
Process Flexibility- the degree to which the system can be adjusted to changes in processing requirements due to such factors as changes in product or service design, changes in volume processed and changes in technology.
![Page 8: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/8.jpg)
04/13/2023
TECHNOLOGY
Christine A. Cayanan
8
![Page 9: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/9.jpg)
04/13/2023Christine A. Cayanan
9
TECHNOLOGY Technological Innovation- refers to the discovery and
development of new or improved products, services, or processes for producing or providing them.
Technology- refers to application of scientific discoveries to the development and improvement of goods and services, or processes that produce or provide them.
![Page 10: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/10.jpg)
04/13/2023
There are 3 kinds of Technology
Christine A. Cayanan
10
![Page 11: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/11.jpg)
04/13/2023Christine A. Cayanan
11
3 Kinds of Technology
1. Product and Service Technology- it is the discovery and development of new products and services.
- This is done mainly by researchers and engineers, who use the scientific approach to develop new knowledge and translate that into commercial applications.
![Page 12: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/12.jpg)
04/13/2023Christine A. Cayanan
12
Product and Service Technology Video
![Page 13: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/13.jpg)
04/13/2023Christine A. Cayanan
13
3 Kinds of Technology
2. Process Technology- includes methods, procedures, and equipment used to produce goods and provide services.
- Involves not only the processes within an organization, it also extends to supply chain processes.
![Page 14: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/14.jpg)
04/13/2023Christine A. Cayanan
14
3 Kinds of Technology
3. Information Technology (IT)- is the science and use of computers and other electronic equipment to store, process, and send information.
- This includes electronic data processing , the use of bar codes and radio frequency tags to identify, track goods, devices used to obtain point of sale information, e-commerce, e-mail and more.
![Page 15: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/15.jpg)
04/13/2023Christine A. Cayanan
15
Information Technology Video
![Page 16: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/16.jpg)
04/13/2023Christine A. Cayanan
Technology as a Competitive Advantage
16
![Page 17: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/17.jpg)
04/13/2023Christine A. Cayanan
Examples of technological advances are:
17
1.Cell phones2.Wireless computing3.Emails4.Digital cameras5.Satellite radio
![Page 18: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/18.jpg)
04/13/2023
PROCESS SELECTION
Christine A. Cayanan
18
![Page 19: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/19.jpg)
04/13/2023Christine A. Cayanan
19
PROCESS SELECTION There are 3 primary questions bear on process selection:1. How much variety of products will the system need to
handle?2. What degree of equipment flexibility will be needed?3. What is the expected volume of output?
![Page 20: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/20.jpg)
04/13/2023
20
3 BASIC STRATEGIES
Process focus Product focus Repetitive focus
Continuum
![Page 21: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/21.jpg)
04/13/2023
PROCESS FOCUS
Christine A. Cayanan
21
![Page 22: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/22.jpg)
04/13/2023Christine A. Cayanan
22
Process – Focused Strategy -an organization's approach to transforming
resources into goods and services
-objective is to create a process that can produce products that meets customer requirements within cost and other managerial constraints
![Page 23: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/23.jpg)
04/13/2023Christine A. Cayanan
23
Process-Focused Strategy Examples
Bank
© 1995 Corel Corp.
Machine Shop© 1995 Corel Corp.
Hospital© 1995 Corel Corp.
![Page 24: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/24.jpg)
04/13/2023Christine A. Cayanan
24
TYPES OF PROCESS FOCUS
1. JOB SHOP2. BATCH3. REPETITIVE/ASSEMBLY4. CONTINUOUS
![Page 25: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/25.jpg)
04/13/2023Christine A. Cayanan
25
1. JOB SHOP A JOB SHOP usually operates on a relatively small
scale. It is used when a low volume of high-variety goods or services will be needed.
Processing is intermittent ; work includes small jobs, each with somewhat different processing requirements.
Finished goods are usually made to order.
![Page 26: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/26.jpg)
04/13/2023Christine A. Cayanan
26
Examples: Restaurants, Hospitals, machine shops
![Page 27: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/27.jpg)
04/13/2023Christine A. Cayanan
27
2. BATCH It is used when a moderate volume of goods
or services is desired, and it can handle a moderate variety in products or services.
Example: Bakeries, which make bread, cakes or
cookie in batches.
![Page 28: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/28.jpg)
04/13/2023Christine A. Cayanan
28
Batch Process Video
![Page 29: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/29.jpg)
04/13/2023Christine A. Cayanan
29
3. REPETITIVE When higher volumes of more
standardized goods or services are needed, repetitive processing is used.
![Page 30: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/30.jpg)
04/13/2023Christine A. Cayanan
30
Examples: (Repetitive)
![Page 31: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/31.jpg)
04/13/2023Christine A. Cayanan
31
Repetitive Process Video
![Page 32: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/32.jpg)
04/13/2023Christine A. Cayanan
32
4. CONTINUOUS When a very high volume of non-discrete
, highly standardized output is desired, a continuous system is used. Example: Oil Refinery performs a continues process.
![Page 33: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/33.jpg)
04/13/2023Christine A. Cayanan
33
Continuous Process Video
![Page 34: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/34.jpg)
04/13/2023Christine A. Cayanan
34
PRODUCT AND SERVICE PROFILING This can be used to avoid any
inconsistencies by identifying the key product or service dimensions and in selecting appropriate processes.
![Page 35: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/35.jpg)
04/13/2023Christine A. Cayanan
35
AUTOMATION Machinery that has sensing and control
devices that enable it to operate automatically.
Example: EZ tag, ATM
![Page 36: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/36.jpg)
04/13/2023Christine A. Cayanan
36
3 kinds of Automation Fixed Automation Programmable Automation Computer-aided manufacturing (CAM)
![Page 37: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/37.jpg)
04/13/2023Christine A. Cayanan
37
1. Fixed Automation Is the most rigid of the 3 types. It uses a
high cost, specialized equipment for fixed sequence of operations.
Advantage: low cost and high volume Limitation: minimal variety and high
cost of making major changes in either product or process.
![Page 38: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/38.jpg)
04/13/2023Christine A. Cayanan
38
2. Programmable automation
It involves the use of high-cost, general purpose equipment controlled by a computer program that provides both the sequence of operations and specific details about each operation.
Example: robots are applications of programmable automation
![Page 39: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/39.jpg)
04/13/2023Christine A. Cayanan
39
Computer –aided manufacturing (CAM)-refers to the use of computers in process control, ranging from robots to automated quality control,
• Numerically controlled (N/C) machines –are programmed to follow a set of processing instructions based on the mathematical relationships that tells the machine the details of operations to be performed.
![Page 40: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/40.jpg)
04/13/2023Christine A. Cayanan
40
3. Flexible Automation Evolved from programmable
automation . It uses equipment that is more customized than that of programmable automation.
![Page 41: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/41.jpg)
04/13/2023Christine A. Cayanan
41
Automation Video
![Page 42: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/42.jpg)
04/13/2023Christine A. Cayanan
42
FACILITIES LAYOUT
![Page 43: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/43.jpg)
04/13/2023Christine A. Cayanan
43
LAYOUT
This refers to the configuration of department , work centers and equipment with particular emphasis on movement of work through the system.
![Page 44: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/44.jpg)
04/13/2023Christine A. Cayanan
44
Most common reasons for redesign of layouts:
Inefficient operations E.g., high cost , bottlenecks, accidents or
safety hazards, changes in the design of products and services, introduction of new products or services.
![Page 45: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/45.jpg)
04/13/2023Christine A. Cayanan
45
Objective of layout design
To facilitate a smooth flow of work, material, and information through the system.
![Page 46: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/46.jpg)
04/13/2023Christine A. Cayanan
46
Supporting objectives involves the ff:
1. To facilitate attainment of product or service quality.2. To use workers and space efficiently3. To avoid bottlenecks4. To minimize material handling costs5. To eliminate unnecessary movements of workers or
materials6. To minimize production time or customer service time7. To design for safety.
![Page 47: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/47.jpg)
04/13/2023Christine A. Cayanan
47
PRODUCT – FOCUSED STRATEGY
![Page 48: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/48.jpg)
04/13/2023Christine A. Cayanan
48Product-Focused Strategy¨ Facilities are organized by product¨ High volume, low variety products¨ Where found
¨ Discrete unit manufacturing¨ Continuous process manufacturing
¨ Other names¨ Line flow production¨ Continuous production
![Page 49: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/49.jpg)
04/13/2023Christine A. Cayanan
49
Product-Focused Strategy Advantages
Lower variable cost per unit Lower but more specialized labor skills Easier production planning and control Higher equipment utilization (70% to 90%)
Disadvantages Lower product flexibility More specialized equipment Usually higher capital investment
![Page 50: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/50.jpg)
04/13/2023Christine A. Cayanan
50
Product-Focused Examples
© 1995 Corel Corp.
Light Bulbs (Discrete)
Paper (Continuous)
© 1984-1994 T/Maker Co.
© 1995 Corel Corp.
Soft Drinks (Continuous, then Discrete)
![Page 51: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/51.jpg)
04/13/2023Christine A. Cayanan
51
REPETITIVE FOCUSED STRATEGY
![Page 52: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/52.jpg)
04/13/2023Christine A. Cayanan
52
Repetitive Focused Strategy
Facilities often organized by assembly lines Characterized by modules
Parts & assemblies made previously Modules combined for many output options Other names
Assembly line Production line
![Page 53: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/53.jpg)
04/13/2023Christine A. Cayanan
53
Repetitive Focused Strategy -Considerations
More structured than process-focused, less structured than product focused
Enables quasi-customization Using modules, it enjoys economic advantage of
continuous process, and custom advantage of low-volume, high-variety model
![Page 54: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/54.jpg)
04/13/2023Christine A. Cayanan
54
Repetitive-Focused Strategy - Examples
© 1995 Corel Corp.
Clothes Dryer
© 1995 Corel Corp.
Fast Food
McDonald’sover 95 billion served
McDonald’sover 95 billion served
© 1984-1994 T/Maker Co.
![Page 55: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/55.jpg)
04/13/2023Christine A. Cayanan
55
Product Layouts Are used to achieve a smooth and rapid
flow of large volumes of goods or customers through a system.
![Page 56: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/56.jpg)
04/13/2023Christine A. Cayanan
56
Process Layout (functional)
Dept. A
Dept. B
Dept. C
Dept. D
Dept. E
Dept. F
![Page 57: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/57.jpg)
04/13/2023Christine A. Cayanan
57
Production Line Standardized layout arranged according
to a fixed sequence of production tasks
![Page 58: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/58.jpg)
04/13/2023Christine A. Cayanan
58
Production Line (flow line)Begin Work flow
EndRaw Materials
Finished line
Station 1
Station 2
Station a
Station b
![Page 59: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/59.jpg)
04/13/2023Christine A. Cayanan
59
Assembly line Standardized layout arranged according
to a fixed sequence of assembly tasks
Tray Dessert Salads Main Course
Beverage
Cashier
![Page 60: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/60.jpg)
04/13/2023Christine A. Cayanan
60
TOOLS FOR PROCESS DESIGN
Flow DiagramsProcess ChartsTime-Function/Process Mapping
Service Blueprinting
![Page 61: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/61.jpg)
61
Flow Diagram
Shipping
CustomerCustomer
sales representativ
etake orderPrepress
Department(Prepare printing
plates and negatives)Printing
DepartmentCollating Department
Gluing, binding, stapling, labelingPolywrap
Department
Purchasing(order inks, paper, other
supplies)VendorsReceiving
Warehousing(ink, paper, etc.)
Accounting
Information flowMaterial flow
![Page 62: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/62.jpg)
62
SUBJECT: Request tool purchase
Dist (ft) Time (min) Symbol Descriptionlðo DÑWrite order¡ðo D Ñ On desk
75 ¡ è oDÑTo buyer¡ðn DÑ Examine
¡ = Operation; ð = Transport; o = Inspect; D = Delay; Ñ = Storage
Process Chart Example
![Page 63: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/63.jpg)
7-63
Service Blueprint for Service at Ten Minute Lube, Inc.
![Page 64: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/64.jpg)
04/13/2023Christine A. Cayanan
7-64
Attaining Lean Production
Focus on inventory reduction Build systems that help employees Reduce space requirements Develop close relationships with suppliers Educate suppliers Eliminate all but value-added activities Develop the workforce Make jobs more challenging Set sights on perfection!
![Page 65: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/65.jpg)
04/13/2023Christine A. Cayanan
Techniques for Improving Service Productivity
Separation
Self-service
Postponement Focus
Structure service to customers must go where service is offered
Self-service to customers examine, compare and evaluate at their own pace
Customizing at delivery
Restricting the offerings
Strategy Technique65
![Page 66: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/66.jpg)
04/13/2023Christine A. Cayanan
Techniques for Improving Service Productivity - Continued
Modules
Automation
Scheduling
Training
Modular selection of service. Modular production
Separating services that lend themselves to automation
Precise personnel scheduling Clarifying the service options Explaining problems Improving employee
flexibility
66
![Page 67: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/67.jpg)
04/13/2023Christine A. Cayanan
7-67
More Opportunities to Improve Service Processes
Layout Human Resources Technology
![Page 68: Chapter 7 process strategy production and operation and management](https://reader035.vdocument.in/reader035/viewer/2022081506/557d31bdd8b42a90748b5106/html5/thumbnails/68.jpg)
04/13/2023Christine A. Cayanan
68
End of Powerpoint Presentation
Thank you!!!