Submitted by: Labasan, Allana Millizenth C.

BSOA1-2P

Answers to Activities, Assignment, and Assessment – Chapter 6

1. What do you mean by process analysis? Why should organizations conduct

process analysis?

A process analysis is a thorough examination of all the actions and practices

used to carry out a certain task. It is a description of how a particular task is
completed within an organization. Process analysis is the initial stage in
process improvement. It can help businesses identify inefficiencies and make
improvements.

2. An automobile garage owner wants to perform process analysis in order to improve

her customer service process. You have been engaged as a consultant. Prepare a
one-page plan of action for the automobile garage owner.
3. What do you mean by process mapping? Explain with the help of an example.

Process mapping is a technique used to visually map out workflows and

processes. It involves creating a process map, also referred to as a flowchart,
process flowchart, or workflow diagram.

4. Suppose you want to visit your bank to deposit your salary cheque and then
withdraw some money from your account. Use your knowledge of process
mapping and draw the process.
5. What do you understand by the term ―business process’?

A business process is a collection of interconnected tasks that end with the supply
of a service or good to a customer. Another definition of a business process is a
group of tasks and activities that, when finished, serve to further an organizational
objective.

6. What do you mean by BPR? Why is it an important process improvement tool for
an organization?

Business process reengineering entails fundamentally altering key business

procedures in order to generate notable gains in productivity, turnaround times,
and quality. Businesses reimagine current processes to provide additional value
to the consumer when they engage in business process reengineering. By
removing inefficient operations and the workers who carry them out, business
process reengineering lowers costs and cycle times. Reorganization by teams
reduces the need for management layers, speeds up information flows, and
gets rid of mistakes and redundancy brought on by several handoffs.

7. Outline the key steps involve in a BPR exercise. Are these steps generic enough to
apply to any business process?

These are the steps; define business processes, analyze business processes,
identify and analyze improvement opportunities, design future state processes,
develop future state changes. implement future state changes. I think these
steps are enough to businesses out there to use in their business process.

8. How do you define capacity in operating system? Are input measures of capacity
more appropriate than output measures of capacity?

For an organization, a system's capacity is its ability to create output in a given

amount of time. Operations speak of management capacity as the quantity of
input resources available to produce a given amount of output over a given
 length of time. Small processes with constrained capacity and highly tailored or
changing outputs, like complex services, are best served by input measures.
The output measures track the finished products of the process, such as the
quantity of vehicles or mobile phones produced each week or day.

9. What are the alternative methods by which capacity could be augmented in an

operating system? Explain with some examples.

 Waste elimination - Waste Elimination means to remove the action

(MUDA) which doesn't add any value to the products observing current
state in detail. Example, waste elimination means closing processes in
the chain of waste treatment ending with the incineration of the
remainders.
 Subcontracting/Outsourcing - Outsourcing is primarily a cost-cutting
strategy in which a company assigns entire business functions to a third
party on an ongoing basis. Subcontracting is the process by which a
company hires an outside person or organization to complete a
specialized task that cannot be completed internally.
 Multi skilling of the workforce - Multiskilling is a mechanism that allows
businesses to improve efficiency, reduce costs, improve quality, and
increase production, among other things. A company with multi-skilled
employees has a flexible workforce, allowing the employer to schedule
and arrange workers to best suit the needs of the business.

10. How does knowledge of capacity help an operations manager?

Multi skilling of the workforce - Multiskilling is a mechanism that allows

businesses to improve efficiency, reduce costs, improve quality, and increase
production, among other things. A company with multi-skilled employees has a
flexible workforce, allowing the employer to schedule and arrange workers to
best suit the needs of the business.
11. What are the alternative metrics available to evaluate available alternatives for
capacity planning/extension?

Multi skilling of the workforce - Multiskilling is a mechanism that allows

businesses to improve efficiency, reduce costs, improve quality, and increase
production, among other things. A company with multi-skilled employees has a
flexible workforce, allowing the employer to schedule and arrange workers to
best suit the needs of the business.
Submitted by: Labasan, Allana Millizenth C. BSOA1-2P

Answers to Activities, Assignment, and Assessment – Chapter 7

1. What is Plant Layout?

Plant Layout is a facility management strategy that encompasses staff,

operating equipment, storage, material handling equipment, and any other
support services. Within the manufacturing site, it entails the arrangement and
location of work stations as well as additional service centers such as inspection,
storage, and delivery

2. Explain the objective of Plant Layout

Plant layout aims to provide optimum space to organize equipment and

facilitate movement of goods and to create safe and comfortable work environment.
It promotes order in production towards a single objective. It reduces movement of
workers, raw material and equipment. This also helps promote safety of plant as
well as its workers. It basically facilitates extension or change in the layout to
accommodate new product line or technology upgradation. It also aims to increase
production capacity of the organization

3. Explain the main principle of Plant Layout

These are the main principle of plant layout:

 Integration.

 Minimum distance.

 Maximum space utilisation.

 Process Flow.

 Maximum flexibility.

 Safety, security and satisfaction.

 Minimum material handling.

4. Explain the different types of Layouts

 Line Layout - indicates the placement of industrial machinery in the sequence of

activities. Its goal is to provide an ordered and logical arrangement of producing
facilities that is compatible with significant production volume.

 Functional Layout – it is the most usual structure used in organizations. It is a

workplace arrangement in which operations are structured according to the sort
of work or function people do. Furthermore, it is arranged by the type of work
rather than by production process or in a cellular arrangement with sequential
process stages positioned near together.

 Fixed Position Layout – its operation stays in one location, and all personnel and
equipment are directed to that single work area. It is suitable for an item that is too
huge or heavy to carry.

 Cellular Technology Layout - workstations and equipment are arranged in a

certain order to allow items to pass through the production process as quickly as
possible while reducing wastes and operational effort. It is organized in a way that
allows resources and equipment to flow smoothly through the manufacturing
process with minimum transfer or delay.

 Combined Layout - is a combination of process and product layouts, as well as

fixed-position layouts. These patterns are sometimes referred to as "hybrid
layouts" by manufacturing professionals since they incorporate elements from
many primary layout categories. It is applicable where an object is created in
several sorts and sizes. The machinery is grouped in a process arrangement
here, but the operation arrangement is then placed in a sequence to create a
variety of product kinds and sizes. It should be observed that the sequence of
procedures stays consistent over a wide range of items and sizes.

 Computerized Relative Allocation of Facility Technique - it is an algorithm for

 continuous improvement. It begins with an original configuration and enhances it
by switching departments pairwise to reduce transportation costs. The process is
repeated until no further interchanges are feasible in order to cut transportation
costs.

5. Explain the physical facilities of required in an organization

 Factory building - is the most significant component to consider for any

industrial firm. Modern factory buildings are necessary to protect personnel,
machinery, resources, and goods. It must function as part of the manufacturing
process and as a component in maximizing efficiency and cost in operations.

 Lighting - Good visibility of the equipment, product, and data involved in the work
process is critical in increasing production, lowering the amounts of faulty products,
minimizing waste, and preventing workers from experiencing visual fatigue and
headaches. It should also be noted that both poor sight and glare are frequent
causes of accidents.

 Climatic conditions - is important to the workers' health and comfort, as well as

the maintenance of better production. Workers may feel discomfort in extreme
heat or cold, and their productivity suffers as a result. Furthermore, this might
result in accidents.

 Ventilation - is a dynamic amount that supplements the thought of air house.

The larger the quantity of employees, the larger the necessity for ventilation.

 Work-related welfare facilities - provided at or from the workplace might be

significant elements Some services, such as drinking water and toilets, are quite
basic but frequently overlooked. Others may appear to be less vital, but their
significance to employees is frequently considerably larger than their cost to the
firm.
Submitted by: Labasan, Allana Millizenth C. BSOA1-2P

Answers to Activities, Assignment, and Assessment – Chapter 8

1. What are the key aspects of service process design? How is it

different from manufacturing process design?

Service design always follows an iterative design process, meaning that it

follows cycles of learning, prototyping and improvement. Similar to design in
general, service design is constantly evolving and improving. In this article, we
explain the key components of a service design process and offer a framework
for creating your own.
Design for Manufacturing (DFM) is the process of designing parts, components
or products for ease of manufacturing with an end goal of making a better
product at a lower cost. This is done by simplifying, optimizing and refining the
product design.

2. Give one example of low-degree customer contact and high-degree

customer contact in each of the following service settings:
a. Travel agency Low degree customer contact via online high degree
customer contact front desk

b. DVD rental services Low degree customer contact lack of available

Rental High degree customer contact shops with rental

c. Courier services Low degree customer contact via online high degree
customer contact face to face transaction

d. Computer facilities management services Low degree customer contact via

call high degree customer contact in Office

e. Investment consulting services Law degree customer contact via Phone

High degree customer contact via office

f. Sweets and savories shop low degree customer contact online shop high
degree customer contact via physical shope.
3. Why should we understand the notion of customer contact in service
design?

Service design improves the experiences of both the user and

employee bydesigning, aligning, and optimizing an organization's
operations to better support customer journeys.

4. Suppose your friend has decided to set up a travel agency service.

Explain the principles of service complexity and service divergence
and help him make an appropriate positioning of the travel agency
service.

The general principles of service design are to focus the designer's attention
on generic requirements of all services. They are complemented by principles that
relate to process design, organizational design, information design and technology
design – we will come to these complementary principles in a few moments.
Divergence refers to the degree of latitude, freedom, judgment, discretion, variability
or situational adaptation permitted within any step of the process. The number of
call-out signs attached to steps is an indicator of a service process that allows wide
latitude to vary steps in the service delivery process.
 5. Visit your hostel mess and prepare a service blueprinting of the service
offered. Based on the service blueprint that you have developed can you
comment on the existing layout of the hostel mess and provide
recommendations for improvement?

Recommendations for Improvement:

 Mess Menu: widen the variety of food options to satisfy customers better.

 Mess Staff: provide additional staffs to better assist customers.

 Availability of tables: add more tables to cater all customers.

 Add some entertainment: you could hire a live acoustic band to improve the vibes of
the place and make it lively.
6. What are the basic elements of a waiting-line model? How does waiting-line
modelling help an operations manager to address capacity issues in an
operating system?

The basic elements of a waiting-line model are:

 THE CALLING POPULATION. It places a demand and uses the capacity deployed.

 ARRIVAL PARAMETERS. Customers arrive from the calling population and place a
demand on the resources. Therefore, understanding the arrival parameters is
critical to capacity analysis using waiting-line models.
 QUEUE PARAMETERS. In any operating system, jobs wait on account of
resources not being available immediately, inevitably leading to queue build up.
Therefore, waiting-line analysis requires knowledge of exactly how the waiting
jobs are handled.
 SYSTEM STRUCTURE. It refers to the manner in which resources are organized
in the operating system. It specifies the number of units of resources available for
use in the system, as well as the capacity available in each unit of resource. It also
specifies how the resources are organized and the order in which the resources
will be used by the arriving jobs.
 SERVICE PARAMETERS. It determines how resources are likely to be
consumed in servicing the arriving jobs. The servicing parameters specify the
service time, which could follow a Markovian distribution such as exponential
distribution, or a general stochastic distribution.
 PERFORMANCE METRICS. These include waiting time distribution and queue
statistics such as the length of the queue and resource utilization measures.
Waiting-line models make use of queueing theory fundamentals such as queue
length, waiting time and utilization of resources, to analyses the impact of
alternative capacity choices on important operational measures in operating
systems. Therefore, the capacity planning problem could be analyzed using
queueing theory fundamentals.
 7. Are capacity management issues in a service system different from
those in a manufacturing system?

Services have a number of characteristics that make the management of quality both
more important and more difficult than in the manufacturing sector. These include;
intangibility, heterogeneity, customer involvement and service production.

8. The manager of an automobile garage in the heart of the city of Delhi has built
such a good reputation for himself that more and more customers throng to his
garage for getting their cars serviced. The utilization of the facility is now about
88 per cent. He has been getting more and more requests for automobile
servicing. What will be your advice to the manager? Prepare a one- page report
for him.

Get to know what you’re good at… and what you’re not. But don't let that stop you from
developing skills that might not be areas of strength right now. So you’ve never been very
good with technology; consider signing up for a webinar or online class to boost specific
technology skills.

 Focus on relationships Cultivate strong relationships both within and outside of

your company. Being an effective networker is a crucial skill if you’re looking to
eventually enter into a management position.
 Don't engage in office politics or gossip. They say to dress the part of the job you
want in the future; take it a step further and act the part as well, always presenting
yourself as a positive professional.
 Embrace social media Be active on professional social media platforms,
particularly LinkedIn.
 Don't be an over-sharer about your personal life. A little bit of detail about your
day gives your social media presence personality; too much detail, or the wrong
kind, can send the wrong idea.

 Be committed Go the extra mile to answer emails, return phone calls, and take
care of work at your desk.
  Get to know your co-workers and make yourself available for conversations.
Mingle professionally and remember not to isolate yourself behind your computer
screen.
 Give feedback Learn to recognize the strengths and efforts of others and lend
compliments and constructive criticism when it’s asked for or called for.
 Don't offer unsolicited critique or point fingers about negative outcomes. A good
leader always looks in the mirror first.
 Be equal opportunity Do not treat others as subordinates… even if they are. Treat
all co- workers as partners, even if they are your direct reports.
 Let people know about your successes Learn the art of the ―humble brag‖ -
especially on social media, without coming across as cocky.
 Never take the full credit for group efforts. Sometimes the best way to get credit
for a job well done is to pass that credit along to all those who helped you along
the way.

9. Compare the issues pertaining to measuring service quality with that of

product quality. Which one is easier to assess? Why?

Product quality is easier to assess than service quality. It is because

tangible products tend to have concrete specifications with objective ways to
measure adherence to those specifications. Measuring the quality of the
products is typically done by the quality assurance or quality control function.
Product quality can be measured using analytical tools. However, when it comes
to services, there are some challenges posed by their intangible nature. Service
quality is harder to measure as various gaps exist between the delivered service
and the expectations of the service receiver.

10. Consider any one service system which you are familiar with. Can you
identify one instance for each of the five gaps as per the SERVQUAL model?
 A restaurant uses SERVQUAL to measure its service quality in SERVQUAL, the
service quality measurement is based on the comparison of customers' expectations and
their perceptions of delivered service. The difference between expectations and
perceptions scores is called the SERVQUAL gap. A negative gap indicates that received
service did not meet customers' expectations.

11. What are the challenges in assessing the quality of services? How can an
organization mitigate some of these challenges?

Customer Service Challenges Understanding Customer Expectations.

Exceeding Customer Expectations. A Customer Demands Something You Cannot Do.
Handling Angry Customers. Choosing the Right Channels and Tools. Dealing with
Service Outage Crisis. Hiring and Training Service Professionals. To overcome service
challenges, you must Empathize: Convey that you understand how the customer feels.
Apologize: Even if whatever made them upset isn't your fault, give a genuine apology
for how the customer feels. Resolve: Resolve the issue quickly and, if possible, give
employees the power to solve the issue without escalation.
Submitted by: Labasan, Allana Millizenth C. BSOA1-2P

Answers to Activities, Assignment, and Assessment – Chapter 9

1. How important are location decisions in operations management?

What are the consequences of a bad location decision?

Location decisions are an integral part of designing a supply chain for an

organization as it determines the flow of materials from the raw material suppliers to the
factories, and finally to the customers. Location decisions affect the overall profitability
of a firm. Location decision affects the cost, selling price, and demand of the product.
Choosing a bad location may lead to low sales and production. Having a bad location
will make it difficult for customers to reach you. Having a location with no regular supply
of water, electricity and far from raw materials will affect the production and will greatly
pull down an organization.

2. What factors drive the globalization of operations? Do these have any

bearing on the location decision that an operations manager makes?

The most significant factor that drives globalization is the ongoing economic and
regulatory reforms in several developing countries. The globalization of manufacturing
is also triggered by factor advantages that an organization can enjoy by operating in
specific locations. Factor advantages may encourage a firm to globalize its operations.
Another phenomenon that promotes the globalization of operations and provides more
alternatives for location decisions are the growth rate of the economy in developed and
developing countries. There are expanding markets in developing countries, and the
desire of multinational firms has been to capture a significant market share in these
regions. Therefore, several firms have been considering new locations in these markets
for their manufacturing facilities in recent years. Location planning in a globalized
scenario introduces additional complexities that managers would need to face.
Managing an operating system in these introduces costs. There are cultural dimensions
and regional practices that account for productivity differences between locations.
Complexities in communication and coordination arising out of a multilingual set-up also
contribute to additional costs and loss of productivity. Moreover, unknown laws,
regulations, and unfamiliar trade practices result in further differences between what is
assumed about a location and the reality.

3. Will the choice of factors for selecting an appropriate location vary

with the geographical spread of the potential candidates for location?
Why?
Yes, the choice of factors for selecting an appropriate location differs from every
potential location. Each potential candidate varies from factors such as policies and
regulation, cultural factors, linguistics, distribution costs, market size, demographic and
many more. This is why it is important to identify what are the important factors you
greatly consider on your business. Narrowing down these potential locations would be
necessary to come up with the most suitable one.

4. Identify three important factors that a location planner may consider with
respect to each of the following:
a) A super-specialty intensive care unit
1. Other issue: Accessibility and convenience
2. Market-related issue: Proximity to other health care facilities
3. Cost-related Issue: Land purchase cost
b) A thermal power plant operating with coal as its fuel
1. Market-related Issue: Access to market for raw materials
2. Cost-related Issue: Transportation cost
3. Other issue: Availability of water and power
c) A state-of-the-art design center for automobile manufacturing
1. Cost-related Issue: Logistics and Transportation
2. Market-related Issue: Availability of raw materials
3. Regulatory and Policy Issue: Labour law and industrial regulation
d) A multi-cuisine restaurant
1. Market-related issue: Visibility to customers
2. Regulatory and Policy Issue: Safety and low-crime rate area
3. Other issue: Parking space
e) An agro-based handicrafts manufacturing unit
1. Market-related issue: Access to raw materials and supplies
2. Cost-related Issue: Distribution cost
3. Other issue: storage facility and condition
5. What are the pros and cons of using the location factor analysis method
for location planning? Do you have any recommendations on how to use this
method for location planning?

Using location factor analysis method has advantages and disadvantages. The
advantage of this method is its ability to incorporate any factor into the analysis as long
as the decision maker can assess its relative importance. It is simple to compute and
comprehend. However, the limitation of this method is that it can be used only for initial
screening and broad-level ranking.

A detailed cost-based analysis may be desirable to assess the quantum of benefit

or impact of each candidate location before a final decision is made on the location. In
using this method for location planning, the first thing to do is to identify and list all the
relevant factors for the location decision. Then, start establishing the relative importance
of each factor in the final decision. After that, rate the performance of each candidate
location using a rating mechanism.

Lastly, compute a total score for each location, based on its performance
against each factor, and rank them in the decreasing order of the score.
Submitted by: Labasan, Allana Millizenth C. BSOA1-2P

Answers to Activities, Assignment, and Assessment – Chapter 10

1. Why do you need aggregate units while planning for operations?

Aggregate planning helps companies achieve their financial goals and improve
the bottom line. It allows for maximum utilization of the available production capabilities
while meeting customer demand and reducing their wait time, as well as reducing the
cost of stocking excess inventory.

2. Give three examples each from the manufacturing and service sectors of
industry for aggregation of products and services.

3 Types of Aggregate Planning Strategies

 Level Strategy: The goal of an aggregate planning strategy is to keep the
production rate and the workforce level. ...
 Chase Strategy: As the name implies, you are chasing market demand. ...
 Hybrid Strategy: There is a third alternative, which is a hybrid of the
previous two strategies.

3. How does aggregate operations planning impact each of the following

functional areas in an organization?

a) Marketing Aggregation is a concept of market segmentation that assumes that most

consumers are alike. Retailers adhering to the concept focus on common dimensions of
the market rather than uniqueness, and the strategy is to focus on the broadest
possible number of buyers by an appeal to universal product themes.

b) Finance As the term 'aggregation' suggests, financial aggregation means collecting

all types of financial information in one place. Account integration or financial data
aggregation compiles data from different accounts into a single place.
c) Strategy Aggregate planning is a method for analyzing, developing and
maintaining a manufacturing plan with an emphasis on uninterrupted, consistent
production.

d) Materials and Procurement aggregate Aggregated purchasing demand is grouping

together demand for commonly purchased goods and services to harness greater
economies of scale when procuring from the market place.

4. What considerations will you bear in mind while selecting either demand-
oriented alternatives or supply oriented alternatives during an AOP
exercise?

Companies can choose from two groups of options when formulating an

aggregate plan. The first group, demand-based options, includes two reactive options
and one proactive option.

These are images Demand-based options A group of options that respond to demand
fluctuations through the use of inventory or back orders, or by shifting the demand
pattern. Reactive options, in which the operations department uses inventories and back
orders to react to demand fluctuations. The proactive option, in which marketing tries to
shift the demand patterns to minimize demand fluctuations.

5. Which AOP alternatives are more suited to a service organization? Why?

Service organizations For purposes of this subsection, the term ―service

organization‖ means an organization the principal business of which is the
performance of services.

6. What are the key differences between level strategy and chase
strategy in AOP formulation?

Business-level strategies examine how firms compete in a given industry. Firms

derive such strategies by executives making decisions about whether their source of
competitive advantage is based on price or differentiation and whether their scope of
operations targets a broad or narrow market. Chase strategy, in contrast, is focused on
constantly matching demand and capacity. Rather than maintaining a constant level of
production and a fully-staffed workforce, a business implementing a chase aggregate
plan: Keeps inventory levels low until customer demand justifies an increase.

7. Identify suitable AOP alternatives for an organization manufacturing made-

to-order items. Will your recommendations change if the items are made-to-
stock?

Make to order (MTO), or made to order, is a business production strategy that

typically allows consumers to purchase products that are customized to their
specifications. It is a manufacturing process in which the production of an item begins
only after a confirmed customer order is received.

8. “Mixed strategies are always superior to pure strategies in an AOP exercise”

comment on this statement.

A mixed strategy can strictly dominate a pure strategy (i) A pure strategy is strictly
dominated by a mixed strategy iff it is not a best response to a mixed strategy. (ii) A pure
strategy is weakly dominated by a mixed strategy iff it is not a best response to a totally
mixed strategy.

9. What are the pros and cons of using optimal methods for solving the AOP
problem?

Optimization methods are used in many areas of study to find solutions that
maximize or minimize some study parameters, such as minimize costs in the production
of a good or service, maximize profits, minimize raw material in the development of a
good, or maximize production. These algorithms, however, also have several
drawbacks which include that they can only locate a local optimum, they have difficulty
solving discrete optimization problems, they are complex algorithms that are difficult to
implement efficiently, and they may be susceptible to numerical noise.
10. How is the Master Production scheduling exercise different from an AOP
exercise?

As the name implies, a master production schedule determines what products

are manufactured, when they are produced, and in what quantities. The required raw
materials are identified by the finished goods BOM, the data from which is integrated
with current inventory data to create the MRP for raw materials procurement.

11. How are the Materials planning and capacity planning related to MOS?

Material requirements planning is a production planning, scheduling, and

inventory control system used to manage manufacturing processes. Most MRP systems
are software-based, but it is possible to conduct MRP by hand as well. Capacity
planning is the process of determining the production capacity needed by an
organization to meet changing demands for its products.
Submitted by: Labasan, Allana Millizenth C. BSOA1-2P

Answers to Activities, Assignment, and Assessment – Chapter 11

1. Define maintenance.
Equipment is an important resource which is constantly used for adding value to
products. So, it must be kept at the best operating condition. Otherwise, there will be
excessive downtime and also interruption of production if it is used in a mass
production line. Poor working of equipment will lead to quality related problems. Hence,
it is an absolute necessity to maintain the equipment in good operating conditions with
economical cost. Hence, we need an integrated approach to minimize the cost of
maintenance. In certain cases, the equipment will be obsolete over a period of time. If
a firm wants to be in the same business competitively, it has to take decision on
whether to replace the equipment or to retain the old equipment by taking the cost of
maintenance and operation into account.

2. What is reactive maintenance?

Reactive maintenance (also known as breakdown maintenance) refers to
repairs that are done when equipment has already broken down, in order to restore
the equipment to its normal operating condition.

3. What is preventive maintenance?

Preventive maintenance can be defined as, ―Actions performed on a time or

machine-run- based schedule that detect, preclude, or mitigate degradation of a
component or system with the aim of sustaining or extending its useful life through
controlling degradation to an acceptable level.‖

4. What is predictive maintenance?

Predictive maintenance can be defined as ―Measurements that detect the onset

of a degradation mechanism, thereby allowing causal stressors to be eliminated or
controlled prior to any significant deterioration in the component physical state. Results
indicate current and future functional capability‖.
5. What is maintenance planning?

Maintenance planning is a process of determining which assets or facilities need

to be maintained, when they need to be maintained, and how often. The process also
involves identifying the resources required for the maintenance—for example, what
spare parts and materials are needed.

6. What is scheduling?

scheduling is to break the job into small measurable elements, called activities
and to arrange them in logical sequences considering the preceding, concurrent and
succeeding activities so that a succeeding activity should follow preceding activities
and concurrent activities can start together.

7. What is reliability centered maintenance?

Reliability centered maintenance (RCM) is a corporate-level maintenance

strategy that is implemented to optimize the maintenance program of a company or
facility. The final result of an RCM program is the implementation of a specific
maintenance strategy on each of the facility's assets.

8. What is six sigma maintenance?

the Six Sigma methodology was developed in the mid-1980s by engineers at

Motorola as a way to improve manufacturing processes. At its core, Six Sigma involves
collecting and leveraging data to eliminate defects and waste in manufacturing, with the
end goal of improving overall efficiency and quality.

9. Discuss the different types of maintenance.

Preventive maintenance – includes regular and periodic (time-based) schedules.

Corrective maintenance – occurs when an issue is noticed. Predetermined
maintenance – follows a factory schedule. Condition-based maintenance – occurs when
a situation or condition indicates maintenance is needed.

10. Discuss the enterprise asset management.

Enterprise asset management (EAM) incorporates the management and

maintenance of physical assets owned by a company throughout the entire lifecycle of
an asset, from capital planning, procurement, installation, performance, maintenance,
compliance, risk management, through to asset disposal.