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PROCESS ANALYSIS:Processes: In order of lowest volume to highest volumeProject:extremely low volume with very long completion time. Usually resources only organized for length of project Job shop:order of operations depends on what you are making, low volume, high variety of products, flow varies by product. Advantages: flexibility for customized orders, common job/ machine stations can be shared across orders. Drawbacks: hard to schedule production with customizations, long lead time. Batch:making things in sets where each set follows same flow, but there is typically long set up time in between sets. Small/medium batches size, one dominant flow. Advantages: variety, less popular can be less frequent. Drawbacks: delays in resetting and cleaning, careful planning required, holding stock costs money. Work cell:workers are CROSS TRAINED to allow for flexibility in product configuration, high variety, repetitive production, similar processing for similar items Assembly line:low skill labor. Each step adds a small amount of value, some customization possible, as long as flow of operation remains the same, medium/high volume, limited variety Continuous flow:highly automated process maintained by skilled labor, high volume, single product automated, rigid flow (automated assembly line)Big 5 Process Measures:Capacity:(1/ cycle time) - how much output a system can achieve in a specific period of time, assuming no yield loss/ downtime. LIMITED BY THE LOWEST CAPACITY TASK: =total available work minutes/cycle time of that processCycle time (CT):(1/ capacity) - The AVERAGE interval between two successive units of output (the time takenfor a task or process to repeat itself, or cycle): =task time/batch size/machines or workers: CYCLE TIME OF PROCESS WILL BE CYCLE TIME OF LONGEST STEPThroughput time (TPT):