Project:
It is a uniquely collaborative work that is done by group of people for creating new thing that will make successful solutions for specific problems or to complete specific goals and objectives.
Each project’s development process enables the output of the project to achieve its fullest potential. The participants in the project investigate the projects through workshops, researches, design and consultations, and an honest dialogue between the participants in the projects. This produces totally developed output, constructed by an ever-evolving, contemporary company.
The project can be divided into stages:
1- Defining what is the project? what are the objective and what are the desired output.
2- Planning: this can be done by defining the project activities and tasks and how the tasks are related. Also defining the requirement to complete the project. Defining the resources, the abilities, and the costs that will be incurred upon completion the project.
3- Execution of the project; which means start performing the tasks which are formed in planning.
4- Controlling the project; it is the responsibility for the project manager to update the project plans to reflects actual time elapsed for each task.
5- Closure of the project; this stage require analyzing the final output by all of those who are involving in the project.
Jobbing:
Jobbing is buying and selling of shares within quick time (within a minute) for a very small profit. Whatever the trade is you have to square it off within a minute. Usually jobbers do this kind of trade continuously throughout the day earning a handsome profit at the end of the day. For this you have to take training under some broker. You have to be really fast in order executions.
Batch:
This is when, instead of manufacturing things singly, or by continuous production, items are manufactured in batches. A specific process for each item takes place at the same time on a batch of items, and that batch does not move onto the next stage of production or inspection until the whole batch is done.
Sometimes batch production is necessary when a manufacturer is producing similar things, but with variants. For instance, if you manufacture two colors of the same shoe, you probably use batch production. Any dyeing of leather or fabric can’t apply to the whole set of shoes you want to manufacture, since they’re different colors. This can mean stopping in between each batch to change or clean machines, or prepare to add new dyes for the next variation. The necessity of stopping between batches is called "down time," and is why some people call batch production an inefficient manufacturing process. Time needed to prepare equipment or machines for the next batch can reduce total amount that can be manufactured, and take longer in total production time.
Line:
A production line is a set of sequential operations established in a factory whereby materials are put through a refining process to produce an end-product that is suitable for onward consumption; or components are assembled to make a finished article.
In other words, it is a repetitive manufacturing process in which each product passes through the same sequence of operations, and the machines and other equipment are laid-out in the order they are used. Line production is dedicated to the needs of a single or small group of products and (unlike in batch production) the process does not have to be stopped and restarted for each new product.
Cellular:
A cell is a group of workstations, machines or equipment arranged such that a product can be processed progressively from one workstation to another without having to wait for a batch to be completed or requiring additional handling between operations. Cells may be dedicated to a process, a sub-component, or an entire product. Cells are conducive to single-piece and one-touch manufacturing methods and are often found as part of lean manufacturing applications. Cells may be designed for the office as well as the factory.
In a cell, parts are produced by successive operations. By separating them into families according to size and shape (small round, large rectangular), so that similar parts can be produced across the same machines. A cell may also be designed to be a single flexible multi-operation machine, such as a machining center.
A cell is configured normally for speed and minimal material handling and can reap substantial benefits in cost saving, time compression, and inventory reduction. In families-of-parts applications, a component may or may not move across all pieces of equipment. One part may be processed on all machines, but the next part may be processed on one or two. A cell may include sub-assembly or assembly processes depending on the product. In contrast a sub-assembly operation or assembly can be configured in a cellular arrangement.
Functional:
Functional engineering is the process of building a mathematically rigorous representation of the expected functional behavior of the proposed process. The problem of defining, measuring, and testing detailed functionality has previously been tackled by engineers, and product testing engineers in particular. These engineers needed to be able to quickly confirm the correct functional behavior of every product coming out of a fabrication plant. The algorithms used to design tests for product should also apply to the functional logic of the process. This work has been used by companies and its partners to develop amodeling solution that allows functional/test engineers (the line between the two is significantly blurred when models represent requirements as well as tests) to focus on building a model of the expected behavior of the process, then rely on design software and other tools to analyze the requirements and generate the actual test cases. This is a fundamental shift in the requirements/testing paradigms. Get the model complete and correct, and the specifications and test cases that guarantee full functional coverage are produced automatically.
Concurrent Engineering:
Concurrent engineering is a method used in product development. It is different than the traditional product development approach in that it employs simultaneous, rather than sequential, processes. By completing tasks in parallel, product development can be accomplished more efficiently and at a substantial cost savings.
Rather than completing all physical manufacturing of a prototype prior to performing any testing, concurrent engineering allows for design and analysis to occur at the same time, and multiple times, prior to actual deployment. This multidisciplinary approach emphasizes teamwork through the use of cross-functional teams, and it allows for employees to work collaboratively on all aspects of a project from start to finish.
Also known as the iterative development method, concurrent engineering requires continual review of a team’s progress and frequent revision of project plans. The rationale behind this creative, forward-looking approach is that the earlier that errors can be discovered, the easier and less costly they are to correct. Concurrent engineering practitioners claim that this design management system offers several benefits, including increased product quality for the end user, faster product development times, and lower costs for both the manufacturer and the consumer.
There are some drawbacks associated with the initial implementation of concurrent engineering, including the need for considerable organizational restructuring and extensive retraining of workers. Such potentially disruptive changes and added work requirements may be met with resistance from managers and other employees. Also, there are usually considerable difficulties in transferring data among employees in different departments, which may require the additional tracking software applications. In addition to these significant up-front investments, organizations pursuing a concurrent engineering work model must typically wait several years before seeing the benefits of this transition.
