Control Processes - Deployment Dynamics on Control Standards of Organisation

Abstract

Introduction

I. INTRODUCTION

An organization is structured according to the respective product models to determine deviations from plans, methods and strategies to implement ne dynamics in the organization. Every major organizational function has a set of controls associated.

An Effective organization always looks forward for the specifications and methodologies to implement in strategies of the management. The Objective is to understand managerial control processes and systems is essential for long term effectiveness and sustainability of the organization.

Control system fail organization fall into jail where it is non bail. Aspect of control system is more dynamic when compared to other systems where it includes concept control to cost control.

In control theory, advanced process control (APC) refers to a broad range of techniques and technologies implemented within industrial process control systems. Advanced process controls are usually deployed optionally and in addition to basic process controls. Basic process controls are designed and built with the process itself, to facilitate basic operation, control and automation requirements. Advanced process controls are typically added subsequently, often over the course of many years, to address particular performance or economic improvement opportunities in the process.

Process control (basic and advanced) normally implies the process industries, which includes chemicals, petrochemicals, oil and mineral refining, food processing, pharmaceuticals, power generation, etc. These industries are characterized by continuous processes and fluid processing, as opposed to discrete parts manufacturing, such as automobile and electronics manufacturing. The term process automation is essentially synonymous with process control.

Control consists of procedures ,purposes ,there is basic model in which every resource is utilised and each output from the system are compared with the desired output and any differences cause any input to be delivered to the process to register the operations for desired results.

Feedback is used in control loops while a positive loop reinforces the direction of movement to reoccur the process whereas negative feedback will drop the process to initiate new control dynamics.

Positive feelings signal doing better than necessary, allowing coasting, which yields goal attainment without unnecessary resource expenditure. Given multiple simultaneous goals, these functions assist in moment-to-moment priority management, facilitating attainment of all.

The field of control theory can be divided into two branches:

1. Linear Control Theory: This applies to systems made of devices which obey the superposition principle, which means roughly that the output is proportional to the input. They are governed by linear differential equations. A major subclass is systems which in addition have parameters which do not change with time, called linear time invariant. systems. These systems are amenable to powerful frequency domain mathematical techniques of great generality, such as the Laplace transform, Fourier transform, Z transform, Bode plot, root locus, and Nyquist stability criterion. These lead to a description of the system using terms like bandwidth, frequency response, eigenvalues, gain, resonant frequencies, zeros and poles, which give solutions for system response and design techniques for most systems of interest.
2. Nonlinear Control Theory: This covers a wider class of systems that do not obey the superposition principle and applies to more real-world systems because all real control systems are nonlinear. These systems are often governed by nonlinear differential equations. The few mathematical techniques which have been developed to handle them are more difficult and much less general, often applying only to narrow categories of systems. These include limit cycle theory, Poincaré maps, Lyapunov stability theorem, and describing functions. Nonlinear systems are often analyzed using numerical methods on computers, for example by simulating their operation using a simulation language. If only solutions near a stable point are of interest, nonlinear systems can often be linearized by approximating them by a linear system using perturbation theory, and linear techniques can be used.

II. NEGATIVE FEEDBACK CONTROL

Negative feedback control  in a system means keeping the system operating within certain limits of performance .A System which is out of produced control functions outside the allowable limitations because the regulatory feedback where mechanisms are not operative.

Control using negative feedback normally involves four elements

IV. DYNAMIC APPROACH TRHOUGH LEAN METHODOLOGY FOR CONTROL PROCESS

Lean operations under management bring improvement in management as well as customer to optimize resources to meet timelines of management and customer demands.

The primary objective of Lean process improvement is to create value for the customer by optimizing resources and creating an uninterrupted workflow based on near real-time customer demands. In addition, the approach seeks to minimize or eliminate all waste of resources, effort, and time by documenting each step in a business process and then removing or reducing steps that do not create customer value. The concept of Lean is rooted in manufacturing, but it has been adapted to fit almost every industry.

The Lean approach embraces five core principles that managers use as the guidelines to improve processes. They are:

1. Identify customer value
2. Map all value streams
3. Create an uninterrupted workflow
4. Operate with a pull system
5.  Achieve continuous improvement

A. Lean Manufacturing Principles

1. Value: Lean organizations exist to provide value to the customer. The customer defines value. If a product, service, or feature has value, the customer is willing to pay for it.
2. Value Stream: The value stream is the entire lifecycle of a product or service from development through the customer’s use and disposal. Anything that does not add value in the eyes of the customer (waste) is minimized or eliminated from the value stream.
3. Flow: The value stream should flow seamlessly from beginning to end. Interruptions in flow create waste.
4. Pull: There should be no excess inventory or work in progress. Ideally, nothing is created until the customer requires it.
5. Perfection: The perfect value stream evolves through a series of continuous improvements.

V. IDEATION IN LEAN ON CONTROL PROCESSES

A. Bottle Neck Analysis

Bottleneck analysis is a structured way of looking at the processes and workflows for developing a product or service. Bottleneck analysis is also used to address both present and future issues, by identifying and addressing operational and process challenges.

Utilizing Lean practices to spot and rectify a bottleneck saves companies time, energy and money. Depending on the type of bottleneck, there are several things you can do to address it. For example, bottlenecks caused by inefficient processes can be fixed through streamlining and improving those processes which leads to effect management workflow in demolish failure in optimizing operations in management.

Copyright

Copyright © 2024 Swetamarali Dronamraju. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.