product line

Examples of product line in the following topics:

• Product Line

  • Product lining is the marketing strategy of offering several related products for sale as individual units.
  • Product lining is the marketing strategy of offering several related products for sale as individual units.
  • A product line can comprise related products of various sizes, types, colors, qualities, or prices.
  • Line consistency refers to how closely related the products that make up the line are.
  • The total number of products sold in all lines is referred to as length of product mix.

• Brand Management Strategies

  • Brand management is the application of marketing techniques to a specific product, product line, or brand.
  • Brand management is the application of marketing techniques to a specific product, product line, or brand.
  • In a company with many different brand name products, each product will have a brand manager compete with the others as if the products were competitive.
  • Any problems that arise for individual products should receive prompt responses, and advertising opportunities for the products will be quickly seized.
  • Brand management is the application of marketing techniques to a specific product, product line, or brand.

• Clean production defined

  • If you think that the word ‘production' only refers to factory assembly lines, think again.
  • Food service setups, service provider procedures, delivery routines, office systems, even agriculture are all good examples of ‘production' in that commodities (e.g. raw materials) flow from one area (or machine or department) to another whereupon a set of procedures, labour skills or other processes are performed so as to end up with a finished product (or service).
  • With agriculture, the ‘product' usually stays in one place while all sorts of materials and processes are brought to it.
  • The point here is not to think of production as pertaining only to manufacturers, but rather to assume that every system is a production line in one form or another.

• The wasteful practices inherent in businesses

  • According to the Cardiff Business School, only 5% of most business production operations are comprised of activities that directly relate to what customers want in a product or service.
  • The first, necessary, but non-value adding activities, constitutes as much as 35% of most organizational work and is comprised of actions that do not directly contribute to what customers want in a product (e.g. payroll, behind-the-scenes cleaning, the fulfilment of government regulations, and so on).
  • The second category, non-value adding activities, can comprise up to 60% of work activities, yet these activities add no value to customers in any way, shape or form (e.g. production line snags, waiting periods, unnecessary paperwork, end-of-line quality inspections, etc.).

• Going green and people

  • Incorporate new green products into a traditional product line.
  • By adding a green alternative alongside traditional product lines it becomes easier to enter the green market, learn the needs of consumers, overcome mistakes, and gather information and ideas for further improvements.
  • Many consumers still believe that environmentally safe products don't work as well as conventional products.
  • Green the place where your product is sold.
  • (Romm, J.J., and Browning, W.D., ‘Greening the Building and the Bottom Line: Increasing Productivity through Energy Efficiency', Rocky Mountain Institute)

• Uniform plant loading, flexible resources, and line/cellular flow layouts

  • The successful practice of JIT means having the right quantities of the right products in the right place at the right time.
  • Driving down setup times enables the company to produce the product mix and quantities that are demanded in the present time period.
  • A JIT environment thrives on predictability in customer demand, production processes, suppliers, and workers.
  • At Honeywell's heating and cooling controls plant, workers are trained to operate all the machines on their work line.
  • Instead of workers being trained on one machine and working independently of one another, multifunctional workers have a "big picture" view of the production line, where every worker understands all aspects of the line and how to work together to meet quality and schedule goals regardless of the circumstances.

• The bottom line

  • With public expectations about sustainability continually increasing, ‘futureproofing products' is a safe bet.
  • Future-proofing products involves working to insulate products and services from risk and uncertainty by eliminating waste in all phases of a product's life-cycle to: (1) avoid rises in raw material costs, (2) reduce the chances of bad publicity, and (3) prepare for coming changes in environmental legislation.

• Process decisions

  • Equipment and labor are organized in a line flow arrangement to meet very specific customer or product processing requirements.
  • Examples include assembly lines that produce products such as computers, cars, hamburgers, automatic car washes, and cafeteria lines.
  • In all of these cases, the products or customers follow the same production steps to produce a standardized outcome.
  • The two main differences between the intermittent and repetitive processes are product variety and product volume.
  • A cellular process arranges dissimilar machines and equipment together in a line that is dedicated to producing a specific family of products that have similar processing requirements.

• Line and Staff Structure

  • While a legal advisor may not have much direct authority over the production of some good, their counseling can help the firm navigate legal regulations and better achieve their overall goals.
  • The line and staff structure combines the line organization with support from staff departments .
  • While the staff departments may not directly contribute to the production of the firm like the line positions do, their services indirectly support the line positions.
  • This always includes production and sales, and sometimes also marketing.
  • Explain the dynamics between the line managers and staff positions of a typical line and staff structure

• Productivity

  • When the moving assembly line when integrated into the production of automobiles, it became possible to produce many more autos with the same number of factory workers.
  • Based on these changes in productivity and production volume values, we can explicitly locate the production on the production.
  • The first is called "increasing returns" and occurs when productivity and production volume increase or when productivity and production volume decrease.
  • Another productivity measure is known as multi-factor productivity (MFP).
  • Growth in income due to production are due to an increase in production volume or an increase in productivity.