# data[].attributes.headline
First, a company determines its objectives, and then it develops an operations strategy to achieve those objectives. Part of the operations strategy is designing a work system, which provides the structure for the productivity of the company. The work system includes job design, work measurement, and worker compensation. The company determines the purpose of each job, what the job consists of, and the cost of the employees to do the job. A job must add value and enable the company to achieve its objectives.Suppose your company is an organization with an objective to operate a fancy, upscale restaurant. To achieve its objective, the restaurant must define a set of jobs, the tasks each job consists of, and a system for evaluating the employee's performance in the job. The set of jobs at your restaurant would include a chef, a trained kitchen staff, a professional wait staff, a maitre d’, a wine steward, and so forth. The chef's tasks would include developing the food motif and menu, for example. The performance measurement would be based on revenue.

# data[].attributes.subject
First, a company determines its objectives, and then it develops an operations strategy to achieve those objectives. Part of the operations strategy is designing a work system, which provides the structure for the productivity of the company. The work system includes job design, work measurement, and worker compensation. The company determines the purpose of each job, what the job consists of, and the cost of the employees to do the job. A job must add value and enable the company to achieve its objectives.Suppose your company is an organization with an objective to operate a fancy, upscale restaurant. To achieve its objective, the restaurant must define a set of jobs, the tasks each job consists of, and a system for evaluating the employee's performance in the job. The set of jobs at your restaurant would include a chef, a trained kitchen staff, a professional wait staff, a maitre d’, a wine steward, and so forth. The chef's tasks would include developing the food motif and menu, for example. The performance measurement would be based on revenue.

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They comparing the size of the products to make sure its all have the same quantity.
They make sure that the potato is eatable or not so they try it before they sell it.
The quality is high and they alwys makeing the chips on day.

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Group 1 Inventory flows quickly in a Frito Lay plant since it is highly automated thru machineries. Other than that, it is technology advanced and is efficient. Moreover, it has to move rapidly because the potato and the corn ingredients are perishable goods. They must be processed fast and must be put in bag to prevent spoilage.

# data[].attributes.subject
Group 1 Inventory flows quickly in a Frito Lay plant since it is highly automated thru machineries. Other than that, it is technology advanced and is efficient. Moreover, it has to move rapidly because the potato and the corn ingredients are perishable goods. They must be processed fast and must be put in bag to prevent spoilage.

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Group 1 The Frito-Lay Kern plant is a 375,000 sq.ft processing and warehouse facility, which sits on 640 acres, or one square mile, of property in Kern County, California, USA. This site has the ability to operate independently of any city or county infrastructure by providing its own electrical power, compressed air, domestic water, and waste water treatment systems. The site produces 6.2mW of electrical energy via a co- generation operation. The co-generation plant also produces steam for the heating of water and oil in the manufacturing process. Two domestic wells supply the plant with 1.2 million gallons of water a day, and maintain emergency water storage for fire protection. The facility also provides a wastewater treatment facility, which is in turn applied to a 325-acre alfalfa farming operation. With recent plant expansions, the manufacturing processes have the ability to produce on ten different product lines, achieving over 525SKUs. Total plant output yields over 127,000,000 pounds per year, or 2,442,307 pounds per week, equating to 2,000,000 bags per day. From a warehouse and logistics standpoint, the handling of 97,692 cases a day requires 16 truck docks for both shipping and receiving. Today, the Kern plant ranks among the top performing plants in the USA and employs over 750 people. To manufacture at this level, the Frito-Lay Kern facility has invested substantially in both its people and technology.

# data[].attributes.subject
Group 1 The Frito-Lay Kern plant is a 375,000 sq.ft processing and warehouse facility, which sits on 640 acres, or one square mile, of property in Kern County, California, USA. This site has the ability to operate independently of any city or county infrastructure by providing its own electrical power, compressed air, domestic water, and waste water treatment systems. The site produces 6.2mW of electrical energy via a co- generation operation. The co-generation plant also produces steam for the heating of water and oil in the manufacturing process. Two domestic wells supply the plant with 1.2 million gallons of water a day, and maintain emergency water storage for fire protection. The facility also provides a wastewater treatment facility, which is in turn applied to a 325-acre alfalfa farming operation. With recent plant expansions, the manufacturing processes have the ability to produce on ten different product lines, achieving over 525SKUs. Total plant output yields over 127,000,000 pounds per year, or 2,442,307 pounds per week, equating to 2,000,000 bags per day. From a warehouse and logistics standpoint, the handling of 97,692 cases a day requires 16 truck docks for both shipping and receiving. Today, the Kern plant ranks among the top performing plants in the USA and employs over 750 people. To manufacture at this level, the Frito-Lay Kern facility has invested substantially in both its people and technology.

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The location of the factory is vital to the operations of Frito lay. As mentioned in the video, sometimes the potato is picked from the farm and made available on the shelf within a time frame of 24 hours or less. This is made possible because the farms and the factories are within close proximity of one another. Another reason Frito-Lay values location is due to low shelf life of the potato chips therefore the goods need to move from one location to another in a very short time.

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Process selection and layout: layout planning in manufacturing and service and organizations involves the physical arrangement of many resources available in the the system to improve the performance of the operating system, there by providing better customer service.

The Frito- Lay a

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Capacity utilization and process efficiency are the emphases in this strategic decision area of operations management. PepsiCo aims to maximize its productivity-cost ratio in this area. For example, the company’s manufacturing facilities are designed with high-output assembly lines. Also, many of PepsiCo’s production processes are automated for optimal efficiency.

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Frito Lay ensures that they have farm fresh raw material converted to finished goods in a matter of time. This sometimes means that they would own their own farms to guarantee that fresh potatoes are always readily available. Frito lay also focuses on maintaining just in time delivery and inventory and the maximum inventory time for their produce is 2 days showing that the goods are on the shelf to consumers in a matter of no time.

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Product and service design