Process strategies chapter 7 PDF

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Process strategies...

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CHAPTER 7: PROCESS STRATEGIES

1. 2. 3. 4. 5. 6. 7. 8.

GLOBAL COMPANY PROFILE: HARLEY DAVINSON FOUR PROCESS STRATEGIES SELECTION OF EQUIPMENT PROCESS ANALYSIS AND DESIGN SPECIAL CONSIDERATIONS FOR SERVICE PROCESS STRATEGIES PRODUCTION TECHNOLOGY TECHONOLOGY IN SERVICES PROCESS REDESIGN

GLOBAL COMPANY PROFILE: HARLEY DAVINSON Is the major US motorcycle company. Emphasizes quality and lean manufacturing. Materials as Needed (MAN) system. Many variations possible. Tightly scheduled repetitive production. PROCESS STRATEGY The objective is to create a process to produce offerings that meet customer requirements within cost and other managerial constraints. How to produce a product or provide a service that - Meets or exceeds customer requirements - Meets cost and managerial goals. Has long-term effects on - Efficiency and production flexibility - Costs and quality

MASS CUSTOMIZATION PROCESS Mass customization: raid low-cost production that caters to constantly changing unique customer desires. Build-to-order (BTO) produce to customer order rather than to a forecast. Postponement the delay of any modifications or customization to a product as long as possible in the production process. Process comparison:

200.000 + 60R = 300.000 + 25R 45R = 100.000 R = 2.222 R units

Focus also contributes to building a core competence that fosters market and financial success. A process that is going to win orders often depends on the selection of the proper equipment. Flexibility: the ability to respond with little penalty in time, cost, or customer value. The importance of the use of information technology to control a physical process (like robots, automated guided vehicle, automated storage and retrieval system (ASRS))….. PROCESS STRATEGIES: fous basic strategies: 1. Process focus 2. Repetitive focus 3. Product focus 4. Mass customization Within these basic strategies, there are many ways they may be implemented.

1. PROCESS FOCUS (ej. Una operacion) - Facilities are organized around specific activities or processes. - General purpose equipment and skilled personnel. - High degree of product flexibility - Typically high variable costs and low equipment utilization. - Product flows may vary considerably, making planning and scheduling a challenge. 2. REPETITIVE FOCUS (ej. Montar una moto) - Facilities often organized as assembly lines - Characterized by modules with parts and assemblies made previously. - Modules may be combined for many outputs options. - Less flexibility than process-focused facilities but more efficient. 3. PRODUCT FOCUS (ej. Patatas fritas) - Facilities are organized by product - High volume but low variety of products - Long, continuous production runs enable efficient processes.

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Typically high fixed cost but low variable cost Generally less skilled labor.

4. MASS CUSTOMIZATION (ej. Un ordenador) The rapid low-cost production of goods and services to satisfy increasingly unique customer desires. Combines the flexibility of process focus with the efficiency of a product focus. -

Imaginative product design Flexible process design Tightly controlled inventory management Tight schedules Responsive partners in the supply chain....