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• • • • • • • • • Operation Strategy Products and Service Process and Technology Facilities Project Management Managing the Supply Chain Forecasting Demand Production planning and scheduling Ensuring quality
• Industrial Revolution – steam engine, Division of labor, Interchangeable parts • Scientific Management – Time & motion studies • Human Relations- Motivational Theories • Operations Research- LP, Digital computer Simulation, Waiting Line Theory, PERT/CPM • Quality Revolution – JIT, TQM, Strategy • Globalization – BPR, WTO • Internet Revolution – WWW, ERP, SCM, Ecommerce
OM in Changing Business Scenario
• Consumerism is on a steep rise • People all over the world are demanding more and better products • Developments in technology, particularly in the areas of telecommunication, internet, mass media, and transport have made it possible for products and ideas to travel across the globe with minimal efforts.
OM in Changing Business Scenario • It is obvious that a lot is being demanded of the production and operations mgmt. productivity and delivery are the basic minimum to stay in competition. function • Functions have to assure that required products are of high quality with an acceptable price delivered at customer place • Quality. .
OM in Changing Business Scenario
• New products or variants have to be continuously designed, manufactured and delivered – all profitably. • Manufacturing has to be very actively support the marketing functions. • Materials and logistics people have to react swiftly to the needs of the manufacturing system.
OM in Changing Business Scenario
• The HR department has to ensure that employees not only have the needed skills but also the essential attitudes. • It’s not that the quality of all these aspects was not the concern earlier but the intensity of application has increased. • Services are no longer “frills”. No manufacturing company is purely into manufacturing.
OM in Changing Business Scenario
Product- centric People-centric
• Operations management is an area of business that is concerned with the production of goods and services, and involves the responsibility of ensuring that business operations are efficient and effective. It is also the management of resources, the distribution of goods and services to customers, and the analysis of queue systems.
the set of valueadded activities that transform inputs into many outputs. these value-adding creative activities should be aligned with market opportunity for optimal enterprise performance .Operations Management • Operations also refers to the production of goods and services. Fundamentally.
Operations Management Planning Criteria • Control by creating and maintaining a positive flow of work by utilizing what resources and facilities are available • Lead by developing and cascading the organizations strategy/mission statement to all staff • Organize resources such as facilities and employees so as to ensure effective production of goods and services .
employee and organizational requirements • Maintaining and monitoring staffing. levels. Knowledge-Skill-Attitude (KSA). expectations and motivation to fulfill organizational requirements • Performance Measures for the measurement of performance and consideration of efficiency versus effectiveness .Operations Management Planning Criteria • Plan by prioritizing customer.
System approach produces better solutions. Think of sports team or an orchestra team.The System Approach • The functional approach – minimum reference to other parts of the business • The system approach – integrates OM decisions with those of all other business functions. . challenge is to make the firm perform as team.
capacity decisions. or the decision. and improving processes is the essence of OM . • Planning. Thus OM system is every thing that affects process planning.OM System Definition • Elements that have impact on the problems. quality standards. or its solution. analyzing. on the plan. inventory levels. and production schedules.
.Operations Strategy • Operation strategy is concerned with setting broad policies and plans for using the resources of the firm to best support the firm’s long term competitive strategy. • An operation strategy involves decisions that relate to the design of a process and the infrastructure needed to support the process. • It must be integrated to corporate strategy.
ops function .Operations Strategy • Process design involves: – – – – Selection of appropriate technology Sizing the process over time Role of inventory Locating the process • Infrastructure decisions involve: – Planning and control systems – Quality assurance and control – Work payment structure and orgn.
everyday everyday Competitive Priorities Operations Strategy Operations Structure Low Lowinventory inventorylevels levels Linked Linkedcommunication communication Between Betweenstores stores Short flow times Fast Fasttransportation transportation system system Enabling Process and Technologies EDI/Satellites EDI/Satellites Cross-docking Cross-docking Focused Focused locations locations .Operations Strategy at Wal-Mart Mission Provide Providevalue valuefor forour our customer customer Low Lowprices. prices.
Operations Priorities • Improved Responsiveness in terms of: – Minimizing time to respond/ timely response – Global sourcing – Flexible processes • Reduced prices through: – Overall improvements in production-delivery value chain – Better designs of products/services .
Operations Priorities • Improved quality through: – – – – Better skills/knowledge/attitudes Improved technology Reduced complexity and confusions Reduced problem-generators • • • • Lean or light production Make-to-order Make-to-stock Assemble-to-order .
Criteria of Performance • Customer satisfaction • Effectiveness – doing right things • Efficiency – doing things right .
Key Success Factors • • • • Product performance Technology leadership New product introduction Access to key decision-makers or key influencers • Delivery service .
Strategic Planning Mission Missionand and Vision Vision Voice Voiceof ofthe the Business Business Corporate Corporate Strategy Strategy Voice Voiceof ofthe the Customer Customer Marketing Marketing Strategy Strategy Operation Operation Strategy Strategy Financial Financial Strategy Strategy .
Strategic Vision Customer Needs New Products Current Products New Product Development Performance Priorities & Requirements dependability Order Fulfillment After sales service Quality Price Speed Flexibility Ops capabilities Supplier capabilities people TQM & D CIM JIT Distribution ology n h c e T System R .
• Strategy is the comprehensive and overall planning for the organization’s future. .Strategic Perspectives • Strategic thinking (planning) to realize objectives involves teamwork. • It has to be product-oriented and marketing aware in order to take the customer and the competition into account.
Strategy Participants Operations Operations Management Management Finance Finance Marketing Marketing Accounting Accounting Strategic Planning Engineering Engineering Distribution Distribution Research Research& & Development Development HR HR Management Management .
Skills Flexibility.Strengths Quality Motivation Cost structure Technology. Relations Equipment age Employee age Population characteristics Interest/Exchange rates Improved communications Threats New products/markets Opportunities . Capacity New competitors Competitors’ plans Weaknesses Mgmt systems Indl.
Operations Management Planning Criteria • • • • • Product design and Process design Process flow structure Process analysis Linear programming Project Management – Work breakdown structure – Gantt chart / CPM / PERT .
product development. • Designing new products and getting them to market quickly is the challenge that manufacturing industry is facing.Product Design – Mfg. . mfg. • How manufactured product are designed and how the process to produce them is selected? • Three major functions are involved – marketing.
Market System Product Development New Product Ideas Advanced Research Technical Concept Manufacturing Needs Marketing Customer market system promotion Product Design Process Plnng. Customer Market System call Production Customer Order Sales .
suppliers Marketing R&D Customers Competitors Product or Service Concept Design Process Idea Generation Feasibility Study Performance Specification Form Design Functional Design Design Specification Pilot run & Final Tests New Product or Service Launch Production Design Mfg. Specifications Final Design/Specifications .
The Service Design Process Service Concept Desired Service Level Target Customers Service Package Benefits Performance Specs Customer Requirements Expectations Service Provider Customer Design Specs Delivery Specs Schedules Locations Deliverables Service .
Product Design • Concurrent Engineering (CE) CE Approach BUYER Product Design MKTG Serial Approach TOOL ROOM PRODN R&D ENGG .
and many design-build teams . • This approach emphasizes the cross functional integration and concurrent development of product and its essential processes. team. technical team.Concurrent Engineering • To speed up the development process CE approach is used. • Teams – program mgmt.
House of Quality 5 Trade off Matrix 3 Design Characteristics 1 Customer Requirements Importance to Customer 4 Relationship Matrix 2 Competitive Assessment 6 Target Values .
House of Quality Door sealers Force on ground Energy to open Energy to close Imp char Tech a cus ortanc cteris Cus tome e to tics t re r Acoustic q Easy to close Stays open on hill Easy to open Doesn’t leak In rain No road noise Importance weighing 7 5 3 3 3 2 10 6 6 9 2 3 Target values Water res Competitive evaluation .
Final Engineering Release Production / Process Engineering Process Market Intro Pilot Production Pilot Production Ramp up Ramp Up .Time Schedule Phase Concept Development Product Planning Concept Program Approval First Full Prototype Design Planning Production Engg.
Strategic Process • Strategic Process Mapping wth o r G g ic e t a Str ss e c Pro Function / sites Time Scale Process Planning Enterprise Planning .
reinforce product decision. and facilitate the business growth. • Process decision (type of process) should reflect how the firm has chosen to compete in the market place.Process Strategy • An organization’s over all approach for physically producing goods and services. .
What is a Process? • A process is a series of activities or steps that add value and are goal-oriented. • The operations or stages within the manufacturing or servicing cycle required to transform components into intermediates or finished products/services .
Process Strategy • • • • Capital intensity Process flexibility Vertical integration Customer involvement .
Process Strategy From Function to Process Manufacturing Purchasing Accounting Product Development Sales Order Fulfillment Supply Chain Management Customer Service process Function .
technology decisions and work methods.Process Flow Structure • The flow structure of the process used to make or deliver a product or service impacts facility layout. resources. . • The process architecture may be an important component in the firm’s strategy for building a competitive advantage.
The Product-Process Matrix High Le Cu ss st lab om o ize r in d ten siv e Le ss Continuous Flow Volume Mass Production Batch Production Projects Low Standardization High .
The Service-Process Matrix High Le ss Le Cu ss st lab om o ize r in d ten siv Service Factory Volume e Mass Service Service Shop Professional Service Low Standardization High .
Line Continuous Flow Cont Low Low High Low Low Low High .Comparison & characteristics project Flow Flexibility # Products Capital Investment Variable Cost Labor Content Labor Skill Volume None High High Low High High High Low Job shop Batch process Assy.
Process Flow Structure • Process classification Job Shop Uses general Purpose resources And highly flexible Flow Shop Uses specialized Resources and Work follows fixed path Process Flow Structure .
Project • • • • • • • Flow .unique Capital Investment .no flow Flexibility .very low Variable Cost .very high Labor Content and Skill – very high Volume – one .very High Products .
• Inputs are brought to the project location as they are needed; there is no flow in the process. Technically a project is not a process flow structure since there is no flow of product – the quantity produced usually is equal to one. It is worthwhile, however, to treat it as a process structure here since it represents one extreme of the spectrum.
• • • • • • • Flow - jumbled flow Flexibility - High Products - many Capital Investment - low Variable Cost - high Labor Content and Skill – high Volume – low
• A job shop is a flexible operation that has several activities through which work can pass, it is not necessary for all activities to be performed on all products and their sequence may be different for different products e.g. machine shop. • A job shop uses general purpose equipment and relies on knowledge of workers to produce a wide variety of products. A job shop often sells its capabilities, not products.
• Designing and implementing an advertising campaign • Auditing the accounts of a large public limited company • Building a new factory • Installing machinery in a factory
low-skilled jobs in mass production) • slow compared to other methods (batch production and mass production) . especially when compared to mass production • workers can be easily motivated due to the skilled nature of the work they are performing • Disadvantages include: • higher cost of production • requires the use of specialist labour (compare with the repetitive.Key benefits of job production • work is generally of a high quality • a high level of customization is possible to meet the customer's exact requirements • significant flexibility is possible.
moderate • Labor Content and Skill – moderate • Volume – moderate .Batch Process • Flow – disconnected.several • Capital Investment .moderate • Products .moderate • Variable Cost . with some dominant flow • Flexibility .
Products are produced in batches for example. are disconnected from one other. to fulfill a specific customer orders.Batch Process • A batch process is similar to job shop. • The disadvantage is the set up time required to change from one product to the other. dominant flows can be identified. • Different production runs for different products. except that the sequence of activities tends to be in a line and less flexible. In a batch process. . The activities though in line.
low Products – a few Capital Investment .connected line Flexibility .high Variable Cost .Assembly Line Process • • • • • • • Flow .low Labor Content and Skill – low Volume – high .
However the assembly line connects the activities and paces them. E. automobile plant. an assembly line process work in fixed sequence. with a conveyor belt. .Assembly Line Process • Like a batch process.g. for example.
Continuous Flow Process • • • • • • Flow .one Capital Investment – very high Variable Cost – very low Labor Content and Skill – low but with overseers • Volume – very high .continuous Flexibility .low Products .
this arrangement is known as an assembly line.Continuous Process • The high volume of mass production system allows the production system to be arranged in a line according to the processing requirements of a product. Since most of the operations performed involve the assembling of components. .
Continuous Flow • Like the assembly line. . Rather than being processed in discrete steps. its quantity tends to be measured in weight or volume. the product is processed in a continuous flow. a continuous process has a fixed pace and fixed sequence of activities. Low skilled workers but with highly skilled supervision.
Types of Process Flow • Synthetic processes – a process in which a variety of components come together. ultimately to form a single product Part A Part B Part C Part D Part E Part F Part H An Assembly Flow Chart (many to one) Paint XY Assy Z Paint Z Assy Clean Inspect Assy Y Assy XY Assy X Sequence of operations .
.Types of Process • Analytic Processes – an analytic process is characterized by progressive disassembly. It is the reverse of synthetic process as it breaks up one thing into many things.
Productivity Measurement • Productivity = Outputs Inputs Or Goods and services produced All resources used When a company is competing on price. Everyone in the company looks to OM at this time. it means that it will lose sales if a competitor offers a lower price that it can match. .
Productivity Measurement • Sales perceives productivity as: Productivity = effectiveness efficiency = high customer sales volume low producer expenses Productivity is a system measure .
• The process choice may depend on PLC.Process Selection • The choice of process may depend on the firm’s marketing plans and business strategy for developing a competitive advantage. Early in a product’s life cycle. a job shop may be most appropriate structure to rapidly fill the early demand and adjust to changes in demand. .
New product or service Share of market Maturity Decay Termination of distribution Introduction maintenance Restaging Withdrawal of Marketing support Time .
Process Selection • A break-even analysis may be performed to assist in process selection. • A break-even chart relates costs to levels of demand in various processes and the selection is made based on anticipated demand. • BE-analysis examines the cost trade offs associated with demand volume. .
Process Selection • Break Analysis – quantitative technique • Components: – Volume – number of units made and sold – Cost – fixed and variable – Revenue – price time volume – Profit .
Break-even Analysis Value Total cost To t al re ve nu e Units Break-even point .
equipment Output Transformation Physical product or Service . labor. energy.Process Analysis • Process improvement Input Material.
and the relevant metrics. their relationship. I/P Stage 1 Stage 2 Stage 3 Stage 4 Stage n O/P .Process Chain • The first step to improving a process is to analyze it in order to understand the activities.
calculate other measures if interest.Process Analysis • The process analysis involves: – Define the boundaries that mark the entry points of process input and exit points of the output – Construct a process flow diagram that illustrates the various process activities and their interrelationship. . – Determine the capacity of each step in the process.
Process Analysis • Identify the bottleneck. • Use the analysis to make operating decisions and to improve the decision. that is. the step having the lowest capacity. • Evaluate further limitations in order to quantify the impact of the bottleneck. .
Alternative process flow designs 2. Product quality is a direct function of process flow design 4. Customers are usually very sensitive to delivery lead times. Customers prefer to chose products that maximizes value . Product cost and productivity 5. ergo to process features 3.Process Flow Design • Seven points to be considered: 1.
Customer satisfaction through process based quality and reduced costs. . 7. Achieving best in class value includes satisfactory delivery and service excellence.Process Flow Design 6.
Process Performance Measure • Operations managers are interested in process aspects such as cost. Some of the process performance that communicate these aspects are: • Process capacity. flexibility. Direct labor content. Flow time. Work in process. Idle time. and speed. Capacity utilization. process time. . Cycle time. Set-up time. Throughput rate. Direct labor utilization. quality.
P. Inventory = Throughput rate x Flow rate Since the throughput is rate 1 per cycle time above can be written as Flow Time = W. Inventory x Cycle Time .I.I.Little’s Law • The inventory is related to throughput rate and through time by the following equation: W.P.
e. • Identification of bottleneck is critical aspect of process analysis since it not only determines the process capacity. but also provides the opportunity to increase the capacity.The Process Bottleneck • The process capacity is determined by slowest series task in the process i. . having the slowest throughput rate or longer cycle time.
Starvation and Blocking .
The following processes can be improved: – Reduce W.I.Process Improvement • Improvements in cost. quality. flexibility. inventory – reduce lead time – Additional resource – Improve the efficiency of the bottleneck activity – increase capacity – Move work away from bottleneck area – Increase availability of bottleneck resources .P. and speed are commonly sought.
.Process Improvement – Minimizing non-value adding activities – Redesign the product for better manufacturability – Outsourcing A cost-benefit analysis must be done to determine if a process change is worth the investment.
Product Design and Process Selection .Services • The nature of services – Everyone is an expert on services – Services are idiosyncratic – Quality of work is not quality service – Most services contain mix of tangibles and intangible attributes that constitute a service pack. – High-contact services are experienced whereas goods are consumed .
hospitals. airlines. law firms.Banks.Service Business and Internal Services • Service business . – Facilities-based – car service station – Field-based – cleaning and home repair services • Internal services – support functions within the organization . consultancy etc.
A Contemporary view of Service Management The Service Triangle The Service strategy The Customer The systems The people .
& facility by which the service is created . staff.Strategic Service Vision • Designing a service organization involves four elements: – Target customer – Who? – Service concept – How do we differentiate our service in the market? – Service strategy – what is our service package and the operating focus of our service? – Service delivery system – actual processes.
Service Integration • Integrating marketing and operations to achieve competitive advantage Service Marketing Promise Marketing Operations Service Delivery Sys Execution Of Promise Monitor & Control Customer Experience Recovery plan Customer Expectation customer perception Service Oblivion Service Advantage Service measurement & recovery process .
Service-System Design Matrix Degree of customer/server contact Buffered Core Permeable (some) Reactive System (much) (None) High Sales Opportunity Low Face to face Customization Face to face Loose specs Phone Contact Face to Face Production Efficiency Mail contact Low On-line Tech l High .
departmental store • Service guarantees – design drivers .customer takes a greater role in the production of service • The personal attention approach – hotel.Service Designs • The production line approach – the bhailpuri or chat • The self service approach .
Waiting Line Management • Understanding waiting lines or queues and learning how to manage them is one of the most important areas in operation management. .
Service Capacity versus Waiting Line Trade-off Aggressive Cost Minimum Cost of Service Capacity Waiting line cost Optimal Capacity Service Facility Capacity Cost .
Queuing System • Three major components: – The source population and the way objects arrive at the system – The servicing system – The condition of the object at the exiting the system (back to the source population or not) .
Queuing System Servicing System servers Waiting Line exit .
.Customer Arrival • Finite population – a finite population refers to the limited-size customer pool that will use the service and. at times. • Infinite population – is one large enough in relation to the service system so that the population size caused by subtractions or additions to the population does not significantly affect the system probability. from a line.
• Arrival rate – Constant arrival distribution – Variable (random) distribution . we need to define the manner in which customers or the waiting units are arranged for the service.Customer Arrival • Distribution of arrivals – when describing a waiting system.
f (t) t . a plot of the inter-arrival times yields an exponential distribution.Exponential Distribution • When arrivals at a service facility occur in a purely random fashion.
An exponential distribution arises naturally when modeling the time between independent events that happen at a constant average rate.Exponential Distribution • In probability theory and statistics. . the exponential distributions are a class of continuous probability distribution.
.Poisson Distribution • When one is interested in the number of arrivals during some time period T the distribution is referred as Poisson distribution • The Poisson process is a continuous-time process which is used for modeling random events in time that occur to a large extent independently of one another.
return to source population . reservation first. etc. MCMP • Exit – low probability of re-service. multiple • Queue discipline – FCFS. • Service time distribution – service rate • Line structures – SCSP. MCSP. emergency first. infinite potential • Number of lines – single. SCMP. Shortest processes time.Waiting Line Factors • Length – limited capacity.
Waiting Line Models • • • • Customers in line Equipment selection Determining the number of servers Finite population source .
Total Quality Management .
• It applies to every aspect of manufacturing and service • Quality goals are determined by the voice of the customer • Quality leverages sustained competitive advantage .Total Quality Management • Everyone in the company contributes to the quality of the product and service.
Total Quality Management
• TQM is “managing the entire organization so that it excels on all dimensions of products and services that are important to the customer.” • TQM integrates fundamental management techniques, existing improvements efforts, and technical tools under a disciplined approach.
• A committed and involved management • Focus on internal and external customers • Effective involvement and utilization of entire work force • Continuous improvement • Treating suppliers as partners • Establish performance measures
• New and Old Culture Product oriented Short term Detection Operations Quality control Managers Price Plan, assign Control & enforce customer oriented long term prevention systems everyone teams life cycle costs, partnership Delegate, coach, facilitate, and mentor
Dimensions of Quality
• • • • • • • • Performance Features Reliability Conformance Durability Serviceability Aesthetics Perceived quality
Costs of Quality • The cost of prevention • The cost of appraisal (inspection) • The cost of failure – Life time value (LTV) of a customer – Product callbacks Total cost costs Cost of failure Cost of inspection % defective produced Cost of prevention .
Gurus of TQM • • • • • • Shewhart Deming Juran Ishikawa Crosby Taguchi .
Deming Philosophy • Create and publish the aims and purposes of the organization • Learn the new philosophy • Understand the purpose of inspection • Stop awarding business based on price alone • Improve constantly and forever the system • Institute training • Teach and institute leadership .
groups • Eliminate exhortations for the work force • Eliminate numerical quotas for the W/F • Eliminate management by objectives • Remove barriers that rob people of pride • Encourage education and self-improvement • Take actions to accomplish the transformation .Deming Philosophy • Drive out fear. and create a climate for innovation • Optimize the efforts of teams. create trust.
MBNQ Award A System Perspective Organizational Profile Strategic Planning Leadership Customer & Market Focus HR Focus Business Results Process Management Measurement Analysis and Knowledge Mgmt .
Continuous improvement is a key focus. • Why is ISO 9001 important to customers? – Customer satisfaction is the primary objective of the ISO 9001 quality system. .ISO 9000 • The organization. ISO. provides certification of conformance to quality standards.
ISO 9001 Model Management Review Resource Mgmt Measurements customer Product Realization input ISO 9001:2000 output Customer QMS .
Quality Control Methods • The Deming Quality Cycle P A D C .
.The Zero Error Mind-Set • The most important goals for process analysis are higher quality. • All this can be done only when we have a clear concept of Zero Defect approach • Do it right the first time is the motto of the approach • Go for “no defect” policy and when it fails switch to “learn from mistakes” policy. and lower costs. improved productivity.
Quality Tools • • • • • • • Data check sheets Bar charts Histograms Pareto analysis Cause and effect charts Statistical quality control (SQC) charts Run charts .
Statistical Quality Control • Quality is classified into two classes: – Classification by Attributes – Classification by Variables • Control charts for attributes – the number of Defects per Part • Control chart for variables – X Bar Charts – R Bar Chart .
. • Many organizations now champion the practice of “inspect your own work”.The Inspection Alternatives • 100% inspection or sampling? • An economic reason to shun 100% inspection is that it is often labor intensive i.e. • Sampling inspection is a logical alternative in destructive testing. Costs of inspection may be higher than the sampling the output.
Quality Control Circles Problem Identification Review & Follow-up Implement-ation Problem Selection Problem Analysis Generate Alternatives Present Solution Prepare plan Of Action Select best Solution .
Acceptance number (c). items defective (k) .Acceptance Sampling • Acceptance sampling is the process of using samples at both the inputs and outputs of the traditional input-output model • It has to be done in conjunction with statistical quality control • Basic elements in acceptance sampling: – Lot size (N). sample size (n).
CAPACITY AND CAPACITY PLANNING .
• Capacity planning is a long-term decision.Capacity Management • Operations managers need to look at both resource input and product output in terms of planning and execution. • Ratio of actual standard hours to maximum standard hour can be calculated on daily basis to know the capacity trend. . • Capacity planning itself has different meaning to individuals at different levels within the operation management hierarchy.
Capacity Planning • Capacity planning is an important part of infrastructure and deployment planning A capacity plan supports the goal of optimum. provisioning of organizational resources and services by matching them to business demands. It helps identify and reduce inefficiencies associated with either under-utilized resources or unmet customer demand and to provide satisfactory service levels in a cost-efficient manner. 06/13/13 operations Management . and cost effective.
that components will perform as efficiently as possible.Capacity Planning • The plan helps ensure that all infrastructure components are capable of performing all required functions. and accommodate reasonable growth without being overly wasteful. 06/13/13 operations Management .
Need for Capacity Planning Optimal capacity of the facility Satisfy the future needs Need for Capacity Planning Initial investment low Investment can not be reversed .
Type • Designed capacity – Represents maximum rate of output that can be achieved ideal condition • Effective capacity – Represents max rate of output which can be achieved under the process constraints • Actual capacity – Represents max rate of output under operational constraints 06/13/13 operations Management .
layout. and internal working environment • Uniform and standardizing products • Good coordination across internal and external entities • Good training. high motivation.Ways of Enhancing Effective Capacity • Better quality controls leading to low wastage • Proper facility. location. less employees turnover .
System Performance Measures • Efficiency – Actual output / Effective capacity • Capacity Utilization – Actual output/Design capacity .
Forecasting role in CP • General trends in demand forecast: – Growth – Decline – Cyclic – Stable .
Optimal capacity Determination Average cost per unit Output rate Optimal output rate .
06/13/13 operations Management .
Capacity Management .
Capacity Planning Concepts • Best operating level – capacity for which the process was designed and thus is the volume of output at which average unit cost is minimum • Capacity utilization rate • Economies of scale • The experience curve .
Determining Capacity Requirements • Steps followed: – Forecast techniques – Calculate equipment and labor requirements – Project labor and equipment availabilities – Capacity cushion • Planning service capacity – Time – Location .
Supply and Demand Relationships with Capacity Market demand and units made MD<MSC Extra Capacity Max Supply Capacity Out of stock. MD>MSC UNDERCAPACITY Time period . back ordered.
Aggregate Planning .
Aggregate Production Planning • Objectives: – To establish a company wide game plan for allocating resources and – To develop an economic strategy for meeting demand .
Aggregate Production Planning outputs Inputs Size of Workforce Demand Forecast Capacity Constraint Strategic Objectives Company Policies Financial Constraints Aggregate Production Planning Production per Month Inventory Levels Job Outsourced Backordered or Lost .
work in process.Just In Time Logic • An integrated set of activities designed to achieve high volume production using minimal inventories of raw materials. and finished goods. . • Logic – nothing will be produced until it is needed.
Production Waste • Seven prominent types of waste: – Waste from overproduction – Waste of waiting time – Transportation waste – Inventory waste – Processing waste – Waste of motion – Waste from product defects .
Waste Elimination • • • • • • • Focused factory networks Group technology Quality at source – do it right the first time JIT production Uniform plant loading Kanban production control system Minimized set up time .
scrap) Exposes problems and Bottlenecks Achieves streamlined production JIT What it requires Employee participation Industrial engineering Continuing improvement Total Quality Control Small lot size What it assumes Stable environment .The What’s of JIT What it is Management Philosophy “Pull” System through the plant What it does Attacks waste (time. inventory.
How to Accomplish JIT Production Design Flow Process Improve Product Design TQC Reduce Inventory Concurrently solve Problems •Root cause •Solve permanently •Team approach •Measure performance Stabilize Schedule Work with Vendors Kanban pull .
Relationship Between JIT & Quality Heightened awareness Of defect causation Fast feedback on defects Less internal wastage Fast feedback on defects Scrap/quality control Smoother output rates Reduced buffer inventories Less material and labor inputs for the same or higher output= higher productivity .
JIT in Service • • • • • • • • Organize problem solving groups Upgrade housekeeping Upgrade process capabilities Clarify process flows Revise equipment and process technologies Level the facility load Eliminate unnecessary activities Develop supplier networks .
Facility Planning • Main components: – Location of facility – where geographically? To rent it or buy it? – Structure and specific site selection – kind of facility? – Equipment choice – kind of process technology? – Layout of the facility – machines and people to be placed? .
Facility Location • Issues in facility location – Proximity to customers – Business climate – Total costs – Infrastructure – Quality of labor – Suppliers – Other facilities .
Facility Location • Issues: – Free trade zones – Political risk – Government barriers – Trading blocs – Environment regulation – Host community – Competitive advantage .
Plant Location Methods • • • • Factor-Rating System Linear programming Center-of-gravity technique Transportation model .
• Each factor is weighted from 1 to 100 to prioritize the factor and reflect its importance. factors that are important in the location decision are identified.Location Factor Rating System • In this system. .
shipping costs Factory to customers – shipping costs Obtaining total transport costs Optimal (minimum cost) solution .Transportation Model • • • • Suppliers to factory .
cycle time. and common areas within an existing or proposed facility. departments. eliminate bottlenecks. visual control. aisles.Facility Layout • Facility layout is the arrangement of areas within a facility • It refers to the arrangements of machines. mfg. . • Effective layouts minimize material costs. workstations. storage areas. efficient space utilization.
and stock-holding points within a production facility. workgroups within the departments. workstations.Facility Layout • Layout decisions entail determining the placement of departments. machines. • The objectives is to arrange these elements in a way that ensures a smooth work flow. .
Layout Types • • • • • Job shop process layout Product-oriented layout Cellular layout Group technology layout Combination of product and process orientation .
g. . all drills would be in one place. machine shop.Process Layout • Also known as functional layouts • Group similar activities together according to the process they perform e. lathes in another place etc.
A Process Layout in Service Women’s Lingerie Women’s Dresses Women’s Sportswear shoes House wares Cosmetics and Jewelry Entry and Display area Children’s Department Men’s Department .
A Process Layout in Manufacturing Lathe Deptt. M M M M Drilling Deptt. . Advantage of this layout is flexibility. L L L L L L L L L L G G Milling Deptt. and the workers are skilled at operating the equipment in their particular department. D D D D D D P P A A A D D G G G G Receiving & Shipping Equipment in a process layout is general purpose.
• The flow of work is orderly and efficient moving from one workstation to another till a finished product comes off at the end. • Also known as “Assembly lines” • Each product has its own “line” specifically designed to meet the requirements. .Product Layout • Product layouts arrange activities in a line according to the sequence of operations for a particular product or service.
Product Layout IN OUT A major concern in a product layout is balancing the assembly line so that no one work station becomes a bottleneck and holds up the flow of work. .
made to stock Stable High Special purpose Limited skills Low in-process. main assembly Standardized. mainly fabrication Varied. low finished goods Large Variable path Wide Dynamic Machine Location Flexibility . job shop. batch production. made to order fluctuating Low General purpose Varied Skill High in-process. mass. high finished goods Small Fixed path Narrow Part of balancing Line balancing Efficiency Process Layout Functional grouping of activities Intermittent.Product Layout 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Description Type of process Product Demand Volume Equipment Workers Inventory Storage space Material handling Aisle Scheduling Lay out decision Advantage Sequential arrangement of activities Continuous. production.
• Equipment. bulky. materials. • In this layout product remains stationary for the entire manufacturing cycle. or heavy to move.Fixed Position Layouts • Fixed position layouts are typical of projects in which the product produced is too fragile.g. Ships. workers. E. houses. and other resources are brought to the production site. and aircraft. .
Inputs to the Layout Decisions • The amount of space required. and the distance must be traveled between elements in the layout. • Space requirements for the elements Cont…… . • Estimates of product or service in demand • Processing requirements in terms of number of operations and amount of flow between the elements in the layout.
and those that do not interact should be located farther away.Inputs to the Layout Decisions • The department that incur the interdependent movement should be located close to each other. • Techniques used are: – Block diagramming – Relationship diagramming .
Classroom Assignment • Look around your classroom. and Domino to observe their facility layout. Which layout characteristics help the learning process and which ones hinder it? How does layout affect the manner in which the class is taught? • Visit a local McDonald’s. Pizza Hut. How do their layouts differ? Which appears to be most efficient? Why? .
.Job Design and Work Management • The operations manager uses job techniques to structure the work so that it will be conducive to both the physical and behavioral needs of the human worker. as well as to set reasonable standards for performing it. • Work measurement methods are used to determine the most efficient means of performing a given task.
• Its objective is to develop job structure that meet the requirements of the organization and its technology and that satisfy the jobholder’s personal and individual requirements.Job Design Decisions • It is a function of specifying the work activities of an individual or group in an organizational setting. .
Job Design Decisions What Tasks (s) to be performed Where Geographical Locale of Orgn. Time of occurrence In the work flow Why Organizational Rationale for job. Objectives. & Morale of worker Who Mental & physical Characteristics Of the work How Method of Performance and Motivation Ultimate Job Structure . Location of Work areas When Time of day.
Employee Involvement & Team approach Information & Computing Networking Extensive use of temporary workers Cross training To perform Multi-skilled jobs Decision Influential Automation of Heavy manual work QC as part of Worker’s job Organizational Commitment to Environment & culture .
Behavioral Considerations in Job Design • Degree of labor specialization • Job Enrichment – horizontal & vertical • Socio technical systems – focus on interaction with technology and work group .
Physical Considerations in Job Design • Work physiology – rest period • Ergonomics – work space • Work methods – work charts – A production process – Worker at a fixed workplace – Worker interacting with equipment – Workers interacting with other workers • Work measurement and standards .
Work Measurement Techniques • Time study • Videography .
& communication plus timing among chain members in order to be effective.Managing Supply Chain • Supply Chain Management (SCM) focuses on managing the flow of goods and services and information through the supply chain in order to attain the level of synchronization that will make it more responsive to customer needs while lowering total costs. • Synchronization requires close coordination. cooperation. .
services And service Cash . Subassemblies services Price. delivery.The Supply Chain Information Suppliers Producers Distributors Customers Total Materials Products Finished Products Package Products Satisfaction Parts services Products & services And Delivery services With quality.
Supply Chain Uncertainty • • • • • • • Demand forecasting Lead times Parts Batch ordering Price fluctuation Inflated orders Distorted communication – Bullwhip effect .
Information in the Supply Chain • Information links all aspects of the supply chain • It plays the role of “enablers” • E-business • Electronic Data Interchange • Bar codes • The internet .
• On-demand • Continuous replenishment • Sourcing .Suppliers • Supply chain begins with supply at the farthest upstream point in the supply chain inevitably from raw materials.
is referred as order fulfillment • Distribution centers and warehousing • Warehouse management systems • VMI • Collaborative Distribution . what it accomplishes.Distribution • The downstream portion of supply chain normally referred as logistics • The focus of distribution.
• ERP Modules • MRP – Inventory control and production planning system. Useful for dependent and discrete demand items. complex products. . job shop production. and assemble-to-order environment.a software that organize and manages a company’s business by sharing information across functional areas.Supply Chain Management Software • ERP.
ERP’S Central Database FI SALES & MARKETING ERP Data Repository Production & MM Human Resourcing .
Material Requirement Planning Master Production Schedule Product Structure file Material Requirement Planning Item Master File Planned Order releases Work Orders Purchase Orders Rescheduling Notices .
Capacity Requiring Planning MRP planned Order release Routing File Capacity Requirement Planning Open orders file Load profile For each Process .
• The high cost of inventory has motivated companies to focus on efficient supply chain management and quality management. .Inventory Management • Inventory is a stock of items kept to meet demand • The objective of inventory management has been to keep enough inventory to meet customer demand and also be cost effective.
components.Inventory Management • Inventory can be significantly reduced by reducing uncertainty. labor. working capital . machinery. • Thus inventory is an insurance against uncertainty. Purchased parts and supplies. in process products. • Inventory includes: Raw Materials. tools. and equipment.
Inventory Inventory Built Up Additional Stock Buffer Stock Safety Stock Emergency Stock Required Stock Hedge against a stockout .
• Inventory exists to meet customer demand • Demand can be either dependent of independent • Dependent demand items are typically component parts or materials used in the process of producing a final product. .Inventory • The starting point for the management of inventory is customer demand.
Inventory • Inventory costs – Carrying costs – cost of holding items in inventory – Ordering costs – cost of replenishing inventory – Shortage costs – stock out costs .
g.Inventory Control Systems • A continuous (or fixed-order-quantity) system – same constant amount • Periodic (or fixed-time-period) system – variable amount after specific intervals Continuous or Perpetual system ROL ROQ EOQ Continuous monitoring e. Bank cheque book Inventory Control System Periodic Inventory System At the end of a Defined period Results into over stocking .
• In ABC analysis each class of inventory requires different levels of inventory control – higher the value of the inventory tighter the control .ABC Classification System • An ABC system is an inventory classification system in which a small percentage of items account for most of the inventory value.
• The basic model is a formula for determining the optimal order size that minimizes the sum of carrying costs and ordering costs. • Qopt = √2CoxD÷ Cc • TC = (CcxD÷Qopt )+CcxQopt÷2 .EOQ Model • The purpose of the EOQ model is to determine the optimal order size that minimizes total inventory costs.
d an m De Q Inventory Level R Order Lead time Order receipt Paced te Ra ROL Time .Basic EOQ Model Order Qty.
The EOQ Cost Model Total Cost Minimum Cost Minimum Total Cost Carrying Cost Ordering cost Optimal Order Order Quantity .
Production Planning and Scheduling .
• This function differs considerably based on the type of operation.Scheduling • Scheduling specifies when labor. equipment and facilities are needed to produce a product or provide a service. • It is the last stage of planning before production takes place. . • Scheduling drives the workflow which results into cash flow.
Objectives in Scheduling • Possible objectives in creating a schedule: – Meeting customer due dates – Minimizing job delays – Minimizing response time – Minimizing completion time – Minimizing time in the system – Minimizing overtime – Maximizing machine or labor utilization – Minimizing idle time .
in turn. companies use assets more effectively and create greater capacity per Re invested. which.Strategic Implications of Short Term Scheduling • By using scheduling. lowers cost • This added capacity and related flexibility provides faster delivery and therefore better customer service • Good scheduling is a competitive advantage leading to dependable delivery .
Types of Scheduling • Forward Scheduling Backward Scheduling B E B E Today Due Date Due Date .
Gantt Load Chart Work Center Sheet Metal Mechanical Electrical Painting Job B Job E Job E Mon Job A Job D Tue Wed Job F Job D Job G Job F Thu Job F Fri Job F Job G .
Gantt Scheduling Chart Day Job Mon Tue Wed Thu Fri Job A Job B Job C Sat repair .
Assignment Method • Assigns tasks or jobs to resources • Type of linear programming model – Objectives • Minimize total cost. time etc. – Constraints • One job per resource (machine) • One resource per job .
machines. .Production Control Activities • Loading – checking the availability of material. and labor. • Sequencing – releasing work orders to the shop and issuing dispatch lists for individual machines. • Monitoring – maintaining progress reports on each job until it is completed.
• Each worker is assigned with the task that he or she can perform the best and each job to the machine that can process it most efficiently. . • CRP generates a load profile for each machine center.Loading • Loading is the process of assigning work to limited resources.
assignment method of Linear Programming is used. . if any. • Linear programming develops an “opportunity cost matrix” for assigning particular jobs to particular machine.Loading • The routing file used by CRP lists the machine that can perform the job most efficiently. • In order to resolve the overload constraints.
Sequencing • Sequencing prioritizes jobs that have been assigned to a source. • If no particular order is specified. it might be easier to process the job that arrived last and is now on top of the stack (LCFS) . the operator would probably process the job that arrived first. This default sequence is called first-come. • If jobs are stacked on arrival to a machine. first served (FCFS).
(SETUP) sequencing • Minimum slack (SLACK) • Smallest critical ratio (CR) . (DDATE) and (CUSTPR) sequencing. • Take the job that is being similar to the one in process as of then.Sequencing • Another common approach is to process the job that has the highest customer priority.
.Sequencing • Sequencing jobs through one process • Sequencing jobs through two serial processes – Johnson’s Rule • Sequencing jobs through any number of processes in any order – jobs follow routes through a facility that consists of many different machine centers or departments.
. eliminate it. If the shortest time lies with the first machine. if with the second machine. the job is scheduled last. – Once a job is scheduled. and the time each requires on a machine shown – Select the job with the shortest activity time. – Apply above two steps to the remaining jobs. the job is scheduled first.Johnson’s Rule • Scheduling n jobs on two machines: – All jobs are to be listed.
– Gantt charts and – Input/output control .Monitoring • Through – job card.
facility layout and design. distribution. • Companies attempt to predict how much of their product will be sold in the future. • A forecast of product demand is the basis for most important planning decisions. production. purchasing . inventory. • Planning decisions such as scheduling.Forecasting • A forecasting is a prediction of what will occur in future. workforce.
Forecasting • Forecasting is an uncertain process. • Market changes are much more rapid as of now. . • Customers are more demanding and have larger product choice • Product diversity and designer products makes it more difficult.
• Quantitative forecasting – based on mathematical formulas. or best guesses. .Forecast Methods • Qualitative forecast – based on judgements. past experience. opinions.
Forecast Components • Time frame – Short-to mid-range forecast – Long range forecast • Demand behavior – Trend – Random variations – Cycle – up and down – Seasonal pattern .
Forecast Components • Forecasting methods – Time series – statistical techniques – Regression – Qualitative • Forecasting process.steps .
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