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Chapter Objectives
Be able to:
Describe the five classic types of manufacturing processes. Discuss how different manufacturing and service process choices support different market requirements. Explain how different processes can be linked together via the supply chain. Describe the critical role of customization in manufacturing, including the degree and point of customization, and upstream versus downstream activities. Discuss the three dimensions that differentiate services from one another and explain the different managerial challenges driven by these dimensions. Create and interpret a service blueprint. Position a service on a conceptual model and explain the underlying managerial challenges. Develop a product-based layout using line balancing and calculate basic performance measures for the line. Develop a functional layout based on total distance traveled.
Manufacturing Processes
Engineering and business perspectives Classic manufacturing processes Choosing between classic types The role of customization
Transformation Processes
Business View
What conversion steps must be done? What are the production volumes like? How similar are the various products we make (can we standardize)? If the product is customized, how late in the process does it occur?
Process Types
(in order of decreasing volume)
Continuous Flow
Production Line Batch (High Volume) Batch (Low Volume) Job Shop
Project
Continuous Flow
Large production volumes High level of automation Basic material passed along, converted as it moves Usually cannot be broken into discrete units Usually very high fixed costs, inflexible
Oil refinery, fiber formation, public utilities, automotive manufacturing
Production Line
High-volume production of standard products or design window
Processes arranged by product flow Often paced (takt time discussed later) Highly efficient, but not too flexible
Batch I
Somewhere in between job shop and line processes Moderate volumes, multiple products Production occurs in batches Can manufacturing, carton makers, advertising mailers, etc.
Batch II
Layout is a cross between that found in a line and that found in a job shop:
Group Technology
Group technology
Similar in concept to FMS, but not as much automation
Job Shop
Low volume, one-of-a-kind products
Job shops sell their capability
Project
Used when a product is:
one-of-a-kind too large to be moved
Resources moved to where needed Equipment, people, etc. are highly flexible Finite duration, often with deadline
Construction projects, equipment installation
Seats
Batch
Line
High Low Limited Price and Delivery
Job Shop
Batch
Line
What is Customization?
An operations-centric view:
Customization occurs when a customers unique requirements directly affect the timing and nature of operations and supply chain activities
DESIGN
FABRICATION
DISTRIBUTION
Definitions: ETO engineer to order MTO make to order ATO assemble-to-order MTS make to stock Upstream: before the customization point, off-line activities Downstream: after the customization point, on-line activities
Make-to-Order Windows
Off-line Activities
Design Buy Materials Fabricate parts Assemble
On-Line Activities
Lead times? Customizability? Price? What type of manufacturing? Sell windows
Ship windows
Upstream
Efficiency Productivity, consistency Mechanistic High Formal Low
Downstream
Responsiveness Flexibility Organic Low Informal High
HIGHER CUSTOMIZATION
MARKETING VIEW
LOWER CUSTOMIZATION
PLAIN BASEBALL CAP (MTS) PLAIN BASEBALL CAP IN DIFFERENT COLORS (ATO)
An Operations-Centric View
Customization becomes relevant to operations and supply chain managers when a customers unique requirements directly affect the timing and nature of operations and supply chain activities
Job Difficulty
Customization Job Routineness Operations and Supply Chain Design
Marketing
REAR ASSEMBLY
CAM
3-D MEASUREMENT
ASSEMBLY
PAINTING
COMPUTER INSTRUCTIONS
Law of Variability
The earlier customization is introduced in the supply chain, the greater the random variability of the process and the lower its productivity
Services
What makes them distinctive?
High-contact versus low-contact
Services . . .
Process and product are inseparable Marketing and sales often tightly integrated Customer often part of the process Performance metrics can be harder to define Nevertheless: Focus and process choices / trade-offs still apply
High Contact
on-line Can locate for easy access Flexibility to respond to customers Harder to manage
Hospitals, food service
Classifying Services
Front Room versus Back Room
Front room what the customer can see Managed for flexibility and customer service Back room what the customer does not see Managed for efficiency and productivity
Designing Services
Selecting a service focus
Like manufacturing processes, different services have strengths and weaknesses
Key is to design a service process that meets the needs of targeted customers
The service package
Service Blueprinting
Processes Customer actions Onstage activities Backstage activities Support Separations Line of interaction Line of visibility Line of internal interaction
Degree of Customization Lower Customization (Quick-change oil shop) Degree of Customer Contact Lower Contact (Mail sorting)
Community Hospital
PHYSICAL
Public Hospital
SERVICE PACKAGE
HIGH
CONTACT
INTANGIBLE LOW HIGH LOW
CUSTOMIZATION
Birthing Center
PHYSICAL
Public Hospital
SERVICE PACKAGE
HIGH
CONTACT
INTANGIBLE LOW HIGH LOW
CUSTOMIZATION
Functional layout
Usually best for a job shop Distance between steps a measure
Cellular layout
Usually best for batch processes
Product-Based Layout
Line Balancing Improve Takt time:
Use minimum number of workstations Reduce idle time Reduce setup time Reduce unnecessary movement Identify bottlenecks
4)
5)
6)
B. Minimize information flow for decisions C. Use electronic data interchange (EDI) to allow more flexibility for accomplishing A and B