Académique Documents
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and Services 5
PowerPoint presentation to accompany
Heizer and Render
Operations Management, Eleventh Edition
Principles of Operations Management, Ninth Edition
© 2014
© 2014
Pearson
Pearson
Education,
Education,
Inc.Inc. 5-1
Goods and Services Selection
► Organizations exist to provide goods or
services to society
► Great products are the key to success
► Top organizations typically focus on core
products
► Customers buy satisfaction, not just a
physical good or particular service
► Fundamental to an organization's
strategy with implications throughout the
operations function
© 2014 Pearson Education, Inc. 5-2
Goods and Services Selection
► Goods or services are the basis for an
organization's existence
► Limited and predicable life cycles
requires constantly looking for,
designing, and developing new
products
► New products generate substantial
revenue
► Differentiation (Innovation)
► Low cost (Efficiency)
► Rapid response
► Toyota (shorter design time)
Sales revenue
Net revenue (profit)
Cash
flow
Negative
cash flow Loss
Figure 5.2
Growth Phase
Decline Phase
Customer Requirements
Functional Specifications
Introduction
Evaluation
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
What the
customer wants
Customer
importance
rating
(5 = highest)
Lightweight 3
Easy to use 4
Reliable 5
Easy to hold steady 2
High resolution 1
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
2. Aluminum components
3. Auto focus
6. Ergonomic design
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Lightweight 3
Easy to use 4
Reliable 5
Easy to hold steady 2
High resolution 1
Relationship matrix
© 2014 Pearson Education, Inc. 5 - 17
House of Quality Example Interrelationships
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
Lightweight 3
Easy to use 4
Reliable 5
Easy to hold steady 2
High resolution 1
Weighted rating
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Aluminum components
Ergonomic design
Auto exposure
Auto focus
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Company B
Company A
Evaluation
Lightweight 3 G P
Easy to use 4 G P
Reliable 5 F G
Easy to hold steady 2 G P
High resolution 1 P P
How to Satisfy
Customer Wants
House of Quality Example
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
Panel ranking
Target values
(Technical
2 circuits
attributes)
2’ to ∞
0.5 A
75%
Company A 0.7 60% yes 1 ok G
Technical
evaluation Company B 0.6 50% yes 2 ok F
Aluminum components
Ergonomic design
Auto exposure
Company A
Company B
Auto focus
Completed
Lightweight 3 G P
House of Easy to use 4 G P
Quality Reliable
Easy to hold steady
5
2
F G
G P
High resolution 1 P P
Our importance ratings 22 9 27 27 32 25
Panel ranking
(Technical
attributes)
2 circuits
2’ to ∞
0.5 A
75%
Company A 0.7 60% yes 1 ok G
Technical
Company B 0.6 50% yes 2 ok F
evaluation
© 2014 Pearson Education, Inc. Us 0.5 75% yes 2 ok 5G
- 22
House of Quality Sequence
Deploying resources through the organization Figure 5.4
in response to customer requirements
Quality
plan
Production
process
Production
Specific
House
process
components
components
House 4
Specific
Design
characteristics
characteristics
3
House
Design
2
requirements
Customer
House
1
The quality plan is a set of tolerances, procedures,
methods and sampling techniques that will ensure
that the production process meets the customer
requirements
© 2014 Pearson Education, Inc. 5 - 23
Organizing for Product
Development
► 1st Approach: Traditionally – distinct
departments
► Duties and responsibilities are defined
► Difficult to foster forward thinking
► 2nd Approach: A Champion
► Product manager drives the product
through the product development
system and related organizations
© 2014 Pearson Education, Inc. 5 - 24
Organizing for Product
Development
► 3rd Approach: Team approach
► Cross functional – representatives from all
disciplines or functions
► Product development teams, design for
manufacturability (designing product in a
way that they are easy to manufacture)
teams, value engineering (improving the
function or reducing the costs) teams
► 4th Approach: Japanese “whole
organization” approach
► No organizational divisions
© 2014 Pearson Education, Inc. 5 - 25
Manufacturability and
Value Engineering
► Benefits:
1. Reduced complexity of the product
2. Reduction of environmental impact
3. Additional standardization of components
4. Improvement of functional aspects of the product
5. Improved job design and job safety
6. Improved maintainability (serviceability) of the
product
7. Robust design
Figure 5.5
Figure 5.8
Figure 5.10
© 2014 Pearson Education, Inc. 5 - 42
Service Design
► Service typically includes direct
interaction with the customer
► Process – chain – network (PCN)
analysis focuses on the ways in
which processes can be designed
to optimize interaction between
firms and their customers
Figure 5.12
(.4)
High sales
(.6)
Low sales
Do nothing
Figure 5.13
© 2014 Pearson Education, Inc. 5 - 49
Decision Tree Example
$2,500,000 Revenue
(.4) – 1,000,000 Mfg cost ($40 x 25,000)
Purchase CAD – 500,000 CAD cost
High sales
$1,000,000 Net
$800,000 Revenue
(.6) Low sales – 320,000 Mfg cost ($40 x 8,000)
– 500,000 CAD cost
Hire and train engineers – $20,000 Net loss
(.4)
High sales
EMV (purchase CAD system) = (.4)($1,000,000) + (.6)(– $20,000)
(.6)
Low sales
Do nothing
Figure 5.13
© 2014 Pearson Education, Inc. 5 - 50
Decision Tree Example
$2,500,000 Revenue
(.4) – 1,000,000 Mfg cost ($40 x 25,000)
Purchase CAD – 500,000 CAD cost
$388,000 High sales
$1,000,000 Net
$800,000 Revenue
(.6) Low sales – 320,000 Mfg cost ($40 x 8,000)
– 500,000 CAD cost
Hire and train engineers – $20,000 Net loss
(.4)
High sales
EMV (purchase CAD system) = (.4)($1,000,000) + (.6)(– $20,000)
= $388,000
(.6)
Low sales
Do nothing
Figure 5.13
© 2014 Pearson Education, Inc. 5 - 51
Decision Tree Example
$2,500,000 Revenue
(.4) – 1,000,000 Mfg cost ($40 x 25,000)
Purchase CAD – 500,000 CAD cost
$388,000 High sales
$1,000,000 Net
$800,000 Revenue
(.6) Low sales – 320,000 Mfg cost ($40 x 8,000)
– 500,000 CAD cost
Hire and train engineers – $20,000 Net loss
$365,000
$2,500,000 Revenue
(.4) – 1,250,000 Mfg cost ($50 x 25,000)
High sales – 375,000 Hire and train cost
$875,000 Net
$800,000 Revenue
(.6) – 400,000 Mfg cost ($50 x 8,000)
Low sales – 375,000 Hire and train cost
Do nothing $0 $25,000 Net