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PROCESS STRATEGY
Process selection
MAKE or BUY
The very important step in Process planning is to
consider whether to make or buy some or all of a
product or to subcontract some or all of a services.
In make or buy decision, a number of factors are
usually considered;
• Available capacity
• Expertise
• Quality consideration
• The nature of demand
• Cost
PROCESS STRATEGY
Another decision of the operations manager is finding
the best way to produce so as not to waste resources.
Process strategy is an organization approach to
transforming resources into goods and services.
The objectives of strategy is to build a production
process that meets customer requirements and product
specifications within cost and other managerial
constraints.
The process selected will have a long term effect on
efficiency and flexibility of production as well as on
cost and quality of goods produced.
Services process strategy
Goal
To achieve a match between the long-term supply
capabilities of an organization and the predicted level
of long-run demand
Overcapacity operating costs that are too high
Under-capacity strained resources and possible
loss of customers
Questions to ask as manager
Key Questions:
What kind of capacity is needed?
How much capacity is needed to match
demand?
When is it needed?
Related Questions:
How much will it cost?
What are the potential benefits and risks?
Are there sustainability issues?
Should capacity be changed all at once, or through
several smaller changes
Cont’….
Reduce capacity
Eliminating shifts
Reduce loading speed
Reschedule maintenance (increase)
Reduce or remove shifts
Lay off workers
Sell off existing resources, lay off employees
Mothball facilities, transfer employees
Develop and phase in new products/services
Assumptions
Costs and revenue are linear functions
Generally not the case in the real world
There is no time value of money
Break-Even Analysis
–
Total revenue line
900 –
800 – i d or
Break-even point orr Total cost line
c
700 – Total cost = Total revenue
rofit
P
Cost in dollars
600 –
500 –
Variable cost
400 –
300 –
ss
200 – Lo idor
rr
co
100 – Fixed cost
–| | | | | | | | | | | |
0 100 200 300 400 500 600 700 800 900 1000 1100
Volume (units per period)
Break-Even Analysis
TR = TC F
or BEPx =
P-V
Px = F + Vx
Break-Even Analysis
BEPx = break- x= number of units
even point in units produced
BEP$ = break- TR = total
even point in dollars revenue = Px
P = price per F= fixed costs
unit (after all discounts) V = variable
cost per unit
TC = total
BEP$ = BEPx P costs = F + Vx
F Profit = TR - TC
= P-V P
= Px - (F + Vx)
F
= (P - V)/P = Px - F - Vx
F = (P - V)x - F
= 1 - V/P
Example