University:
California State University, Northridge
Course:
SOM 306 | Operations Management
Academic year:

2024
Views:

403

Pages:

39
Author:

Cierra Dawson

Chapter 3 Product & Process Design Part 2: Process Design Product vs. Process Design  Which comes first:    Design of process or Design of product? The answer is ?? Product Strategy  Once a company decides to produce a given product or offer a particular service, company should decide if product or service is to be    Made-to-order Assemble-to-order (or Built-to-Order) Made-to-stock Make-to-order      Products/services that are made to customer’s specs but only after an order is received. Product/service is customized Volume is ?? Inventory level is ?? Delivery time—from time order is place to time it is received--is generally ?? Make-to-order  Examples       Custom built home or office building Tailor made suit Commercial airplane Wedding cake Professional services (law case, prescriptions, some medical procedures, etc.) Hair styling Assemble-to-order (builtto-order)      Standard components are produced in anticipation of demand. Once an order is received, components can be combined in different ways to accommodate different customer specs. Some customization May have what type of inventory? Delivery time shorter than make-toorder. Assemble-to-order (builtto-order)  Examples      Computers (Dell) Standard vacation packages Track homes Cars built to customer’s specs Omelet Make-to-stock      Products produced for immediate sale or delivery in anticipation of demand. Product is standardized. Produced in large volumes. May have what type of inventory? Instant or short delivery time. Make-to-stock  Each unit is produced or assembled by going through same series of operations in same order. Make-to-stock  Examples   “Off-the-shelf” items Big ones    Cars TV sets Small ones   Toothpaste Candy Overview of Product Strategy Bake Product Strategies  Differ by      Degree of customization Type of inventory Delivery time Volume Type of process (later) Comparison of Product Strategies Make to Order Very high Assemble to Order High Make to Stock Low None WIP Finished goods Delivery time Volume Long Moderate Low Moderate Instant or Very Fast Very high Process Project Batch Customization Type of inventory Line or continuous Types of Processes   What type of process is best for each type of product strategy? Processes can be classified as     Project Batch Line Continuous Project Process (Custom Job Shop)    A process set that makes a one-at-atime product exactly to customer specifications. Product has its own unique processing requirements. Product is routed to different operations (workstations), depending on its own unique needs. Project Process (Custom Job Shop)   High degree of customization Low volume Project Process   Construction, some medical procedures, landscaping, custom built home, tailor made suit. Therefore, use with products that are “make to order.” Batch Process   Produces small quantities of a product in groups or batches based on customer orders or specs. Product is often made using standard components, which are combined in different ways, depending on product requirements. Batch Process   Print shop, computers (Dell), education classes Works best for products that are assemble-to-order. Example of Layout of a Project or Batch Process: Hospital Line process (or assembly line)      Produces large quantities of a standardized product. Assembly line operation designed for mass production. Each unit is produced or assembled by going through same series of operations performed in same order. Cars, off the shelf items. Works best for make-to-stock products. Continuous Process   Very high volumes of a fully standardized product Product is continuous – liquid or gas      Oil refinery Water purification plant Liquid chemicals Capital intensive and automated Use for make-to-stock products Example of Repetitive Process: Car Wash Spray Soap Rinse Dry Example of Line Process: Hotel Laundry Classification of Processes Project Batch Intermittent Line Continuous Repetitive Processes Characterized by Relationship Between Standardization and Volume Intermittent vs. Repetitive Processes Decision Intermittent Operation Repetitive Operation Product variety Great Small Degree of standardization Low High Organization of resources Grouped by Function Line flow Path of products Varied, depends on product Line flow Factor driving production Customer orders Forecast of demand Critical resource Labor Capital Type of equipment General purpose Specialized Degree of automation Low High Throughput time Longer Shorter Work-in-process inventory More Less Types of Processes vs. Product Strategy Types of Process Product Strategy Project Made to order Batch Assemble to order Line Continuous Make to stock Process Performance Metrics   To determine if a process is functioning properly, we must measure its performance. To measure performance, process should be in statistical control. Process Performance Metrics Process Velocity Throughput time Process Velocity = Value - added time    Should ratio be big or small? What does a ratio of 1.0 imply? Greater than 1.0? Utilization Time Resource is Used Resource Utilization = Time Resource is Avaliable    Should ratio be big or small? What does a ratio of 1.0 imply? Less than 1.0? Efficiency Actual ouptut Efficiency = Standard Output     Should ratio be big or small? What does a ratio of 1.0 imply? Less than 1.0? Greater than 1.0? Example – Page 72, text   A title company is analyzing its operations in an effort to improve performance. The following data has been collected:     It takes an average of 4 hrs. to process and close a title. Value added time is estimated at 30 minutes per title. Each title officer is on payroll for 8 hrs. per day, but works 6 hrs. per day on average, accounting for lunches and breaks. Industry standard for labor utilization is 80%.    The company closes 8 titles per day. Industry standard at comparable companies is 10 titles closed per day. Compute    Process velocity Labor utilization Efficiency Process Velocity Throughput time Process Velocity = Value - added time 4 hrs./title = 1/2 hrs./title =8 Labor Utilization Time Labor is Used Labor Utilization = Time Labor is Avaliable 6 hrs./day = 8 hrs./day = 0.75 (75%) Efficiency Actual ouptut Efficiency = Standard Output 8 titles/day = 10 titles/day = 0.80 (80%)