april 16 sp 2 2012. 2 chapter 8 process selection affects the outcome – in production or sports:
TRANSCRIPT
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April 16
SP 22012
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CHAPTER 8 CHAPTER 8
Process Selection affects the outcome – in production or sports:
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What is Process Selection?
• Series of decisions that includes technical/engineering issues and volume/scale issues
• Technical/engineering: basic methods that produce a good or service
• Scale: how many or how much to produce; how many to serve at a time
• Trade off analysis between capacity and costs
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Why process selection is critical
• Dell – from make/assemble to order in Texas to make/assemble to stock off shore
• Does this work?• Break even analysis may depend on process
costs• Which process gives the lowest costs –
assumption?
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The Point of IndifferenceComparing Two Processes
• What is it? • Who cares? • How do you calculate it?
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Comparing Two Processes
• Process A• Fixed = $2000• Variable = $5/item
• Process B• Fixed = $11000• Variable = $2/item
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FixedA + (VarA)x = FixedB + (VarB)x
2000 + 5x = 11,000 + 2x
3x = 9000
X = 3000
So what?
Comparing the Processes
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Trade off analysis
• Customer demanded quantity drives the trade off analysis and decision process
• Example:→ retail stocks at Christmas 2008 and 2009 season - goal save money by stocking less→ At what point do you lose sales due to lower stockage levels?
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Process Design/Selection/Capacity
• Have to be simultaneous operations – some texts suggest sequential steps
• Decision process has to be customer based → what should it be? → how many should be produced/how many
are we capable of producing? → how should it be produced?
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Process Strategy - Defines
• Capital intensity• Process flexibility• Vertical integration• Customer involvement
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Goal of Process Design
• Reduce lead time for product to the customer• Is it best to be the first to market and establish
the market?• Or, be the follower and let someone else do
the R&D/design/risk?
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Problems with Managing Large, Unfocused Operations
Problems with Managing Large, Unfocused Operations
• Growing facilities add more levels of management and make coordination and control difficult.
• New products are added to the facility as customers demand greater product variety.
• Hidden overhead costs increase as managers add staff to deal with increased complexity.
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Process Planning
Make-or-buy decisions Process selection Specific equipment selection Process plans Process analysis
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Make-or-Buy Decisions
1. Cost2. Capacity3. Quality4. Speed5. Reliability6. Expertise
What about
Proprietary Information?
Barrier to Make-or-Buy?
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Rationale for Off Shore to Low Country Source
94.00%
37.00%
27.00%23.00% 22.00% 21.00% 20.00%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
$ Savings procuredgoods
Penetration to newmarket
inventory redux inc customer service access newtechnology
reduced cycle time log cost reductions
Source: Aberdeen Research, “Low-Cost Country Sourcing Success Strategies: Maximizing and Sustaining the Next Big Supply Savings Opportunity,” Jun 2005
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Process Plans Blueprints Bill of material Flat or multiple layers -
part or assembly Assembly chart /
product structure diagram Operations process chart - list of
operations involved in assembly Routing sheet - sequence of events
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Process Analysis
The systematic examination of all aspects The systematic examination of all aspects of a process to improve its operationof a process to improve its operation FasterFaster More efficientMore efficient Less costlyLess costly More responsiveMore responsive
Basic toolsBasic tools Process flowchartProcess flowchart Process diagramsProcess diagrams Process mapsProcess maps
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Operations Process Chart
Part name Crevice Tool
Part No. 52074
Usage Hand-Vac
Assembly No. 520
Oper. No. Description Dept. Machine/Tools Time
10 Pour in plastic bits 041 Injection molding 2 min
20 Insert mold 041 #076 2 min
30 Check settings 041 113, 67, 650 20 min& start machine
40 Collect parts & lay flat 051 Plastics finishing 10 min
50 Remove & clean mold 042 Parts washer 15 min
60 Break off rough edges 051 Plastics finishing 10 min
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Process Analysis – What processes feed other processes?
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Process Flowchart
Ste
p
Op
erat
ion
Tra
nsp
ort
Insp
ect
Del
ay
Sto
rag
e
Dis
tan
ce(f
eet)
Tim
e(m
in)Description
ofprocess
1
2
3
4
5
6
7
8
9
10
11
Unload apples from truck
Move to inspection station
Weigh, inspect, sort
Move to storage
Wait until needed
Move to peeler
Apples peeled and cored
Soak in water until needed
Place in conveyor
Move to mixing area
Weigh, inspect, sort
TotalPage 1 0f 3 480
30
5
20
15
360
30
20
190 ft
20 ft
20 ft
50 ft
100 ft
Date: 9-30-02Analyst: TLR
Location: Graves MountainProcess: Apple Sauce
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Principles for Redesigning Processes
• Walk the Process!• Remove waste, simplify, consolidate• Link processes to create value• Let the swiftest and most capable
execute• Capture information digitally, data mine,
and use information to improve operations
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Principles for Redesigning Processes
• Provide visibility through information about process status
• Fit the process with sensors and feedback loops
• Add analytic capabilities• Connect, collect and create knowledge
around the process• Personalize the process
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Techniques for Generating Innovative Ideas
Vary entry point to a problem Draw analogies Change your perspective Use attribute brainstorming
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RFID
• Active Tags• Always on • Battery powered• Can be read from up to
300 ft• US Army • Savi Tags
• Passive Tags• Small• Must be activated• May be turned off• England• California• Rolex
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Robotics Programmable manipulators Follow specified path Better than humans with respect to
Hostile environments Long hoursConsistency
Adoption has been slowed by ineffective integration and adaptation of systems
Welding at Harley Davidson Plant
Questions?
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FacilitiesFacilities
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Objectives of Facility Layout Eliminate waste or redundant movement Facilitate the entry, exit, and placement of
material, products, or people Incorporate safety and security measures Promote product and service quality Encourage proper maintenance activities Provide a visual control of operations or
activities Provide flexibility to adapt to changing
conditions Increase capacity
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Objectives of Facility Layout Minimize material handling costs Utilize space efficiently Utilize labor efficiently Eliminate bottlenecks Facilitate communication and interaction
between workers, between workers and their supervisors, or between workers and customers
Reduce manufacturing cycle time or customer service time
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Process Layout Machines grouped by process they perform
Product Layout Linear arrangement of workstations to produce a
specific product Fixed Position Layout
Used in projects where the product cannot be moved
Basic Types of Layouts
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Manufacturing Process Layout
L
L
L
L
L
L
L
L
L
LM
M
M
M
D
D
D
D
D
D
D
D
G
G
G
G
G
G
A A AReceiving andShipping Assembly
Painting Department
Lathe DepartmentMilling Department Drilling Department
Grinding Department
P
P
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A Product Layout
In
Out
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Fixed-Position Layouts
Typical of projectsEquipment, workers, materials, other
resources brought to the siteHighly skilled laborOften low fixed Typically high variable costs
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Designing Process Layouts
Minimize material handling costs Block Diagramming
Minimize nonadjacent loads Use when quantitative data
is available Relationship Diagramming
Based on location preference between areas Use when quantitative data is not available
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Block Diagramming
Create load summary chartCalculate composite (two way)
movementsDevelop trial layouts minimizing number
of nonadjacent loads
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Block Diagrams
3
2
5
1 4
(a) Initial block diagram
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Block Diagrams
12
3
4
53
2
5
1 4
(a) Initial block diagram (b) Final block diagram
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Relationship Diagramming(Murther’s Grid)
Used when quantitative data is not available
Muther’s grid displays preferences
Denote location preferences with weighted lines
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Relationship Diagramming Example
ProductionProduction
OfficesOffices
StockroomStockroom
Shipping and Shipping and receivingreceiving
Locker roomLocker room
ToolroomToolroom
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Relationship Diagramming Example
AA AA
AA OO
OO
OOOO
OO
UU
UU UU
UU
EEXX
II
ProductionProduction
OfficesOffices
StockroomStockroom
Shipping and Shipping and receivingreceiving
Locker roomLocker room
ToolroomToolroom
A Absolutely necessaryE Especially importantIImportantO OkayUUnimportantXUndesirable
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Relationship Diagramming Example
AA A
A O
OO
OOOO
OO
UU
UU UU
UU
EXX
I
ProductionProduction
OfficesOffices
StockroomStockroom
Shipping and Shipping and receivingreceiving
Locker roomLocker room
ToolroomToolroom
A Absolutely necessaryE Especially importantIImportantO OkayUUnimportantXUndesirable
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Relationship Diagramming Example
11 11
11 44
44
6644
44
55
55 55
55
2266
33
ProductionProduction
OfficesOffices
StockroomStockroom
Shipping and Shipping and receivingreceiving
Locker roomLocker room
ToolroomToolroom
11 Absolutely Absolutely necessarynecessary22 Especially Especially importantimportant33 ImportantImportant44 OkayOkay55 UnimportantUnimportant66 UndesirableUndesirable
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Service LayoutsUsually process layouts due to customers
needsMinimize flow of customers or paperworkRetailing tries to maximize customer exposure
to productsComputer programs consider shelf space,
demand, profitabilityLayouts must be aesthetically pleasing
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Designing Product LayoutsProduct layouts or assembly linesDevelop precedence diagram of tasks Jobs divided into work elementsAssign work elements to workstationsTry to balance the amount work of each
workstation
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Line BalancingPrecedence diagram
Network showing order of tasks and restrictions (constraints) on their performance
Cycle time Maximum time product spends at any
one workstation
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Hybrid Layouts
Cellular layouts Group machines into machining cells
Flexible manufacturing systems Automated machining & material handling
systemsMixed-model assembly lines
Produce variety of models on one line
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Cellular Layouts
1. Identify families of parts with similar flow paths
2. Group machines into cells based on part families
3. Arrange cells so material movement is minimized
4. Locate large shared machines at point of use
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Advantages Of Cellular Layouts
Reduced material handling and transit time Reduced setup time Reduced work-in-process inventory Better use of human resources Easier to control - visibility Easier to automate
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Disadvantages Of Cellular Layouts
Inadequate part familiesPoorly balanced cellsExpanded training and scheduling
of workers Increased capital investment
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Manufacturing Cell
Key:Key:
SS = Saw= SawLL = Lathe= LatheHMHM = Horizontal milling machine= Horizontal milling machineVMVM = Vertical milling machine= Vertical milling machineGG = Grinder= Grinder
Paths of three Paths of three workers moving workers moving within cellwithin cell
Material Material movementmovement
InIn OutOutWorker 1Worker 1
Worker 2Worker 2
Worker 3Worker 3
Dire
ction
of p
art m
ovem
ent w
ithin
cel
lD
irecti
on o
f par
t mov
emen
t with
in c
ell
S
L
HM
VM
G
VM
L
Final inspection
Finished part
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Mixed Model Assembly Lines
Produce multiple models in any order on one assembly line
Harley, Opel Issues in mixed model lines
Line balancing U-shaped line Flexible workforce Model sequencing
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Facility Location Facility Location ModelsModels
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Types Of Facilities
Heavy manufacturing
Auto plants, steel mills, chemical plants Light industry
Small components mfg, assembly Warehouse & distribution centers Retail & service
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Factors in Heavy Manufacturing Location
Construction costs Land costs Raw material and finished goods shipment modes Proximity to raw materials Utilities Labor availability
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Factors in Light Industry Location
Construction costs Land costs Easily accessible
geographic region Education & training capabilities
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Factors in Warehouse Location
Transportation costs Proximity to markets (Customers)
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Warehouse Size Considerations
• Customer service level• layout• # of products (Stock Keeping Units - SKUs)• customer base• size of products• racks/shelving• demand variability• MHE requirements/aisle size• regulations - CAL OSHA - earthquake; safety; fire
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Factors in Retail Location
Proximity to customersProximity to customers Ease of customer entry and exitEase of customer entry and exit Location is everythingLocation is everything
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Global Location Factors
Government stability Government regulations Political and economic systems Economic stability and growth Exchange rates Culture Climate Export import regulations,
duties and tariffs
Raw material availability Number and proximity of
suppliers Transportation and
distribution system Labor cost and education Available technology Commercial travel Technical expertise Cross-border trade regulations Group trade agreements
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Regional Location Factors Labor (availability,
education, cost and unions)
Proximity of customers Number of customers Construction/leasing
costs Land costs Modes and quality of
transportation Transportation costs
Incentive packages Governmental
regulations Environmental
regulations Raw material availability Commercial travel Climate Infrastructure Quality of life
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Regional Location Factors Community government Local business regulations Government services Business climate Community services Taxes
Availability of sites Financial Services Community inducements Proximity of suppliers Education system
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Site Location Factors
Customer baseConstruction/ leasing
cost Land costSite sizeTransportationUtilities
Zoning restrictionsTrafficSafety/securityCompetitionArea business climate Income level
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Location Incentives
Tax credits Wal-Mart in Wyandotte Relaxed government regulation Job training Infrastructure improvement Money
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Locate facility at center of geographic area Based on weight and distance traveled Establish grid-map of area Identify coordinates
and weights shipped for each location
Center-of-Gravity Technique