catedra 5 -_diseño_de_bienes_y_servicios
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Víctor Alvarez Celedón, ICI 1
DISEÑO DE BIENES Y SERVICIOS
ADMINISTRACION DE LA PRODUCCION
Víctor Alvarez Celedón, ICI 2
Proceso general ...
Víctor Alvarez Celedón, ICI 3
Matriz de diseño del producto
El lado derecho de la matriz permite;• Definir las características del producto que contribuyen a
cumplir con las necesidades.• Asegurar que cada necesidad prioritaria sea satisfecha al
menos por una característica del producto.• Asegurar que cada característica contribuye a satisfacer por
lo menos a una necesidad importante de los clientes.
• Las medidas de las características del producto se pueden derivar de una manera técnica de la medidas de las necesidades.
• Ej. El cliente requiere que el asiento de un auto sea cómodo, esto se traduce en parámetros específicos de las dimensiones y estructura.
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Matriz de diseño del producto
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Proceso general ...
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Matriz de diseño del proceso
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Matriz de diseño del procesoEJEMPLO: Matriz de diseño del proceso de un servicio de cuidado del césped.
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Proceso general ...
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controles del proceso• El control se centra en cosas especificas, se
denominan <sujetos del control>. Estos son una mezcla de;
• Características del producto (ej. diámetro interior alojamiento). Los controles del producto están asociados con la decisión ¿está el producto conforme con las especificaciones o las metas?
• Características del proceso (ej. Temperatura del horno de fusión). Los procesos de control están asociados con la decisión ¿deberá el proceso seguir o parar?
Víctor Alvarez Celedón, ICI 10
controles del procesoMatriz de control
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QFD – INDUSTRIA SERVICIOS
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QFD – INDUSTRIA SERVICIOS
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ANALISIS DE PROCESOS
ADMINISTRACION DE LA PRODUCCION
Víctor Alvarez Celedón, ICI 14
Dell Computer Company
““How can we make the process of How can we make the process of buying a computer better?buying a computer better?””
Sell customSell custom--built PCs directly to consumerbuilt PCs directly to consumerBuild computers rapidly, at low cost, and Build computers rapidly, at low cost, and only when ordered only when ordered Integrate the Web into every aspect of its Integrate the Web into every aspect of its businessbusinessFocus research on software designed to Focus research on software designed to make installation and configuration of its make installation and configuration of its PCs fast and simplePCs fast and simple
Víctor Alvarez Celedón, ICI 15
QUE ENTENDEMOS POR PROCESO
EFFECTIVENESSOF PROCESS =Ability to achievedesired results
Interrelated or interactingactivities and control
methods
Monitoring and Measuring
InputRequirements Specified
(Includes resources)
OutputRequirements Satisfied(Result of a process)
EFFICIENCY OFPROCESS =
Results achievedvs. resources used
Procesos: Es cualquier parte de la organización que toma input y los transforma en output
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ENFOQUE DE PROCESOS
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ENFOQUE DE SISTEMAS
PROCESS A
PROCESS C
PROCESS B PROCESS D
Inputsto A Inputs to B
Outputsfrom A
Inputs to COutputsfrom C
Outputsfrom B Inputs to D
Outputsfrom D
Outputs fromother processes
Outputs fromother processes
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PROCESOS DE NEGOCIOS• IBM Corporation was among the first American companies to see the
benefits of identifying and managing business processes.
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IDENTIFICACION DE PROCESOS
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DOCUMENTACION DE PROCESOS
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MAPEO DE PROCESOS
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MAPEO – IDEF0The IDEFØ FunctionModeling method isdesigned to model thedecisions, actions, andactivities of anorganization or system. IDEFØ is not only themost widely used, butalso the most fieldproven functionmodeling method foranalyzing andcommunicating thefunctional perspective ofa system. EffectiveIDEFØ models assist in organizing systemanalysis and promotingeffective communicationbetween the analystand the customer.
Víctor Alvarez Celedón, ICI 23
MAPEO – IDEF0
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Process, Volume, and Variety
Process Focusprojects, job shops
(machine, print, carpentry)
Standard Register
Repetitive(autos, motorcycles)
Harley Davidson
Product Focus(commercial baked goods, steel, glass)Nucor Steel
High VarietyHigh Varietyone or few one or few units per run, units per run, high varietyhigh variety(allows (allows customization)customization)Changes in Changes in ModulesModulesmodest runs, modest runs, standardized standardized modulesmodulesChanges in Changes in Attributes Attributes (such as grade, (such as grade, quality, size, quality, size, thickness, etc.) thickness, etc.) long runs onlylong runs only
Mass Customization(difficult to achieve, but huge rewards)Dell Computer Co.
Poor Strategy Poor Strategy (Both fixed (Both fixed
and variable and variable costs are costs are
high)high)
Low Low VolumeVolume
Repetitive Repetitive ProcessProcess
High High VolumeVolume
VolumeVolume
IV.Continuous
Flow
III.Assembly
Line
II.Batch
I.Job
Shop
LowVolumeOne of a
Kind
MultipleProducts,
LowVolume
FewMajor
Products,HigherVolume
HighVolume,
HighStandard-
izationCommercial
PrinterFrench Restaurant
HeavyEquipment
Coffee Shop
AutomobileAssembly
Burger King
SugarRefinery
Flexibility (High)Unit Cost (High)
Flexibility (Low)Unit Cost (Low)
Source: Modified from Robert Hayes and Steven Wheelwright, Restoring Our Competitive Edge: Competing through Manufacturing (NewYork: John Wiley & Sons, 1984). p. 209. 13
Víctor Alvarez Celedón, ICI 26
Process Strategies
Four basic strategiesFour basic strategies
Process focusProcess focusRepetitive focusRepetitive focusProduct focusProduct focusMass customizationMass customization
Within these basic strategies there are Within these basic strategies there are many ways they may be implementedmany ways they may be implemented
Víctor Alvarez Celedón, ICI 27
Process FocusFacilities are organized around specific Facilities are organized around specific activities or processesactivities or processesGeneral purpose equipment and skilled General purpose equipment and skilled personnelpersonnelHigh degree of product flexibilityHigh degree of product flexibilityTypically high costs and low equipment Typically high costs and low equipment utilizationutilizationProduct flows may vary considerably Product flows may vary considerably making planning and scheduling a making planning and scheduling a challengechallenge
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Process Focus
Many Many inputsinputs
High High variety variety
of of outputsoutputs
Print ShopPrint Shop
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Repetitive Focus
Facilities often organized as Facilities often organized as assembly linesassembly linesCharacterized by modules with parts Characterized by modules with parts and assemblies made previouslyand assemblies made previouslyModules may be combined for many Modules may be combined for many output optionsoutput optionsLess flexibility than processLess flexibility than process--focused focused facilities but more efficientfacilities but more efficient
Víctor Alvarez Celedón, ICI 30
Repetitive Focus
Raw Raw materials materials
and and module module inputsinputs
Modules Modules combined combined for many for many output output optionsoptions
Few Few modulesmodules
Automobile Assembly LineAutomobile Assembly Line
Víctor Alvarez Celedón, ICI 31
Process Flow Diagram
THE ASSEMBLY LINETHE ASSEMBLY LINETESTING28 tests
Oil tank work cell
Shocks and forks
Handlebars
Fender work cell
Air cleaners
Fluids and mufflers
Fuel tank work cell
Wheel work cellRoller testing
Incoming parts
From Milwaukee From Milwaukee on a JIT arrival on a JIT arrival scheduleschedule
Engines and transmissions
Frame tube bending
Frame-building work cells
Frame machining
Hot-paintframe painting
Crating
Figure 7.3Figure 7.3
Víctor Alvarez Celedón, ICI 32
Product Focus
Facilities are organized by productFacilities are organized by productHigh volume but low variety of High volume but low variety of productsproductsLong, cLong, continuous production runs ontinuous production runs enable efficient processesenable efficient processesTypically high fixed cost but low Typically high fixed cost but low variable costvariable costGenerally less skilled laborGenerally less skilled labor
Víctor Alvarez Celedón, ICI 33
Product Focus
Many Many inputsinputs
Output Output variation variation in size, in size, shape, shape,
and and packagingpackaging
Bottling PlantBottling Plant
Víctor Alvarez Celedón, ICI 34
Product Focus
Nucor Steel PlantNucor Steel Plant
Con
tinuo
us c
aste
rC
ontin
uous
cas
ter
Continuous cast steel Continuous cast steel sheared into 24sheared into 24--ton slabston slabs
Hot tunnel furnace Hot tunnel furnace -- 300 ft300 ft
Hot mill for finishing, cooling, and coilingHot mill for finishing, cooling, and coiling
DD
EE FF
GGHHII
Scrap Scrap steelsteel
Ladle of molten steelLadle of molten steelElectric Electric furnacefurnace
AA
BBCC
Víctor Alvarez Celedón, ICI 35
Comparison of Processes
Process Focus
(Low volume, high variety)
Repetitive Focus
(Modular)
Product Focus(High-volume,
low-variety)
Mass Customization(High-volume, high-variety)
Small quantity, large variety of products
Long runs, standardized product made from modules
Large quantity, small variety of products
Large quantity, large variety of products
General purpose equipment
Special equipment aids in use of assembly line
Special purpose equipment
Rapid changeover on flexible equipment
Víctor Alvarez Celedón, ICI 36
Comparison of Processes
Process Focus
(Low volume, high variety)
Repetitive Focus
(Modular)
Product Focus(High-volume,
low-variety)
Mass Customization(High-volume, high-variety)
Operators are broadly skilled
Employees are modestly trained
Operators are less broadly skilled
Flexible operators are trained for the necessary customization
Many job instructions as each job changes
Repetition reduces training and changes in job instructions
Few work orders and job instructions because jobs standardized
Custom orders require many job instructions
Víctor Alvarez Celedón, ICI 37
Comparison of Processes
Process Focus
(Low volume, high variety)
Repetitive Focus
(Modular)
Product Focus(High-volume,
low-variety)
Mass Customization(High-volume, high-variety)
Raw material inventories high
JIT procurement techniques used
Raw material inventories are low
Raw material inventories are low
Work-in-process is high
JIT inventory techniques used
Work-in-process inventory is low
Work-in-process inventory driven down by JIT, lean production
Table 7.2Table 7.2
Víctor Alvarez Celedón, ICI 38
Comparison of Processes
Process Focus
(Low volume, high variety)
Repetitive Focus
(Modular)
Product Focus(High-volume,
low-variety)
Mass Customization(High-volume, high-variety)
Units move slowly through the plant
Movement is measured in hours and days
Swift movement of unit through the facility is typical
Goods move swiftly through the facility
Finished goods made to order
Finished goods made to frequent forecast
Finished goods made to forecast and stored
Finished goods often made to order
Table 7.2Table 7.2
Víctor Alvarez Celedón, ICI 39
Comparison of Processes
Process Focus
(Low volume, high variety)
Repetitive Focus
(Modular)
Product Focus(High-volume, low-variety)
Mass Customization(High-volume, high-variety)
Scheduling is complex, trade-offs between inventory, availability, customer service
Scheduling based on building various models from modules to forecasts
Relatively simple scheduling, establishing output rate to meet forecasts
Sophisticated scheduling required to accommodate custom orders
Table 7.2Table 7.2
Víctor Alvarez Celedón, ICI 40
Comparison of Processes
Process Focus
(Low volume, high variety)
Repetitive Focus
(Modular)
Product Focus(High-volume,
low-variety)
Mass Customization(High-volume, high-variety)
Fixed costs low, variable costs high
Fixed costs dependent on flexibility of the facility
Fixed costs high, variable costs low
Fixed costs high, variable costs must be low
Costing estimated before job, not known until after job is complete
Costs usually known due to extensive experience
High fixed costs mean costs dependent on utilization of capacity
High fixed costs and dynamic variable costs make costing a challenge
Table 7.2Table 7.2
Víctor Alvarez Celedón, ICI 41
Mass Customization
The rapid, lowThe rapid, low--cost production of cost production of goods and service to satisfy goods and service to satisfy increasingly unique customer increasingly unique customer desiresdesiresCombines the flexibility of a Combines the flexibility of a process focus with the efficiency process focus with the efficiency of a product focusof a product focus
Víctor Alvarez Celedón, ICI 42
Mass Customization
Vehicle modelsVehicle models 140140 260260Vehicle typesVehicle types 1818 1,2121,212Bicycle typesBicycle types 88 1919Software titlesSoftware titles 00 300,000300,000Web sitesWeb sites 00 46,412,16546,412,165Movie releasesMovie releases 267267 458458New book titlesNew book titles 40,53040,530 77,44677,446Houston TV channelsHouston TV channels 55 185185Breakfast cerealsBreakfast cereals 160160 340340Items (SKUs) in Items (SKUs) in 14,00014,000 150,000150,000
supermarketssupermarkets
Number of ChoicesNumber of ChoicesEarly 21stEarly 21st
ItemItem Early 1970sEarly 1970s Century Century
Table 7.1Table 7.1
Víctor Alvarez Celedón, ICI 43
Mass Customization
Modular techniquesModular techniques
Mass Customization
Effective Effective scheduling scheduling techniquestechniques
Rapid Rapid throughput throughput techniquestechniques
Repetitive FocusRepetitive FocusModular designModular design
Flexible equipmentFlexible equipment
ProcessProcess--FocusedFocusedHigh variety, low volumeHigh variety, low volume
Low utilization Low utilization (5% to 25%)(5% to 25%)GeneralGeneral--purpose equipmentpurpose equipment
ProductProduct--FocusedFocusedLow variety, high volumeLow variety, high volume
High utilization High utilization (70% to 90%)(70% to 90%)Specialized equipmentSpecialized equipment
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Crossover Charts
Fixed costs
Variable Variable costscosts
$$
High volume, low varietyHigh volume, low varietyProcess CProcess C
Fixed costs
Variable Variable costscosts$$
RepetitiveRepetitiveProcess BProcess B
Fixed costs
Variable Variable costscosts$$
Low volume, high varietyLow volume, high varietyProcess AProcess A
Fixed cost Process A
Fixed cost Fixed cost Process BProcess B
Fixed cost Process C
Tota
l cos
t
Tota
l cos
t
Total cost
Total cost
Total costTotal cost
VV11(2,857)(2,857) VV22 (6,666)(6,666)
400,000 400,000 300,000 300,000 200,000 200,000
VolumeVolume
$$
Figure 7.6Figure 7.6
Víctor Alvarez Celedón, ICI 45
Changing Processes
Difficult and expensiveDifficult and expensiveMay mean starting overMay mean starting overProcess strategy determines Process strategy determines transformation strategy for an transformation strategy for an extended periodextended periodImportant to get it rightImportant to get it right
Víctor Alvarez Celedón, ICI 46
Process Analysis and DesignFlow Diagrams Flow Diagrams -- Shows the movement Shows the movement of materialsof materialsTimeTime--Function Mapping Function Mapping -- Shows flows Shows flows and time frameand time frameValue Stream Mapping Value Stream Mapping -- Shows flows Shows flows and time and value added beyond the and time and value added beyond the immediate organizationimmediate organizationProcess Charts Process Charts -- Uses symbols to show Uses symbols to show key activitieskey activitiesService Blueprinting Service Blueprinting -- focuses on focuses on customer/provider interactioncustomer/provider interaction
Víctor Alvarez Celedón, ICI 47
Time-Function MappingCustomerCustomer
SalesSales
Production Production controlcontrol
Plant APlant A
WarehouseWarehouse
Plant BPlant B
TransportTransport Move
Receive product
Extrude
Wait
Move
Wait
Wait
Order product
Process order
Wait
12 days12 days 13 days13 days 1 day1 day 4 days4 days 1 day1 day 10 days10 days 1 day1 day 0 day0 day 1 day1 day52 days52 days
Figure 7.7Figure 7.7
Víctor Alvarez Celedón, ICI 48
Process Chart
Figure 7.8Figure 7.8
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Service Blueprint
Focuses on the customer and Focuses on the customer and provider interactionprovider interactionDefines three levels of interactionDefines three levels of interactionEach level has different Each level has different management issuesmanagement issuesIdentifies potential failure pointsIdentifies potential failure points
Víctor Alvarez Celedón, ICI 50
Service BlueprintPersonal Greeting Service Diagnosis Perform Service Friendly Close
Customer arrives for service
Warm greeting and obtain
service request
Direct customer to waiting room Notify
customer the car is ready
Customer departs
Customer pays bill
Perform required work
Prepare invoice
YesYesYesYes
LevelLevel#3#3
LevelLevel#1#1
LevelLevel#2#2
Potential failure pointPotential failure point
Figure 7.9Figure 7.9
NoNo
Notifycustomer
and recommendan alternative
providerStandard request
Determine specifics
NoNo
Canservice be
done and does customer approve?
Víctor Alvarez Celedón, ICI 51
Process Analysis ToolsFlowcharts provide a view of the Flowcharts provide a view of the big picturebig pictureTimeTime--function mapping adds rigor function mapping adds rigor and a time elementand a time elementValue stream analysis extends to Value stream analysis extends to customers and supplierscustomers and suppliersProcess charts show detailProcess charts show detailService blueprint focuses on Service blueprint focuses on customer interactioncustomer interaction
Víctor Alvarez Celedón, ICI 52
Service FactoryService Factory Service ShopService Shop
Degree of CustomizationDegree of CustomizationLowLow HighHigh
Deg
ree
of L
abor
Deg
ree
of L
abor
LowLow
HighHigh
Mass ServiceMass Service Professional ServiceProfessional Service
Service Process Matrix
Commercial banking
Private banking
General-purpose law firms
Law clinicsSpecialized hospitals
Hospitals
Full-service stockbroker
Limited-service stockbroker
RetailingBoutiques
Warehouse and catalog stores
Fast food restaurants
Fine-dining restaurants
Airlines
No frills airlinesFigure 7.10Figure 7.10
Víctor Alvarez Celedón, ICI 53
Service Process Matrix
Labor involvement is highLabor involvement is highSelection and training highly importantSelection and training highly importantFocus on human resourcesFocus on human resourcesPersonalized servicesPersonalized services
Mass Service and Professional ServiceMass Service and Professional Service
Service Factory and Service ShopService Factory and Service ShopAutomation of standardized servicesAutomation of standardized servicesLow labor intensity responds well to Low labor intensity responds well to process technology and schedulingprocess technology and schedulingTight control required to maintain Tight control required to maintain standardsstandards