ucl espo/iag/ poms prod 2800 production and operations management gestion de la production et des...
TRANSCRIPT
UCL
ESPO/IAG/POMS
PROD 2800PRODUCTION AND OPERATIONS MANAGEMENTGestion de la production et des opérations
Lecture 1
UCL
ESPO/IAG/POMS
PROD 28002
Outline
Presentation– Instructor– Course outline– Grouping
What is OM?Processes and productsManufacturing Strategy
PROD 28003
Course outline
Operations Strategy L 2 E 2– Competition, positioning, strategic trade-offs
Product and Process Design L 6 E 2– Process analysis, project design, quality
Planning and Control Methodology L 12 E 6– Long-range, medium-range and short-range planning
Supply Chain Design L 6 E 4– Inter-firm coordination, theory of constraints, chain
design
PROD 28004
Learning methods
Text bookLectures 26 h
– On-line material– Readings– Assignments
Exercise sessions 14 h– Cases
Case SummaryCase PresentationCase Report
www.poms.ucl.ac.be
PROD 28005
What is operations management?
Operations Management– Production (transformation) system
PhysicalLocationalExchangeStoragePhysiologicalInformational
– System design, operation, improvement– Systematic analysis of organizational processes
Services and goods
PROD 28006
Core services
Basic service dimensions
operationsmanagement
FLEXIBILITY
COST
DELIVERY
QUALITY
PROD 28007
Value-added services
operationsmanagement
INFORMATION
CONSULTANCY
SALES SUPPORT
FIELDSUPPORTDifferentiating
service dimensions
PROD 28008
Operations strategy
1. Business objectives2. Market strategy3. How are orders won on the market?4. Choice of technology5. Infrastructure
PROD 28009
Order qualifiers and order winners
Order qualifiers– Qualifies the firm as a potential vendor
Order winners– Successfully differentiates the firm for competitors
PROD 280010
Competitive dimensions
PriceQuality
– Conformance
Delivery– Speed– Reliability
Flexibility– Volume flexibility– Product flexibility– Mix flexibility
DesignValue-added services
PROD 280011
Manufacturing strategy
1. Market segmentation in product groups2. Market assessment per group3. Find Qualifiers and Winners for each group.4. Translate Winners into process requirements.
PROD 280012
Process dimensions
Process Requirements– Process Type– Order Regime
Core Capabilities
PROD 280013
Process flow classification
ProjectJobbingBatchLineContinuous processing
PROD 280014
Production order regimes
Design to order (DTO)– Specific design and manufacture for all customers
Engineer to order (ETO)– Changes to standard products are offered and
produced
Make to order (MTO)– Production of standard product on receipt of
order/call-off
Assemble to order (ATO)– Components MTS. Assembly made on receipt of order.
Make to stock (MTS)– Production to forecast. Order met from inventory.
PROD 280015
Product-process matrix
IV.Continuous
Flow
III.Assembly
Line
II.Batch
I.Job
Shop
LowVolume,One of a
Kind
MultipleProducts,
LowVolume
FewMajor
Products,HigherVolume
HighVolume,
HighStandard-
ization
Le Prof
cafe
Le Sablon
SugarRefinery
Flexibility (High)Unit Cost (High)
Flexibility (Low)Unit Cost (Low)
PROD 280016
Process positioning
Horizontal Integration– Vendors– Joint ventures
Vertical Integration
The Virtual Enterprise?
PROD 280017
Implications of process choice
Products and Markets– Type of product– Product range– Customer order size– Rate of product
introductions– Order winners?– Order qualifiers?
Manufacturing– Nature of process
technology– Focus
Investment and Cost– Level of capital
investment– Level of inventory– Level of WIP– Cost drivers
Infrastructure– Organizational control– Organizational style– Required support
expertise
PROD 280018
Strategic fit
CommitmentCommunicationCredibilityCoherenceFocused manufacturingPWP
PROD 280019
Examples
Sports car market– European, road-use, private
Competition– Porsche– Ferrari– Jensen– Honda etc.
PROD 280020
OM challenges
BundlingValue-added focus
Ex: AutomotiveYesterday Today TomorrowCar Car + maint. Transport.
Maintenance
PROD 280021
Recapitulation
Definition of OMManufacturing strategy (Hill)
– OQ, OW, process choice, implications
Product-Process Matrix (Hayes-Wheelwright)Strategic fit (Skinner)
– Focus, PWP
Service operations strategy– Bundling, integration, disintermediation