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Chapter 7 Opsman

There are four main process strategies: process focus, repetitive focus, product focus, and mass customization. Process focus involves making low-volume, high-variety products in job shops organized around specific processes. Repetitive focus uses assembly lines for high-structure, low-flexibility production like automobiles. Product focus produces high-volume, low-variety goods continuously in facilities organized by product. Mass customization rapidly produces low-cost, uniquely customized goods and services to meet individual demands.

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44 views

Chapter 7 Opsman

There are four main process strategies: process focus, repetitive focus, product focus, and mass customization. Process focus involves making low-volume, high-variety products in job shops organized around specific processes. Repetitive focus uses assembly lines for high-structure, low-flexibility production like automobiles. Product focus produces high-volume, low-variety goods continuously in facilities organized by product. Mass customization rapidly produces low-cost, uniquely customized goods and services to meet individual demands.

Uploaded by

Karlayaan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 27

CHAPTER 7

PROCESS DESIGN
FOUR PROCESS STRATEGIES
A PROCESS STRATEGY is an organization’s approach to
transforming resources into goods and services. The
OBJECTIVE of a PROCESS STRATEGY is to build a
production process that meets customer requirements and
products specification within cost and other managerial
constraint.
These are the following processes:
1. PROCESS FOCUS
2. REPETITIVE FOCUS
3. PRODUCT FOCUS
4. MASS CUSTOMIZATION
1. PROCESS FOCUS
The vast majority of global production is devoted to

making low volume, high variety products in places called

“JOB SHOPS”.

Such facilities are organized around specific activities of

processes.
2. REPETITIVE FOCUS
A repetitive process is the classic assembly line.

Widely used in the assembly of virtually all automobile and

household appliances, it has more structure and consequently

less flexibility than a process focused facility.


3. PRODUCT FOCUS
High volume, low variety processes are product focus.

The facilities are organized around products. They are also

called continuous processes, because they have very long,

continuous production runs. Product such as glass, paper, tin

sheets, light bulbs, beer and potato chips are made via a

continuous process.
4. MASS CUSTOMIZATION
FOCUS
Are increasingly wealthy and sophisticated world

demands individualize goods and services. A peek at the rich

variety of goods and services that operations manager are

called on to supply.

It is the rapid low cost production of goods and

services that fulfill increasingly unique customer desire.


MAKING MASS CUSTOMIZATION
WORK
 PRODUCT DESIGN must be imaginative and fast.

Successful build to order design often use modules.

 PROCESS DESIGN must be flexible and able to

accommodate changes in both design and technology. For

instance, postponement allows for customization late in the

production process.
 INVENTORY MANAGEMENT require tight control. To be

successful with build to order, a firm must avoid being stuck

with unpopular or obsolete components.

 TIGHT SCHEDULES that track orders and material from

design through delivery are another requirement of mass

customization.

 RESPONSIVE PARTNERS in the supply chain can yield

effective collaboration. Forecasting, inventory management,

and ordering for products are all handled for the retailer by its

supplier.
COMPARISON OF PROCESS
CHOICES
CROSSOVER CHARTS
FOCUS PROCESS
In an on going quest for efficiency, industrialized societies continue to move
who focus on a limited number of activities, products and technologies do better.

Specialization, simplification, concentration and focus yield efficiency. They


also contribute to building a core competence that yield market in financial success.
The focus can be:

 CUSTOMER

 PRODUCTS

 SERVICE

 TECHNOLOGY
CHANGING PROCESSES
Changing the production system from one process

model to another is difficult and expensive. The change may

mean starting over. Consider what would be required of a

rather simple change.


PROCESS ANALYSIS AND
DESIGN
When analyzing and designing processes, we

aske questions such as the following:

 Is the process designed to achieve competitive advantage in


terms of differentiation, response or low cost?

 Does the process eliminate steps that do not add value?

 Does the process maximize customer value as perceived by


the customer?

 Will the process win orders?


A number of tools help us understand the complexities of

process design and redesign. They are simply ways of making

sense of what happens or must happen in a process. Let’s

look at five of them:

 FLOWCHARTS

 TIME-FUNCTION MAPPING

 VALUE-STREAM MAPPING

 PROCESS CHART

 SERVICE BLUEPRINTING
FLOWCHART
Which is a schematic or drawing of the movement of

material, product or people.

TIME-FUNCTION MAPPING
A second for process analysis and design is flowchart,

but with time added on the horizontal axis such charts are

sometimes called time function mapping or process mapping.


VALUE STREAM MAPPING
A variation of time function mapping is value stream

mapping or (VSM); however, value stream mapping takes an

expanded look at where value is added (and not added) in the

entire production process, including the supply chain.

PROCESS CHARTS
Use symbols, time and distance to provide and

objective and structured way to analyze and record the

activities that make up a process. They allow us to focus on

value added activities.


SERVICE BLUEPRINTING
is a process, analysis technique that focuses on the
customer and provider’s interaction with the customer.
SPECIAL CONSIDERATIONS
FOR SERVICE PROCESS
DESIGN
Interaction with the customer often affects process

performance adversely. But a service, by its nature, implies

that some interaction and customization is needed.

Recognizing that the customers unique desire tend to play

havoc with a process, the more the manager designs the

process to accommodate these special requirement, the more

effective and efficient the process will be.


CUSTOMER INTERACTION AND
PROCESS DESIGN
MORE OPPORTUNITIES TO
IMPROVE SERVICE
PROCESSES
 LAYOUT design is an integral part of many service processes,
particularly in retailing, dining and banking. In retailing, layout can
provide not only product exposure but also customer education and
product enhancement.

 HUMAN RESOURCES issues of recruiting and training can be


particularly important ingredients in service processes. Additionally, a
committed workforce that exhibits flexibility when schedule are made
and is cross-trained to fill in when the process require less than a full
time person, can have tremendous impact on overall process
performance.
SELECTION OF EQUIPMENT
AND TECHNOLOGY
Ultimately, the decision about a particular process

require decisions about equipment and technology. Those

decision can be complex because alternative methods of

production are present in virtually all operation function, be

they hospitals, restaurants, or manufacturing facilities. Taking

the best equipment means understanding the specific industry

and available processes and technology.


PRODUCTION TECHNOLOGY
Advances in technology that enhance production and
productivity have a wide range of applications in both
manufacturing and services. In this section, we introduce nine
areas of technology:

1. MACHINE TECHNOLOGY
2. AUTOMATIC IDENTIFICATION SYSTEMS
3. PROCESS CONTROL
4. VISION SYSTEMS
5. ROBOTS
6. AUTOMATED STORAGE AND RETRIEVAL SYSTEM
7. AUTOMATED GUIDED VEHICLES
8. FLEXIBLE MANUFACTURING SYSTEMS
9. COMPUTER INTEGRATED MANUFACTURING
TECHNOLOGY IN SERVICES
Just as we have seen rapid advances in technology, in

the manufacturing sector, we also find dramatic changes in the

service sector. This range from electronic diagnostic

equipment at auto repair shops, to blood- and urine- testing

equipment in hospitals, to retinal security scanners at airports

and high security facilities.


PROCESS REDESIGN
is the fundamental rethinking of business processes to

bring about dramatic improvements in performance. Effective

process redesign relies on reevaluating the purpose of the

process and questioning both purpose and underlying

assumptions.
SUSTAINABILITY
We now introduce the issue of sustainability in
production processes. Managers may find it helpful to think in
terms of 4R’s as they address sustainability;

1. RESOURCES

2. RECYCLING

3. REGULATION

4. REPUTATION

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