administración de la cadena de valor

Administración de la cadena de valor

Métodos de control

EOQ: Economic quantity order

JIT: Just in time

MRP: Materials requirement planning

PERT: Program evaluation and review technique.

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La productividad

Productividad es un índice utilizado para determinar la razón (insumos-productos) entre el valor de los bienes producidos y el costo de los insumos utilizados en un período dado.

Aportación clásica al estudio de la productividad: Taylor, Gantt y Gilbreth, entre otros. Enfoque hacia la administración de la producción.


Administración de la producción vs. administración de operaciones Admón. de la producción: Enfoque centrado en las actividades

necesarias para fabricar un producto.

Admón. de operaciones: Enfoque orientado a las actividades necesarias para producir y ofertar un producto o un servicio. Cómo los empleados de una organización convierten los insumos en productos, bienes o servicios.


Modelo de control de operaciones


Ambiente externo

Insumos (recursos)HumanosMaterialesTecnologíaInformaciónCapital

Procesos de transformación

ProductosBienesServiciosInformación

Retroalimentación

Planeación Control

Procesos de mejora

Técnicas para la mejora de la productividadPlaneación y control de inventarios

– CEP: cantidad económica de pedido

– JIT: justo a tiempo

– MRP: planeación del requerimiento de materiales

Transferencia de actividades a proveedores externos: Outsourcing

Investigación de operaciones

Redes de tiempo-eventos

– PERT: programa de evaluación y técnica de revisión

– CPM: método de la trayectoria crítica

Ingeniería del valor

Administración de la calidad total

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Calidad total

Círculos de calidad

CAD/CAM: diseño y manufactura asistidos por computadora

MAP: protocolo de automatización de la manufactura

Lean manufacture: manufactura esbelta


Formas de crear la ventaja competitiva


Functional Strategies and Value-Chain Management

Functional-level strategy

– plan of action to improve the ability of each of an organization’s departments to performs its task-specific activities in ways that add value to an organization’s goods and services



Value chain

– coordinated series or sequence of functional activities necessary to transform inputs into finished goods or services customers value and want to buy


Functional Activities and the Value Chain



Value-chain management

– development of a set of functional-level strategies that support a company’s business-level strategy and strengthen its competitive advantage



Product development

– engineering and scientific research activities involved in innovating new or improved products that add value to a product

Marketing function’s task is to persuade customers a product meets their needs and convince them to buy it



Materials management function

– controls the movement of physical materials from the procurement of inputs through production and into distribution and delivery to the customer



Production function

– responsible for the creation, assembly or provision of a good or service, for transforming inputs into outputs

Sales function

– plays a crucial role in locating customers and then informing and persuading them to buy the company’s products



Customer service function

– provides after sales service and support

– Can create a perception of superior value by solving customer problems and supporting customers


Improving Responsiveness to Customers

Good value-chain management requires marketing managers to focus on defining the company business in terms of customer needs


What Do Customers Want?

1. A lower price to a higher price

2. High-quality products

3. Quick service and good after-sales service

4. Products with many useful or valuable features

5. Products that are tailored to their unique needs


Customer Relationship Management

Customer relationship management

– technique that uses IT to develop an ongoing relationship with customers to maximize the value an organization can deliver to them over time


Impact of Increased Quality on Organizational Performance


Figure 9.4

Improving Quality

An organization able to provide, for the same price, a product of higher quality than a competitor’s product is serving customers better

Higher product quality can increase efficiency


Total Quality Management

Total quality management (TQM)

– focuses on improving the quality of an organization’s products and stresses that all of an organization’s value-chain activities should be directed toward this goal


Steps to Successful TQM Implementation

1. Build organizational commitment to quality

2. Focus on the customer

3. Find ways to measure quality

4. Set goals and create incentives

5. Solicit input from employees


Steps to Successful TQM Implementation

6. Identify defects and trace to source.

7. Introduce just-in-time (JIT) inventory systems.

8. Work closely with suppliers.

9. Design for ease of production.

10. Break down barriers between functions.


Focus on the Customer

1. Identify what customers want from the good or service that the company provides

2. Identify what the company actually provides to customers

3. Identify the gap that exists between what the customers want and what they get (quality gap)

4. Formulate a plan for closing the quality gap


Facilities Layout, Flexible Manufacturing, and Efficiency

Facilities Layout

– strategy of designing the machine-worker interface to increase production system efficiency

Flexible Manufacturing

– strategy based on the use of IT to reduce the setup costs associated with a product assembly process


Luis Felipe Torres Gómez15/04/23 27Figure 9.5

Three Facilities Layouts

Facilities Layout

Product layout

– machines are organized so that each operation is performed at work stations arranged in a fixed sequence

Process Layout

– self contained work stations not organized in a fixed sequence


Facilities Layout

Fixed-Position Layout

– the product stays in a fixed spot and components produced at remote stations are brought the product for to final assembly


Changing a Facilities Layout

Luis Felipe Torres Gómez15/04/23 30Figure 9.6

Flexible Manufacturing

Aims to reduce time required to set up production equipment

By redesigning the process setup times and costs can be drastically reduced

Able to produce many more varieties of a product than before in the same amount of time


Just-in-Time Inventory and Efficiency

Just-in-time (JIT) inventory system gets components to the assembly line just as they are needed to drive down costs

Major cost savings can result from increasing inventory turnover and reducing inventory holding costs


Self-Managed Work Teams and Efficiency

Self-managed work teams produce an entire product instead of just parts of it

Team members learn all tasks and move from job to job

Can increase productivity and efficiency


Process Reengineering and Efficiency

Process Reengineering

– fundamental rethinking and radical redesign of the business process to achieve dramatic improvement in critical measures of performance


Two Kinds of Innovation

Quantum product innovation

– results in the development of radically different kinds of goods and services because of fundamental shifts in technology brought about by pioneering discoveries


Two Kinds of Innovation

Incremental product innovation

– results in gradual improvements and refinements to existing products over time as existing technologies are perfected, and functional managers learn how to perform value-chain activities in better ways


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