Download - Administración de la Cadena de Valor
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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.
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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.
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Modelo de control de operaciones
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Ambiente externo
Insumos (recursos)HumanosMaterialesTecnologíaInformaciónCapital
Procesos de transformación
ProductosBienesServiciosInformación
Retroalimentación
Planeación Control
Procesos de mejora
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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
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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
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Functional Strategies and Value-Chain Management
Value chain
– coordinated series or sequence of functional activities necessary to transform inputs into finished goods or services customers value and want to buy
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Functional Strategies and Value-Chain Management
Value-chain management
– development of a set of functional-level strategies that support a company’s business-level strategy and strengthen its competitive advantage
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Functional Strategies and Value-Chain Management
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
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Functional Strategies and Value-Chain Management
Materials management function
– controls the movement of physical materials from the procurement of inputs through production and into distribution and delivery to the customer
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Functional Strategies and Value-Chain Management
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
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Functional Strategies and Value-Chain Management
Customer service function
– provides after sales service and support
– Can create a perception of superior value by solving customer problems and supporting customers
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Improving Responsiveness to Customers
Good value-chain management requires marketing managers to focus on defining the company business in terms of customer needs
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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
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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
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Impact of Increased Quality on Organizational Performance
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Figure 9.4
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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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
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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
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Process Reengineering and Efficiency
Process Reengineering
– fundamental rethinking and radical redesign of the business process to achieve dramatic improvement in critical measures of performance
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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
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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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