focused manufacturing professor kleinberg braulio soto, rob morris, evelyn ozburn, tiye cort
TRANSCRIPT
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Focused Manufacturing
Professor KleinbergBraulio Soto, Rob Morris, Evelyn Ozburn, Tiye
Cort
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Focused Manufacturing
Basic ConceptsCharacteristicsApproach
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Basic Concepts of a Focused Factory
Producing a lower cost is not the only way to compete
A company cannot perform well all the time
Simplicity and repetition create competence
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Characteristics of a Focused Factory
Process Technologies – Typically, unproven and uncertain technologies are limited to one per factory. Proven, mature technologies are limited to what their managers can easily handle, typically two or three.
Market Demands – Quality, Price, lead times, and reliability specifications.
Product volumes – comparable levels such as tooling, order quantities, materials handling techniques, and job contents, can be approached with a consistent philosophy. But what about the inevitable short runs, customer specials, and one-of-a-kind orders that every factory must handle? The answer usually is to segregate them.
Quality levels – set approaches to neither over-specify nor over-control quality and specifications.
Manufacturing Tools – limited to one or two at a time.
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Manufacturing FocusA way to achieve it
Focus the whole manufacturing system on a limited task that is exactly represented by the company’s competitive strategy and its actual technology and economics.
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GuidelinesCenter the factory’s focus on appropriate
competitive skillsStay away from the tendency to increase
staff and overhead in order to save on direct labor and capital investment
Each manufacturing unit should work on a limited task instead of a complex mix of opposing objectives, products and technologies.
Note:Others may also apply as company sees fit!
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How can I achieve a focused plant?
4 step process1. Develop a specific, brief statement of corporate objectives and strategy
1. Should cover the next three to five years and top-management should be involved to (marketing, finance, control executives etc.)
2. Translate the statement into: What it means to manufacturing?1. What must the factory do well to meet and carry out the corporate strategy?2. What will be the most difficult task we face?3. If function is not strong where will we most likely fail?
3. Carefully examine each element of the production system1. How is it setup, organized, focused, and manned now?2. What is it especially good at now?3. How ought it be changed so it can carry out the key manufacturing task?
4. Reorganize the elements of structure to produce a congruent focus1. This means organize it so that it is able to do the limited things that are most
important to completing the manufacturing task.
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Wickham SkinnerConsidered the father of Manufacturing
StrategyGraduated from YaleEmeritus professor at Harvard UniversityWrote “The Focused Factory”
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Basic Changes in Management of ManufacturingFour Basic Changes
1. “How can we compete?”2. Look at efficiency as the whole manufacturing
organization3. Each plant needs to learn to focus on a limited,
concise, manageable set of products, technologies, volumes, and markets*
4. Learn to structure basic manufacturing policies and supporting services so that they focus on one explicit manufacturing task instead of on many inconsistent, conflicting, implicit tasks*
*W. Skinner, “The Focused Factory”, Harvard Business Review June 1974
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Reasons For InconsistencyProfessionals in each field attempt to achieve
goals that are not corresponding with goals of other areas
Manufacturing tasks were never made specific
Inconsistencies never identifiedManufacturing task lightly changed while
certain departments like operating and service stayed the same
Market & Product Proliferation
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Alternative Approaches to Focusing FacilitiesBased On:
Products/Markets Directed for specific customers or product groups
Processes Puts products together based on similar processes
usedManufacturing’s Strategic Task
Products are assigned to a specific unit based off OW & Q
Task is consistent
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Plant-within-a-Plant (PWP)Divide existing plant into PWPs
PhysicallyOrganizationally
Each PWP has its only facilities where it can focus onIts specified manufacturing taskUse its own working styleProduction controlOrganizational structure
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Results From Using a PWP
Volume & Quality will not be mixedClear focus for worker training & incentivesResources are now sharedEquipment, engineering processes and
materials handling are specialized as neededDecreases focus regressionSmaller size
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Forces That Make it Difficult to Focus
MarketingSalesManufacturingAccounting & FinanceCorporate Forces
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Questions?