production/manufacturing
DESCRIPTION
Production/Manufacturing. Production/manufacturing is the process of converting raw materials or semi-finished products into finished products that have value in the market place. This process involves the contribution of labor , equipment , energy , and information. - PowerPoint PPT PresentationTRANSCRIPT
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Production/Manufacturing
Production/manufacturing is the process of converting raw materials or semi-finished products into finished products that have value in the market place. This process involves the contribution of labor, equipment, energy, and information.
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The Production System
Production System
Raw materials
Energy
Labor
Equipment
Information
Finished products
Scrap
Waste
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Inventory
Inventory is both an input and output of the production process. Inventory can be in the form of raw materials, semi-finished, and finished products.
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The Inventory System
Supply source Demand source
Inventory
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The Production-Inventory System
Raw materials
Suppliers Fabrication
Component partsinventory
Assembly
Finished goods inventory
Distribution and sales
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The Supply Chain
2nd tier suppliers1st tier suppliers
Assembly/ Manufacturing
Distribution centers
Retailers
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Supply Chain Management
Supply Chain Management (SCM) is the set of functions concerned with the effective utilization of limited resources that may reside with one or more independent firms and the management of material, information, and financial flows within and between these firms, so as to satisfy customer demands and create profits for all firms.
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Production Planning and Inventory Control
Production planning and inventory control is the subset of SCM functions that focus on managing production operations and inventory throughout the supply chain.
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Examples of Decisions
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Examples of Decisions
What should we produce, how much, and when (forecasting)?
How much can we produce (capacity planning)?
How much do we have and how much do we need (inventory management)?
When should we produce (production planning and scheduling)?
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A Hierarchy of Decisions
Long termforecasting
Capacity Planning
Network design & facility location
Production Planning
Production Scheduling
Inventory Management
Warehousing & order fulfillment
Transportation& Distribution
Sales & Marketing
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Example Performance Measures
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Cost (are products being created at minimum or acceptable cost?)
Quality (what are the specifications of the products? What percentages of shipped products meet specification?)
Variety (how many types of products are - or can be – simultaneously produced?)
Service (how long does it take to fulfill a customer order? how often are quoted lead times met?)
Examples of Performance Measures
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Flexibility (how quickly can existing resources be reconfigured to produce new products?)
Worker satisfaction (are workers and managers throughout the supply chain happy and motivated?)
Safety (are work environments safe for workers and the surrounding community?)
Environmental impact (how environmentally friendly are the supply chain processes and the products?)
Examples of Performance Measures (continued…)
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The Bottom Line
In the long run, the supply chain must be profitable by delivering value to the end customer and to do so over the long run.
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Classification of the Production Process
Production quantity
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Classification of the Production Process
Production quantity– Mass production – Batch production – Job shop production
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Classification of the Production Process
Production quantity– Mass production – Batch production – Job shop production
Product variety
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Classification of the Production Process
Production quantity– Mass production – Batch production – Job shop production
Product variety– Single product or product line– Family of similar products– One-of-a-kind products
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Mass Production Systems
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Mass Production Systems
Low product variety High production volumes Specialized labor Dedicated equipment High reconfiguration costs Make-to-stock production
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Batch Production Systems
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Batch Production Systems
Medium product variety Products are made in larger lots products are made to stock Programmable/reconfigurable equipment
Significant setup costs
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Job Shops
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Job Shops
High product variety Products are made in small lots Products are made to order Flexible equipment and labor Small setups
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Classification of Production Systems
(continued…) Order fulfillment
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Classification of Production Systems
(continued…) Order fulfillment
– Make-to-stock systems (MTS)– Make-to-order systems (MTO)– Hybrid MTO/MTS
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Classification of Production Systems
(continued…) Order fulfillment
– Make-to-stock systems (MTS)– Make-to-order systems (MTO)– Hybrid MTO/MTS
Resource configuration
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Classification of Production Systems
(continued…) Order fulfillment
– Make-to-stock systems (MTS)– Make-to-order systems (MTO)– Hybrid MTO/MTS
Resource configuration– Product layout– Process layout– Cellular layout– Fixed position layout
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Classification of Production Systems (continued…)
Inputs/outputs
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Classification of Production Systems (continued…)
Inputs/outputs– Discrete production systems (discrete inputs and
outputs - cars, computers, machine tools, etc)– Continuous production systems (continuous
inputs and outputs - chemicals, textiles, food processing, pharmaceuticals)
– Hybrid systems (Discrete inputs/continuous outputs or continuous inputs/discrete outputs - steel, plastics, recycling)
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Process capabilities & business strategy
Example product attributes: price, quality, variety, service, demand uncertainty
Example process attributes: cost, quality, flexibility, lead time
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A firm must choose a business strategy - attribute values for its portfolio of products - that differentiates it from the competition.
A firm must choose process capabilities, attribute values for its process, that support its business strategy.
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A business strategy can be driven by market opportunities or by a competitive advantage in process capabilities.
In both cases, there must be a fit between process capability and business strategy.
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Matching Process Choice with Product Strategy
Choice
Product variety Low High
Area of strategic fit
L
ow
Hig
h
Pro
cess
fle
xibi
lity
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Matching Process Choice with Product Strategy Choice
(Continued…)
Demand uncertainty Low High
Area of strategic fit
H
igh
L
ow
Lea
d t
ime
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The Evolution of Process Capabilities
Volume (1920/30/40’s)
Cost (1950/60’s)
Quality (1970/80’s)
Time (1980/1990’s)
Flexibility (1990/2000’s)
Mass customization (2000’s &
beyond)