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Manufacturing Processes

Manufacturing Processes. BA 339 Mellie Pullman. Process Choice & Layout. Process Types (in order of decreasing volume). Continuous Flow Production Line Batch Job Shop Project. Mixing Together the Process Types . Spindles. ASSEMBLY LINE for putting together final product. Arms and

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Manufacturing Processes

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  1. Manufacturing Processes BA 339 Mellie Pullman

  2. Process Choice & Layout

  3. Process Types(in order of decreasing volume) • Continuous Flow • Production Line • Batch • Job Shop • Project

  4. Mixing Together the Process Types ... Spindles ASSEMBLY LINEfor putting together final product Arms and Legs BATCH for fabricating parts ... Seats

  5. Choosing a Process type

  6. Product – Process Matrix Very Poor Fit Very Poor Fit

  7. What is “Customization”? An operations-centric view: “Customization occurs when a customer’s unique requirements directly affect the timing and nature of operations and supply chain activities”

  8. Customization Models Definitions: ETO – engineer to order MTO – make to order ATO – assemble-to-order MTS – make to stock Upstream: before the customization point, “off-line” activities Downstream: after the customization point, “on-line” activities

  9. Make-to-Stock • Planning Issues • When, how much, and how to replenish stock at location • Success • Balancing level of inventory against level of service Other examples?

  10. Assemble-to-Order • Success comes from: • Flexible Engineering design • Modularity

  11. ATO Planning Issues • Options configurations (Smart Car) • 8 different colors • 2 different trims • 2 different seats • Possible combinations? • Less finished good inventory & waste than MTS

  12. Make-to-order or Engineer-to-order The Joinery

  13. MTO or ETO • Customer Information intensive • Usually requires engineer or designer • Minimal “unsold” inventory on hand

  14. Difficulty versus Customization

  15. Service Processes BA 339

  16. Services . . . • Process and “product” are inseparable • Marketing and sales often tightly integrated • Customer often part of the process • Performance metrics can be harder to define • Nevertheless: • Focus and process choices / trade-offs still apply

  17. Low Contact “off-line” Can locate for efficiency Can smooth out the workload Check clearing, mail sorting High Contact “on-line” Can locate for easy access Flexibility to respond to customers Harder to manage Hospitals, food service Degree of Customer Contact

  18. Service-System Design Matrix Degree of customer/server contact Low Medium High High Low Face-to-face total customization Face-to-face loose specs Sales Opportunity Production Efficiency Face-to-face tight specs Phone Contact Internet & on-site technology Mail contact Low High

  19. Classifying Services “Front Room” versus “Back Room” Front room – what the customer can see Managed for flexibility and customer service Customer lobbies, bank teller, receptionist Back room – what the customer does not see Managed for efficiency and Productivity Package sorting, car repair, blood test analysis, accounting department

  20. Layout Decision Models • Process-layout • Usually best for a job shop • Distance between steps a measure • Product-based layout • Usually best for a line operation • Cycle time a primary measure

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