Catedra 5 -_diseño_de_bienes_y_servicios

Víctor Alvarez Celedón, ICI 1

DISEÑO DE BIENES Y SERVICIOS

ADMINISTRACION DE LA PRODUCCION


Proceso general ...


Matriz de diseño del producto

El lado derecho de la matriz permite;• Definir las características del producto que contribuyen a

cumplir con las necesidades.• Asegurar que cada necesidad prioritaria sea satisfecha al

menos por una característica del producto.• Asegurar que cada característica contribuye a satisfacer por

lo menos a una necesidad importante de los clientes.

• Las medidas de las características del producto se pueden derivar de una manera técnica de la medidas de las necesidades.

• Ej. El cliente requiere que el asiento de un auto sea cómodo, esto se traduce en parámetros específicos de las dimensiones y estructura.


Matriz de diseño del producto


Proceso general ...


Matriz de diseño del proceso


Matriz de diseño del procesoEJEMPLO: Matriz de diseño del proceso de un servicio de cuidado del césped.


Proceso general ...


controles del proceso• El control se centra en cosas especificas, se

denominan <sujetos del control>. Estos son una mezcla de;

• Características del producto (ej. diámetro interior alojamiento). Los controles del producto están asociados con la decisión ¿está el producto conforme con las especificaciones o las metas?

• Características del proceso (ej. Temperatura del horno de fusión). Los procesos de control están asociados con la decisión ¿deberá el proceso seguir o parar?


controles del procesoMatriz de control


QFD – INDUSTRIA SERVICIOS


ANALISIS DE PROCESOS

ADMINISTRACION DE LA PRODUCCION


Dell Computer Company

““How can we make the process of How can we make the process of buying a computer better?buying a computer better?””

Sell customSell custom--built PCs directly to consumerbuilt PCs directly to consumerBuild computers rapidly, at low cost, and Build computers rapidly, at low cost, and only when ordered only when ordered Integrate the Web into every aspect of its Integrate the Web into every aspect of its businessbusinessFocus research on software designed to Focus research on software designed to make installation and configuration of its make installation and configuration of its PCs fast and simplePCs fast and simple


QUE ENTENDEMOS POR PROCESO

EFFECTIVENESSOF PROCESS =Ability to achievedesired results

Interrelated or interactingactivities and control

methods

Monitoring and Measuring

InputRequirements Specified

(Includes resources)

OutputRequirements Satisfied(Result of a process)

EFFICIENCY OFPROCESS =

Results achievedvs. resources used

Procesos: Es cualquier parte de la organización que toma input y los transforma en output


ENFOQUE DE PROCESOS


ENFOQUE DE SISTEMAS

PROCESS A

PROCESS C

PROCESS B PROCESS D

Inputsto A Inputs to B

Outputsfrom A

Inputs to COutputsfrom C

Outputsfrom B Inputs to D

Outputsfrom D

Outputs fromother processes

Outputs fromother processes


PROCESOS DE NEGOCIOS• IBM Corporation was among the first American companies to see the

benefits of identifying and managing business processes.


IDENTIFICACION DE PROCESOS


DOCUMENTACION DE PROCESOS


MAPEO DE PROCESOS


MAPEO – IDEF0The IDEFØ FunctionModeling method isdesigned to model thedecisions, actions, andactivities of anorganization or system. IDEFØ is not only themost widely used, butalso the most fieldproven functionmodeling method foranalyzing andcommunicating thefunctional perspective ofa system. EffectiveIDEFØ models assist in organizing systemanalysis and promotingeffective communicationbetween the analystand the customer.


MAPEO – IDEF0


Process, Volume, and Variety

Process Focusprojects, job shops

(machine, print, carpentry)

Standard Register

Repetitive(autos, motorcycles)

Harley Davidson

Product Focus(commercial baked goods, steel, glass)Nucor Steel

High VarietyHigh Varietyone or few one or few units per run, units per run, high varietyhigh variety(allows (allows customization)customization)Changes in Changes in ModulesModulesmodest runs, modest runs, standardized standardized modulesmodulesChanges in Changes in Attributes Attributes (such as grade, (such as grade, quality, size, quality, size, thickness, etc.) thickness, etc.) long runs onlylong runs only

Mass Customization(difficult to achieve, but huge rewards)Dell Computer Co.

Poor Strategy Poor Strategy (Both fixed (Both fixed

and variable and variable costs are costs are

high)high)

Low Low VolumeVolume

Repetitive Repetitive ProcessProcess

High High VolumeVolume

VolumeVolume

IV.Continuous

Flow

III.Assembly

Line

II.Batch

I.Job

Shop

LowVolumeOne of a

Kind

MultipleProducts,

LowVolume

FewMajor

Products,HigherVolume

HighVolume,

HighStandard-

izationCommercial

PrinterFrench Restaurant

HeavyEquipment

Coffee Shop

AutomobileAssembly

Burger King

SugarRefinery

Flexibility (High)Unit Cost (High)

Flexibility (Low)Unit Cost (Low)

Source: Modified from Robert Hayes and Steven Wheelwright, Restoring Our Competitive Edge: Competing through Manufacturing (NewYork: John Wiley & Sons, 1984). p. 209. 13


Process Strategies

Four basic strategiesFour basic strategies

Process focusProcess focusRepetitive focusRepetitive focusProduct focusProduct focusMass customizationMass customization

Within these basic strategies there are Within these basic strategies there are many ways they may be implementedmany ways they may be implemented


Process FocusFacilities are organized around specific Facilities are organized around specific activities or processesactivities or processesGeneral purpose equipment and skilled General purpose equipment and skilled personnelpersonnelHigh degree of product flexibilityHigh degree of product flexibilityTypically high costs and low equipment Typically high costs and low equipment utilizationutilizationProduct flows may vary considerably Product flows may vary considerably making planning and scheduling a making planning and scheduling a challengechallenge


Process Focus

Many Many inputsinputs

High High variety variety

of of outputsoutputs

Print ShopPrint Shop


Repetitive Focus

Facilities often organized as Facilities often organized as assembly linesassembly linesCharacterized by modules with parts Characterized by modules with parts and assemblies made previouslyand assemblies made previouslyModules may be combined for many Modules may be combined for many output optionsoutput optionsLess flexibility than processLess flexibility than process--focused focused facilities but more efficientfacilities but more efficient


Repetitive Focus

Raw Raw materials materials

and and module module inputsinputs

Modules Modules combined combined for many for many output output optionsoptions

Few Few modulesmodules

Automobile Assembly LineAutomobile Assembly Line


Process Flow Diagram

THE ASSEMBLY LINETHE ASSEMBLY LINETESTING28 tests

Oil tank work cell

Shocks and forks

Handlebars

Fender work cell

Air cleaners

Fluids and mufflers

Fuel tank work cell

Wheel work cellRoller testing

Incoming parts

From Milwaukee From Milwaukee on a JIT arrival on a JIT arrival scheduleschedule

Engines and transmissions

Frame tube bending

Frame-building work cells

Frame machining

Hot-paintframe painting

Crating

Figure 7.3Figure 7.3


Product Focus

Facilities are organized by productFacilities are organized by productHigh volume but low variety of High volume but low variety of productsproductsLong, cLong, continuous production runs ontinuous production runs enable efficient processesenable efficient processesTypically high fixed cost but low Typically high fixed cost but low variable costvariable costGenerally less skilled laborGenerally less skilled labor


Product Focus

Many Many inputsinputs

Output Output variation variation in size, in size, shape, shape,

and and packagingpackaging

Bottling PlantBottling Plant


Product Focus

Nucor Steel PlantNucor Steel Plant

Con

tinuo

us c

aste

rC

ontin

uous

cas

ter

Continuous cast steel Continuous cast steel sheared into 24sheared into 24--ton slabston slabs

Hot tunnel furnace Hot tunnel furnace -- 300 ft300 ft

Hot mill for finishing, cooling, and coilingHot mill for finishing, cooling, and coiling

DD

EE FF

GGHHII

Scrap Scrap steelsteel

Ladle of molten steelLadle of molten steelElectric Electric furnacefurnace

AA

BBCC


Comparison of Processes

Process Focus

(Low volume, high variety)

Repetitive Focus

(Modular)

Product Focus(High-volume,

low-variety)

Mass Customization(High-volume, high-variety)

Small quantity, large variety of products

Long runs, standardized product made from modules

Large quantity, small variety of products

Large quantity, large variety of products

General purpose equipment

Special equipment aids in use of assembly line

Special purpose equipment

Rapid changeover on flexible equipment



Process Focus


Repetitive Focus

(Modular)


low-variety)


Operators are broadly skilled

Employees are modestly trained

Operators are less broadly skilled

Flexible operators are trained for the necessary customization

Many job instructions as each job changes

Repetition reduces training and changes in job instructions

Few work orders and job instructions because jobs standardized

Custom orders require many job instructions



Process Focus


Repetitive Focus

(Modular)


low-variety)


Raw material inventories high

JIT procurement techniques used

Raw material inventories are low

Raw material inventories are low

Work-in-process is high

JIT inventory techniques used

Work-in-process inventory is low

Work-in-process inventory driven down by JIT, lean production

Table 7.2Table 7.2



Process Focus


Repetitive Focus

(Modular)


low-variety)


Units move slowly through the plant

Movement is measured in hours and days

Swift movement of unit through the facility is typical

Goods move swiftly through the facility

Finished goods made to order

Finished goods made to frequent forecast

Finished goods made to forecast and stored

Finished goods often made to order

Table 7.2Table 7.2



Process Focus


Repetitive Focus

(Modular)

Product Focus(High-volume, low-variety)


Scheduling is complex, trade-offs between inventory, availability, customer service

Scheduling based on building various models from modules to forecasts

Relatively simple scheduling, establishing output rate to meet forecasts

Sophisticated scheduling required to accommodate custom orders

Table 7.2Table 7.2



Process Focus


Repetitive Focus

(Modular)


low-variety)


Fixed costs low, variable costs high

Fixed costs dependent on flexibility of the facility

Fixed costs high, variable costs low

Fixed costs high, variable costs must be low

Costing estimated before job, not known until after job is complete

Costs usually known due to extensive experience

High fixed costs mean costs dependent on utilization of capacity

High fixed costs and dynamic variable costs make costing a challenge

Table 7.2Table 7.2


Mass Customization

The rapid, lowThe rapid, low--cost production of cost production of goods and service to satisfy goods and service to satisfy increasingly unique customer increasingly unique customer desiresdesiresCombines the flexibility of a Combines the flexibility of a process focus with the efficiency process focus with the efficiency of a product focusof a product focus


Mass Customization

Vehicle modelsVehicle models 140140 260260Vehicle typesVehicle types 1818 1,2121,212Bicycle typesBicycle types 88 1919Software titlesSoftware titles 00 300,000300,000Web sitesWeb sites 00 46,412,16546,412,165Movie releasesMovie releases 267267 458458New book titlesNew book titles 40,53040,530 77,44677,446Houston TV channelsHouston TV channels 55 185185Breakfast cerealsBreakfast cereals 160160 340340Items (SKUs) in Items (SKUs) in 14,00014,000 150,000150,000

supermarketssupermarkets

Number of ChoicesNumber of ChoicesEarly 21stEarly 21st

ItemItem Early 1970sEarly 1970s Century Century

Table 7.1Table 7.1


Mass Customization

Modular techniquesModular techniques

Mass Customization

Effective Effective scheduling scheduling techniquestechniques

Rapid Rapid throughput throughput techniquestechniques

Repetitive FocusRepetitive FocusModular designModular design

Flexible equipmentFlexible equipment

ProcessProcess--FocusedFocusedHigh variety, low volumeHigh variety, low volume

Low utilization Low utilization (5% to 25%)(5% to 25%)GeneralGeneral--purpose equipmentpurpose equipment

ProductProduct--FocusedFocusedLow variety, high volumeLow variety, high volume

High utilization High utilization (70% to 90%)(70% to 90%)Specialized equipmentSpecialized equipment


Crossover Charts

Fixed costs

Variable Variable costscosts

$$

High volume, low varietyHigh volume, low varietyProcess CProcess C

Fixed costs

Variable Variable costscosts$$

RepetitiveRepetitiveProcess BProcess B

Fixed costs

Variable Variable costscosts$$

Low volume, high varietyLow volume, high varietyProcess AProcess A

Fixed cost Process A

Fixed cost Fixed cost Process BProcess B

Fixed cost Process C

Tota

l cos

t

Tota

l cos

t

Total cost

Total cost

Total costTotal cost

VV11(2,857)(2,857) VV22 (6,666)(6,666)

400,000 400,000 300,000 300,000 200,000 200,000

VolumeVolume

$$



Changing Processes

Difficult and expensiveDifficult and expensiveMay mean starting overMay mean starting overProcess strategy determines Process strategy determines transformation strategy for an transformation strategy for an extended periodextended periodImportant to get it rightImportant to get it right


Process Analysis and DesignFlow Diagrams Flow Diagrams -- Shows the movement Shows the movement of materialsof materialsTimeTime--Function Mapping Function Mapping -- Shows flows Shows flows and time frameand time frameValue Stream Mapping Value Stream Mapping -- Shows flows Shows flows and time and value added beyond the and time and value added beyond the immediate organizationimmediate organizationProcess Charts Process Charts -- Uses symbols to show Uses symbols to show key activitieskey activitiesService Blueprinting Service Blueprinting -- focuses on focuses on customer/provider interactioncustomer/provider interaction


Time-Function MappingCustomerCustomer

SalesSales

Production Production controlcontrol

Plant APlant A

WarehouseWarehouse

Plant BPlant B

TransportTransport Move

Receive product

Extrude

Wait

Move

Wait

Print

Wait

Order product

Process order

Wait

12 days12 days 13 days13 days 1 day1 day 4 days4 days 1 day1 day 10 days10 days 1 day1 day 0 day0 day 1 day1 day52 days52 days



Process Chart



Service Blueprint

Focuses on the customer and Focuses on the customer and provider interactionprovider interactionDefines three levels of interactionDefines three levels of interactionEach level has different Each level has different management issuesmanagement issuesIdentifies potential failure pointsIdentifies potential failure points


Service BlueprintPersonal Greeting Service Diagnosis Perform Service Friendly Close

Customer arrives for service

Warm greeting and obtain

service request

Direct customer to waiting room Notify

customer the car is ready

Customer departs

Customer pays bill

Perform required work

Prepare invoice

YesYesYesYes

LevelLevel#3#3

LevelLevel#1#1

LevelLevel#2#2

Potential failure pointPotential failure point


NoNo

Notifycustomer

and recommendan alternative

providerStandard request

Determine specifics

NoNo

Canservice be

done and does customer approve?


Process Analysis ToolsFlowcharts provide a view of the Flowcharts provide a view of the big picturebig pictureTimeTime--function mapping adds rigor function mapping adds rigor and a time elementand a time elementValue stream analysis extends to Value stream analysis extends to customers and supplierscustomers and suppliersProcess charts show detailProcess charts show detailService blueprint focuses on Service blueprint focuses on customer interactioncustomer interaction


Service FactoryService Factory Service ShopService Shop

Degree of CustomizationDegree of CustomizationLowLow HighHigh

Deg

ree

of L

abor

Deg

ree

of L

abor

LowLow

HighHigh

Mass ServiceMass Service Professional ServiceProfessional Service

Service Process Matrix

Commercial banking

Private banking

General-purpose law firms

Law clinicsSpecialized hospitals

Hospitals

Full-service stockbroker

Limited-service stockbroker

RetailingBoutiques

Warehouse and catalog stores

Fast food restaurants

Fine-dining restaurants

Airlines

No frills airlinesFigure 7.10Figure 7.10


Service Process Matrix

Labor involvement is highLabor involvement is highSelection and training highly importantSelection and training highly importantFocus on human resourcesFocus on human resourcesPersonalized servicesPersonalized services

Mass Service and Professional ServiceMass Service and Professional Service

Service Factory and Service ShopService Factory and Service ShopAutomation of standardized servicesAutomation of standardized servicesLow labor intensity responds well to Low labor intensity responds well to process technology and schedulingprocess technology and schedulingTight control required to maintain Tight control required to maintain standardsstandards

Catedra 5 -_diseño_de_bienes_y_servicios

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