1 / 75

Process Management

Process Management. Class 3: 2/2/11. 6- 2. OBJECTIVES . Process Analysis Process Flowcharting Types of Processes Process Performance Metrics Manufacturing Processes Service Processes Business Process Reengineering. Process Management .

gerry
Download Presentation

Process Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Process Management Class 3: 2/2/11

  2. 6-2 OBJECTIVES • Process Analysis • Process Flowcharting • Types of Processes • Process Performance Metrics • Manufacturing Processes • Service Processes • Business Process Reengineering

  3. Process Management • Processes relate to work that is ongoing and repetitive • Process management concepts and methods can be applied to improve manufacturing, service, and business processes • Effort is placed trying to reduce cost, increase throughput, and improve quality

  4. 6-4 Process Analysis Terms • Process: Is any part of an organization that takes inputs and transforms them into outputs • Cycle Time: Is the average successive time between completions of successive units • Utilization: Is the ratio of the time that a resource is actually activated relative to the time that it is available for use

  5. 6-5 Process FlowchartingDefined • Process flowchartingis the use of a diagram to present the major elements of a process • The basic elements can include tasks or operations, flows of materials or customers, decision points, and storage areas or queues • It is an ideal methodology by which to begin analyzing a process

  6. 6-6 Tasks or operations Decision Points Flowchart Symbols Purpose and Examples Examples: Giving an admission ticket to a customer, installing a engine in a car, etc. Examples: How much change should be given to a customer, which wrench should be used, etc.

  7. 6-7 Storage areas or queues Flows of materials or customers Flowchart Symbols Purpose and Examples Examples: Sheds, lines of people waiting for a service, etc. Examples: Customers moving to a seat, mechanic getting a tool, etc.

  8. 6-8 Single-stage Process Stage 1 Multi-stage Process Stage 1 Stage 2 Stage 3 Types of Processes

  9. 6-9 Multi-stage Process with Buffer Buffer Stage 1 Stage 2 Types of Processes (Continued) A buffer refers to a storage area between stages where the output of a stage is placed prior to being used in a downstream stage

  10. 6-10 Other Process Terminology • Blocking • Occurs when the activities in a stage must stop because there is no place to deposit the item just completed • If there is no room for an employee to place a unit of work down, the employee will hold on to it not able to continue working on the next unit • Starving • Occurs when the activities in a stage must stop because there is no work • If an employee is waiting at a work station and no work is coming to the employee to process, the employee will remain idle until the next unit of work comes

  11. 6-11 Other Process Terminology (Continued) • Bottleneck • Occurs when the limited capacity of a process causes work to pile up or become unevenly distributed in the flow of a process • If an employee works too slow in a multi-stage process, work will begin to pile up in front of that employee. In this is case the employee represents the limited capacity causing the bottleneck. • Pacing • Refers to the fixed timing of the movement of items through the process

  12. 6-12 Other Types of Processes • Make-to-order • Only activated in response to an actual order • Both work-in-process and finished goods inventory kept to a minimum • Make-to-stock • Process activated to meet expected or forecast demand • Customer orders are served from target stocking level

  13. 6-14 Process Performance Metrics • Capacity: maximum output of a process or resource measured in units/time: a rate • Operation time = Setup time + Run time • Setup time: the length of time required to changeover from one product to another (assumes products are produced in batches) • Throughput time = Average time for a unit to move through the system

  14. 6-15 Process Performance Metrics (Continued) • Cycle time = Average time between completion of units • Throughput rate = 1___ Cycle time • Utilization of an operation = Demand/Capacity

  15. 6-16 Cycle Time Example Suppose you had to produce 600 units in 80 hours to meet the demand requirements of a product. What is the cycle time to meet this demand requirement? Answer: There are 4,800 minutes (60 minutes/hour x 80 hours) in 80 hours. So the average time between completions would have to be: Cycle time = 4,800/600 units = 8 minutes.

  16. Bread-Making Questions • What is the bottleneck when one bread-making line is used? What is the capacity of the process? What is the utilization of packaging? What is the throughput time? • What happens to capacity and utilization when two bread-making lines are used? What is the bottleneck?

  17. 6-19 Process Throughput Time Reduction • Perform activities in parallel • Change the sequence of activities • Reduce interruptions

  18. 7-20 Basic work flow structures • Project layout – fixed position; construction, movie lots • Workcenter (job shop) – similar equipment grouped together; machine shop • Manufacturing cell – similar set of processes for a limited range of products • Assembly Line – discrete parts move through workstations; toys, appliances, cars • Continuous process – flow vs discrete, flows a set sequence of steps; oil, rubber, chemicals

  19. Process types • Continuous • Assembly Line • Job Shop • Cell • Project

  20. Continuous Process • Highly standardized products in large volumes • Often these products have become commodities • Typically these processes operate 24 hours/day seven days/week • Objective is to spread fixed cost over as large a volume as possible

  21. Continuous Process continued • Starting and stopping a continuous process can be prohibitively expensive • Highly automated and specialized equipment used • Layout follows the processing stages • Output rate controlled through equipment capacity and flow mixture rates

  22. Continuous Process continued • Low labor requirements • Often one primary input • Initial setup of equipment and procedures very complex

  23. Assembly Line • Similar to continuous process except discrete product is produced • Heavily automated special purpose equipment • High volume - low variety • Both services and products can use flow shop form of processing

  24. A Generalized Assembly Line Operation

  25. Advantages of the Assembly Line • Low unit cost • specialized high volume equipment • bulk purchasing • lower labor rates • low in-process inventories • simplified managerial control

  26. Disadvantages of Assembly Line • Variety of output difficult to obtain • Difficult to change rate of output • Minor design changes may require substantial changes to the equipment • Worker boredom and absenteeism • Work not very challenging • Vulnerable to equipment breakdowns

  27. Disadvantages of Assembly Line continued • Line balanced to slowest element • Large support staff required • Planning, design, and installation very complex task • Difficult to dispose of or modify special purpose equipment

  28. Assembly Line Layout • Objective is to assign tasks to groups • The work assigned to each group should take about the same amount of time to complete • Final assembly operations with more labor input often subdivided easier • Paced versus unpaced lines

  29. Job Shop • High variety - low volume • Equipment and staff grouped based on function • Each output processed differently

  30. A Generalized Job Shop Operation

  31. Advantages of the Job Shop • Flexibility to respond to individual demands • Less expensive general purpose equipment used • Maintenance and installation of general purpose equipment easier • General purpose equipment easier to modify and therefore less susceptible to becoming obsolete

  32. Advantages of the Job Shop continued • Dangerous activities can be segregated from other operations • Higher skilled work leading to pride of workmanship • Experience and expertise concentrated • Pace of work not dictated by moving line • Less vulnerable to equipment breakdowns

  33. Disadvantages of the Job Shop • General purpose equipment is slower • Higher direct labor cost • High WIP inventories • High material handling costs • Management control very difficult

  34. The Cell Form • Combines flexibility of job shop with low costs and short response times of flow shop • Based on group technology • First identify part families • Then form machine cells to produce part families

  35. Conversion of a Job Shop Layout to a Cellular Layout

  36. Organization of Miscellaneous Parts into Families

  37. Advantages of Cellular Production • Reduced machine setup times • increased capacity • economical to produce in smaller batch sizes • smaller batch sizes result in less WIP • less WIP leads to shorter lead times • shorter lead times increase forecast accuracy and provide a competitive advantage • Parts produced in one cell

  38. Advantages of Cellular Production continued • Capitalize on benefits of using worker teams • Minimal cost to move from job shop to cellular production (e.g. EHC) • Can move from cellular production to “mini-plants”

  39. Disadvantages of Cellular Production • Volumes too low to justify highly efficient high volume equipment • Vulnerable to equipment breakdowns • Balancing work across cells • Does not offer the same high degree of customization as the job shop

  40. Cellular Layout • Teams of workers and equipment to produce families of outputs • Workers cross-trained • Nominal cells versus physical cells. • Remainder cell • Cell formation methods • production flow analysis

  41. Project Operations • Large scale • Finite duration • Nonrepetitive • Multiple interdependent activities • Offers extremely short reaction times

  42. 7-44 Product-Process Matrix

  43. Selection of Transformation System by Stage of Life Cycle

  44. 7-46 Break-Even Analysis • A standard approach to choosing among alternative processes or equipment • Model seeks to determine the point in units produced (and sold) where we will start making profit on the process or equipment • Model seeks to determine the point in units produced (and sold) where total revenue and total cost are equal

  45. 7-47 Break-Even Analysis (Continued) Break-even Demand= This formula can be used to find any of its components algebraically if the other parameters are known Purchase cost of process or equipment Price per unit - Cost per unit or Total fixed costs of process or equipment Unit price to customer - Variable costs per unit

  46. 7-48 Break-Even Analysis (Continued) • Example: Suppose you want to purchase a new computer that will cost $5,000. It will be used to process written orders from customers who will pay $25 each for the service. The cost of labor, electricity and the form used to place the order is $5 per customer. How many customers will we need to serve to permit the total revenue to break-even with our costs? • Break-even Demand: = Total fixed costs of process or equip. Unit price to customer – Variable costs =5,000/(25-5) =250 customers

  47. 7-49 Manufacturing Process Flow Design • A process flow design can be defined as a mapping of the specific processes that raw materials, parts, and subassemblies follow as they move through a plant • The most common tools to conduct a process flow design include assembly drawings, assembly charts, and operation and route sheets

  48. 7-50 Lockring 4 Spacer, detent spring 5 SA-2 A-2 Rivets (2) 6 Spring-detent 7 A-5 Component/Assy Operation Inspection Example: Assembly Chart (Gozinto) – Plug Assembly From Exhibit 7.4

More Related