Presentacion de AdmonOpII

8/3/2019 Presentacion de AdmonOpII

1/26

INGENIERIA INDUSTRIALADMINISTRACION DE OPERACIONES IITema : Production and Inventory Management EnvironmentMaestro : Ing. Ramon Elizondo Rios

Alumno: Martin Castro Valles09110544

28 / October / 2011


2/26

PRODUCTION ANDINVENTORY MANAGEMENT

ENVIRONMENTS


3/26

PRODUCTIONAND

INVENTORYMANAGEMENTENVIRONMENTS

THE PRODUCTPOSITIONINGSTRATEGY

PRODUCTIONPROCESSDESIGNS

THE CHOICE OFTHE CHNOLOGY

CHARACTERISTICSTHAT DETERMINETHE EFFICACY OF

A MANAGEMENTPOLICY,TECHNIQUE ORPROCEDURE.

TYPE OFPOSITIONINGSTRATEGY

MAKE TO-ORDER

ASSEMBLE TO-ORDER

MAKE OR ENGINEERI-TO-ORDER

FLOW SHOP

CONTINUOUS FLOW

DEDICATED REPETITIVE FLOW

BATCH FLOW

MIXED-MODEL REPETITIVE FLOW

JOB SHOP

FIXED SITE(PROJECT )

EDICADCAPPCAMCIM


4/26

Production and inventory management can be

define as the desing ,operation, and control ofthe manufactures and distribution of products .

PRODUCTION AND INVENTORY MANAGEMENTENVIRONMENTS


5/26

Two factor common to all production

inventory management environments areclose contact with people and the need for aconsistent, well-defined planning and controlsystem



6/26

Production and inventory management providemany different, rewarding , career opportunities, in areas such as supervision , materialsplanning , scheduling , purchasing , inventory

control, and management consulting.



7/26

The career path leads through position suchas material manager , plant manager , vice-president of operations and beyond .



8/26

There are three characteristics that determine theefficacy of a management policy, technique ,or

procedure :

THE PRODUCT POSITIONING STRATEGY

PRODUCTION PROCESS DESIGNS

THE CHOICE OF THE CHNOLOGY



9/26

THE PRODUCT POSITIONING STRATEGY

The product positioning strategy refers to the type of

inventory an organization chooses to maintain . The productpositioning strategy may be any one or a combination of thefollowing:

Make finished product to stock(maintain and sell from finished product inventory)

Assemble finished product to order( maintain an inventory of components,Subassemblies,

and options )

Custom design and make finished product to order( maintain a stock of commonly used material )


10/26

Make finished product to stock

The positioning strategy of make-to-stock emphasizes immediatedelivery of good quality , reasonably priced. Off-the shelf,standard items . In this environment a customer is not willing totolerate a delay in receiving the product. Management is requiredto maintain a stock of finished goods. Often the stock of finishedgoods held is quite large due to the need to provide a variety ofsizes, colors , and features .


11/26

Assemble to-Order

Although some products are packaged or finished toorder rather than assemble , for convenience, we willrefer to this environment as assemble to-order.

In assemble to- order environments , options ,subassemblies, and components are either produced

or purchased to sotck.


12/26

Make-or-Engineer-to-Order

The position strategy of make to-order is to provide the technicalability to produce specialty products, such as machine tools .

In many situations the final design of the item is part of what ispurchased.

The manufacturer often purchases materials after the order isplaced.

The customer must therefore be willing to tolerate a long lead time, perhaps years.


13/26

PRODUCTION PROCESS DESIGNS

There are three traditional designs that are usefulin classifying production process environments.These designs are called :

Flow Shop Manufacturing

Job Shop Manufacturing

Fixed Site Manufacturing


14/26

Flow Shop Manufacturing

The Flow Shop is sometimes calleda product layout because the

product always follows the samesequential steps of production.

There are four types of flow :

Continuous Flow

Dedicated Repetitive Flow

Mixed Model Repetitive Flow

Batch Flow

Manufacturing best practices (Kaizen tools):

KanbanSMED: Single Minute Exchange of Dies5S: Effective work place organization, standardizedwork procedureRoot Cause: Analysis approach and corrective actions(method 8D)3P: Production Preparation Process

VSM: Value Stream Mapping

Mistake proofing (paka yoke)


15/26

Continuous Flow

Continuous flow usually refers to the production or

processing of fluids, wastes, powders , basic metals ,and other bulk items.

An oil refinery that gradually refines oil into petroleumproducts or a pipeline for water ,oil or natural gas are

examples of continuous flow manufacturing anddistribution process.


16/26

Dedicated Repetitive Flow

Discrete parts such as shafts and connecting rods and discreteassemblies such as microcomputers may be produced by a repetitive

flow process.

The term dedicated implies that the production facility produces onlyone product , including product variations ( such as color) that requireno setup delay in the assembly or manufacturing process.

A dedicated line is selected either when the demand for the itemjustifies the exclusive use of a line or when the manufacturingrequirements are sufficient ly different from any other item .


17/26

Mixed Model Repetitive Flow

The following characteristics typify a mixed model repetitive flow line :

The equipment is general purpose in order to facilitate manufacture ofseveral models.

Workers are multifunction capable of performing many different task o oneline or of moving to different lines in the same plant.

Setup times are very short . The ideal setup time is small enough toaccommodate run lengths of one unit, switching models after every item.

The lines produce at the market at the rate of sales . Workers are addedand subtracted and manufacturing task are reassigned as needed to support

the market rate on all models.


18/26

Batch Flow

Batch of similar products are made at a

time.

Provides higher efficiency than jobbing.

Usually implosive material flow.

Stop-and-go processes

Process-specialised machines and workers

Production scheduling

Process lay-out

Process lay-out


19/26

Objectives of Flow Shop Design

1. Combine activities requiring one or more of the following : the same

special skill, the same tooling or equipment , or the same materialsor parts .

2. Meet operation relationship requirements, such as segregatingdust- producing activities from activities a clean environment.

3. Limit the number of physically demanding tasks each work stationin a manual line.

4. Provide flexibility to meet changes in inputs rates . Work stations

can be reorganized by changing assignments of activities withminimum difficulty and cost.

5. Minimize the space requirements.


20/26

Job Shop Manufacturing

A Job shop process is characterized by the organization of similar

equipment by function( such as milling , turning, forging, and assembly).As Job flow from work center to work center , or department todepartment , a different type of operation is performed in each center ordepartment. Orders may follow similar or different paths through theplant ,suggesting one or several dominant flows.

The layout is intended to support a manufacturing environmentin which there can be a great diversity of flow among products.


21/26

Objective of Job Shop Manufacturing

1. Making prototypes of new products .

2. Making small batches for test marketing or early in the productionof product.

3. Making unique or low

volume products such as machines, tools ,and fixtures used to produce other products.

4. Ensuring quality whenever highly skilled labor is required to meetspecifications .

5. Providing the worker with the opportunity to make all of a partcomponent .Specialization of labor is efficient , but in some cases isnot effective due to worker boredom.

I t f d ti fl


22/26

Improvement of production flow

Many units on carts, shelves, conveyors floors waiting to be assembled or furtherprocessed

Visible reject parts that have not been disposed or repaired

Numerous rework benches or large amount of rework operations in the normalproduction

Workers hanging around idle

Expensive machinery or known bottleneck that is idle

Expediting of high priority work orders on factory floor

Trash on the floor, on the tables, on the shelves

Unplanned partial assemblies carried out due to part shortages /unplanned capacity

problems

Machine operators sorting out defect incoming parts

Daily or frequent ad hoc production status meetings on firefighting basis.

Delivery on time, throughput time, yield and other main measures not visible on factoryfloor


23/26

Fixed Site Manufacturing ( Project )

The key identifying characteristics of fixed site ( project )production is that the materials, tools ,and personnel arebrought to the location where the product is to befabricated. The type of process a found in shipbuilding,construction , road building ,and the final assembly oflarge ,special-purpose trucks ,turbines, aircraft , pressurevessels , and any other items that are difficult to move

from work center to work center .


24/26

Fixed Site production is sometimes used in conjunction with otherprocess. After the product reaches a certain size ,it is often morepractical to keep it stationary and move the necessary components

to its location .

Characteristics of fixed site production include the following:

1. Direct labor personnel frequently are highly trained , very skillful,

and independent. They work from blueprints and generalinstructions rather than detailed process sheets.

2. Order quantities are small and orders frequently have customsdesign features .

3. Tooling , personnel, materials, and other resources should beavailable at the proper time to avoid nonproductive capacity.


25/26

THE CHOICE OF THE CHNOLOGY

Manufacturers constantly seek the product or processcharacteristics that will give them a competitive edge.They need information on changing production process

developments, product technology, informationmanagement systems, and product distribution methods.

The computer is playing an increasing role at all levels of

production and distribution process design .


26/26

Summary

Process choice is a strategic choice.

Depending on process, both challenges andsolutions are different

Production lay-out is the implementation of thechosen process

The process types are presented as stereotypical

cases: however, in reality the line betweendifferent types is sometimes fuzzy.

Presentacion de AdmonOpII

Documents

Transcript of Presentacion de AdmonOpII