NON Management Operations Management Worksheet
Description
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Assignment 1
Introduction to Operations Management (MGT311)
Deadline for students: (12/03/2022@ 23:59) The seventh Week
Course Name:
Student’s Name:
Course Code: MGT311
Student’s ID Number:
Semester: 2nd
CRN:
Academic Year: 1442/1443 H, First Semester
For Instructor’s Use only
Instructor’s Name: Dr.
Students’ Grade:
Level of Marks:
Instructions – PLEASE READ THEM CAREFULLY
❖
This assignment is an individual assignment.
❖ The Assignment must be submitted only in WORD format via allocated folder.
❖ Assignments submitted through email will not be accepted.
❖ Students are advised to make their work clear and well presented. This also
includes filling your information on the cover page.
❖ Students must mention question number clearly in their answer.
❖ Late submitted assignments will NOT be entertained.
❖ Avoid plagiarism, the work should be in your own words, copying from students
or other resources without proper referencing will result in ZERO marks. No
exceptions.
❖ All answered must be typed using Times New Roman (size 12, double-spaced)
font. No pictures containing text will be accepted and will be considered
plagiarism).
❖ Place of Submission is Blackboard.
❖ Weight 10 Marks
Submissions without this cover page will NOT be accepted.
Learning Outcomes
•
To understand different perspectives and concepts in setting up a plant location in
different business situations. (CLO 3.1)
•
Draw backs which could be faced by the company in case of selection of improper
location. (CLO 2.2)
•
Exhibit effective leadership skills and teamwork capacity in making decisions and re
Location. (CLO 3.1)
CREATIVE THINKING
Plant location or the facilities location problem is an important strategic level decisionmaking for an organization. One of the key features of a conversion process (manufacturing
system) is the efficiency with which the products (services) are transferred to the customers.
This fact will include the determination of where to place the plant or facility. The selection of
location is a key-decision as large investment is made in building plant and machinery. It is not
advisable or not possible to change the location very often. So, an improper location of plant
may lead to waste of all the investments made in building and machinery, equipment. Before a
location for a plant is selected, long range forecasts should be made anticipating future needs
of the company. The plant location should be based on the company’s expansion plan and
policy, diversification plan for the products, changing market conditions, the changing sources
of raw materials and many other factors that influence the choice of the location decision. The
purpose of the location study is to find an optimum location one that will result in the greatest
advantage to the organization.
The need for selecting a suitable location arises because of three situations.
I. When starting a new organization, i.e., location choice for the first time. (3 Marks)
II. In case of existing organization.
(3 Marks)
III. In case of Global Location.
(4 Marks)
Q. What considerations would you keep in mind in the above three situations so far as
the decision of selection of plant location is concerned?
Note: you must give 3 answers separately.
Answer:
Operations Management in the
Supply Chain
Decisions and Cases
Seventh Edition
Chapter 1
The Operations
Function
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Learning Objectives
1.1 Define operations management.
1.2 Describe the five main decisions made by operations and supply chain
managers.
1.3 Explain the nature of cross-functional decision making with operations.
1.4 Define typical inputs and outputs of an operations transformation system.
1.5 Identify contemporary challenges facing operations and supply chain
managers.
ﺣدد إدارة اﻟﻌﻣﻠﯾﺎت.
1-2
1-3
1-4
1-5
وﺻف اﻟﻘرارات اﻟرﺋﯾﺳﯾﺔ اﻟﺧﻣﺳﺔ اﻟﺗﻲ اﺗﺧذھﺎ ﻣدﯾرو اﻟﻌﻣﻠﯾﺎت وﺳﻠﺳﻠﺔ اﻹﻣداد.
ﺷرح طﺑﯾﻌﺔ اﺗﺧﺎذ اﻟﻘرارات اﻟﺷﺎﻣﻠﺔ ﻟﻌدة وظﺎﺋف ﻣﻊ اﻟﻌﻣﻠﯾﺎت.
ﺗﺣدﯾد اﻟﻣدﺧﻼت واﻟﻧواﺗﺞ اﻟﻧﻣوذﺟﯾﺔ ﻟﻧظﺎم ﺗﺣوﯾل اﻟﻌﻣﻠﯾﺎت.
ﺗﺣدﯾد اﻟﺗﺣدﯾﺎت اﻟﻣﻌﺎﺻرة اﻟﺗﻲ ﺗواﺟﮫ ﻣدﯾري اﻟﻌﻣﻠﯾﺎت وﺳﻠﺳﻠﺔ اﻟﺗورﯾد.
© McGraw-Hill Education.
1-2
Why Study Operations Management?
• Cross-functional nature of decisions
• Operations is a major function in every organization
• Principles of process thinking can be applied across the
organization
• Operations Management is an interesting and challenging
field of study
• اﻟطﺎﺑﻊ اﻟوظﯾﻔﻲ اﻟﺷﺎﻣل ﻟﻠﻘرارات
• اﻟﻌﻣﻠﯾﺎت ھﻲ وظﯾﻔﺔ رﺋﯾﺳﯾﺔ ﻓﻲ ﻛل ﻣﻧظﻣﺔ
• ﯾﻣﻛن ﺗطﺑﯾق ﻣﺑﺎدئ اﻟﺗﻔﻛﯾر ﻓﻲ اﻟﻌﻣﻠﯾﺎت ﻓﻲ ﺟﻣﯾﻊ أﻧﺣﺎء اﻟﻣﻧظﻣﺔ
• إدارة اﻟﻌﻣﻠﯾﺎت ھو ﻣﺟﺎل ﻣﮭم وﺻﻌب ﻟﻠدراﺳﺔ
© McGraw-Hill Education.
1-3
Definition of Operations Management
• Operations management focuses on decisions
for the production and delivery of the firm’s
products and services.
• وﺗرﻛز أداره اﻟﻌﻣﻠﯾﺎت ﻋﻠﻲ اﻟﻘرارات اﻟﻣﺗﻌﻠﻘﺔ ﺑﺈﻧﺗﺎج وﺗﺳﻠﯾم ﻣﻧﺗﺟﺎت
وﺧدﻣﺎت اﻟﺷرﻛﺔ.
© McGraw-Hill Education.
1-4
Three Aspects of Operations
Management
• ) Decisions:
The operations manager must decide:
▪ Process, quality, capacity, inventory, and supply chain
Function:
– Major functional areas in organizations:
▪ Operations, marketing, finance
Process:
– Planning and controlling the transformation process and its interfaces
(internal/external
–
•
•
–
–
–
–
–
–
–
–
ﻗرارات
ﯾﺟب ان ﯾﻘرر ﻣدﯾر اﻟﻌﻣﻠﯾﺎت:
وﺳﻠﺳﻠﮫ اﻟﺗورﯾد، واﻟﻣﺧزون، واﻟﻘدرة، واﻟﺟودة، اﻟﻌﻣﻠﯾﺔ
وظﯾﻔﮫ:
اﻟﻣﺟﺎﻻت اﻟوظﯾﻔﯾﺔ اﻟرﺋﯾﺳﯾﺔ ﻓﻲ اﻟﻣﻧظﻣﺎت:
اﻟﻌﻣﻠﯾﺎت واﻟﺗﺳوﯾق واﻟﺗﻣوﯾل
ﻋﻣﻠﯾﮫ:
ﺧﺎرﺟﯾﮫ/ﺗﺧطﯾط وﻣراﻗﺑﮫ ﻋﻣﻠﯾﮫ اﻟﺗﺣوﯾل وواﺟﮭﺎﺗﮭﺎ )داﺧﻠﯾﺔ
© McGraw-Hill Education.
1-5
Definition of Supply Chain
• Network of manufacturing and service operations that
supply one another
• From raw materials through production to the end
consumer
• Flows of materials, money, and information
• Links operations across organizations
• ﺷﺑﻛﮫ ﻣن ﻋﻣﻠﯾﺎت اﻟﺗﺻﻧﯾﻊ واﻟﺧدﻣﺎت اﻟﺗﻲ ﺗوﻓر ﺑﻌﺿﮭﺎ اﻟﺑﻌض
• ﻣن اﻟﻣواد اﻟﺧﺎم ﻣن ﺧﻼل اﻹﻧﺗﺎج إﻟﻰ اﻟﻣﺳﺗﮭﻠك اﻟﻧﮭﺎﺋﻲ
• ﺗدﻓﻘﺎت اﻟﻣواد واﻷﻣوال واﻟﻣﻌﻠوﻣﺎت
• ﻋﻣﻠﯾﺎت اﻟرﺑط ﻋﺑر اﻟﻣؤﺳﺳﺎت
© McGraw-Hill Education.
1-6
•
•
•
•
•
Major Decisions at Pizza USA
Process
– How should we produce pizzas?
Quality
– How do we meet quality standards and ensure a good customer
experience?
Capacity
– How much output do we need at various times?
Inventory
– Which ingredients, when & how much?
Supply Chain
– How to source inputs and manage logistics?
– ﻋﻣﻠﯾﮫ
– ﻛﯾف ﯾﺟب ان ﻧﻧﺗﺞ اﻟﺑﯾﺗزا ؟
– ﻧوﻋﯾﮫ
– ﻛﯾف ﯾﻣﻛﻧﻧﺎ اﻟوﻓﺎء ﺑﻣﻌﺎﯾﯾر اﻟﺟودة وﺿﻣﺎن ﺗﺟرﺑﮫ ﺟﯾده ﻟﻠﻌﻣﻼء ؟
– اﻟﻘدرات
– ﻣﺎ ھو ﻣﻘدار اﻹﻧﺗﺎج اﻟذي ﻧﺣﺗﺎﺟﮫ ﻓﻲ أوﻗﺎت ﻣﺧﺗﻠﻔﮫ ؟
– اﻟﻣﺧزون
– ﻣﺗﻰ * ﻛم ؟، اي اﻟﻣﻛوﻧﺎت
– ﺳﻠﺳﻠﮫ اﻟﺗورﯾد
– ﻛﯾﻔﯾﮫ ﻣﺻدر اﻟﻣدﺧﻼت وأداره اﻟﻠوﺟﺳﺗﯾﺎت ؟
© McGraw-Hill Education.
1-7
Contingencies (1 of 2)
•
Decisions related to process, quality, capacity, inventory and supply chain
must account for:
– upstream suppliers
– downstream customers
– other functions (marketing, finance)
– support functions (HR, Info systems, accounting)
– situations (supply disruption, seasonal demand peaks)
– conditions (economy, changing customer preferences)
– many other contingencies
– وﯾﺟب ان ﺗراﻋﻲ اﻟﻘرارات اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﻌﻣﻠﯾﺔ واﻟﻧوﻋﯾﺔ واﻟﻘدرة واﻟﻣﺧزون وﺳﻠﺳﻠﮫ اﻟﺗورﯾد ﻣﺎ ﯾﻠﻲ:
– اﻟﻣﻧﺑﻊ اﻟﻣوردﯾن
– ﻋﻣﻼء اﻟﻣﺻب
– (وظﺎﺋف أﺧرى )اﻟﺗﺳوﯾق واﻟﺗﻣوﯾل
– ( اﻟﻣﺣﺎﺳﺑﺔ، ﻧظم اﻟﻣﻌﻠوﻣﺎت، وظﺎﺋف اﻟدﻋم )اﻟﻣوارد اﻟﺑﺷرﯾﺔ
– ( ﻗﻣم اﻟطﻠب اﻟﻣوﺳﻣﻲ، اﻟﺣﺎﻻت )اﻧﻘطﺎع اﻟﻌرض
– ( وﺗﻐﯾﯾر ﺗﻔﺿﯾﻼت اﻟﻌﻣﻼء، ﺷروط )اﻻﻗﺗﺻﺎد
– اﻟﻌدﯾد ﻣن اﻟطوارئ اﻷﺧرى
© McGraw-Hill Education.
1-8
Contingencies (2 of 2)
In other words, there is no single set of
“best” practices. The best decision-making
will depend on the situation.
ﺳﯾﺗوﻗف. ﻻ ﺗوﺟد ﻣﺟﻣوﻋﮫ واﺣده ﻣن “أﻓﺿل” اﻟﻣﻣﺎرﺳﺎت، وﺑﻌﺑﺎرة أﺧرى
أﻓﺿل ﺻﻧﻊ اﻟﻘرار ﻋﻠﻲ اﻟﺣﺎﻟﺔ.
© McGraw-Hill Education.
1-9
Cross-Functional Decision Making
• Operations as the primary production function.
• Other primary functions:
– Marketing
– Finance
• Supporting functions: all others
• Major cross-functional decision making relationships (See
Table 1.2)
• اﻟﻌﻣﻠﯾﺎت ﻛوظﯾﻔﺔ اﻹﻧﺗﺎج اﻻﺳﺎﺳﯾﮫ.
• اﻟوظﺎﺋف اﻻﺳﺎﺳﯾﮫ اﻷﺧرى:
• اﻟﺗﺳوﯾق
• اﻟﻣﺎﻟﯾﮫ
• ﺟﻣﯾﻊ اﻵﺧرﯾن:وظﺎﺋف اﻟدﻋم
• 1.2 ﻋﻼﻗﺎت ﺻﻧﻊ اﻟﻘرار اﻟرﺋﯾﺳﯾﺔ اﻟﻣﺗﻌددة اﻟوظﺎﺋف )اﻧظر اﻟﺟدول
© McGraw-Hill Education.
1-10
Operations as a Process
Fabrication: making the parts
Assembly: putting the parts together
© McGraw-Hill Education.
1-11
Operations as a Process (Figure 1.2)
© McGraw-Hill Education.
1-12
Contemporary Operations Challenges
•
•
•
•
•
•
•
•
•
•
Service and Manufacturing (differences and implications)
Customer-Directed Operations (“voice of the customer”)
Integration of Decisions Internally and Externally
Environmental Sustainability
Globalization of Operations and the Supply Chain
(اﻟﺧدﻣﺔ واﻟﺗﺻﻧﯾﻊ )اﻻﺧﺗﻼﻓﺎت واﻵﺛﺎر
(“اﻟﻌﻣﻠﯾﺎت اﻟﻣوﺟﮭﺔ ﻟﻠﻌﻣﯾل )”ﺻوت اﻟﻌﻣﯾل
دﻣﺞ اﻟﻘرارات داﺧﻠﯾﺎ وﺧﺎرﺟﯾﺎ
اﻻﺳﺗداﻣﺔ اﻟﺑﯾﺋﯾﺔ
ﻋوﻟﻣﺔ اﻟﻌﻣﻠﯾﺎت وﺳﻠﺳﻠﮫ اﻟﺗورﯾد
© McGraw-Hill Education.
1-13
Summary
1.1
Define operations management.
1.2 Describe the five main decisions made by operations and supply
chain managers.
1.3 Explain the nature of cross-functional decision making with
operations.
1.4 Define typical inputs and outputs of an operations transformation
system.
1.5 Identify contemporary challenges facing operations and supply
chain managers.
ﺗﻌرﯾف أداره اﻟﻌﻣﻠﯾﺎت.
1.2
1.3
1.4
1.5
وﺻف اﻟﻘرارات اﻟرﺋﯾﺳﯾﺔ اﻟﺧﻣﺳﺔ اﻟﺗﻲ اﺗﺧذھﺎ ﻣدﯾرو اﻟﻌﻣﻠﯾﺎت وﺳﻠﺳﻠﮫ اﻟﺗورﯾد.
ﺷرح طﺑﯾﻌﺔ ﻋﻣﻠﯾﮫ اﺗﺧﺎذ اﻟﻘرارات اﻟﺷﺎﻣﻠﺔ ﻟﺟﻣﯾﻊ اﻟوظﺎﺋف.
ﺗﺣدﯾد اﻟﻣدﺧﻼت واﻟﻣﺧرﺟﺎت اﻟﻧﻣوذﺟﯾﺔ ﻟﻧظﺎم ﺗﺣوﯾل اﻟﻌﻣﻠﯾﺎت.
ﺗﺣدﯾد اﻟﺗﺣدﯾﺎت اﻟﻣﻌﺎﺻرة اﻟﺗﻲ ﺗواﺟﮫ ﻣدراء اﻟﻌﻣﻠﯾﺎت وﺳﻠﺳﻠﮫ اﻟﺗورﯾد
© McGraw-Hill Education.
1-14
End of Presentation
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1-15
Operations Management in the
Supply Chain
Decisions and Cases
Seventh Edition
Chapter 2
Operations and
Supply Chain
Strategy
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Learning Objectives (1 of 2)
2.1
2.2
2.3
2.4
Define operations strategy.
Describe the elements of operations
strategy and alignment with business and
other functional strategies.
Differentiate the ways to compete with
operations objectives.
Compare product imitator and innovator
strategies.
© McGraw-Hill Education.
2-2
Learning Objectives (2 of 2)
2.5
2.6
2.7
2.8
Provide examples of a distinctive
competence for operations
Explain the nature of global operations
and supply chains.
Describe two types of supply chain
strategies.
Illustrate how operations can become
more environmentally sustainable.
© McGraw-Hill Education.
2-3
Operations Strategy
A consistent pattern of business decisions
for operations and the associated supply chain…
… that are linked to the business strategy
and other functional strategies, leading to a
competitive advantage for the firm.”
ﻧﻣط ﺛﺎﺑت ﻣن اﻟﻘرارات اﻟﺗﺟﺎرﯾﺔ ﻟﻠﻌﻣﻠﯾﺎت وﺳﻠﺳﻠﺔ اﻟﺗورﯾد اﻟﻣرﺗﺑطﺔ ﺑﮭﺎ…
… ﻣﻣﺎ،اﻟﺗﻲ ﺗرﺗﺑط ﺑﺎﺳﺗراﺗﯾﺟﯾﺔ اﻷﻋﻣﺎل واﻻﺳﺗراﺗﯾﺟﯾﺎت اﻟوظﯾﻔﯾﺔ اﻷﺧرى
ﯾؤدي إﻟﻰ ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ ﻟﻠﺷرﻛﺔ
© McGraw-Hill Education.
2-4
Operations Strategy Process
(Figure 2.1)
© McGraw-Hill Education.
2-5
Operations Strategic Objectives
• Cost – resources used
• Quality – conformance to customer expectations
• Delivery – quickly and on time
• Flexibility – ability to rapidly change operations
How does a firm use these objectives to gain a competitive
advantage?
What trade-offs exist among the objectives? اﻟﺗﻛﻠﻔﺔ – اﻟﻣوارد اﻟﻣﺳﺗﺧدﻣﺔ
اﻟﺗواﻓق ﻣﻊ ﺗوﻗﻌﺎت اﻟﻌﻣﻼء- اﻟﺟودة
اﻟﺗﺳﻠﯾم – ﺑﺳرﻋﺔ وﻓﻲ اﻟوﻗت اﻟﻣﺣدد
اﻟﻣروﻧﺔ – اﻟﻘدرة ﻋﻠﻰ ﺗﻐﯾﯾر اﻟﻌﻣﻠﯾﺎت ﺑﺳرﻋﺔ
ﻛﯾف ﺗﺳﺗﺧدم اﻟﺷرﻛﺔ ھذه اﻷھداف ﻟﻠﺣﺻول ﻋﻠﻰ ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ؟
وﻣﺎ ھﻲ اﻟﻣﻔﺎﺿﻼت اﻟﻘﺎﺋﻣﺔ ﺑﯾن اﻷھداف؟
© McGraw-Hill Education.
2-6
Examples of Important Strategic
Decisions in Operations (Table 2.2)
Strategic Decision
Decision Type
Strategic Choice
Process
Span of process
Automation
Process flow
Job specialization
Make or buy
Hand/machine-made
Project, batch, line or continuous
High or low specialization
Quality
Approach
Training
Suppliers
Prevention or inspection
Technical or managerial training
Selected on quality or cost
Capacity
Facility size
Location
Investment
One large or several small facilities
Near markets, low cost or foreign
Permanent or temporary
Inventory
Amount
Distribution
Control Systems
High or low levels of inventory
Centralized or decentralized warehouse
Control in greater or less detail
Supply Chain
Sourcing
Logistics
Insource or outsource products
National or global distribution
© McGraw-Hill Education.
2-7
Distinctive Competence
• This operations capability is something an
organization does better than any competing
organization that adds value for the
customer.
• Examples: patents, proprietary technology,
operations innovations
• ھذه اﻟﻘدرة ﻋﻠﻰ اﻟﻌﻣﻠﯾﺎت ھﻲ ﺷﻲء ﺗﻘوم ﺑﮫ اﻟﻣؤﺳﺳﺔ ﺑﺷﻛل أﻓﺿل ﻣن
أي ﻣؤﺳﺳﺔ ﻣﻧﺎﻓﺳﺔ ﺗﺿﯾف ﻗﯾﻣﺔ ﻟﻠﻌﻣﯾل.
• واﺑﺗﻛﺎرات، واﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﺳﺟﻠﺔ اﻟﻣﻠﻛﯾﺔ، ﺑراءات اﻻﺧﺗراع:أﻣﺛﻠﺔ
اﻟﻌﻣﻠﯾﺎت
© McGraw-Hill Education.
2-8
•
Linking Operations to Business
Strategies (1 of 2)
Business strategy alternatives
–
Product Imitator
▪
–
Product Innovator
▪
•
Operations must focus on keeping costs low.
Operations must maintain flexibility in processes, labor and suppliers.
Customer perspective
–
Order Qualifiers: objectives customers consider in the product/service
–
Order Winners: objectives that cause customer to choose a particular product/se
–
داﺋل اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻌﻣل
–
ﻣﻘﻠد اﻟﻣﻧﺗﺞ
–
وﯾﺟب أن ﺗرﻛز اﻟﻌﻣﻠﯾﺎت ﻋﻠﻰ إﺑﻘﺎء اﻟﺗﻛﺎﻟﯾف ﻣﻧﺧﻔﺿﺔ.
–
ﻣﺑﺗﻛر اﻟﻣﻧﺗﺞ
–
وﯾﺟب أن ﺗﺣﺎﻓظ اﻟﻌﻣﻠﯾﺎت ﻋﻠﻰ اﻟﻣروﻧﺔ ﻓﻲ اﻟﻌﻣﻠﯾﺎت واﻟﻌﻣﺎﻟﺔ واﻟﻣوردﯾن.
–
ﻣﻧظور اﻟﻌﻣﻼء
–
اﻟﺧدﻣﺔ/ اﻷھداف اﻟﺗﻲ ﯾﻧظر ﻓﯾﮭﺎ اﻟﻌﻣﻼء ﻓﻲ اﻟﻣﻧﺗﺞ:ﺗرﺗﯾب اﻟﺗﺻﻔﯾﺎت
–
ﺧدﻣﺔ ﻣﻌﯾﻧﺔ/ اﻷھداف اﻟﺗﻲ ﺗﺳﺑب اﻟﻌﻣﯾل ﻓﻲ اﺧﺗﯾﺎر ﻣﻧﺗﺞ:اﻟﻔﺎﺋزون ﺑﺎﻟطﻠب
© McGraw-Hill Education.
2-9
Linking Operations to Business
Strategies (2 of 2)
• Business strategy alternatives
– Product Imitator
▪ Order Winner = price (low cost)
▪ Order Qualifiers = flexibility, quality, delivery
– Product Innovator
▪ Order Winner = flexibility (rapid introduction of new
products)
▪ Order Qualifiers = cost, delivery, quality ﺑداﺋل اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻌﻣل
▪ ﻣﻘﻠد اﻟﻣﻧﺗﺞ
▪ (اﻟﻔﺎﺋز ﺑﺎﻟطﻠب = اﻟﺳﻌر )ﺗﻛﻠﻔﺔ ﻣﻧﺧﻔﺿﺔ
▪ ﺗرﺗﯾب اﻟﺗﺻﻔﯾﺎت = اﻟﻣروﻧﺔ واﻟﺟودة واﻟﺗﺳﻠﯾم
▪ ﻣﺑﺗﻛر اﻟﻣﻧﺗﺞ
▪ (اﻟﻔﺎﺋز ﺑﺎﻟطﻠب = اﻟﻣروﻧﺔ )اﻹدﺧﺎل اﻟﺳرﯾﻊ ﻟﻠﻣﻧﺗﺟﺎت اﻟﺟدﯾدة
▪ ﺗرﺗﯾب اﻟﺗﺻﻔﯾﺎت = اﻟﺗﻛﻠﻔﺔ واﻟﺗﺳﻠﯾم واﻟﺟودة
© McGraw-Hill Education.
2-10
Example: McDonald’s Operations
Strategy
• Mission: fast product/service, consistent quality, low cost,
clean/friendly environment
• Operations Objectives: cost, quality, service
• Strategic Decisions: process, quality, capacity, inventory,
supply chain
• Distinctive Competence: today: continuous improvement of
the transformation system, and brand (originally: unique
service/supply chain) ، واﻧﺧﻔﺎض اﻟﺗﻛﻠﻔﺔ، وﻧوﻋﯾﺔ ﻣﺗﺳﻘﺔ، اﻟﺧدﻣﺔ/ ﺳرﯾﻊ اﻟﻣﻧﺗﺞ:اﻟﻣﮭﻣﺔ
ودﯾﺔ/ وﺑﯾﺋﺔ ﻧظﯾﻔﺔ
• اﻟﺗﻛﻠﻔﺔ واﻟﺟودة واﻟﺧدﻣﺔ:أھداف اﻟﻌﻣﻠﯾﺎت
• ﺳﻠﺳﻠﺔ اﻟﺗورﯾد، اﻟﻣﺧزون، اﻟﻘدرات، اﻟﻧوﻋﯾﺔ، اﻟﻌﻣﻠﯾﺔ:اﻟﻘرارات اﻻﺳﺗراﺗﯾﺟﯾﺔ
• ﺧدﻣﺔ ﻓرﯾدة: واﻟﻌﻼﻣﺔ اﻟﺗﺟﺎرﯾﺔ )ﻓﻲ اﻷﺻل، اﻟﺗﺣﺳﯾن اﻟﻣﺳﺗﻣر ﻟﻧظﺎم اﻟﺗﺣول: اﻟﯾوم:اﻟﻛﻔﺎءة اﻟﻣﻣﯾزة
( ﺳﻠﺳﻠﺔ اﻟﺗورﯾد/ ﻣن ﻧوﻋﮭﺎ
© McGraw-Hill Education.
2-11
Global Operations and Supply Chains
• Traditional” (multi-country, multi-strategy) versus
“Global” (single-strategy) firm.
• Characteristics of the “Global Corporation” differ
from the traditional company.
• Rethink the supply chain (product design, process
design, location, workforce policies). اﻟﺗﻘﻠﯾدﯾﺔ” )ﻣﺗﻌددة
واﺳﺗراﺗﯾﺟﯾﺔ ﻣﺗﻌددة( ﻣﻘﺎﺑل “اﻟﻌﺎﻟﻣﯾﺔ” )اﺳﺗراﺗﯾﺟﯾﺔ واﺣدة( ﺷرﻛﺔ،اﻟﺑﻠدان.
• وﺗﺧﺗﻠف ﺧﺻﺎﺋص “اﻟﺷرﻛﺔ اﻟﻌﺎﻟﻣﯾﺔ” ﻋن اﻟﺷرﻛﺔ اﻟﺗﻘﻠﯾدﯾﺔ.
• ، واﻟﻣوﻗﻊ، وﺗﺻﻣﯾم اﻟﻌﻣﻠﯾﺎت،إﻋﺎدة اﻟﺗﻔﻛﯾر ﻓﻲ ﺳﻠﺳﻠﺔ اﻟﺗورﯾد )ﺗﺻﻣﯾم اﻟﻣﻧﺗﺞ
(وﺳﯾﺎﺳﺎت اﻟﻘوى اﻟﻌﺎﻣﻠﺔ.
© McGraw-Hill Education.
2-12
Characteristics of “Global
Corporations”
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Facilities located worldwide, not country by country.
Products & services can be shifted among countries.
Sourcing on a global basis.
Supply chain is global in nature.
Product design & process technology are global.
Products/service fit global tastes.
Demand is considered on worldwide basis.
Logistics & inventory control is on worldwide basis. ،اﻟﻣراﻓق اﻟﻣوﺟودة ﻓﻲ ﺟﻣﯾﻊ أﻧﺣﺎء اﻟﻌﺎﻟم
وﻟﯾس ﻛل ﺑﻠد ﻋﻠﻰ ﺷﺑﻛﺔ اﻟﺑﻠد.
اﻟﻣﻧﺗﺟﺎت * ﯾﻣﻛن ﺗﺣوﯾل اﻟﺧدﻣﺎت ﺑﯾن اﻟﺑﻠدان.
اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ ﻋﻠﻰ أﺳﺎس ﻋﺎﻟﻣﻲ.
ﺳﻠﺳﻠﺔ اﻟﺗورﯾد ﻋﺎﻟﻣﯾﺔ ﻓﻲ طﺑﯾﻌﺗﮭﺎ.
ﺗﺻﻣﯾم اﻟﻣﻧﺗﺞ * ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻌﻣﻠﯾﺔ ھﻲ ﻋﺎﻟﻣﯾﺔ.
اﻟﺧدﻣﺔ ﺗﻧﺎﺳب اﻷذواق اﻟﻌﺎﻟﻣﯾﺔ/ اﻟﻣﻧﺗﺟﺎت.
وﯾُﻧظر ﻓﻲ اﻟطﻠب ﻋﻠﻰ أﺳﺎس ﻋﺎﻟﻣﻲ.
اﻟﻠوﺟﺳﺗﯾﺔ * ﻣراﻗﺑﺔ اﻟﻣﺧزون ﻋﻠﻰ أﺳﺎس ﻋﺎﻟﻣﻲ
© McGraw-Hill Education.
2-13
Supply Chain Strategy
•
•
•
To achieve competitive advantage for entire supply chain, rather than individual
entities.
Two supply chain strategies:
– Imitative Products (e.g. commodities)
▪ Predictable demand
▪ Efficient, low-cost supply chain
– Innovative Products (e.g. new technologies)
▪ Unpredictable demand
▪ Flexible, fast supply chain
Firms design supply chain for each product/service or group of products/services
– Avoid “one size fits all” strategy ﺑدﻻً ﻣن اﻟﻛﯾﺎﻧﺎت اﻟﻔردﯾﺔ،ﺗﺣﻘﯾق ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ ﻟﺳﻠﺳﻠﺔ اﻟﺗورﯾد ﺑﺄﻛﻣﻠﮭﺎ.
– اﺳﺗراﺗﯾﺟﯾﺗﺎن ﻟﺳﻠﺳﻠﺔ اﻟﺗورﯾد:
– (اﻟﻣﻧﺗﺟﺎت اﻟﻣﻘﻠدة )ﻣﺛل اﻟﺳﻠﻊ
– اﻟطﻠب اﻟذي ﯾﻣﻛن اﻟﺗﻧﺑؤ ﺑﮫ
– واﻧﺧﻔﺎض ﺗﻛﻠﻔﺔ ﺳﻠﺳﻠﺔ اﻟﺗورﯾد،ﻛﻔﺎءة
– (اﻟﻣﻧﺗﺟﺎت اﻟﻣﺑﺗﻛرة )ﻣﺛل اﻟﺗﻛﻧوﻟوﺟﯾﺎت اﻟﺟدﯾدة
– اﻟطﻠب اﻟذي ﻻ ﯾﻣﻛن اﻟﺗﻧﺑؤ ﺑﮫ
– ﻣرﻧﺔ وﺳرﯾﻌﺔ ﺳﻠﺳﻠﺔ اﻟﺗورﯾد
– اﻟﺧدﻣﺎت/ﺧدﻣﺔ أو ﻣﺟﻣوﻋﺔ ﻣن اﻟﻣﻧﺗﺟﺎت/ﺗﺻﻣﯾم اﻟﺷرﻛﺎت ﻟﺳﻠﺳﻠﺔ اﻟﺗورﯾد ﻟﻛل ﻣﻧﺗﺞ
– ”ﺗﺟﻧب اﺳﺗراﺗﯾﺟﯾﺔ “ﻣﻘﺎس واﺣد ﯾﻧﺎﺳب اﻟﺟﻣﯾﻊ
© McGraw-Hill Education.
2-14
Environment & Sustainable
Operations (1 of 2)
• Operations Sustainability:
– minimizing or eliminating environmental
impact of operations
– social and financial viability of the firm for
future generations
– اﺳﺗداﻣﺔ اﻟﻌﻣﻠﯾﺎت:
– اﻟﺗﻘﻠﯾل إﻟﻰ أدﻧﻰ ﺣد ﻣن اﻷﺛر اﻟﺑﯾﺋﻲ ﻟﻠﻌﻣﻠﯾﺎت أو اﻟﻘﺿﺎء ﻋﻠﯾﮫ
– اﻟﺟدوى اﻻﺟﺗﻣﺎﻋﯾﺔ واﻟﻣﺎﻟﯾﺔ ﻟﻠﺷرﻛﺔ ﻟﻸﺟﯾﺎل اﻟﻣﻘﺑﻠﺔ
© McGraw-Hill Education.
2-15
Environment & Sustainable
Operations (2 of 2)
• Operations ‘greening’ may include:
– Eliminating air, water, landfill pollution
– Reducing energy consumption
– Minimizing transportation and total carbon footprint
– Working with suppliers to use recyclable and
biodegradable packaging
– Incorporating product reuse, end-of-life return,
recyclingوﯾﻣﻛن أن ﺗﺷﻣل ﻋﻣﻠﯾﺎت “اﻟﺗﺧﺿﯾر” ﻣﺎ ﯾﻠﻲ:
– اﻟﻘﺿﺎء ﻋﻠﻰ ﺗﻠوث اﻟﮭواء واﻟﻣﺎء وﻣداﻓن اﻟﻘﻣﺎﻣﺔ
– اﻟﺣد ﻣن اﺳﺗﮭﻼك اﻟطﺎﻗﺔ
– اﻟﺗﻘﻠﯾل إﻟﻰ أدﻧﻰ ﺣد ﻣن اﻟﻧﻘل واﻟﺑﺻﻣﺔ اﻟﻛرﺑوﻧﯾﺔ اﻹﺟﻣﺎﻟﯾﺔ
– اﻟﻌﻣل ﻣﻊ اﻟﻣوردﯾن ﻻﺳﺗﺧدام اﻟﻌﺑوات اﻟﻘﺎﺑﻠﺔ ﻹﻋﺎدة اﻟﺗدوﯾر واﻟﻘﺎﺑﻠﺔ ﻟﻠﺗﺣﻠل اﻟﺑﯾوﻟوﺟﻲ
– وإﻋﺎدة اﻟﺗدوﯾر، واﻟﻌودة ﻓﻲ ﻧﮭﺎﯾﺔ اﻟﻌﻣر،دﻣﺞ إﻋﺎدة اﺳﺗﺧدام اﻟﻣﻧﺗﺞ
© McGraw-Hill Education.
2-16
Summary (1 of 2)
2.1
2.2
2.3
2.4
2.5
Define operations strategy.
Describe the elements of operations strategy
and alignment with business and other
functional strategies.
Differentiate the ways to compete with
operations objectives.
Compare product imitator and innovator
strategies.
Provide examples of a distinctive competence
for operations.
© McGraw-Hill Education.
2-17
Summary (2 of 2)
2.6
2.7
2.8
Explain the nature of global operations and
supply chains.
Describe two types of supply chain strategies.
Illustrate how operations can become more
environmentally sustainable.
© McGraw-Hill Education.
2-18
End of Presentation
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
2-19
Operations Management in the
Supply Chain
Decisions and Cases
Seventh Edition
Chapter 3
Product Design
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Learning Objectives
3.1
3.2
3.3
3.4
3.5
3.6
Compare the three strategies for new product
introduction.
Describe the three phases of new-product
development.
Evaluate how concurrent engineering deals
with misalignment.
Describe the criteria that should be used for
supplier selection.
Evaluate an example of Quality Function
Deployment.
Explain the benefits of modular design.
© McGraw-Hill Education.
3-2
Product Design: Why Does
Operations Care?
•
•
Traditionally: throw design “over the wall”
Today:
– must be able to make the product (process)
▪ technology
▪ availability of resources
– must have the right type and amount of capacity
– must deliver a quality product or service
– must have right inventory at right time رﻣﻲ ﺗﺻﻣﯾم “ﻋﻠﻰ اﻟﺟدار:”ﺗﻘﻠﯾدﯾﺎ
– اﻟﯾوم:
– (ﯾﺟب أن ﺗﻛون ﻗﺎدرة ﻋﻠﻰ ﺟﻌل اﻟﻣﻧﺗﺞ )ﻋﻣﻠﯾﺔ
– اﻟﺗﻛﻧوﻟوﺟﯾﺎ
– ﺗواﻓر اﻟﻣوارد
– ﯾﺟب أن ﯾﻛون ﻟدﯾك اﻟﻧوع اﻟﺻﺣﯾﺢ وﻛﻣﯾﺔ اﻟﻘدرة
– ﯾﺟب ﺗﻘدﯾم ﻣﻧﺗﺞ أو ﺧدﻣﺔ ذات ﺟودة ﻋﺎﻟﯾﺔ
– ﯾﺟب أن ﯾﻛون اﻟﻣﺧزون اﻟﺻﺣﯾﺢ ﻓﻲ اﻟوﻗت اﻟﻣﻧﺎﺳب
© McGraw-Hill Education.
3-3
Strategies for New-Product
Introduction
•
•
•
Market Pull: “Make what we can sell”
– Organize resources to fulfill customer demand
– Food industry
Technology Push: “Sell what we can make”
– Develop superior technologies and products
– Electronics
Interfunctional View: most difficult
– Cross-functional design team – marketing, engineering, operations, finance
– Challenge to gain cooperation of all functions
– Consider existing and new markets
– “ﺟﻌل ﻣﺎ ﯾﻣﻛﻧﻧﺎ ﺑﯾﻊ:”ﺳﺣب اﻟﺳوق
– ﺗﻧظﯾم اﻟﻣوارد ﻟﺗﻠﺑﯾﺔ طﻠب اﻟﻌﻣﻼء
– اﻟﺻﻧﺎﻋﺎت اﻟﻐذاﺋﯾﺔ
– “ﺑﯾﻊ ﻣﺎ ﯾﻣﻛﻧﻧﺎ أن ﻧﺟﻌل:”دﻓﻊ اﻟﺗﻛﻧوﻟوﺟﯾﺎ
– ﺗطوﯾر ﺗﻘﻧﯾﺎت وﻣﻧﺗﺟﺎت ﻣﺗﻔوﻗﺔ
– اﻻﻟﻛﺗروﻧﯾﺎت
– اﻷﻛﺛر ﺻﻌوﺑﺔ:طرﯾﻘﺔ ﻋرض ﺑﯾن اﻟوظﺎﺋف
– اﻟﺗﺳوﯾق واﻟﮭﻧدﺳﺔ واﻟﻌﻣﻠﯾﺎت واﻟﻣﺎﻟﯾﺔ- ©اﻟوظﺎﺋف
اﻟﺗﺻﻣﯾم ﻣﺗﻌدد
ﻓرﯾق
McGraw-Hill
Education.
3-4
Figure 3.1 Lack of cooperation in
designing a swing
© McGraw-Hill Education.
3-5
•
•
•
New
Product
Development
Process
Concept Development
– Idea generation and evaluation of alternative ideas
Product Design
– Design of the physical product
– Design of the production process
Pilot Production/Testing
– Testing production prototypes (e.g., 3D printing)
– Finalizing production process
– Finalizing ‘information package’ specifying product and process design
details
– ﺗطوﯾر اﻟﻣﻔﺎھﯾم
– ﺗوﻟﯾد اﻷﻓﻛﺎر وﺗﻘﯾﯾم اﻷﻓﻛﺎر اﻟﺑدﯾﻠﺔ
– ﺗﺻﻣﯾم اﻟﻣﻧﺗﺞ
– ﺗﺻﻣﯾم اﻟﻣﻧﺗﺞ اﻟﻣﺎدي
– ﺗﺻﻣﯾم ﻋﻣﻠﯾﺔ اﻹﻧﺗﺎج
– اﻻﺧﺗﺑﺎر/ اﻹﻧﺗﺎج اﻟﺗﺟرﯾﺑﻲ
– ( اﻟطﺑﺎﻋﺔ ﺛﻼﺛﯾﺔ اﻷﺑﻌﺎد،اﺧﺗﺑﺎر ﻧﻣﺎذج اﻹﻧﺗﺎج )ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل
© McGraw-Hill Education.
3-6
– وﺿﻊ اﻟﻠﻣﺳﺎت اﻷﺧﯾرة ﻋﻠﻰ ﻋﻣﻠﯾﺔ اﻹﻧﺗﺎج
New Product Design Process
(Figure 3.2)
© McGraw-Hill Education.
3-7
Cross-Functional Product Design
(1 of 2)
•
Sequential approach
– Functions (marketing, engineering, operations) work
independently before passing work to next step. This is the
‘over the wall’ approach.
– Often results in misalignment of market needs, design, and
production process.
– اﻟﻧﮭﺞ اﻟﻣﺗﺳﻠﺳل
– .ﺗﻌﻣل اﻟﻣﮭﺎم )اﻟﺗﺳوﯾق واﻟﮭﻧدﺳﺔ واﻟﻌﻣﻠﯾﺎت( ﺑﺷﻛل ﻣﺳﺗﻘل ﻗﺑل ﺗﻣرﯾر اﻟﻌﻣل إﻟﻰ اﻟﺧطوة اﻟﺗﺎﻟﯾﺔ
”ھذا ھو ﻧﮭﺞ “ﻓوق اﻟﺟدار.
– ﻏﺎﻟﺑﺎ ً ﻣﺎ ﯾؤدي إﻟﻰ ﻋدم اﺗﺳﺎق اﺣﺗﯾﺎﺟﺎت اﻟﺳوق واﻟﺗﺻﻣﯾم وﻋﻣﻠﯾﺔ اﻹﻧﺗﺎج.
© McGraw-Hill Education.
3-8
Cross-Functional Product Design
(2 of 2)
•
Concurrent approach
– Also called concurrent engineering.
– Functions cooperate, work together over the same time
frame.
– Cross-functional teams.
– Not always “best” approach (e.g. high uncertainty of market
or technology).
– اﻟﻧﮭﺞ اﻟﻣﺗزاﻣن
– ﺗﺳﻣﻰ أﯾﺿﺎ اﻟﮭﻧدﺳﺔ اﻟﻣﺗزاﻣﻧﺔ.
– واﻟﻌﻣل ﻣﻌﺎ ﻋﻠﻰ ﻧﻔس اﻹطﺎر اﻟزﻣﻧﻲ،وظﺎﺋف اﻟﺗﻌﺎون.
– ﻓرق ﻣﺗﻌددة اﻟوظﺎﺋف.
– (ﻟﯾس داﺋﻣﺎ “أﻓﺿل” اﻟﻧﮭﺞ )ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل ﻋدم اﻟﯾﻘﯾن ﻋﺎﻟﯾﺔ ﻣن اﻟﺳوق أو اﻟﺗﻛﻧوﻟوﺟﯾﺎ.
© McGraw-Hill Education.
3-9
Cross-Functional Product Design
FIGURE 3.3 Sequential and concurrent
approaches.
© McGraw-Hill Education.
3-10
Supply Chain Collaboration
•
•
Relationships with Customers
– Ask right questions
– Align incentives to share knowledge
– Create collaborative technology platform
– Include as advisors to design team
Criteria for Relationships with Suppliers
– Technical expertise
– Capabilities – cost, time, quality targets
– Capacity availability
– Low riskاﻟﻌﻼﻗﺎت ﻣﻊ اﻟﻌﻣﻼء
– طرح اﻷﺳﺋﻠﺔ اﻟﺻﺣﯾﺣﺔ
– ﻣواءﻣﺔ اﻟﺣواﻓز ﻟﺗﻘﺎﺳم اﻟﻣﻌﺎرف
– إﻧﺷﺎء ﻣﻧﺻﺔ ﺗﻘﻧﯾﺔ ﺗﻌﺎوﻧﯾﺔ
– إدراج ﻛﻣﺳﺗﺷﺎرﯾن ﻟﻔرﯾق اﻟﺗﺻﻣﯾم
– ﻣﻌﺎﯾﯾر اﻟﻌﻼﻗﺎت ﻣﻊ اﻟﻣوردﯾن
– اﻟﺧﺑرة اﻟﺗﻘﻧﯾﺔ
© McGraw-Hill Education.
– اﻟﺗﻛﻠﻔﺔ واﻟوﻗت وأھداف اﻟﺟودة- اﻟﻘدرات
3-11
Quality Function Deployment (QFD)
•
•
•
•
•
•
•
•
•
•
•
•
•
•
“House of Quality”
Tool for interfunctional cooperation
Customer Attributes
– “Voice of the Customer”
Engineering Characteristics
– “Voice of the Engineer”
Helps identify tradeoffs
Can include target values and competitive comparison
“”ﺑﯾت اﻟﺟودة
أداة ﻟﻠﺗﻌﺎون ﺑﯾن اﻟوظﺎﺋف
ﺳﻣﺎت اﻟﻌﻣﯾل
“”ﺻوت اﻟﻌﻣﯾل
اﻟﺧﺻﺎﺋص اﻟﮭﻧدﺳﯾﺔ
“”ﺻوت اﻟﻣﮭﻧدس
ﯾﺳﺎﻋد ﻋﻠﻰ ﺗﺣدﯾد اﻟﻣﻔﺎﺿﻼت
ﯾﻣﻛن أن ﺗﺷﻣل اﻟﻘﯾم اﻟﻣﺳﺗﮭدﻓﺔ واﻟﻣﻘﺎرﻧﺔ اﻟﺗﻧﺎف
© McGraw-Hill Education.
3-12
House of Quality (QFD) (1 of 2)
FIGURE 3.4 Relationship matrix.
© McGraw-Hill Education.
3-13
House of Quality (QFD) (2 of 2)
FIGURE 3.5 House of quality.
© McGraw-Hill Education.
3-14
Modular Design (1 of 2)
• Allows greater variety through ‘mixing and matching’
modules
• Design, develop, and manage basic product components
(modules) to use in multiple products
• Controls costs while maintaining customer choice
• Small number of components enables large number of
combinations, e.g., Dell notebooks, IKEA cabinets
• ”ﯾﺳﻣﺢ ﺑﺗﻧوع أﻛﺑر ﻣن ﺧﻼل وﺣدات “اﻟﺧﻠط واﻟﻣطﺎﺑﻘﺔ
• ﺗﺻﻣﯾم وﺗطوﯾر وإدارة ﻣﻛوﻧﺎت اﻟﻣﻧﺗﺟﺎت اﻷﺳﺎﺳﯾﺔ )اﻟوﺣدات اﻟﻧﻣطﯾﺔ( ﻻﺳﺗﺧداﻣﮭﺎ ﻓﻲ ﻣﻧﺗﺟﺎت
ﻣﺗﻌددة
• اﻟﺗﺣﻛم ﻓﻲ اﻟﺗﻛﺎﻟﯾف ﻣﻊ اﻟﺣﻔﺎظ ﻋﻠﻰ اﺧﺗﯾﺎر اﻟﻌﻣﯾل
• أﺟﮭزة اﻟﻛﻣﺑﯾوﺗر، ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل،ﯾﺗﯾﺢ ﻋدد ﻗﻠﯾل ﻣن اﻟﻣﻛوﻧﺎت ﻋددًا ﻛﺑﯾرً ا ﻣن اﻟﺗرﻛﯾﺑﺎت
اﻟﻣﺣﻣوﻟﺔ ﻣنDell وﺧزاﻧﺎتIKEA
© McGraw-Hill Education.
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Modular Design (2 of 2)
• Volkswagen A5/A5+ Platform
– Audi A1
– Skoda Rapid
– VW Santana
– VW Jetta
– VW Vento
– VW Polo
• Chrysler LX Platform
– Chrysler 300
– Dodge Charger
– Dodge Magnum wagon
– Lancia Thema (Italian)
© McGraw-Hill Education.
3-16
Summary
3.1
3.2
3.3
3.4
3.5
Compare the three strategies for new product introduction.
Describe the three phases of new-product development.
Evaluate how concurrent engineering deals with misalignment.
Describe the criteria that should be used for supplier selection.
Evaluate an example of Quality Function Deployment.
3.6 Explain the benefits of modular design.
ﻣﻘﺎرﻧﺔ اﻻﺳﺗراﺗﯾﺟﯾﺎت اﻟﺛﻼث
ﻹدﺧﺎل ﻣﻧﺗﺞ ﺟدﯾد.
3-2 وﺻف اﻟﻣراﺣل اﻟﺛﻼث ﻟﺗطوﯾر اﻟﻣﻧﺗﺟﺎت اﻟﺟدﯾدة.
3.3 ﺗﻘﯾﯾم ﻛﯾﻔﯾﺔ ﺗﻌﺎﻣل اﻟﮭﻧدﺳﺔ اﻟﻣﺗزاﻣﻧﺔ ﻣﻊ ﻋدم اﻟﻣﺣﺎذاة.
4.3 وﺻف اﻟﻣﻌﺎﯾﯾر اﻟﺗﻲ ﯾﻧﺑﻐﻲ اﺳﺗﺧداﻣﮭﺎ ﻻﺧﺗﯾﺎر اﻟﻣوردﯾن.
3.5 ﺗﻘﯾﯾم ﻣﺛﺎل ﻋن ﻧﺷر داﻟﺔ اﻟﺟودة.
3.6 ﺷرح ﻓواﺋد ﺗﺻﻣﯾم وﺣدات
© McGraw-Hill Education.
3-17
End of Presentation
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
3-18
Operations Management in the
Supply Chain
Decisions and Cases
Seventh Edition
Chapter 4
Process Selection
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Learning Objectives
4.1Contrast and compare the five types of product-flow
processes.
4.2Describe the differences among order fulfillment
processes.
4.3Explain how companies should make process
selection decisions.
4.4Correctly place examples of products on the diagonal
of the product-process matrix.
4.5Describe the features of focused operations.
4.6Discuss the advantages and disadvantages of mass
customization and 3D Printing.
4.7Contrast pollution prevention, control and practices.
© McGraw-Hill Education.
4-2
Product-Flow Characteristics
• Types of Product Flow
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Continuous process
Assembly line
Batch flow
Job shop
Projectأﻧواع ﺗدﻓق اﻟﻣﻧﺗﺟﺎت
ﻋﻣﻠﯾﺔ ﻣﺳﺗﻣرة
ﺑﻧد اﻟﺗﺟﻣﯾﻊ
ﺗدﻓق دﻓﻌﺔ
ﻣﺣل ﻋﻣل
اﻟﻣﺷروع
© McGraw-Hill Education.
4-3
Product-Flow Characteristics:
Continuous Process
•
•
•
•
•
•
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•
•
•
•
Highly standardized and automated
Flexibility limited
High volumes of production
Commodity products
Low cost is the ‘Order Winner’
Process industries (sugar, paper, oil, electricity, etc.) ﻣوﺣدة ﻟﻠﻐﺎﯾﺔ وآﻟﯾﺔ
ﻣروﻧﺔ ﻣﺣدودة
ﻛﻣﯾﺎت ﻛﺑﯾرة ﻣن اﻹﻧﺗﺎج
ﻣﻧﺗﺟﺎت اﻟﺳﻠﻊ اﻷﺳﺎﺳﯾﺔ
”اﻟﺗﻛﻠﻔﺔ اﻟﻣﻧﺧﻔﺿﺔ ھﻲ “اﻟﻔﺎﺋز ﺑﺎﻟطﻠب
( وﻣﺎ إﻟﻰ ذﻟك،ﺻﻧﺎﻋﺎت اﻟﻌﻣﻠﯾﺎت )اﻟﺳﻛر واﻟورق واﻟﻧﻔط واﻟﻛﮭرﺑﺎء
© McGraw-Hill Education.
4-4
Product-Flow Characteristics:
Assembly Line
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Linear sequence of operations (often paced)
Large capital investment, use of automation
Very efficient
High-volume, standardized products
Low flexibility to product and volume changes
Discrete products (autos, appliances, computers, etc.)
(اﻟﺗﺳﻠﺳل اﻟﺧطﻲ ﻟﻠﻌﻣﻠﯾﺎت )ﻏﺎﻟﺑﺎ ً ﻣﺎ ﯾﺳﯾر ﺑﺧطﻰ
واﺳﺗﺧدام اﻷﺗﻣﺗﺔ،اﺳﺗﺛﻣﺎرات رأﺳﻣﺎﻟﯾﺔ ﻛﺑﯾرة
ﻓﻌﺎﻟﺔ ﺟدا
ﻣﻧﺗﺟﺎت ﻋﺎﻟﯾﺔ اﻟﺣﺟم وﻣوﺣدة
ﻣروﻧﺔ ﻣﻧﺧﻔﺿﺔ ﻟﻠﺗﻐﯾرات ﻓﻲ اﻟﻣﻧﺗﺞ واﻟﺣﺟم
( وﻣﺎ إﻟﻰ ذﻟك،ﻣﻧﺗﺟﺎت ﻣﻧﻔﺻﻠﺔ )اﻟﺳﯾﺎرات واﻷﺟﮭزة وأﺟﮭزة اﻟﻛﻣﺑﯾوﺗر
© McGraw-Hill Education.
4-5
Assembly Line: Metal Bracket
(Figure 4.1)
© McGraw-Hill Education.
4-6
Product-Flow Characteristics: Batch
Flow
Production of batches or lots
Batches flow as a unit (set) from one work center to another
Process layout of work centers (by tasks)
Flow is jumbled and intermittent
Flexible labor and equipment (general purpose)
Low to high volume, variety of products
Many types of products (furniture, dishes, boats)
إﻧﺗﺎج دﻓﻌﺎت أو اﻟﻛﺛﯾر
ﺗدﻓق اﻟدﻓﻌﺎت ﻛوﺣدة )ﻣﺟﻣوﻋﺔ( ﻣن ﻣرﻛز ﻋﻣل إﻟﻰ آﺧر
(ﺗﺧطﯾط ﻋﻣﻠﯾﺔ ﻣراﻛز اﻟﻌﻣل )ﺣﺳب اﻟﻣﮭﺎم
اﻟﺗدﻓق ﻣﺧﺗﻠط وﻣﺗﻘطﻊ
(ﻣروﻧﺔ اﻟﻌﻣﺎﻟﺔ واﻟﻣﻌدات )اﻷﻏراض اﻟﻌﺎﻣﺔ
وﻣﺟﻣوﻋﺔ ﻣﺗﻧوﻋﺔ ﻣن اﻟﻣﻧﺗﺟﺎت،ﻣﻧﺧﻔﺿﺔ إﻟﻰ ﺣﺟم ﻛﺑﯾر
اﻟﻌدﯾد ﻣن أﻧواع اﻟﻣﻧﺗﺟﺎت )اﻷﺛﺎث واﻷطﺑﺎق واﻟﻘوارب
© McGraw-Hill Education.
4-7
Batch Flow: Three Metal Brackets
(Figure 4.2)
© McGraw-Hill Education.
4-8
Product-Flow Characteristics: Job
Shop
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Customized to customer order
Production of small batches or lots
Layout/flow similar to Batch Flow
Flexible labor and equipment (general purpose)
Many types of made-to-order products (plastic parts, machine
components, sheet metal parts, custom signs, artificial limbs, etc.)
ﻣﺧﺻﺻﺔ ﻷﻣر اﻟﻌﻣﻼء
إﻧﺗﺎج دﻓﻌﺎت ﺻﻐﯾرة أو اﻟﻛﺛﯾر
ﺗدﻓق ﻣﺷﺎﺑﮫ ﻟﺗدﻓق اﻟدﻓﻌﺔ/ﺗﺧطﯾط
(ﻣروﻧﺔ اﻟﻌﻣﺎﻟﺔ واﻟﻣﻌدات )اﻷﻏراض اﻟﻌﺎﻣﺔ
ﻋﻼﻣﺎت، أﺟزاء ﻣﻌدﻧﯾﺔ ورﻗﺔ، ﻣﻛوﻧﺎت آﻟﺔ،أﻧواع ﻛﺛﯾرة ﻣن اﻟﻣﻧﺗﺟﺎت ﺣﺳب اﻟطﻠب )أﺟزاء ﺑﻼﺳﺗﯾﻛﯾﺔ
( اﻟﺦ، أطراف اﺻطﻧﺎﻋﯾﺔ،ﻣﺧﺻﺻﺔ
© McGraw-Hill Education.
4-9
Product-Flow Characteristics: Project
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Production of customized single products
Labor and materials brought to site
Planning, scheduling challenges
Little automation, general purpose equipment
Highly skilled and flexible labor
Unique, one of a kind products (bridges, building construction,
large aircraft, etc.)
إﻧﺗﺎج ﻣﻧﺗﺟﺎت واﺣدة ﻣﺧﺻﺻﺔ
اﻟﻌﻣل واﻟﻣواد اﻟﺗﻲ ﺗم إﺣﺿﺎرھﺎ إﻟﻰ اﻟﻣوﻗﻊ
ﺗﺣدﯾﺎت اﻟﺗﺧطﯾط واﻟﺟدوﻟﺔ
ﻣﻌدات اﻷﻏراض اﻟﻌﺎﻣﺔ،اﻟﻘﻠﯾل ﻣن اﻷﺗﻣﺗﺔ
اﻟﻌﻣﺎﻟﺔ ﻋﺎﻟﯾﺔ اﻟﻣﮭﺎرة واﻟﻣروﻧﺔ
( وﻣﺎ إﻟﻰ ذﻟك، واﻟطﺎﺋرات اﻟﻛﺑﯾرة، وﺑﻧﺎء اﻟﻣﺑﺎﻧﻲ، واﺣدة ﻣن ﻣﻧﺗﺟﺎت ﻧوع )اﻟﺟﺳور،ﻓرﯾدة ﻣن ﻧوﻋﮭﺎ
© McGraw-Hill Education.
4-10
Throughput Ratio: Process efficiency
Typically:
90-100% in Continuous Process and Assembly Line
10-20% in Batch Flow and Job Shop
© McGraw-Hill Education.
4-11
Order Fulfillment
• Make-to-Stock (MTS)
• Make-to-Order (MTO)
• Assemble-to-Order (ATO)
© McGraw-Hill Education.
4-12
Make-to-Stock (MTS)
• Produce finished goods according to production schedule
• Customer buys from inventory
• Advantage: faster fulfillment of customer demand, lower
cost, smooth production rate
• Disadvantage: inventory holding costs, slower to respond to
changes in customer preferences
• إﻧﺗﺎج اﻟﺳﻠﻊ اﻟﻧﮭﺎﺋﯾﺔ وﻓﻘﺎ ﻟﺟدول اﻹﻧﺗﺎج
• ﯾﺷﺗري اﻟﻌﻣﯾل ﻣن اﻟﻣﺧزون
• وﻣﻌدل اﻹﻧﺗﺎج ﻋﻠﻰ ﻧﺣو ﺳﻠس، واﻧﺧﻔﺎض اﻟﺗﻛﻠﻔﺔ، ﺗﻠﺑﯾﺔ أﺳرع ﻣن طﻠب اﻟﻌﻣﻼء:ﻣﯾزة
• وأﺑطﺄ ﻓﻲ اﻻﺳﺗﺟﺎﺑﺔ ﻟﻠﺗﻐﯾرات ﻓﻲ ﺗﻔﺿﯾﻼت اﻟﻌﻣﻼء، ﺗﻛﺎﻟﯾف اﻻﺣﺗﻔﺎظ ﺑﺎﻟﻣﺧزون:اﻟﻌﯾب
© McGraw-Hill Education.
4-13
Make-to-Stock (Figure 4.3)
© McGraw-Hill Education.
4-14
MTS Performance Measures
• Service level (orders filled when requested)
• Inventory replenishment time
• Inventory turnover (sales/avg. inventory)
• Capacity utilization
• Time to fill back order
• Others, such as shrinkage rate(ﻣﺳﺗوى اﻟﺧدﻣﺔ )اﻟطﻠﺑﺎت اﻟﻣﻌﺑﺄة ﻋﻧد اﻟطﻠب
• وﻗت ﺗﺟدﯾد اﻟﻣﺧزون
• (ﻣﺗوﺳط اﻟﻣﺧزون/رﻗم أﻋﻣﺎل اﻟﻣﺧزون )اﻟﻣﺑﯾﻌﺎت
• اﺳﺗﺧدام اﻟﻘدرات
• وﻗت ﻟﻣلء اﻟﻧظﺎم ﻣرة أﺧرى
• ﻣﺛل ﻣﻌدل اﻻﻧﻛﻣﺎش،أﺧرى
© McGraw-Hill Education.
4-15
Make-to-Order (MTO)
• Start production after customer orders
• No finished goods inventory
• Advantage: higher flexibility to customize order; no finished
goods inventory costs
• Disadvantage: intermittent production (i.e., lumpy demand
pattern), slower response to customer demand
• ﺑدء اﻹﻧﺗﺎج ﺑﻌد أواﻣر اﻟﻌﻣﯾل
• ﻻ ﯾوﺟد ﻣﺧزون ﻣن اﻟﺳﻠﻊ اﻟﺟﺎھزة
• ﻣروﻧﺔ أﻋﻠﻰ ﻟﺗﺧﺻﯾص اﻟﻧظﺎم؛ ﻻ ﺗوﺟد ﺗﻛﺎﻟﯾف ﺟرد اﻟﺳﻠﻊ اﻟﻧﮭﺎﺋﯾﺔ:ﻣﯾزة
• واﻻﺳﺗﺟﺎﺑﺔ اﻷﺑطﺄ ﻟطﻠب اﻟﻌﻣﻼء،( اﻹﻧﺗﺎج اﻟﻣﺗﻘطﻊ )أي ﻧﻣط اﻟطﻠب اﻟﻣﻣﺗﻠﺊ:اﻟﻌﯾب
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Make-to-Order (Figure 4.3)
© McGraw-Hill Education.
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MTO Performance Measures
• Lead time
• Orders completed on time (%)
–
–
–
–
–
–
Customer request date
Promise date
ﻓﺗرة إﻧﺗﺎج
(اﻟطﻠﺑﺎت اﻟﻣﻧﺟزة ﻓﻲ اﻟوﻗت اﻟﻣﺣدد )ﺑﺎﻟﻧﺳﺑﺔ اﻟﻣﺋوﯾﺔ
ﺗﺎرﯾﺦ طﻠب اﻟﻌﻣﯾل
ﺗﺎرﯾﺦ اﻟوﻋد
© McGraw-Hill Education.
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Assemble-to-Order (ATO)
• Produce parts and subassemblies (modules); complete
production when customer places order
• Advantage: less finished goods inventory, faster fulfillment
of customer order
• Disadvantage: work-in-process inventory
• إﻧﺗﺎج ﻗطﻊ اﻟﻐﯾﺎر واﻟﺗﺟﻣﯾﻌﺎت اﻟﻔرﻋﯾﺔ )اﻟوﺣدات اﻟﻧﻣطﯾﺔ(؛ اﺳﺗﻛﻣﺎل اﻹﻧﺗﺎج ﻋﻧدﻣﺎ ﯾﺿﻊ اﻟﻌﻣﯾل
اﻟﻧظﺎم
• واﻟوﻓﺎء أﺳرع ﻣن أﺟل اﻟﻌﻣﻼء، أﻗل اﻻﻧﺗﮭﺎء ﻣن اﻟﻣﺧزون اﻟﺳﻠﻊ:ﻣﯾزة
• ﺟرد اﻟﻌﻣل ﻓﻲ اﻟﻌﻣﻠﯾﺔ:اﻟﻌﯾب
© McGraw-Hill Education.
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Assemble-to-Order (Figure 4.3)
© McGraw-Hill Education.
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MTS and MTO Comparison
Characteristics
Make-to-Stock
Make-to-Order
Product
Producer-specified
Low variety
Inexpensive
Customer-specified
High variety
Expensive
Objectives
Balance inventory,
capacity, and service
Manage delivery lead
times and capacity
Main operations
challenges
Forecasting
Planning production
Control of inventory
Delivery promises
Delivery time
© McGraw-Hill Education.
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Order Penetration Point (Figure 4.4)
© McGraw-Hill Education.
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Process Selection Decisions
•
•
Process characteristics (produce when? produce how?)
– When: MTS, MTO, ATO
– How: Continuous process, Assembly line, Batch flow, Job shop,
Project
Factors affecting process choice
– Market conditions
– Capital requirements
– Availability and cost of labor
– Technology options
– (ﺧﺻﺎﺋص اﻟﻌﻣﻠﯾﺔ )إﻧﺗﺎج ﻣﺗﻰ؟ ﺗﻧﺗﺞ ﻛﯾف؟
– ﻣﺗﻰ: MTS، MTO، ATO
– اﻟﻣﺷروع، ﻣﺗﺟر اﻟوظﺎﺋف، ﺗدﻓق دﻓﻌﺔ، ﺧط اﻟﺗﺟﻣﯾﻊ، ﻋﻣﻠﯾﺔ ﻣﺳﺗﻣرة:ﻛﯾف
– اﻟﻌواﻣل اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﺧﺗﯾﺎر اﻟﻌﻣﻠﯾﺔ
– ظروف اﻟﺳوق
– اﻻﺣﺗﯾﺎﺟﺎت ﻣن رأس اﻟﻣﺎل
– ﺗواﻓر اﻟﯾد اﻟﻌﺎﻣﻠﺔ وﺗﻛﻠﻔﺗﮭﺎ
– ﺧﯾﺎرات اﻟﺗﻛﻧوﻟوﺟﯾﺎ
© McGraw-Hill Education.
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Process Characteristics Matrix
(Table 4.2)
Characteristics
Make-to-Stock
Make-to-Order or
ATO
Continuous and
Assembly Line Flow
Automobile assembly
Oil refinery
Cannery
Cafeteria
Automobile assembly
Dell computers
Electronic components
Fast food
Batch and Job Shop
Machine shop
Wine
Glassware factory
Costume jewelry
Machine shop
Restaurant
Hospital
Custom jewelry
Project
Speculation homes
Commercial paintings
Noncommissioned art
Buildings
Movies
Ships
© McGraw-Hill Education.
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Product-Process Strategy
• Strategy must consider product characteristics and process
capabilities.
• Product life cycle:
– Often begins in Job Shop, then Batch Flow, then
Continuous/Assembly Line.
• Example: Bread was first produced by hand in individual units in
traditional bakeries, and is now produced in very large batches in
modern automated bakeries.
• وﯾﺟب أن ﺗراﻋﻲ اﻻﺳﺗراﺗﯾﺟﯾﺔ ﺧﺻﺎﺋص اﻟﻣﻧﺗﺞ وﻗدرات اﻟﻌﻣﻠﯾﺎت.
• دورة ﺣﯾﺎة اﻟﻣﻧﺗﺞ:
• ﺗﺟﻣﯾﻊ/ ﺛم ﺧط ﻣﺳﺗﻣر، ﺛم ﺗدﻓق اﻟدﻓﻌﺔ،ﻏﺎﻟﺑﺎ ً ﻣﺎ ﯾﺑدأ ﻓﻲ ﻣﺗﺟر اﻟوظﺎﺋف.
• وﯾﺗم إﻧﺗﺎﺟﮫ اﻵن ﻋﻠﻰ دﻓﻌﺎت، ﺗم إﻧﺗﺎج اﻟﺧﺑز أوﻻً ﺑﺎﻟﯾد ﻓﻲ وﺣدات ﻓردﯾﺔ ﻓﻲ اﻟﻣﺧﺎﺑز اﻟﺗﻘﻠﯾدﯾﺔ:ﻣﺛﺎل
ﻛﺑﯾرة ﺟداً ﻓﻲ اﻟﻣﺧﺎﺑز اﻵﻟﯾﺔ اﻟﺣدﯾﺛﺔ.
© McGraw-Hill Education.
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Product-Process Matrix (Figure 4.5)
© McGraw-Hill Education.
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Focused Operations
• Lack of focus means attempting to accomplish too many goals at
one plant or one facility.
• Examples of declining focus: Product/service proliferation,
requiring different volumes and different levels of standardization.
• Focused facility: Meeting one set of goals.
• Plant-within-a-plant (PWP): Separate products/services with
differing goals by production lines/areas within the same facility.
وﯾﻌﻧﻲ اﻻﻓﺗﻘﺎر إﻟﻰ اﻟﺗرﻛﯾز ﻣﺣﺎوﻟﺔ ﺗﺣﻘﯾق أھداف ﻛﺛﯾرة ﺟدا ﻓﻲ ﻣﺻﻧﻊ واﺣد أو ﻣرﻓق واﺣد.
• اﻟذي ﯾﺗطﻠب أﺣﺟﺎﻣﺎ ً ﻣﺧﺗﻠﻔﺔ وﻣﺳﺗوﯾﺎت ﻣﺧﺗﻠﻔﺔ،اﻟﺧدﻣﺎت/ اﻧﺗﺷﺎر اﻟﻣﻧﺗﺟﺎت:أﻣﺛﻠﺔ ﻋﻠﻰ اﻧﺧﻔﺎض اﻟﺗرﻛﯾز
ﻣن اﻟﺗوﺣﯾد اﻟﻘﯾﺎﺳﻲ.
• ﺗﺣﻘﯾق ﻣﺟﻣوﻋﺔ واﺣدة ﻣن اﻷھداف:ﻣرﻓق ﻣرﻛز.
• اﻟﻣﻧﺎطق داﺧل/ﺧدﻣﺎت ﻣﻧﻔﺻﻠﺔ ذات أھداف ﻣﺧﺗﻠﻔﺔ ﺣﺳب ﺧطوط اﻹﻧﺗﺎج/ ﻣﻧﺗﺟﺎت:اﻟﻣﺻﻧﻊ داﺧل اﻟﻣﺻﻧﻊ
ﻧﻔس اﻟﻣرﻓق.
© McGraw-Hill Education.
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Mass Customization
•
•
•
•
•
•
•
•
Strategy to produce products in lot sizes = 1, in high volume.
Made possible by flexible manufacturing.
Traditional mass production provides economies of scale.
Mass Customization means using a high volume process
(economies of scale = low unit cost) to produce relatively custom
products (economies of scope = high variety).
ﻓﻲ ﺣﺟم ﻛﺑﯾر،1 = اﺳﺗراﺗﯾﺟﯾﺔ ﻹﻧﺗﺎج اﻟﻣﻧﺗﺟﺎت ﻓﻲ أﺣﺟﺎم اﻟﻛﺛﯾر.
ﺟﻌﻠت ﻣﻣﻛﻧﺔ ﻣن ﻗﺑل اﻟﺗﺻﻧﯾﻊ اﻟﻣرن.
وﯾوﻓر اﻹﻧﺗﺎج اﻟﺿﺧم اﻟﺗﻘﻠﯾدي وﻓورات اﻟﺣﺟم.
اﻟﺗﺧﺻﯾص اﻟﺷﺎﻣل ﯾﻌﻧﻲ اﺳﺗﺧدام ﻋﻣﻠﯾﺔ ﻛﺑﯾرة اﻟﺣﺟم )وﻓورات اﻟﺣﺟم = ﺗﻛﻠﻔﺔ اﻟوﺣدة اﻟﻣﻧﺧﻔﺿﺔ( ﻹﻧﺗﺎج
(ﻣﻧﺗﺟﺎت ﻣﺧﺻﺻﺔ ﻧﺳﺑﯾﺎ )وﻓورات اﻟﻧطﺎق = ﻣﺟﻣوﻋﺔ ﻣﺗﻧوﻋﺔ ﻋﺎﻟﯾﺔ.
© McGraw-Hill Education.
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Forms of Mass Customization
• Modular production & assemble-to-order (ATO)
– e.g., assembling modules for Dell computers
• Fast changeover
– e.g., zero set-up time at Motorola
• Postponement of options
– e.g. power supply for Hewlett-Packard printers
– ( وﺣدات اﻹﻧﺗﺎج * ﺗﺟﻣﯾﻊ إﻟﻰ اﻟﻧظﺎمATO)
– ﺗﺟﻣﯾﻊ وﺣدات ﻷﺟﮭزة اﻟﻛﻣﺑﯾوﺗر ﻣن، ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎلDell
– ﺗﻐﯾﯾر ﺳرﯾﻊ
– ﺻﻔر اﻹﻋداد اﻟوﻗت ﻓﻲ ﻣوﺗوروﻻ،ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل
– ﺗﺄﺟﯾل اﻟﺧﯾﺎرات
– ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل إﻣدادات اﻟطﺎﻗﺔ ﻟطﺎﺑﻌﺎت ھﯾوﻟﯾت ﺑﺎﻛﺎرد
© McGraw-Hill Education.
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3D Printing & Additive Manufacturing
(1 of 2)
•
•
•
Based on digital design model (stored in cloud, not warehouse!)
Layer plastic, metal, ceramic to build object
– Normal (real) size
– Complex shapes and spaces
Uses: medical implants, aerospace, spare parts, etc.
– Complements manufacturing for special needs, rather than replacing
production facilities
– Can shorten global supply chain; reduce inventory
– (!اﺳﺗﻧﺎدًا إﻟﻰ ﻧﻣوذج اﻟﺗﺻﻣﯾم اﻟرﻗﻣﻲ )اﻟﻣﺧزن ﻓﻲ اﻟﺳﺣﺎﺑﺔ وﻟﯾس اﻟﻣﺳﺗودع
– طﺑﻘﺔ ﻣن اﻟﺑﻼﺳﺗﯾك واﻟﻣﻌﺎدن واﻟﺳﯾراﻣﯾك ﻟﺑﻧﺎء ﻛﺎﺋن
– (ﺣﺟم ﻋﺎدي )ﺣﻘﯾﻘﻲ
– اﻷﺷﻛﺎل واﻟﻣﺳﺎﻓﺎت اﻟﻣﻌﻘدة
– اﻟﺦ، وﻗطﻊ اﻟﻐﯾﺎر، واﻟﻔﺿﺎء، ﯾزرع اﻟطﺑﯾﺔ:اﻻﺳﺗﺧداﻣﺎت.
– ﺑدﻻ ﻣن اﺳﺗﺑدال ﻣراﻓق اﻹﻧﺗﺎج،ﯾﻛﻣل اﻟﺗﺻﻧﯾﻊ ﻟﺗﻠﺑﯾﺔ اﻻﺣﺗﯾﺎﺟﺎت اﻟﺧﺎﺻﺔ
– ﯾﻣﻛن ﺗﻘﺻﯾر ﺳﻠﺳﻠﺔ اﻟﺗورﯾد اﻟﻌﺎﻟﻣﯾﺔ؛ ﺗﻘﻠﯾل اﻟﻣﺧزون
© McGraw-Hill Education.
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3D Printing & Additive Manufacturing
(2 of 2)
© McGraw-Hill Education.
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Environmental Concerns
•
•
•
•
Technologies for pollution prevention.
Technologies for pollution control.
Infrastructure Systems for pollution practices.
Other concerns
– Recycling outputs
– Recycled inputs
– Remanufacturing
– ﺗﻛﻧوﻟوﺟﯾﺎت ﻣﻧﻊ اﻟﺗﻠوث.
– ﺗﻛﻧوﻟوﺟﯾﺎت ﻟﻣﻛﺎﻓﺣﺔ اﻟﺗﻠوث.
– ﻧظم اﻟﺑﻧﯾﺔ اﻟﺗﺣﺗﯾﺔ ﻟﻣﻣﺎرﺳﺎت اﻟﺗﻠوث.
– ﺷواﻏل أﺧرى
– إﻋﺎدة ﺗدوﯾر اﻟﻧواﺗﺞ
– اﻟﻣدﺧﻼت اﻟﻣﻌﺎد ﺗدوﯾرھﺎ
– إﻋﺎدة اﻟﺗﺻﻧﯾﻊ
© McGraw-Hill Education.
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Cross-Functional Decision Making:
Who has a stake in process choice?
•
•
•
•
•
•
•
•
•
•
Marketing wants fast response to customer demand
Finance provides funds to configure the process
HR finds/creates the properly skilled workers
IT serves various data requirements
Accounting evolves in setting performance measures
اﻟﺗﺳوﯾق ﯾرﯾد اﺳﺗﺟﺎﺑﺔ ﺳرﯾﻌﺔ ﻟطﻠب اﻟﻌﻣﻼء
ﯾوﻓر اﻟﺗﻣوﯾل اﻷﻣوال اﻟﻼزﻣﺔ ﻟﺗﻛوﯾن اﻟﻌﻣﻠﯾﺔ
ﯾﺧﻠق اﻟﻌﻣﺎل اﻟﻣﮭرة ﺑﺷﻛل ﺻﺣﯾﺢ/ اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﯾﺟد
ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﯾﺧدم ﻣﺗطﻠﺑﺎت اﻟﺑﯾﺎﻧﺎت اﻟﻣﺧﺗﻠﻔﺔ
ﺗطور اﻟﻣﺣﺎﺳﺑﺔ ﻓﻲ وﺿﻊ ﻣﻘﺎﯾﯾس اﻷداء
© McGraw-Hill Education.
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Summary
4.1Contrast and compare the five types of product-flow processes.
4.2 Describe the differences among order fulfillment processes.
4.3 Explain how companies should make process selection decisions.
4.4 Correctly place examples of products on the diagonal of the
product-process matrix.
4.5 Describe the features of focused operations.
4.6 Discuss the advantages and disadvantages of mass customization and 3D
Printing.
4.7 Contrast pollution prevention, control and practices.
ﺗﺑﺎﯾن وﻗﺎرن اﻷﻧواع اﻟﺧﻣﺳﺔ ﻣن ﻋﻣﻠﯾﺎت ﺗدﻓق اﻟﻣﻧﺗﺞ.
4.2 وﺻف اﻻﺧﺗﻼﻓﺎت ﺑﯾن ﻋﻣﻠﯾﺎت ﺗﻧﻔﯾذ اﻷواﻣر.
4.3 ﺷرح ﻛﯾﻔﯾﺔ اﺗﺧﺎذ اﻟﺷرﻛﺎت ﻗرارات اﺧﺗﯾﺎر اﻟﻌﻣﻠﯾﺎت.
4-4 وﺿﻊ أﻣﺛﻠﺔ ﻟﻠﻣﻧﺗﺟﺎت ﺑﺷﻛل ﺻﺣﯾﺢ ﻋﻠﻰ ﻗطري ﻣﺻﻔوﻓﺔ ﻋﻣﻠﯾﺔ اﻟﻣﻧﺗﺞ.
4.5 وﺻف ﻣﯾزات اﻟﻌﻣﻠﯾﺎت اﻟﻣرﻛزة.
4.6 ﻣﻧﺎﻗﺷﺔ ﻣزاﯾﺎ وﻋﯾوب اﻟﺗﺧﺻﯾص اﻟﺷﺎﻣل واﻟطﺑﺎﻋﺔ ﺛﻼﺛﯾﺔ اﻷﺑﻌﺎد.
4-7 ﺗﺑﺎﯾن ﻣﻧﻊ اﻟﺗﻠوث وﻣﻛﺎﻓﺣﺗﮫ وﻣﻣﺎرﺳﺎﺗﮫ.
© McGraw-Hill Education.
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End of Presentation
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
4-35
Operations Management in the
Supply Chain
Decisions and Cases
Seventh Edition
Chapter 5
Service Process
Design
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Learning Objectives
5.1
5.2
5.3
5.5
5.6
5.7
Differentiate the characteristics of a service
organization from a manufacturing
organization.
Explain the elements of a service-product
bundle.
Organize a variety of service offerings into the
service delivery system matrix.
Explain service recovery and service
guarantees.
Evaluate the role of technology and
globalization in service management.
Define the attributes of the service profit chain
© McGraw-Hill Education.
5-2
The Service Economy
Largest 15 U.S. employers
• 1960
– 12 manufacturers
– 3 services
• 2010
– 3 manufacturers
– 12 services
© McGraw-Hill Education.
5-3
Defining Service
•
•
•
•
•
Intangibility of the offering
Simultaneous production and consumption
No finished goods inventory
Front office vs. back office
Cannot be stored/resold
© McGraw-Hill Education.
5-4
Service-Product Bundle
• Service – explicit service
– what the provider does for customer
• Psychological benefits – implicit service
– how customer feels after service
• Physical goods – facilitating goods
– used during service or received by customer
• Pizza delivery
–
–
–
–
Enjoyment
Pizza
Delivery vehicle
Speed/ convenience
© McGraw-Hill Education.
5-5
Goods and Services Packages
(Figure 5.1)
© McGraw-Hill Education.
5-6
Service Delivery System Matrix
(Figure 5.2)
© McGraw-Hill Education.
5-7
Customer Contact
• Definition: Extent of interaction between
service provider and customer
• Lower contact = provider routed
(standardized)
• Higher contact = customer routed
(customized)
• Potential inefficiency = f (degree of customer
contact)
© McGraw-Hill Education.
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Customer Contact (see Fig. 5.3)
(1 of 2)
• Low customer contact
–
–
–
–
–
Higher production efficiency
Lower sales opportunity
Workers with technical skills
Focus on paper handling
Office automation
© McGraw-Hill Education.
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Customer Contact (see Fig. 5.3)
(2 of 2)
• High customer contact
– Lower production efficiency
– Higher sales opportunity
– Workers with diagnostic skills, more flexible
and personable
– Focus on client mix
– Client/worker teams
© McGraw-Hill Education.
5-10
Customer-Introduced Variability
(1 of 2)
• Arrival
– Uncertainty in when customers will arrive to
consume a service
• Request
– Uncertainty in what customers ask for in the
service-product bundle
• Capability
– Uncertainty in the ability of customers to
participate in a service
© McGraw-Hill Education.
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Customer-Introduced Variability
(2 of 2)
• Effort
– Uncertainty in the willingness of customers to
perform appropriate actions
• Subjective preference
– Uncertainty in the intangible preferences of
customers in how service is carried out
© McGraw-Hill Education.
5-12
Service Failure / Service Recovery
• Failing right before the customer’s eyes!
– Taking swift and appropriate action to
compensate customer for a failed service.
– Fly in customer’s soup → New bowl of soup
plus free dessert!
© McGraw-Hill Education.
5-13
Manager’s Tool: Service Guarantee
• Benefits to the customer
– Promise of service to be delivered
– Payout to customer if promise not delivered
– FedEx package delivery → On time, or it is
free!
• Benefits to the organization
– Focuses on customer (service promise)
– Clearly defines payout
– Improves customer loyalty
© McGraw-Hill Education.
5-14
Technology and Globalization
(1 of 2)
• Production-line approach (Levitt, 1972)
– Standardize to minimize errors or deviations
from standards
– Automate to keep costs low
– Example: McDonald’s
© McGraw-Hill Education.
5-15
Technology and Globalization
(2 of 2)
• Employees are the center of service
delivery (Schlesinger & Heskett, 1991)
– Use technology to support front-line
employees
– Value investments in both employees &
technology
– Focus on recruiting and training front-line
employees
– Example: Ritz-Carlton Hotel
© McGraw-Hill Education.
5-16
Outsourcing & Offshoring Services
• Outsourcing:
– An outside firm performs service activities
such as workforce recruiting, payroll
management, accounting services, and call
center functions.
• Offshoring:
– Export of these service activities to other
countries.
© McGraw-Hill Education.
5-17
Study of Offshoring (Duke and Booz
& Co. 2008)
• Transaction-intensive services (simple, standard,
limited differentiation) are becoming
commoditized (call centers, etc.) – competing on
cost.
• Professional services (engineering, data analysis,
legal work) are more commonly offshored.
• Firms are moving fast to scoop up global talent.
• Collaboration and maintaining quality are
challenging with globally dispersed providers.
© McGraw-Hill Education.
5-18
Service Profit Chain (Figure 5.4)
•
•
•
•
•
•
•
Internal service quality, leads to…
Employee satisfaction, leads to…
Employee retention & productivity, lead to…
External service value (to customer), leads to…
Customer satisfaction, leads to…
Customer loyalty, leads to…
Revenue growth & profitability (the goal)
– feed investment back into internal service
quality
The process is repeated from the beginning
(Internal service quality, leads to…)
© McGraw-Hill Education.
5-19
Summary
5.1
5.2
5.3
5.5
5.6
5.7
Differentiate the characteristics of a service
organization from a manufacturing
organization.
Explain the elements of a service-product
bundle.
Organize a variety of service offerings into the
service delivery system matrix.
Explain service recovery and service
guarantees.
Evaluate the role of technology and
globalization in service management.
Define the attributes of the service profit chain
© McGraw-Hill Education.
5-20
End of Presentation
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5-21
Operations Management in
the Supply Chain
Decisions and Cases
Seventh Edition
Chapter 6
Process-Flow
Analysis
McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No ©
.reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education
Learning Objectives
Describe process thinking and system
.1
.boundaries
Explain how the process view of business .2
.includes various functions
Construct a process flowchart for a given .3
.process
Analyze a process by asking a wide variety of
.4
.questions informed by the process flowchart
.Determine process capabilities from analysis
.5
.Explain the principles of process redesign
.6
.وﺻﻒ ﻋﻤﻠﯿﺔ اﻟﺘﻔﻜﯿﺮ وﺣﺪود اﻟﻨﻈﺎم
.اﺷﺮح ﻛﯿﻒ ﺗﺸﺘﻤﻞ طﺮﯾﻘﺔ ﻋﺮض اﻷﻋﻤﺎل ﻋﻠﻰ وظﺎﺋﻒ ﻣﺘﻌﺪدة
.ﺑﻨﺎء ﻣﺨﻄﻂ اﻧﺴﯿﺎﺑﻲ ﻟﻌﻤﻠﯿﺔ ﻣﻌﯿﻨﺔ
ﺣﻠﻞ اﻟﻌﻤﻠﯿﺔ ﻣﻦ ﺧﻼل طﺮح ﻣﺠﻤﻮﻋﺔ واﺳﻌﺔ ﻣﻦ اﻷﺳﺌﻠﺔ اﻟﺘﻲ أﺑﻠﻐﺖ ﻋﻨﮭﺎ
.اﻟﻤﺨﻄﻂ اﻻﻧﺴﯿﺎﺑﻲ ﻟﻠﻌﻤﻠﯿﺔ
.ﺗﺤﺪﯾﺪ ﻗﺪرات اﻟﻌﻤﻠﯿﺔ ﻣﻦ اﻟﺘﺤﻠﯿﻞ
ﺷﺮح ﻣﺒﺎدئ إﻋﺎدة ﺗﺼﻤﯿﻢ اﻟﻌﻤﻠﯿﺔ
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6-2
Process Thinking
.Process thinking: All work is a process •
…System: Collection of interrelated elements where •
Whole > Sum of parts
Apply systems thinking to businesses •
Defining system boundaries –
Use cross-functional teams for systems analysis
•
Include all affected functions –
. ﻛﻞ اﻟﻌﻤﻞ ھﻮ ﻋﻤﻠﯿﺔ:ﻋﻤﻠﯿﺔ اﻟﺘﻔﻜﯿﺮ
… ﻣﺠﻤﻮﻋﺔ ﻣﻦ اﻟﻌﻨﺎﺻﺮ اﻟﻤﺘﺮاﺑﻄﺔ ﺣﯿﺚ:اﻟﻨﻈﺎم
اﻟﺠﺎﻣﻊ< ﻣﺠﻤﻮع اﻷﺟﺰاء
ﺗﻄﺒﯿﻖ أﻧﻈﻤﺔ اﻟﺘﻔﻜﯿﺮ ﻋﻠﻰ اﻟﺸﺮﻛﺎت
ﺗﺤﺪﯾﺪ ﺣﺪود اﻟﻨﻈﺎم
اﺳﺘﺨﺪام ﻓﺮق ﻣﺘﻌﺪدة اﻟﻮظﺎﺋﻒ ﻟﺘﺤﻠﯿﻞ اﻟﻨﻈﻢ
ﺗﺸﻤﻞ ﺟﻤﯿﻊ اﻟﻮظﺎﺋﻒ اﻟﻤﺘﻀﺮرة
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Process View of Business
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Process Flowcharting (1 of 3)
Process flowcharting: Creating a visual diagram •
to describe (represent) a transformation process
:Also called (or similar to) •
Systems flowchart –
Process mapping –
Flow-process charting –
Service blueprinting –
إﻧﺸﺎء ﻣﺨﻄﻂ ﻣﺮﺋﻲ ﻟﻮﺻﻒ )ﺗﻤﺜﯿﻞ( ﻋﻤﻠﯿﺔ اﻟﺘﺤﻮل:ﻣﺨﻄﻂ ﺗﺪﻓﻖ اﻟﻌﻤﻠﯿﺔ
:(ﯾُﻄﻠﻖ ﻋﻠﯿﮫ أﯾﻀًﺎ )أو ﯾﺸﺒﮫ
ﻣﺨﻄﻂ اﻧﺴﯿﺎﺑﻲ ﻟﻸﻧﻈﻤﺔ
ﻋﻤﻠﯿﺔ رﺳﻢ اﻟﺨﺮاﺋﻂ
ﺗﺨﻄﯿﻂ ﻋﻤﻠﯿﺔ اﻟﺘﺪﻓﻖ
ﻣﺨﻄﻂ اﻟﺨﺪﻣﺔ
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6-5
Process Flowcharting (2 of 3)
Purpose: To visually describe and then find ways of •
.improving the current process
Find repetitive operations –
Identify bottlenecks –
Describe directions and distances of flows –
(people, material and information) –
Reduce waste –
.Required for certifications such as ISO9000
•
. وﺻﻒ ﻣﺮﺋﻲ ﺛﻢ إﯾﺠﺎد طﺮق ﻟﺘﺤﺴﯿﻦ اﻟﻌﻤﻠﯿﺔ اﻟﺤﺎﻟﯿﺔ:اﻟﻐﺮض
اﻟﺒﺤﺚ ﻋﻦ اﻟﻌﻤﻠﯿﺎت اﻟﻤﺘﻜﺮرة
ﺗﺤﺪﯾﺪ اﻻﺧﺘﻨﺎﻗﺎت
وﺻﻒ اﻻﺗﺠﺎھﺎت واﻟﻤﺴﺎﻓﺎت ﻣﻦ اﻟﺘﺪﻓﻘﺎت
()اﻟﻨﺎس واﻟﻤﻮاد واﻟﻤﻌﻠﻮﻣﺎت
اﻟﺤﺪ ﻣﻦ اﻟﻨﻔﺎﯾﺎت
ISO900 0ﻣﻄﻠﻮب ﻟﻠﺤﺼﻮل ﻋﻠﻰ ﺷﮭﺎدات ﻣﺜﻞ
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Process Flowcharting (3 of 3)
.Select a transformation process to study
Form a team to develop flowchart & for analysis
.2
(to
.improve the system)
.1
.Specify the boundaries of transformation process
.3
.Identify and sequence the operational steps
.4
.Identify the performance metrics for the steps
.5
e.g., time to complete each step –
.Draw the flowchart, using consistent symbols
.6
.دد ﻋﻤﻠﯿﺔ اﻟﺘﺤﻮل ﻟﻠﺪراﺳﺔ
.(ﺗﺸﻜﻞ ﻓﺮﯾﻘًﺎ ﻟﺘﻄﻮﯾﺮ ﻣﺨﻄﻂ اﻧﺴﯿﺎﺑﻲ وﻟﻠﺘﺤﻠﯿﻞ )ﻟﺘﺤﺴﯿﻦ اﻟﻨﻈﺎم
.ﺣﺪد ﺣﺪود ﻋﻤﻠﯿﺔ اﻟﺘﺤﻮل
.ﺗﺤﺪﯾﺪ وﺗﺴﻠﺴﻞ اﻟﺨﻄﻮات اﻟﺘﺸﻐﯿﻠﯿﺔ
.ﺗﺤﺪﯾﺪ ﻣﻘﺎﯾﯿﺲ اﻷداء ﻟﻠﺨﻄﻮات
وﻗﺖ ﻹﻛﻤﺎل ﻛﻞ ﺧﻄﻮة، ﻋﻠﻰ ﺳﺒﯿﻞ اﻟﻤﺜﺎلارﺳﻢ اﻟﻤﺨﻄﻂ اﻻﻧﺴﯿﺎﺑﻲ ﺑﺎﺳﺘﺨﺪام رﻣﻮز ﻣﺘﺴﻖ
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6-7
Common Flowcharting Symbols
”Terminator: “START” and “END
Process: operation, activity, or task
”Decision: evaluation or “IF-THEN
Flow: materials, information, customer
“END” ” وSTART” :اﻟﻤﻨﮭﻲ
أو اﻟﻤﮭﻤﺔ، اﻟﻨﺸﺎط، اﻟﻌﻤﻠﯿﺔ:ﻟﻌﻤﻠﯿﺔ
“IF-THEN” اﻟﺘﻘﯿﯿﻢ أو:اﻟﻘﺮار
اﻟﻤﻮاد واﻟﻤﻌﻠﻮﻣﺎت واﻟﻌﻤﻼء:اﻟﺘﺪﻓﻖ
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6-8
Flowchart Example: Selecting a
Supplier (Figure 6.2)
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6-9
Symbols for Flow-Process Chart
Operation: task or work activity
ﻣﮭﻤﺔ أو ﻧﺸﺎط اﻟﻌﻤﻞ:اﻟﻌﻤﻠﯿﺔ
Inspection: checking product quantity or quality
Transportation: movement of material from point
to point
Storage: inventory of materials awaiting
next operation
Delay: delay in sequence of operations
ﻓﺤﺺ ﻛﻤﯿﺔ اﻟﻤﻨﺘﺞ أو اﻟﺠﻮدة:ﺗﻔﺘﯿﺶ
ﺣﺮﻛﺔ اﻟﻤﻮاد ﻣﻦ ﻧﻘﻄﺔ إﻟﻰ أﺧﺮى:اﻟﻨﻘﻞ
ﺟﺮد اﻟﻤﻮاد اﻟﺘﻲ ﺗﻨﺘﻈﺮ اﻟﻌﻤﻠﯿﺔ اﻟﺘﺎﻟﯿﺔ:اﻟﺘﺨﺰﯾﻦ
ﺗﺄﺧﯿﺮ ﻓﻲ ﺗﺴﻠﺴﻞ اﻟﻌﻤﻠﯿﺎﺗﺘﻒ:اﻟﺘﺄﺧﯿﺮ
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6-10
Flow-Process Chart Example:
Picking Operations at Grocery Store Distribution Center
(Figure 6.5)
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6-11
Questions to Ask in Process-Flow
Analysis
Are all Flow: Is it balanced? Where is the bottleneck?•
?How jumbled is the flow
steps necessary?
Time: How long to produce one unit? Can it be reduced? Is set-up
•
?time excessive? Is waiting time excessive
How easy to change? How Quantity: Theoretical production amount?
?many units actually produced
•
Quality: Historical defect rate? Which steps contribute to defects?
?Where do errors occur
•
Cost: How much to produce one unit? What are cost buckets for one •
?unit? Can some cost buckets be reduced or eliminated
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6-12
Measuring Process Flows (1 of 2)
Capacity of a system = capacity of the most constraining •
resource
The single resource with the least capacity is called –
the bottleneck
Flow rate = minimum (Supply, Demand, Capacity)
•
Throughput time = from when processing begins until•
product or service is completed
ﺳﻌﺔ اﻟﻨﻈﺎم = ﻗﺪرة اﻟﻤﻮرد اﻷﻛﺜﺮ ﺗﻘﯿﯿﺪًا
ﯾُﻄﻠﻖ ﻋﻠﻰ اﻟﻤﻮرد اﻟﻮﺣﯿﺪ ذي اﻟﻘﺪرة اﻷﻗﻞ ﻋﻨﻖ اﻟﺰﺟﺎﺟﺔ( اﻟﺴﻌﺔ، اﻟﻄﻠﺐ، ﻣﻌﺪل اﻟﺘﺪﻓﻖ = اﻟﺤﺪ اﻷدﻧﻰ )اﻟﻌﺮض
وﻗﺖ اﻹﻧﺘﺎﺟﯿﺔ = ﻣﻦ ﻋﻨﺪ ﺑﺪء اﻟﻤﻌﺎﻟﺠﺔ ﺣﺘﻰ اﻛﺘﻤﺎل اﻟﻤﻨﺘﺞ أو اﻟﺨﺪﻣﺔ
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6-13
Measuring Process Flows (2 of 2)
Little’s Law •
Calculation: I = T × R –
I = average number of things in the system –
T = average throughput time –
R = average flow rate into the process –
Relates number of items in the system (I) to arrival –
.rate (R) and throughput time (T)
’.Assumes system is in a ‘steady state
•
I = T × R :ﻟﺤﺴﺎب
أﻧﺎ = ﻣﺘﻮﺳﻂ ﻋﺪد اﻷﺷﯿﺎء ﻓﻲ اﻟﻨﻈﺎم
= ﻣﺘﻮﺳﻂ وﻗﺖ اﻹﻧﺘﺎﺟﯿﺔT
= ﻣﺘﻮﺳﻂ ﻣﻌﺪل اﻟﺘﺪﻓﻖ ﻓﻲ اﻟﻌﻤﻠﯿﺔR
( ووﻗﺖ اﻹﻧﺘﺎﺟﯿﺔR) ( ﺑﻤﻌﺪل اﻟﻮﺻﻮلI) ﯾﺘﻌﻠﻖ ﺑﻌﺪد اﻟﻌﻨﺎﺻﺮ ﻓﻲ اﻟﻨﻈﺎم
.(T)
ﯾﻔﺘﺮض أن اﻟﻨﻈﺎم ﻓﻲ ﺣﺎﻟﺔ ﻣﺴﺘﻘﺮة
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6-14
Little’s Law Example (1 of
2)
People are in a line to get through security checks at a•
An average of 10 people per minute are music festival.
.People spend 24 minutes in line, on average processed.
?What is the average number of people in line •
I=T×R •
I = 24 × 10 → I = 240 people in line, on average
•
10 ﺗﺘﻢ ﻣﻌﺎﻟﺠﺔ ﻣﺎ ﻣﺘﻮﺳﻄﮫ.ﻟﻨﺎس ﻓﻲ طﺎﺑﻮر ﻟﻠﻮﺻﻮل إﻟﻰ اﻟﺸﯿﻜﺎت اﻷﻣﻨﯿﺔ ﻓﻲ ﻣﮭﺮﺟﺎن ﻣﻮﺳﯿﻘﻲ
. ﻓﻲ اﻟﻤﺘﻮﺳﻂ، دﻗﯿﻘﺔ ﻓﻲ اﻟﺼﻒ24 ﯾﻘﻀﻲ اﻟﻨﺎس.أﺷﺨﺎص ﻓﻲ اﻟﺪﻗﯿﻘﺔ
ﻣﺎ ھﻮ ﻣﺘﻮﺳﻂ ﻋﺪد اﻷﺷﺨﺎص ﻓﻲ اﻟﺼﻒ؟
I= T × R
ﻓﻲ اﻟﻤﺘﻮﺳﻂ، ﺷﺨﺺ ﻓﻲ اﻟﺼﻒ240 = → أﻧﺎ10 × 24 =
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6-15
Little’s Law Example (2 of
Same problem, but an average of 4 people per minute
2)
are processed, and the average number of people in
.line is 240
?What is the average time spent in line
T=I/R
T = 240 / 4 → T = 60 minutes in line, on average•
•
•
•
وﯾﺒﻠﻎ ﻣﺘﻮﺳﻂ ﻋﺪد، أﺷﺨﺎص ﻓﻲ اﻟﻤﺘﻮﺳﻂ ﻓﻲ اﻟﺪﻗﯿﻘﺔ4 وﻟﻜﻦ ﺗﺘﻢ ﻣﻌﺎﻟﺠﺔ، ﻧﻔﺲ اﻟﻤﺸﻜﻠﺔ
.240 اﻷﺷﺨﺎص ﻓﻲ اﻟﺼﻒ
ﻣﺎ ھﻮ ﻣﺘﻮﺳﻂ اﻟﻮﻗﺖ اﻟﺬي ﯾﻘﻀﯿﮫ ﻓﻲ اﻟﻄﺎﺑﻮر؟
T=I/R
ﻓﻲ اﻟﻤﺘﻮﺳﻂ، دﻗﯿﻘﺔ ﻓﻲ اﻟﺨﻂT = 240/4 → T = 60
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6-16
Pizza U.S.A. Book Example
Activity
Minutes
Who/What
Take the order
1
Assistant
Make the crust
3
Chef
Prepare and add ingredients
2
Chef
24
Oven
Cut pizza and box the order
1
Assistant
Take payment
1
Assistant
Bake the pizza
:Details
Assume all toppings added to every pizza
Two employees working at a time
Oven can bake up to 4 pizzas at a time
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6-17
Map the
Process
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6-18
What is the Throughput Time?
Throughput time = time to complete one
product or service
?Pizza throughput time
.min 32 = 1 + 1 + 24 + 2 + 3 + 1
اﻹﻧﺘﺎﺟﯿﺔ اﻟﻮﻗﺖ = اﻟﻮﻗﺖ ﻹﻛﻤﺎل واﺣﺪ
اﻟﻤﻨﺘﺞ أو اﻟﺨﺪﻣﺔ
وﻗﺖ اﻹﻧﺘﺎﺟﯿﺔ اﻟﺒﯿﺘﺰا؟
دﻗﯿﻖ32 = 1 + 1 + 24 + 2 + 3 + 1
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What is Process Capacity?
:resources 3
.Assistant: 1+1+1=3 min. per pizza, 20 pizzas per hr
.Chef: 3+2=5 min. per pizza, 12 pizzas per hr
Oven: 24/4=6 min. per pizza, 10 pizzas per hr. Therefore,
process capacity (flow rate) = 10 pizzas/hour
: ﻣﻮارد3
. ﺑﯿﺘﺰا ﻟﻜﻞ ﺳﺎﻋﺔ20 ، ﻟﻜﻞ ﺑﯿﺘﺰا. دﻗﺎﺋﻖ3 = 1 + 1 + 1 :اﻟﻤﺴﺎﻋﺪ
. ﺑﯿﺘﺰا ﻟﻜﻞ ﺳﺎﻋﺔ12 ، ﻟﻜﻞ ﺑﯿﺘﺰا. دﻗﺎﺋﻖ5 = 2 + 3 :اﻟﺸﯿﻒ
ﻗﺪرة اﻟﻌﻤﻠﯿﺔ )ﻣﻌﺪل، ﻟﺬﻟﻚ. ﺑﯿﺘﺰا ﻟﻜﻞ ﺳﺎﻋﺔ10 ، ﻟﻜﻞ ﺑﯿﺘﺰا. دﻗﺎﺋﻖ6 = 24/4 :اﻟﻔﺮن
س/ ﺑﯿﺘﺰا10 = (اﻟﺘﺪﻓﻖ
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What is the Process Bottleneck?
At an average process time of 6 min. per pizza… the OVEN is
the slowest activity…..
which determines process capacity…. and is,
therefore, the bottleneck.
The process cannot produce more than the slowest
activity (flow rate = 10 pizzas/hr).
ھﻮ أﺑﻄﺄ ﻧﺸﺎطOVEN إن… ﻓﻲ اﻟﺒﯿﺘﺰا. دﻗﺎﺋﻖ6 ﻓﻲ ﻣﺘﻮﺳﻂ وﻗﺖ اﻟﻌﻤﻠﯿﺔ ﻣﻦ
…..
. ﻋﻨﻖ اﻟﺰﺟﺎﺟﺔ، ﺑﺎﻟﺘﺎﻟﻲ، وھﻮ… اﻟﺬي ﯾﺤﺪد ﻗﺪرة اﻟﻌﻤﻠﯿﺔ
ﺳﺎﻋﺔ/ ﺑﯿﺘﺰا10 = ﻻ ﯾﻤﻜﻦ أن ﺗﻨﺘﺞ اﻟﻌﻤﻠﯿﺔ أﻛﺜﺮ ﻣﻦ أﺑﻄﺄ ﻧﺸﺎط )ﻣﻌﺪل اﻟﺘﺪﻓﻖ
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Process Redesign
Identify, analyze, improve critical processes •
.(may cross organizational boundaries)
Complete process Extreme cases:
•
.reconfiguration (eliminating many steps)
Business Process Reengineering (BPR) •
.(ﺗﺤﺪﯾﺪ وﺗﺤﻠﯿﻞ وﺗﺤﺴﯿﻦ اﻟﻌﻤﻠﯿﺎت اﻟﺤﺮﺟﺔ )ﻗﺪ ﺗﻌﺒﺮ اﻟﺤﺪود اﻟﺘﻨﻈﯿﻤﯿﺔ
إﻛﻤﺎل ﻋﻤﻠﯿﺔ إﻋﺎدة اﻟﺘﻜﻮﯾﻦ )اﻟﻘﻀﺎء ﻋﻠﻰ اﻟﻌﺪﯾﺪ ﻣﻦ:اﻟﺤﺎﻻت اﻟﻘﺼﻮى
.(اﻟﺨﻄﻮات
إﻋﺎدة ھﻨﺪﺳﺔ اﻟﻌﻤﻠﯿﺎت اﻟﺘﺠﺎرﯾﺔ
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Principles of Process Redesign
.Organize around outcomes, not tasks •
Have the people who do the work process their own
•
.information
.Avoid handoffs, whenever possible –
Put the decision point where work is performed, and build •
.control into the process
.Make decisions at lowest possible level –
.Eliminate unnecessary steps in the process •
.Simplify, eliminate non-value-added activities –
. وﻟﯿﺲ اﻟﻤﮭﺎم، ﺗﻨﻈﯿﻢ ﺣﻮل اﻟﻨﺘﺎﺋﺞ
.اطﻠﺐ ﻣﻦ اﻷﺷﺨﺎص اﻟﺬﯾﻦ ﯾﻘﻮﻣﻮن ﺑﺎﻟﻌﻤﻞ أن ﯾﻌﺎﻟﺠﻮا ﻣﻌﻠﻮﻣﺎﺗﮭﻢ اﻟﺨﺎﺻﺔ
. ﻛﻠﻤﺎ أﻣﻜﻦ ذﻟﻚ، ﺗﺠﻨﺐ ﻋﻤﻠﯿﺎت اﻟﺘﺴﻠﯿﻢ
. وﻗﻢ ﺑﺒﻨﺎء اﻟﺘﺤﻜﻢ ﻓﻲ اﻟﻌﻤﻠﯿﺔ، ﺿﻊ ﻧﻘﻄﺔ اﻟﻘﺮار ﺣﯿﺚ ﯾﺘﻢ ﺗﻨﻔﯿﺬ اﻟﻌﻤﻞ
.اﺗﺨﺎذ اﻟﻘﺮارات ﻓﻲ أدﻧﻰ ﻣﺴﺘﻮى ﻣﻤﻜﻦ
.ﺗﺨﻠﺺ ﻣﻦ اﻟﺨﻄﻮات ﻏﯿﺮ اﻟﻀﺮورﯾﺔ ﻓﻲ اﻟﻌﻤﻠﯿﺔ
واﻟﻘﻀﺎء ﻋﻠﻰ اﻷﻧﺸﻄﺔ ﻏﯿﺮ ذات اﻟﻘﯿﻤﺔ اﻟﻤﺾ، ﺗﺒﺴﯿﻂ
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Summary
Describe process thinking and system
.1
.boundaries
Explain how the process view of business .2
.includes various functions
Construct a process flowchart for a given .3
.process
Analyze a process by asking a wide variety of
.4
.questions informed by the process flowchart
.Determine process capabilities from analysis
.5
.Explain the principles of process redesign
.6
.وﺻﻒ ﻋﻤﻠﯿﺔ اﻟﺘﻔﻜﯿﺮ وﺣﺪود اﻟﻨﻈﺎم
.اﺷﺮح ﻛﯿﻒ ﺗﺸﺘﻤﻞ طﺮﯾﻘﺔ ﻋﺮض اﻷﻋﻤﺎل ﻋﻠﻰ وظﺎﺋﻒ ﻣﺘﻌﺪدة
.ﺑﻨﺎء ﻣﺨﻄﻂ اﻧﺴﯿﺎﺑﻲ ﻟﻌﻤﻠﯿﺔ ﻣﻌﯿﻨﺔ
.ﺣﻠﻞ اﻟﻌﻤﻠﯿﺔ ﻣﻦ ﺧﻼل طﺮح ﻣﺠﻤﻮﻋﺔ واﺳﻌﺔ ﻣﻦ اﻷﺳﺌﻠﺔ اﻟﺘﻲ أﺑﻠﻐﺖ ﻋﻨﮭﺎ اﻟﻤﺨﻄﻂ اﻻﻧﺴﯿﺎﺑﻲ ﻟﻠﻌﻤﻠﯿﺔ
.ﺗﺤﺪﯾﺪ ﻗﺪرات اﻟﻌﻤﻠﯿﺔ ﻣﻦ اﻟﺘﺤﻠﯿﻞ
ﺷﺮح ﻣﺒﺎدئ إﻋﺎدة ﺗﺼﻤﯿﻢ اﻟﻌﻤﻠﯿﺔ
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6-25
Operations Management in
the Supply Chain
Decisions and Cases
Seventh Edition
Chapter 7
Lean Thinking and
Lean Systems
McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No ©
.reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education
Learning Objectives
Describe the origins and evolution of lean
.thinking
Describe the five tenets of lean thinking and
.the seven forms of waste in a lean system
Explain how a stabilized master schedule is
.achieved for repetitive manufacturing
.Design a kanban system for a lean system
Explain how setup time, lot size, layout and
.maintenance are related to lean thinking
Differentiate how employees, quality,
and suppliers are unique in lean
.systems
.Explain how to implement a lean system
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.2
.3
.4
.5
.6
.7
7-2
Evolution of Lean
Toyota Production System (TPS) •
Developed in Japan following WWII (limited–
resources)
Also known as Just-in-Time
–
(JIT)
manufacturing
Came to U.S.- 1981 at Kawasaki motorcycle plant in •
Lincoln, Nebraska
Lean Production •
Term coined in late 1980s –
Popularized in 1990s by Womack, Jones & Roos’ “The –
”Machine That Changed the World
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7-3
Lean
Create product/service value from customer perspective
Tenets Reduce waste – muda –
•
Identify, study, improve the value stream
•
Observe the process – gemba
–
Ensure simple, smooth, error-free flow
Determine takt time
•
–
Produce only what is pulled by customerUse kanbans
•
Strive for perfection
•
Hold kaizen events, 5S, 5 Whys
–
اﻟﺨﺪﻣﺔ ﻣﻦ ﻣﻨﻈﻮر اﻟﻌﻤﻼء/ إﻧﺸﺎء ﻗﯿﻤﺔ اﻟﻤﻨﺘﺞ
ﻣﻮدا- ﺗﻘﻠﯿﻞ اﻟﻨﻔﺎﯾﺎت
ﺗﺤﺪﯾﺪ ودراﺳﺔ وﺗﺤﺴﯿﻦ ﺗﯿﺎر اﻟﻘﯿﻤﺔ
gemba – ﻣﺮاﻗﺒﺔ اﻟﻌﻤﻠﯿﺔ
ﺿﻤﺎن ﺗﺪﻓﻖ ﺑﺴﯿﻂ وﺳﻠﺲ وﺧﺎﻟﻲ ﻣﻦ اﻷﺧﻄﺎء
ﺗﺤﺪﯾﺪ اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ
customerUse kanbans أﻧﺘﺞ ﻓﻘﻂ ﻣﺎ ﯾﺘﻢ ﺳﺤﺒﮫ ﺑﻮاﺳﻄﺔ
اﻟﺴﻌﻲ ﻟﻠﻜﻤﺎل
أﺳﺒﺎب5S ، 5 ، ﻋﻘﺪ أﺣﺪاث ﻛﺎﯾﺰن
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The Seven Forms of Waste (1 of
2)Overproduction: Producing more than the demand for•
customers, resulting in unnecessary inventory, handling,
.paperwork, and warehouse space
Waiting time: Operators and machines waiting for parts •
or work to arrive from suppliers or other operations.
.Customers waiting in line
Unnecessary
transportation:
Double
or
triple •
movement of materials due to poor layouts, lack
of
.coordination, and poor workplace organization
، وأوراق، وﻣﻨﺎوﻟﺔ، ﻣﻤﺎ ﯾﻨﺘﺞ ﻋﻨﮫ ﻣﺨﺰون ﻏﯿﺮ ﺿﺮوري، إﻧﺘﺎج أﻛﺜﺮ ﻣﻦ اﻟﻄﻠﺐ ﻋﻠﻰ اﻟﻌﻤﻼء:اﻹﻧﺘﺎج اﻟﺰاﺋﺪ
.وﻣﺴﺎﺣﺔ ﻣﺴﺘﻮدع
. اﻟﻤﺸﻐﻠﻮن واﻵﻻت ﻓﻲ اﻧﺘﻈﺎر وﺻﻮل ﻗﻄﻊ اﻟﻐﯿﺎر أو اﻟﻌﻤﻞ ﻣﻦ اﻟﻤﻮردﯾﻦ أو ﻋﻤﻠﯿﺎت أﺧﺮى:ﻣﺪة اﻻﻧﺘﻈﺎر
.اﻟﺰﺑﺎﺋﻦ اﻻﻧﺘﻈﺎر ﻓﻲ اﻟﻄﺎﺑﻮر
وﺿﻌﻒ ﺗﻨﻈﯿﻢ، وﻋﺪم اﻟﺘﻨﺴﯿﻖ، ﺣﺮﻛﺔ ﻣﺰدوﺟﺔ أو ﺛﻼﺛﯿﺔ ﻟﻠﻤﻮاد ﺑﺴﺒﺐ ﺳﻮء اﻟﺘﺼﺎﻣﯿﻢ:اﻟﻨﻘﻞ ﻏﯿﺮ اﻟﻀﺮوري
ﻣﻜﺎن اﻟﻌﻤﻞ
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7-5
The Seven Forms of Waste (2 of
Excess processing: Poor design or inadequate •
2)maintenance
or processes, requiring additional labor or
.machine time
Too much inventory: Excess inventory due to large lot •
sizes, obsolete items, poor forecasts, or improper
.production planning
Unnecessary motion: Wasted movements of people
•
.or extra walking to get materials
Defects: Use of material, labor, and capacity for •
production of defects, sorting out bad parts, or warranty
.costs with customers
. ﻣﻤﺎ ﯾﺘﻄﻠﺐ وﻗﺘًﺎ إﺿﺎﻓﯿًﺎ ﻓﻲ اﻟﻌﻤﻞ أو اﻟﻤﺎﻛﯿﻨﺔ، ﺳﻮء اﻟﺘﺼﻤﯿﻢ أو ﻋﺪم ﻛﻔﺎﯾﺔ اﻟﺼﯿﺎﻧﺔ أو اﻟﻌﻤﻠﯿﺎت:ﻟﻤﻌﺎﻟﺠﺔ اﻟﺰاﺋﺪة
اﻟﻤﺨﺰون اﻟﺰاﺋﺪ ﺑﺴﺒﺐ أﺣﺠﺎم اﻟﻘﻄﻊ اﻟﻜﺒﯿﺮة أو اﻟﻌﻨﺎﺻﺮ اﻟﻤﺘﻘﺎدﻣﺔ أو اﻟﺘﻮﻗﻌﺎت اﻟﺴﯿﺌﺔ أو ﺗﺨﻄﯿﻂ:ﻣﺨﺰون ﻛﺒﯿﺮ ﺟﺪًا
.اﻹﻧﺘﺎج ﻏﯿﺮ اﻟﻤﻨﺎﺳﺐ
. ﺣﺮﻛﺎت اﻷﺷﺨﺎص اﻟﻤﮭﺪرة أو اﻟﻤﺸﻲ اﻹﺿﺎﻓﻲ ﻟﻠﺤﺼﻮل ﻋﻠﻰ اﻟﻤﻮاد:اﻟﺤﺮﻛﺔ ﻏﯿﺮ اﻟﻀﺮورﯾﺔ
. اﺳﺘﺨﺪام اﻟﻤﻮاد واﻟﻌﻤﺎﻟﺔ واﻟﻘﺪرة ﻋﻠﻰ إﻧﺘﺎج اﻟﻌﯿﻮب أو ﻓﺮز اﻷﺟﺰاء اﻟﺴﯿﺌﺔ أو ﺗﻜﺎﻟﯿﻒ اﻟﻀﻤﺎن ﻣﻊ اﻟﻌﻤﻼء:اﻟﻌﯿﻮب
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7-6
Value Stream Mapping (1 of
2)
Value stream is all processing steps to complete
•
product/service
Extension of process flowcharting •
Includes value-adding/non-value-adding activities •
– Requires direct observation of process •
gemba
Is this step or task necessary in creating value to“ •
”?the customer
Change and improve process •
اﻟﺨﺪﻣﺔ/ دﻓﻖ اﻟﻘﯿﻤﺔ ھﻮ ﻛﻞ ﺧﻄﻮات اﻟﻤﻌﺎﻟﺠﺔ ﻹﻛﻤﺎل اﻟﻤﻨﺘﺞ
ﺗﻤﺪﯾﺪ ﻋﻤﻠﯿﺔ اﻟﺘﺪﻓﻖ
ﻏﯿﺮ اﻟﻘﯿﻤﺔ اﻟﻤﻀﺎﻓﺔ/ ﯾﺘﻀﻤﻦ أﻧﺸﻄﺔ اﻟﻘﯿﻤﺔ اﻟﻤﻀﺎﻓﺔ
– ﯾﺘﻄﻠﺐ ﻣﺮاﻗﺒﺔ ﻣﺒﺎﺷﺮة ﻟﻠﻌﻤﻠﯿﺔ
ﺟﯿﻤﺒﺎ
“”ھﻞ ھﺬه اﻟﺨﻄﻮة أو اﻟﻤﮭﻤﺔ ﺿﺮورﯾﺔ ﻓﻲ ﺧﻠﻖ ﻗﯿﻤﺔ ﻟﻠﻌﻤﯿﻞ؟
اﻟﺘﻐﯿﯿﺮ وﺗﺤﺴﯿﻦ اﻟﻌﻠﯿﺎت
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Value Stream Mapping (2 of
2)
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7-8
Inventory Covers Problems
(Figure 7.2)
Water level indicates level of inventory in the system
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Water Level Lowered To Expose
Problems
Water level indicates level of inventory in the system
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Water Flows Smoothly, Once
Problems are Resolved
Water level indicates level of inventory in the system
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7-11
5 Whys
Explores cause-and-effect
relationships that underlie problems (root causes)
Technique
Enables root causes to be identified/resolved
.Example: Truck won’t start
.Why? Battery is dead
.Why? Alternator not functioning
.Why? Alternator belt is broken
.Why? Truck was not maintained as recommended
.Why? Truck is old; no replacement parts available
.Find source for parts, or purchase new truck Solution?
(ﺳﺘﻜﺸﻒ اﻟﻌﻼﻗﺎت ﺑﯿﻦ اﻟﺴﺒﺐ واﻟﻨﺘﯿﺠﺔ اﻟﺘﻲ ﺗﻜﻤﻦ وراء اﻟﻤﺸﻜﻼت )اﻷﺳﺒﺎب اﻟﺠﺬرﯾﺔ
ﺣﻠﮭﺎ/ ﯾﺘﯿﺢ ﺗﺤﺪﯾﺪ اﻷﺳﺒﺎب اﻟﺠﺬرﯾﺔ
. ﻟﻦ ﺗﺒﺪأ اﻟﺸﺎﺣﻨﺔ:ﻣﺜﺎل
.ﻟﻤﺎذا ا؟ اﻟﺒﻄﺎرﯾﺔ ﻣﯿﺘﺔ
.ﻟﻤﺎذا ا؟ اﻟﻤﻮﻟﺪ ﻻ ﯾﻌﻤﻞ
.ﻟﻤﺎذا ا؟ ﺣﺰام اﻟﻤﻮﻟﺪ ﻣﻜﺴﻮر
.ﻟﻤﺎذا ا؟ ﻟﻢ ﯾﺘﻢ ﺻﯿﺎﻧﺔ اﻟﺸﺎﺣﻨﺔ ﻋﻠﻰ اﻟﻨﺤﻮ اﻟﻤﻮﺻﻰ ﺑﮫ
.ﻟﻤﺎذا ا؟ اﻟﺸﺎﺣﻨﺔ ﻗﺪﯾﻤﺔ ﻻ ﺗﻮﺟﺪ ﻗﻄﻊ اﻟﻐﯿﺎر اﻟﻤﺘﺎﺣﺔ
أو ﺷﺮاء ﺷﺎﺣﻨﺔ ﺟﺪﯾﺪة، اﻟﻤﺤﻠﻮل؟ اﻟﺒﺤﺚ ﻋﻦ ﻣﺼﺪر ﻟﻸﺟﺰاء
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5S
Technique
Organize workspace
to improve employee
•
.morale, safety, process efficiency
”.Reduces time looking for “things •
Seiri to Sort (keep, toss) •
Seiton to Straighten or set in order •
Seiso to Shine, sweep, or clean •
Seiketsu to Standardize •
Shitsuke to Sustain (maintain) •
. وﻛﻔﺎءة اﻟﻌﻤﻠﯿﺔ، واﻟﺴﻼﻣﺔ، ﺗﻨﻈﯿﻢ ﻣﺴﺎﺣﺔ اﻟﻌﻤﻞ ﻟﺘﺤﺴﯿﻦ ﻣﻌﻨﻮﯾﺎت اﻟﻤﻮظﻔﯿﻦ
.”ﯾﻘﻠﻞ ﻣﻦ اﻟﻮﻗﺖ ﻓﻲ اﻟﺒﺤﺚ ﻋﻦ “اﻷﺷﯿﺎء
( إرم، ﺳﯿﺮي ﻟﻔﺮز )اﻻﺣﺘﻔﺎظ
ﻟﺘﺼﻮﯾﺐ أو ﺗﻌﯿﯿﻦ ﻓﻲ اﻟﻨﻈﺎمSeiton
أو ﻧﻈﯿﻔﺔ، اﻻﺟﺘﯿﺎح، ﻟﻠﺘﺄﻟﻖSeiso
ﻟﺘﻮﺣﯿﺪSeiketsu
ﻟﻠﺤﻔﺎظ ﻋﻠﻰ )اﻟﺤﻔﺎظShitsuke
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5S Technique
Example
Storage of
chemicals in production area
Before
After
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7-14
Elements of Lean System
Stabilizing the master schedule
•
Controlling flow with kanban system
•
Reducing setup time (quick changeover)
•
Small lot sizes (goal lot size of single unit)
•
Efficient layout (linear flow, low inventories)
•
Preventive maintenance
•
Cross-training, rewarding workers
•
Quality and continuous improvement
•
Close relationships with suppliers (frequent deliveries) •
اﺳﺘﻘﺮار اﻟﺠﺪول اﻟﺮﺋﯿﺴﻲ
kanban اﻟﺴﯿﻄﺮة ﻋﻠﻰ اﻟﺘﺪﻓﻖ ﻣﻊ ﻧﻈﺎم
(ﺗﻘﻠﯿﻞ وﻗﺖ اﻹﻋﺪاد )ﺗﻐﯿﯿﺮ ﺳﺮﯾﻊ
(أﺣﺠﺎم اﻟﻜﺜﯿﺮ اﻟﺼﻐﯿﺮة )ﺣﺠﻢ وﺣﺪة اﻟﮭﺪف ﻣﻦ وﺣﺪة واﺣﺪة
( اﻟﻤﺨﺰوﻧﺎت اﻟﻤﻨﺨﻔﻀﺔ، ﺗﺼﻤﯿﻢ ﻓﻌﺎل )اﻟﺘﺪﻓﻖ اﻟﺨﻄﻲ
اﻟﺼﯿﺎﻧﺔ اﻟﻮﻗﺎﺋﯿﺔ
ﻣﻜﺎﻓﺄة اﻟﻌﻤﺎل، اﻟﺘﺪرﯾﺐ اﻟﻤﺘﺒﺎدل
اﻟﺠﻮدة واﻟﺘﺤﺴﯿﻦ اﻟﻤﺴﺘﻤﺮ
ﻋﻼﻗﺎت وﺛﯿﻘﺔ ﻣﻊ اﻟﻤﻮردﯾﻦ )ﻋﻤﻠﯿﺎت©اﻟﺘﺴﻠﯿﻢ
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Education
7-15
Stabilizing the Master Schedule
Production horizon •
set according to demand
Production schedule repeated each day
Uniform load: level work load across workers/machines
Takt time: match supply (production rate) to demand rate
Produce planned quantity each day, and no more
Desirable, but not essential, to a lean system
وﺿﻊ وﻓﻘﺎ ﻟﻠﻄﻠﺐ
ﺟﺪول اﻹﻧﺘﺎج ﯾﺘﻜﺮر ﻛﻞ ﯾﻮم
اﻵﻻت/ ﺣﻤﻞ اﻟﻌﻤﻞ ﻋﻠﻰ ﻣﺴﺘﻮى اﻟﻌﻤﺎل:اﻟﺤﻤﻞ اﻟﻤﻮﺣﺪ
ﺗﻄﺎﺑﻖ اﻟﻌﺮض )ﻣﻌﺪل اﻹﻧﺘﺎج( ﻣﻊ ﻣﻌﺪل اﻟﻄﻠﺐ:Takt time
وﻟﯿﺲ أﻛﺜﺮ، إﻧﺘﺎج اﻟﻜﻤﯿﺔ اﻟﻤﺨﻄﻄﺔ ﻛﻞ ﯾﻮم
إﻟﻰ ﻧﻈﺎم ھﺰﯾﻞ، وﻟﻜﻦ ﻟﯿﺲ ﻣﻦ اﻟﻀﺮوري، ﻣﺮﻏﻮب ﻓﯿﮫ
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7-16
The Kanban System (1 of
2)
Kanban: “marker” (card, sign)
•
Pull” production system“ •
Visual control system of cards and containers, •
or other type of signal
:Number of containers •
n=
C
DT
D = Demand rate (at work center) •
T = Time for container to complete circuit •
C = Container size (# units) •
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7-17
The Kanban System (2 of
Signals the need for more parts
2)
•
Uses simple cards or signals to control
•
production/inventory
Each work center receives production order (card) from •
succeeding work center
Prevents the buildup of inventory
•
Reduces lead time
•
Extends to receiving orders from suppliers
•
إﺷﺎرات اﻟﺤﺎﺟﺔ إﻟﻰ اﻟﻤﺰﯾﺪ ﻣﻦ اﻷﺟﺰاء
اﻟﻤﺨﺰون/ ﯾﺴﺘﺨﺪم ﺑﻄﺎﻗﺎت أو إﺷﺎرات ﺑﺴﯿﻄﺔ ﻟﻠﺘﺤﻜﻢ ﻓﻲ اﻹﻧﺘﺎج
ﯾﺘﻠﻘﻰ ﻛﻞ ﻣﺮﻛﺰ ﻋﻤﻞ أﻣﺮ إﻧﺘﺎج )ﺑﻄﺎﻗﺔ( ﻣﻦ ﻣﺮﻛﺰ اﻟﻌﻤﻞ اﻟﻨﺎﺟﺢ
ﯾﻤﻨﻊ ﺗﺮاﻛﻢ اﻟﻤﺨﺰون
ﯾﻘﻠﻞ ﻣﻦ اﻟﻤﮭﻠﺔ
ﯾﻤﺘﺪ إﻟﻰ ﺗﻠﻘﻲ أواﻣﺮ ﻣﻦ اﻟﻤﻮردﯾﻦ
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7-18
Kanban System (Figure
7.3)
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7-19
Reducing Setup Time and Lot Sizes
:Reducing setup time
increases available capacity
–
increases flexibility to meet schedule changes
–
reduces inventory
–
Setup types
Single (single digit minutes)
–
One-touch (less then 1 min; 2-step process)
–
Internal (while machine stopped)
▪
External (while machine operating)
▪
Lot size reduction
Goal: single unit production
•
•
•
–
:ﺗﻘﻠﯿﻞ وﻗﺖ اﻹﻋﺪاد
ﯾﺰﯾﺪ ﻣﻦ اﻟﻘﺪرات اﻟﻤﺘﺎﺣﺔ
ﯾﺰﯾﺪ ﻣﻦ اﻟﻤﺮوﻧﺔ ﻟﺘﻠﺒﯿﺔ اﻟﺘﻐﯿﯿﺮات اﻟﺠﺪول اﻟﺰﻣﻨﻲ
ﯾﻘﻠﻞ اﻟﻤﺨﺰون
أﻧﻮاع اﻹﻋﺪاد
(ﻣﻔﺮد )دﻗﯿﻘﺔ ﻣﻦ رﻗﻢ واﺣﺪ
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© ﻟﻤﺴﺔ واﺣﺪة )أﻗﻞ ﻣﻦ دﻗﯿﻘﺔ
(ﺗﻮﻗﻒ اﻵﻟﺔEducation
داﺧﻠﻲ )أﺛﻨﺎء
7-20
Non-Lean Layout (Figure 7.4)
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7-21
Lean Layout
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7-22
Lean Layout with Group
Technology (Cellular
Manufacturing)
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7-23
Engaging
Workers
Multifunction, cross-trained workers
•
Flexibility to move to busy work centers –
New pay system to reflect skills variety•
Workers contribute individually
• and
collaboratively
Perform own maintenance and inspection
–
Teamwork, problem solving –
Suggestion systems –
ﻋﺒﺮ ﺗﺪرﯾﺐ اﻟﻌﻤﺎل، ﻣﺘﻌﺪدة اﻟﻮظﺎﺋﻒ
اﻟﻤﺮوﻧﺔ ﻓﻲ اﻻﻧﺘﻘﺎل إﻟﻰ ﻣﺮاﻛﺰ اﻟﻌﻤﻞ اﻟﻤﺰدﺣﻤﺔ
ﻧﻈﺎم دﻓﻊ ﺟﺪﯾﺪ ﯾﻌﻜﺲ ﺗﻨﻮع اﻟﻤﮭﺎرات
ﯾﺴﺎھﻢ اﻟﻌﻤﺎل ﺑﺸﻜﻞ ﻓﺮدي وﺗﻌﺎوﻧﻲ
أداء اﻟﺼﯿﺎﻧﺔ اﻟﺨﺎﺻﺔ واﻟﺘﻔﺘﯿﺶ
ﺣﻞ اﻟﻤﺸﻜﻼت، اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ
ﻧﻈﻢ اﻻﻗﺘﺮاح
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7-24
Quality in a Lean System
Quality is essential input into lean system •
Defects are waste •
No inventory to cover up mistakes •
System designed to expose errors; correct them at their •
source (so not repeated in the future)
Continuous improvement of the process •
ﻟﺠﻮدة ھﻲ اﻟﻤﺪﺧﻼت اﻷﺳﺎﺳﯿﺔ ﻓﻲ اﻟﻨﻈﺎم اﻟﮭﺰﯾﻞ
اﻟﻌﯿﻮب ھﻲ اﻟﻨﻔﺎﯾﺎت
ﻻ ﯾﻮﺟﺪ ﻣﺨﺰون ﻟﻠﺘﺴﺘﺮ ﻋﻠﻰ اﻷﺧﻄﺎء
ﻗﻢ ﺑﺘﺼﺤﯿﺤﮭﺎ ﻣﻦ ﻣﺼﺪرھﺎ )ﺑﺤﯿﺚ ﻻ ﺗﺘﻜﺮر ﻓﻲ.ﻧﻈﺎم ﻣﺼﻤﻢ ﻟﻔﻀﺢ اﻷﺧﻄﺎء
(اﻟﻤﺴﺘﻘﺒﻞ
اﻟﺘﺤﺴﯿﻦ اﻟﻤﺴﺘﻤﺮ ﻟﻠﻌﻤﻠﯿﺔ
.McGraw-Hill Education ©
7-25
Supplier
Relationships
’Viewed as the ‘external factory
•
Co-location, frequent deliveries
•
Fewer suppliers
•
No inspection—high quality is assumed
(required)
•
Integrated supplier programs
•
Early supplier selection
–
Family-of-parts sourcing
–
Long-term strategic relationship
–
Reduce paperwork and inspection
–
“ﯾﻨﻈﺮ إﻟﯿﮭﺎ ﻋﻠﻰ أﻧﮭﺎ “اﻟﻤﺼﻨﻊ اﻟﺨﺎرﺟﻲ
واﻟﺘﺴﻠﯿﻢ اﻟﻤﺘﻜﺮر، اﻟﻤﻮﻗﻊ اﻟﻤﺸﺘﺮك
ﻋﺪد أﻗﻞ ﻣﻦ اﻟﻤﻮردﯾﻦ
ﺟﻮدة ﻋﺎﻟﯿﺔ ﯾﻔﺘﺮض- ﻻ ﯾﻮﺟﺪ ﺗﻔﺘﯿﺶ
()ﻣﻄﻠﻮب
ﺑﺮاﻣﺞ اﻟﻤﻮردﯾﻦ اﻟﻤﺘﻜﺎﻣﻠﺔ
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اﺧﺘﯿﺎر اﻟﻤﻮرد ﻓﻲ وﻗﺖ ﻣﺒﻜﺮ
7-26
Implementation of Lean Systems
Establish a cross-functional team
•
Determine what customers value
•
Construct value stream map
•
Eliminate waste (non-value-adding activities)
–
Use customer demand to pull work thru process
•
Implement team ideas
•
Repeat the cycle on another process
•
إﻧﺸﺎء ﻓﺮﯾﻖ ﻣﺘﻌﺪد اﻟﻮظﺎﺋﻒ
ﺗﺤﺪﯾﺪ ﻣﺎ ﻗﯿﻤﺔ اﻟﻌﻤﻼء
ﺑﻨﺎء ﺧﺮﯾﻄﺔ ﺗﯿﺎر اﻟﻘﯿﻤﺔ
( اﻟﺘﺨﻠﺺ ﻣﻦ اﻟﻨﻔﺎﯾﺎت )اﻷﻧﺸﻄﺔ ﻏﯿﺮ ذات اﻟﻘﯿﻤﺔ اﻟﻤﻀﺎﻓﺔاﺳﺘﺨﺪام طﻠﺐ اﻟﻌﻤﻼء ﻟﺴﺤ�…
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