Catedra 5 -_diseño_de_bienes_y_servicios

DISEÑO DE BIENES Y
SERVICIOS
ADMINISTRACION DE LA
PRODUCCION

Víctor Alvarez Celedón, ICI 1

Proceso general ...


Matriz de diseño del producto

El lado derecho de la matriz permite;
• Definir las características del producto que contribuyen a
cumplir con las necesidades.
• Asegurar que cada necesidad prioritaria sea satisfecha al
menos por una característica del producto.
• Asegurar que cada característica contribuye a satisfacer por
lo menos a una necesidad importante de los clientes.

• Las medidas de las características del producto se pueden
derivar de una manera técnica de la medidas de las
necesidades.
• Ej. El cliente requiere que el asiento de un auto sea cómodo,
esto se traduce en parámetros específicos de las
dimensiones y estructura.


Matriz de diseño del producto


Proceso general ...


Matriz de diseño del proceso


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


Proceso general ...


controles del proceso
• El control se centra en cosas especificas, se
denominan <sujetos del control>. Estos son una
mezcla de;
• Características del producto (ej. diámetro interior
alojamiento). Los controles del producto están
asociados con la decisión ¿está el producto
conforme con las especificaciones o las
metas?
• Características del proceso (ej. Temperatura del
horno de fusión). Los procesos de control están
asociados con la decisión ¿deberá el proceso
seguir o parar?

controles del proceso
Matriz de control


QFD – INDUSTRIA SERVICIOS


ANALISIS DE PROCESOS

ADMINISTRACION DE LA
PRODUCCION


Dell Computer Company
“How can we make the process of
buying a computer better?”
Sell custom-built PCs directly to consumer
Build computers rapidly, at low cost, and
only when ordered
Integrate the Web into every aspect of its
business
Focus research on software designed to
make installation and configuration of its
PCs fast and simple

QUE ENTENDEMOS POR PROCESO

EFFECTIVENESS
OF PROCESS =
Ability to achieve
desired results

Input Interrelated or interacting Output
Requirements Specified activities and control Requirements Satisfied
(Includes resources) methods (Result of a process)

Monitoring and Measuring EFFICIENCY OF
PROCESS =
Results achieved
vs. resources used

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

ENFOQUE DE PROCESOS


ENFOQUE DE SISTEMAS
Outputs from
Outputs from
other processes
other processes

Inputs Outputs
Outputs
to A from D
PROCESS A Inputs to B from B Inputs to D
PROCESS B PROCESS D
Outputs
from A

Outputs
Inputs to C from C
PROCESS C


PROCESOS DE NEGOCIOS
• IBM Corporation was among the first American companies to see the
benefits of identifying and managing business processes.


IDENTIFICACION DE PROCESOS


DOCUMENTACION DE PROCESOS


MAPEO DE PROCESOS


MAPEO – IDEF0
The IDEFØ Function
Modeling method is
designed to model the
decisions, actions, and
activities of an
organization or system.
IDEFØ is not only the
most widely used, but
also the most field
proven function
modeling method for
analyzing and
communicating the
functional perspective of
a system. Effective
IDEFØ models assist in
organizing system
analysis and promoting
effective communication
between the analyst Víctor Alvarez Celedón, ICI 22
and the customer.

MAPEO – IDEF0


Process, Volume, and Variety
Volume
Low Repetitive High
Volume Process Volume
High Variety
one or few Process Focus Mass Customization
units per run, projects, job shops (difficult to achieve,
high variety (machine, print, but huge rewards)
(allows carpentry) Dell Computer Co.
customization) Standard Register
Changes in
Modules
modest runs,
standardized Repetitive
modules (autos, motorcycles)
Harley Davidson
Changes in
Attributes Product Focus
(such as grade, Poor Strategy (commercial
quality, size, (Both fixed baked goods,
thickness, etc.) and variable steel, glass)
long runs only costs are Alvarez Celedón, ICI
Víctor
Nucor Steel 24
high)

Few High
Low Multiple Major Volume,
Volume Products, Products, High
One of a Low Higher Standard-
Kind Volume Volume ization
I. Commercial Flexibility (High)
Job Printer Unit Cost (High)
Shop French Restaurant

II. Heavy
Batch Equipment
Coffee Shop
III.
Automobile
Assembly
Assembly
Line Burger King
IV.
Sugar
Continuous Refinery Flexibility (Low)
Flow Unit Cost (Low)

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

Process Strategies

Four basic strategies
Process focus
Repetitive focus
Product focus
Mass customization
Within these basic strategies there are
many ways they may be implemented

Process Focus
Facilities are organized around specific
activities or processes
General purpose equipment and skilled
personnel
High degree of product flexibility
Typically high costs and low equipment
utilization
Product flows may vary considerably
making planning and scheduling a
challenge

Process Focus
Print Shop

High
Many variety
inputs of
outputs


Repetitive Focus
Facilities often organized as
assembly lines
Characterized by modules with parts
and assemblies made previously
Modules may be combined for many
output options
Less flexibility than process-focused
facilities but more efficient

Repetitive Focus
Automobile Assembly Line

Raw Modules
materials combined
and for many
module output
inputs options

Few
modules

Process Flow Diagram
Frame tube Frame-building Frame Hot-paint
bending work cells machining frame painting
THE ASSEMBLY LINE
TESTING Engines and
Incoming parts
28 tests transmissions
From Milwaukee
on a JIT arrival
Air cleaners Oil tank work cell schedule

Fluids and mufflers Shocks and forks

Fuel tank work cell Handlebars

Wheel work cell Fender work cell
Roller testing
Crating

Figure 7.3 Víctor Alvarez Celedón, ICI 31

Product Focus

Facilities are organized by product
High volume but low variety of
products
Long, continuous production runs
enable efficient processes
Typically high fixed cost but low
variable cost
Generally less skilled labor

Product Focus

Bottling Plant

Output
variation
Many in size,
inputs shape,
and
packaging


Product Focus
D A Scrap
Nucor Steel Plant steel
Continuous caster

B
C Electric
Ladle of molten steel furnace

Continuous cast steel
sheared into 24-ton slabs
Hot tunnel furnace - 300 ft
E F

Hot mill for finishing, cooling, and coiling

H G
I


Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)

Small quantity, Long runs, Large quantity, Large quantity,
large variety of standardized small variety of large variety of
products product made products products
from modules

General Special Special Rapid
purpose equipment aids purpose changeover on
equipment in use of equipment flexible
assembly line equipment



Operators are Employees are Operators are Flexible
broadly skilled modestly less broadly operators are
trained skilled trained for the
necessary
customization

Many job Repetition Few work Custom orders
instructions as reduces orders and job require many
each job training and instructions job instructions
changes changes in job because jobs
instructions standardized


Raw material JIT Raw material Raw material
inventories procurement inventories are inventories are
high techniques low low
used

Work-in- JIT inventory Work-in- Work-in-
process is high techniques process process
used inventory is low inventory driven
down by JIT,
lean production

Víctor Alvarez Celedón, ICI Table 7.2 37


Units move Movement is Swift Goods move
slowly through measured in movement of swiftly through
the plant hours and days unit through the the facility
facility is typical

Finished goods Finished goods Finished goods Finished goods
made to order made to made to often made to
frequent forecast and order
forecast stored



Scheduling is Scheduling Relatively Sophisticated
complex, based on simple scheduling
trade-offs building scheduling, required to
between various models establishing accommodate
inventory, from modules output rate to custom orders
availability, to forecasts meet forecasts
customer
service



Fixed costs Fixed costs Fixed costs Fixed costs
low, variable dependent on high, variable high, variable
costs high flexibility of the costs low costs must be
facility low

Costing Costs usually High fixed costs High fixed costs
estimated known due to mean costs and dynamic
before job, not extensive dependent on variable costs
known until experience utilization of make costing a
after job is capacity challenge
complete

Mass Customization

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


Mass Customization
Table 7.1 Number of Choices
Early 21st
Item Early 1970s Century
Vehicle models 140 260
Vehicle types 18 1,212
Bicycle types 8 19
Software titles 0 300,000
Web sites 0 46,412,165
Movie releases 267 458
New book titles 40,530 77,446
Houston TV channels 5 185
Breakfast cereals 160 340
Items (SKUs) in 14,000 150,000
supermarkets Víctor Alvarez Celedón, ICI 42

Mass Customization
Repetitive Focus
Modular design
Flexible equipment

Modular techniques

Mass Customization
Effective Rapid
scheduling throughput
techniques techniques

Process-Focused Product-Focused
High variety, low volume Low variety, high volume
Low utilization (5% to 25%) High utilization (70% to 90%)
General-purpose equipment Specialized equipment

Crossover Charts
Variable
costs
Variable Variable
$ costs $ costs $
Fixed costs Fixed costs
Fixed costs
Low volume, high variety Repetitive High volume, low variety
Process A Process B Process C

st
$
t

co
os

t
t al cos
lc

To T otal
ta
To

400,000
300,000
200,000
Fixed cost Fixed cost Fixed cost
Process A Process B Process C
Figure 7.6 (2,857) V1 V2 (6,666)
Volume

Changing Processes

Difficult and expensive
May mean starting over
Process strategy determines
transformation strategy for an
extended period
Important to get it right


Process Analysis and Design
Flow Diagrams - Shows the movement
of materials
Time-Function Mapping - Shows flows
and time frame
Value Stream Mapping - Shows flows
and time and value added beyond the
immediate organization
Process Charts - Uses symbols to show
key activities
Service Blueprinting - focuses on
customer/provider interaction

Time-Function Mapping
Order Receive
Customer product product

Process
Sales order

Production Wait
control

Plant A Print

Warehouse Wait Wait Wait

Plant B Extrude

Transport Move Move

12 days 13 days 1 day 4 days 1 day 10 days 1 day 0 day 1 day
52 days

Process Chart

Figure 7.8

Service Blueprint

Focuses on the customer and
provider interaction
Defines three levels of interaction
Each level has different
management issues
Identifies potential failure points


Service Blueprint
Personal Greeting Service Diagnosis Perform Service Friendly Close
Level Customer arrives
#1 for service Customer departs

Customer pays bill
Determine Notify
Warm greeting specifics customer
and obtain No and recommend
service request an alternative
Standard provider
request Can
Level service be
#2 done and does No
Direct customer customer
to waiting room approve? Notify
customer the
car is ready

Yes Yes
Perform
Level required work
#3
Potential failure point
Prepare invoice


Process Analysis Tools
Flowcharts provide a view of the
big picture
Time-function mapping adds rigor
and a time element
Value stream analysis extends to
customers and suppliers
Process charts show detail
Service blueprint focuses on
customer interaction

Service Process Matrix
Degree of Customization
Low High
Mass Service Professional Service
Private
banking
Commercial
banking
High General-
Full-service purpose law firms
Degree of Labor

stockbroker
Boutiques
Retailing

Service Factory Law clinics Service Shop
Limited-service Specialized
stockbroker hospitals
Warehouse and Fast food Fine-dining
catalog stores restaurants Hospitals
Low restaurants
Airlines

No frills
Figure 7.10 airlines Víctor Alvarez Celedón, ICI 52

Service Process Matrix
Mass Service and Professional Service
Labor involvement is high
Selection and training highly important
Focus on human resources
Personalized services
Service Factory and Service Shop
Automation of standardized services
Low labor intensity responds well to
process technology and scheduling
Tight control required to maintain
standards Víctor Alvarez Celedón, ICI 53

Catedra 5 -_diseño_de_bienes_y_servicios

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