3. 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.
Víctor Alvarez Celedón, ICI 3
9. 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?
Víctor Alvarez Celedón, ICI 9
13. ANALISIS DE PROCESOS
ADMINISTRACION DE LA
PRODUCCION
Víctor Alvarez Celedón, ICI 13
14. 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
Víctor Alvarez Celedón, ICI 14
15. 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
Víctor Alvarez Celedón, ICI 15
17. 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
Víctor Alvarez Celedón, ICI 17
18. PROCESOS DE NEGOCIOS
• IBM Corporation was among the first American companies to see the
benefits of identifying and managing business processes.
Víctor Alvarez Celedón, ICI 18
22. 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.
24. 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)
25. 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
26. 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
Víctor Alvarez Celedón, ICI 26
27. 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
Víctor Alvarez Celedón, ICI 27
28. Process Focus
Print Shop
High
Many variety
inputs of
outputs
Víctor Alvarez Celedón, ICI 28
29. 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
Víctor Alvarez Celedón, ICI 29
30. Repetitive Focus
Automobile Assembly Line
Raw Modules
materials combined
and for many
module output
inputs options
Few
modules
Víctor Alvarez Celedón, ICI 30
31. 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
32. 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
Víctor Alvarez Celedón, ICI 32
33. Product Focus
Bottling Plant
Output
variation
Many in size,
inputs shape,
and
packaging
Víctor Alvarez Celedón, ICI 33
34. 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
Víctor Alvarez Celedón, ICI 34
35. 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
Víctor Alvarez Celedón, ICI 35
36. Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)
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
Víctor Alvarez Celedón, ICI 36
37. Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)
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
38. Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)
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
Víctor Alvarez Celedón, ICI Table 7.2 38
39. Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)
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
Víctor Alvarez Celedón, ICI Table 7.2 39
40. Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)
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
Víctor Alvarez Celedón, ICI Table 7.2 40
41. 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
Víctor Alvarez Celedón, ICI 41
42. 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
43. 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
Víctor Alvarez Celedón, ICI 43
44. 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)
Víctor Alvarez Celedón, ICI 44
Volume
45. Changing Processes
Difficult and expensive
May mean starting over
Process strategy determines
transformation strategy for an
extended period
Important to get it right
Víctor Alvarez Celedón, ICI 45
46. 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
Víctor Alvarez Celedón, ICI 46
47. 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
Figure 7.7 Víctor Alvarez Celedón, ICI 47
52 days
48. Process Chart
Víctor Alvarez Celedón, ICI 48
Figure 7.8
49. Service Blueprint
Focuses on the customer and
provider interaction
Defines three levels of interaction
Each level has different
management issues
Identifies potential failure points
Víctor Alvarez Celedón, ICI 49
50. 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
Figure 7.9 Víctor Alvarez Celedón, ICI 50
51. 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
Víctor Alvarez Celedón, ICI 51
52. 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
53. 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