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Lecture Managing operations across the supply chain (2/e): Chapter 5 - Swink, Melnyk, Cooper, Hartley

Chapter 5 - Manufacturing and service process structures. The main contents of the chapter consist of the following: Compare and contrast the process structures, compare and contrast the goals and challenges associated manufacturing and service processes, describe how and why each of the operations layouts is designed, analyze a product layout using line balancing, explain how technology is used in the supply chain, use indifference analysis in process selection decisions. | Copyright © 2014 McGraw-Hill Higher Education. All rights reserved. CHAPTER 5 Manufacturing and Service Process Structures McGraw-Hill/Irwin 1 Learning Objectives 5–2 LO5-1 Compare and contrast the process structures LO5-2 Compare and contrast the goals and challenges associated manufacturing and service processes LO5-3 Describe how and why each of the operations layouts is designed LO5-4 Analyze a product layout using line balancing LO5-5 Explain how technology is used in the supply chain LO5-6 Use indifference analysis in process selection decisions 2 Product-Process Matrix 5–3 Figure 5-1 LO5-1 3 Process Structure and Market Orientation 5–4 Engineer to Order (ETO): unique, customized products Make to Order (MTO): similar design, customized during production Assemble to Order (ATO): produced from standard components and modules Make to Stock (MTS): goods made and held in inventory in advance of customer orders LO5-1 4 Service Process Matrix 5–5 LO5-2 5 Service Blueprinting Customer actions: all actions done by customers during service delivery Front office: employee actions in the face-to-face encounter Back office: behind the scenes activities Support processes: activities necessary for the service, done by employees without direct customer contact Physical evidence: tangibles the customers see or collect from the organization 5–6 LO5-2 6 Operations Layout Fixed position: product cannot be moved during production Functional: groups together similar resources Product: resources arranged by regularly occurring sequence of activities 5–7 LO5-3 7 Line Balancing in Product Layouts Used to assign individual tasks to work areas for a desired output rate Determine precedence relationships Calculate Takt time Determine minimum number of work stations Determine efficiency 5–8 LO5-4 8 Supply Chain Technologies 5–9 LO5-5 9 Manufacturing/Service Process Summary Product-process matrix classifies processes based on volume and variety Service are categorized by customization and labor/capital intensity Services processes can be front or back office Layouts should fit with processes used Process automation and technology affects costs and capabilities 5–10 10 | Copyright © 2014 McGraw-Hill Higher Education. All rights reserved. CHAPTER 5 Manufacturing and Service Process Structures McGraw-Hill/Irwin 1 Learning Objectives 5–2 LO5-1 Compare and contrast the process structures LO5-2 Compare and contrast the goals and challenges associated manufacturing and service processes LO5-3 Describe how and why each of the operations layouts is designed LO5-4 Analyze a product layout using line balancing LO5-5 Explain how technology is used in the supply chain LO5-6 Use indifference analysis in process selection decisions 2 Product-Process Matrix 5–3 Figure 5-1 LO5-1 3 Process Structure and Market Orientation 5–4 Engineer to Order (ETO): unique, customized products Make to Order (MTO): similar design, customized during production Assemble to Order (ATO): produced from standard components and modules Make to Stock (MTS): goods made and held in inventory in advance of customer orders LO5-1 4 Service Process Matrix 5–5 LO5-2 5 Service Blueprinting Customer .