Please enable JavaScript.
Coggle requires JavaScript to display documents.
Manufacturing & Service Process Structures (Ch. 5) (Service…
Manufacturing & Service
Process Structures
(Ch. 5)
Process Structures
Product-Process Matrix
Project
One of a kind
Customer highly involved in design
Batch
Moderate levels of volume & variety
Basic models, several options
Repetitive Process
Made to stock
Little customization
Continuous Process
Low-skilled employees
Very little variety
specialized, automated equipment - 24/7
PLC + Marketing Decisions
Operations Capabilities
Job Shop
Customization
Low volume
More labor than capital intensive
Mass Customization
Flexible Manufacturing Systems (FMS)
3D Printing
Process Flexibility
Cellular Manufacturing
Costs reduced
Flexibility & batch
production retained
Products w/similar processes
created on cells
Matching Process Structure
to Market Orientation
Engineer to Order (ETO)
Each product - new design
Long lead times
Make to Order (MTO)
Smaller lead time than ETO
Some customiztion
Cus order triggers activity
Assemble to Order (ATO)
Standardized, no customization
Cus triggers final assembly
Make to Stock (MTS)
Products immediately available
Products made in advance
Layouts
Fixed-Position
Complex Scheduling
Projects involving airplanes
Product
Repetitive continuous processes
Good
Minimize processing times
Simplify planning, scheduling, control
Flow: visible, easy to trace
Bad
Low flexibility
Low work variety
Problem at 1 station halts production
Functional
Bad
Manufacturing: material handling costs
high when jobs moved dept to dept
Cleanup time high - cus to cus
Processing time high
Work-in-process inventory high
Scheduling, planning, control - hard
Good
Problem at 1 station, doesn't
halt production
Learning & collab increased
Several routes
Goal
Low cost arrangement
Retail: increase sales
Line Balancing
cycle time cannot exceed tak time
Round up to nearest whole #
Cellular
Small work cells
Product family per cell
Good
Process Flexibility - 1
worker per cell
Scheduling easier
Processing time, inventory, material flow
distance, & setup times reduced
Service Processes
Service Process Matrix
Professional Services
Customized services
Time consuming
Costly
Service Factory
Customer contact/customization low
Facility & Equipment high
Match capacity and demand
Service Shops
High Customer Interaction/customization
Capital intensive
Keep up to date on: tech & scheduling
Mass Services
Standard needs
Many customers
Lower customer interaction/customization
High labor intensity
Service Blueprinting
Customer actions
Front-office actions
Back office actions
Support processes
Physical evidence
