Process Strategy Production and Operation Management Production and

製程策略 (Process Strategy) 生產與作業管理(Production and Operation Management)

製程選擇的意義 生產與作業管理(Production and Operation Management)

產品需求與製程能力的配合 Low-Volume (Intermittent) High Variety One or few units per run, high variety (allows customization) Changes in modules Modest runs, standardized modules Changes in attributes (such as grade, quality, size, thickness, etc. ) Long runs only Repetitive Process (Modular) High-Volume (Continuous) Process focus projects, job shops, (machine, print, carpentry) Standard Register Poor strategy Mass Customization (difficult to achieve, but huge rewards) Repetitive (autos, motorcycles) Harley Davidson Dell Computer Co. Product focus (commercial baked goods, steel, glass) Nucor Steel 生產與作業管理(Production and Operation Management)

生產製程流程圖 Accountin g Purchasing (order inks, paper, other supplies) Vendor s Receivin g Warehousing (ink, paper, etc. ) Custome r Customer sales representative (take order) Prepress Department (Prepare printing plates & negatives) Printing Department Collating Departme nt Information flow Material flow Gluing, binding, stapling, labeling Polywrap Departme nt Shippin g 生產與作業管理(Production and Operation Management)

製程專注(Process Focus) Operatio n 1 Product A 2 Product B 生產與作業管理(Production and Operation Management) 3

製程專注策略-Examples Bank Hospital © 1995 Corel Corp. Machine Shop © 1995 Corel Corp. 生產與作業管理(Production and Operation Management)

製程專注策略(cont. ) • 優點(Advantages) – Greater product flexibility – More general purpose equipment – Lower initial capital investment • 缺點(Disadvantages) – High variable costs – More highly trained personnel – More difficult production planning & control – Low equipment utilization (5% to 25%) 生產與作業管理(Production and Operation Management)

重覆專注策略(Repetitive Focused Strategy) 生產與作業管理(Production and Operation Management)

重覆專注策略-Examples Fast Foo d Clothes Dryer Mc. Donald’s over 95 billion served Truc k © 1995 Corel Corp. © 1984 -1994 T/Maker Co. © 1995 Corel Corp. 生產與作業管理(Production and Operation Management)

產品專注策略(Product-Focused Strategy) • Facilities are organized by product • High volume, low variety products Products A & B 1 2 Operation 生產與作業管理(Production and Operation Management) 3

產品專注策略 • 優點 – Lower variable cost per unit – Lower but more specialized labor skills – Easier production planning and control – Higher equipment utilization (70% to 90%) • 缺點 – Lower product flexibility – More specialized equipment – Usually higher capital investment 生產與作業管理(Production and Operation Management)

產品專注策略-Examples Soft Drinks (Continuous, then Discrete) Light Bulbs (Discrete) © 1995 Corel Corp. Mass Flu Shots (Discrete) © 1984 -1994 T/Maker Co. Paper (Continuous) © 1995 Corel Corp. 生產與作業管理(Production and Operation Management)

製程比較(1/5) Process Focus Repetitive Focus (Low volume, High (Modular) variety) 1. Small quantity, large variety of products Long runs, standardized product, from modules Product focus (High-volume, low-variety) Mass Customization (High-volume, high-variety Large quantity, small variety of products Large quantity, large variety of products 2. General purpose Special purpose equipment aids in equipment use of assembly line Rapid changeover on flexible equipment 生產與作業管理(Production and Operation Management)

製程比較(2/5) Process Focus Repetitive Focus Product focus Mass Customization 3 Broadly skilled Modestly trained Operators less Flexible operators employees broadly skilled trained for customization 4 Many Reduced training Few work instructions and number of orders and job because of change job instructions in jobs 5 Raw material high relative to product value JIT techniques used Custom orders require many instructions Raw material low relative to product value 生產與作業管理(Production and Operation Management)

製程比較(3/5) Process Focus Repetitive Focus Product focus Mass Customizatio n 6 WIP high relative to output JIT techniques used WIP low relative WIP driven to output down by JIT, kanban, lean production 7 Units move slowly thru plant Movement measured in hours & days Units move swiftly thru facility 8 Finished goods made to order, made to frequent not stored forecasts Goods move swiftly thru facility Finished goods made to forecast, made to order then stored 生產與作業管理(Production and Operation Management)

製程比較(4/5) Process Focus Repetitive Focus Product focus 9 Scheduling complex and concerned with trade-off between inventory, capacity, and customer service Scheduling based on building models from a variety of forecasts Scheduling relatively simple, concerns establishing sufficient rate of output to meet forecasts 10 Fixed costs low, variable costs high Fixed costs dependent on flexibility of facilities Fixed costs high, Fixed costs high; variable costs low must be low 生產與作業管理(Production and Operation Management) Mass Customization Scheduling sophisticated to accommodate customization

製程比較(5/5) Process Focus Repetitive Focus 11 Costing, done Costs usually by job, is known based on estimated prior experience to doing job but only known after doing job Product focus Mass Customization Because of high fixed costs, cost dependent on utilization of capacity High fixed costs and dynamic variable costs 生產與作業管理(Production and Operation Management)

製程連續 Process Focused (intermittent process) Repetitive Focus (assembly line) Product Focused (continuous process) Continuum High variety, low volume Low utilization (5% - 25%) General-purpose equipment Modular Flexible equipment Low variety, high volume High utilization (70% - 90%) Specialized equipment 生產與作業管理(Production and Operation Management)

大量客製化的製程策略 Repetitive Focus Modular design Flexible equipment Modular techniques Mass Customization Effective scheduling techniques Process-focused High variety, low volume Low utilization 20%) (5% General purpose equipment Rapid throughput techniques Product-focused Low variety, volume high High utilization 80%) (70% Specialized equipment 生產與作業管理(Production and Operation Management)