Presentation on theme: "UCL ESPO/IAG/ POMS PROD 2800 PRODUCTION AND OPERATIONS MANAGEMENT Gestion de la production et des opérations Per AGRELL Lecture 1."— Presentation transcript:
UCL ESPO/IAG/ POMS PROD 2800 PRODUCTION AND OPERATIONS MANAGEMENT Gestion de la production et des opérations Per AGRELL Lecture 1 UCL ESPO/IAG/ POMS
PROD Outline Presentation – Instructor – Course outline – Grouping What is OM? Processes and products Manufacturing Strategy
PROD Course outline Operations StrategyL 2E 2 – Competition, positioning, strategic trade-offs Product and Process DesignL 6E 2 – Process analysis, project design, quality Planning and Control MethodologyL 12 E 6 – Long-range, medium-range and short-range planning Supply Chain DesignL 6 E 4 – Inter-firm coordination, theory of constraints, chain design
PROD Learning methods Text book Lectures26 h – On-line material – Readings – Assignments Exercise sessions14 h – Cases Case Summary Case Presentation Case Report
PROD What is operations management? Operations Management – Production (transformation) system Physical Locational Exchange Storage Physiological Informational – System design, operation, improvement – Systematic analysis of organizational processes Services and goods
PROD Manufacturing strategy 1. Market segmentation in product groups 2. Market assessment per group 3. Find Qualifiers and Winners for each group. 4. Translate Winners into process requirements.
PROD Process dimensions Process Requirements – Process Type – Order Regime Core Capabilities
PROD Process flow classification Project Jobbing Batch Line Continuous processing
PROD Production order regimes Design to order (DTO) – Specific design and manufacture for all customers Engineer to order (ETO) – Changes to standard products are offered and produced Make to order (MTO) – Production of standard product on receipt of order/call-off Assemble to order (ATO) – Components MTS. Assembly made on receipt of order. Make to stock (MTS) – Production to forecast. Order met from inventory.
PROD Product-process matrix IV. Continuous Flow III. Assembly Line II. Batch I. Job Shop Low Volume, One of a Kind Multiple Products, Low Volume Few Major Products, Higher Volume High Volume, High Standard- ization Le Prof cafe Le Sablon Sugar Refinery Flexibility (High) Unit Cost (High) Flexibility (Low) Unit Cost (Low)
PROD Process positioning Horizontal Integration – Vendors – Joint ventures Vertical Integration The Virtual Enterprise?
PROD Implications of process choice Products and Markets – Type of product – Product range – Customer order size – Rate of product introductions – Order winners? – Order qualifiers? Manufacturing – Nature of process technology – Focus Investment and Cost – Level of capital investment – Level of inventory – Level of WIP – Cost drivers Infrastructure – Organizational control – Organizational style – Required support expertise
PROD Strategic fit Commitment Communication Credibility Coherence Focused manufacturing PWP
PROD Examples Sports car market – European, road-use, private Competition – Porsche – Ferrari – Jensen – Honda etc.