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Process Analysis II Operations -- Prof. Juran. Outline Types of Processes Kristin Benihana Littlefield.

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Presentation on theme: "Process Analysis II Operations -- Prof. Juran. Outline Types of Processes Kristin Benihana Littlefield."— Presentation transcript:

1 Process Analysis II Operations -- Prof. Juran

2 Outline Types of Processes Kristin Benihana Littlefield

3 Operations -- Prof. Juran 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 Commercial Printer French Restaurant Heavy Equipment Automobile Assembly Burger King Sugar Refinery Flexibility (High) Unit Cost (High) Flexibility (Low) Unit Cost (Low) These are the major stages of product and process life cycles

4 Operations -- Prof. Juran Process Flow Structures Continuous Flow (ex. Petroleum manufacturer) Assembly Line (ex. Automobile manufacturer) Batch shop (ex. Copy center making 10,000 copies of an ad piece for a business) Job shop (ex. Copy center making a single copy of a student term paper) Extreme Case: Project (ex. Legal Counsel for a Criminal Trial)

5 Operations -- Prof. Juran Bakery Video Continuous Flow (loaves of bread) Batch Process (pastries) Job Shop (custom decorated cakes)

6 Operations -- Prof. Juran Kristin’s Cookies

7 Operations -- Prof. Juran

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10 In general, a formula for the number of minutes to produce n one-dozen batches is given by this expression:

11 Operations -- Prof. Juran 5. How many food processors and baking trays will you need? We ought to be able to see that the processor is idle for long periods of time, and that the real bottleneck is the oven. Buying another food processor won't improve the productivity of the system at all. The number of baking trays ought to equal the maximum number of trays you will be using at any one time. Three is probably enough.

12 Operations -- Prof. Juran Benihana Restaurant

13 Operations -- Prof. Juran Assume that the dining process takes 60 minutes, and that we want customers in the bar for 24 minutes. Consider two scenarios: Bar - 16 seats; Dining Area - 80 seats Bar - 48 seats; Dining Area seats Benihana: Process Analysis

14 Operations -- Prof. Juran Bar - 16 seats; Dining Area - 80 seats (1:5 ratio) To deliver a flow of 80 diners per hour and keep the dining area full, the 16-seat bar must empty 80/16 = 5 times per hour (every 12 minutes). We would like for the bar to empty out every 24 minutes. Therefore, it would appear that the ratio of 1:5 (16 bar seats to 80 dining seats) is too small. Benihana: Process Analysis It takes 60 minutes for one customer to eat dinner, and there are 80 seats in the dining area. Therefore 80 people eat every 60 minutes (throughput). On the average a dinner cycle is completed every 60 minutes/80 people = 0.75 minutes per person (cycle time). We know that dinners are processed in batches of 8, so on the average a table of 8 finishes every 8 * 0.75 = 3 minutes.

15 Operations -- Prof. Juran Bar - 48 seats; Dining Area seats (2:5 ratio) It takes 60 minutes for one customer to eat dinner, and there are 120 seats in the dining area. The dining room throughput is therefore 120 people per hour. On the average a dinner cycle is completed every 60 minutes/120 people = 0.5 minutes per person (cycle time). On the average a table of 8 finishes every 4 minutes. To send 8 people into the dining area every 4 minutes means that the 48-seat bar must empty every 120 / 48 = 2.5 times per hour, or once every 24 minutes. Perfect! Given our assumptions regarding the cycle times of the bar and the dining area, it would appear that a ratio of bar seats to grill seats of 2:5 (or 0.4 bar seat per dining seat) is about right. (In our case 120:48, but the ratio is more important than the specific numbers.) Benihana: Process Analysis

16 Littlefield Technologies Setting Up the Game Round 1 Round 2 Operations -- Prof. Juran

17 Registering Your Team Today! Create your team name and password No apostrophes ! Operations -- Prof. Juran

18 Playing Round 1 Sunday Juran “initializes” and then pauses the game, generating 50 days of data. While the game is paused, you can view your factory and analyze the first 50 days of data, but you can’t make changes yet: Juran re-starts the game ~11:00 AM Sunday Jan. 18 The game ends automatically after 4 days, 22 hours, and 35 minutes (9:35 AM on Friday Jan. 23) Operations -- Prof. Juran

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20 Playing Round 1 Objective: Finish the game with the most cash Decision variables: Purchases/sales of machines at three manufacturing stations Written deliverable January 17: What is the situation in the factory? What decisions do you intend to make when the game re-starts? What analysis led you to make those decisions? 2 pages max. Written deliverable Jan. 31: How did your strategy work? What did you learn from this game? 2 pages max. Operations -- Prof. Juran

21 Record Holders (Round 1) juranjuran $1,428,756 Shaurav Datta Gus Giacoman Jordin Greene Julia Lamm Paulo Souza (all MBA’11 NYU) name $1,423,124 Eliza Core Stewart Frey Rosny Hartono Philip Schubert Carlin Swint (all EMBA’09 Cornell) Operations -- Prof. Juran

22 Record Holders (Round 2) synergy5 $1,604,719 Neil Mayer Douglas Monaster Yothin Peanpanich Jeff Shiue Diana Tsirlina (all MBA’10 NYU) webvan2 $1,536,599 Angela Best Alex Cass Steve Kang Ryan Mazeffa Richard Zhang (all EMBA’09 Cornell) Operations -- Prof. Juran

23 Record Holders (Total) synergy5 $2,984,853 Neil Mayer Douglas Monaster Yothin Peanpanich Jeff Shiue Diana Tsirlina (all MBA’10 NYU) topops $2,790,077 Jason Apuzzio Piyush Bhatnagar Jason Farrell Yeliz Karakaya Lynne Mazin (all EMBA’09 Cornell) Operations -- Prof. Juran

24 Summary Types of Processes Kristin Benihana Littlefield


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