1. 9-1 Production Systems Chapter 9

2. 9-2 Chapter 9 Objectives After studying this chapter, you will be able to: Explain the systems perspective and identify seven principles of systems thinking that can improve your skills as a manager. Describe the value chain and value web concepts and discuss the controversy over offshoring. Define supply chain management and explain its strategic importance. 9-2

3. 9-3 Chapter 9 Objectives Cont. Identify the major planning decisions in production and operations management. Explain the unique challenges of service delivery. Define quality, explain the challenge of quality and product complexity, and identify four major tools and strategies for ensuring product quality. 9-3

4. 9-4 Elements Processes Converts Inputs To Desired Outputs The Systems View of Business A system is an interconnected and coordinated set of elements and processes that converts inputs into desired outputs.

5. 9-5 Managing Systems for Peak Performance Help everyone see the big picture. Understand how individual systems really work and how they interact. Understand problems before you try to fix them. Understand the potential impact of solutions before you implement them. 9-5

6. 9-6 Don’t just move problems around; solve them. Understand how feedback works in the system. Use mistakes as opportunities to learn and improve. 9-6 Managing Systems for Peak Performance (cont.)

7. 9-7 The Conversion Process Transformation Outputs Inputs The Value Chain Tangible Goods Intangible Services Value Chain: All the elements and processes that add value as raw materials are transformed into the final products made available to the ultimate customer.

8. 9-8 Business Transformation Systems 9-8

9. 9-9 Core Competencies and Outsourcing Core Competencies: Functions in which a company has a distinct advantage over its competitors. Outsourcing: Contracting out certain business functions or operations to other companies.

10. 9-10 Value Webs The combination of extensive globalization in many industries and the development of electronic networking has made it easy for companies to connect with partners around the world. Instead of linear value chain, some businesses now think in terms of value webs, multidimensional networks of suppliers and outsourcing partners.

11. 9-11 Responsibility to shareholder interests U.S. competitiveness Support for local customers around the world 9-11 Support of Offshoring Offshoring Offshoring: Transferring a part or all of a business function to a facility (a different part of the company or another company entirely) in another country.

12. 9-12 What jobs will be left? Hidden costs and risks Responsiveness Knowledge transfer and theft National security concerns Health and safety issues 9-12 Concerns Regarding Offshoring

13. 9-13 Supply Chain Management 9-13 Manage Risks Manage Relationships Manage Relationships Manage Trade-offs Manage Trade-offs Supply Chain : A set of connected systems that coordinates the flow of goods and materials from suppliers all the way through to final customers. Supply Chain Management (SCM): The business procedures, policies, and computer systems that integrate the various elements of the supply chain into a cohesive system.

14. 9-14 Supply Chain vs. Value Chain Supply Chain Part of the overall Value Chain Focuses on “upstream” process Value Chain Everyone is part of the Value Chain Focuses on the “downstream” process 9-14

15. 9-15 Supply Chain Systems and Techniques 9-15 Materials Requirement Planning (MRP) Materials Requirement Planning (MRP) Manufacturing Resource Planning (MRP II) Enterprise Resource Planning (ERP) Enterprise Resource Planning (ERP) Inventory: Goods and materials kept in stock for production or sale. Inventory Control: Determining the right quantities of supplies and products to have on hand and tracking where those items are. Procurement: The acquisition of the raw materials, parts, components, supplies, and finished products required to produce goods and services.

16. 9-16 Material Requirements Planning (MRP) MRP helps a manufacturer get the correct materials where they are needed, when they are needed, without unnecessary stockpiling. Managers use MRP software to calculate when certain materials will be required, when they should be ordered, and when they should be delivered so that storage costs will be minimal.

17. 9-17 Manufacturing Resource Planning (MRP II) MRP II expands the MRP with links to the company’s financial systems and other processes. For instance, in addition to managing inventory levels successfully, an MRP II system can help ensure that material costs adhere to target budgets.

18. 9-18 Enterprise Resource Planning (ERP) ERP extends the scope of research planning even further to encompass the entire organization. ERP systems are typically made up of software modules that address the needs of the various functional areas, from manufacturing to sales to human resources.

19. 9-19 Production 9-19 Transformation Outputs Inputs Operations Managers Facilities Location and Design Forecasting and Capacity Planning

20. 9-20 Facilities Location and Design 9-20 Energy Transportation Land Living Standards Construction Raw Materials Local Taxes Labor

21. 9-21 Forecasting and Capacity Planning 9-21 Level of Resources Level of Resources Customer Demand Customer Demand

22. 9-22 Production Scheduling 9-22 Gantt ChartPERT

23. 9-23 GANTT Chart IDTask NameStart DateEnd DateDuration AugustSeptember 2012 1Make legs8/1/128/28/1220d 2Cut tops8/22/128/28/125d 3Drill8/29/129/4/125d4Sand9/5/129/11/125d 5Assemble9/12/129/25/1210d 6Paint9/19/129/25/125d

24. 9-24 Simplified PERT Diagram for Store Opening Critical Path: In a PERT network diagram, the sequence of operations that requires the longest time to complete.

25. 9-25 Lean Systems 9-25 Productivity: The efficiency with which an organization can convert inputs to outputs. Lean Systems: Systems (in manufacturing and other functional areas) that maximize productivity by reducing waste and delays. Just-in-Time (JIT): Inventory management in which goods and materials are delivered throughout the production process right before they are needed.

26. 9-26 Manufacturing Goods 9-26 Mass Production Mass Production Customized Production Customized Production Mass Customization Mass Customization

27. 9-27 Mass production—manufacturing goods in large quantities—means little or no customization. Because of the high volume of similar goods produced, this process reduces production costs per unit and makes products available to more people. Mass Production

28. 9-28 The other extreme is customized production, sometimes called batch-of-one production in manufacturing, in which the producer creates a unique good or service for each customer. Customized Production

29. 9-29 Mass customization—using mass production techniques to produce customized goods. The basic idea behind mass customization is that consumers have individual needs and are best served by products that can be easily customized for them. Mass Customization

30. 9-30 Unique Challenges of Service Delivery Perishability Location Constraints Scalability Challenges and Opportunities Performance Variability and Perceptions of Quality Customer Involvement and Provider Interaction 9-30

31. 9-31 Product and Process Quality 9-31 Quality: The degree to which a product or process meets reasonable or agreed-upon expectations. Quality Control: Measuring quality against established standards after the good or service has been produced and weeding out any defective products. Quality Assurance: A more comprehensive approach of companywide policies, practices, and procedures to ensure that every product meets quality standards.

32. 9-32 Product and Process Quality 9-32 Statistical Process Control (SPC): The use of random sampling and tools such as control charts to monitor the production process. Kaizen Companies can empower each employee to continuously improve the quality of goods production or service delivery. The Japanese word for continuous improvement is kaizen.

33. 9-33 Total Quality Management (TQM) Management commitment to supporting TQM at every level in the organization Clear focus on customers and their needs Employee involvement throughout the organization Commitment to continuous improvement Willingness to treat suppliers as partners Meaningful performance measurements 9-33

34. 9-34 The DMAIC Process in Six Sigma Quality Management 9-34 D M A I C

35. 9-35 Global Quality Standards 9-35 ISO 9000 (Quality and customer Satisfaction) ISO 9000 (Quality and customer Satisfaction) ISO 14000 (Environmental İssues) ISO 14000 (Environmental İssues)

36. Applying What You’ve Learned 9-36 1. Explain the systems perspective and identify seven principles of systems thinking that can improve your skills as a manager 2. Describe the value chain and value web concepts and discuss the controversy over offshoring 3. Define supply chain management and explain its strategic importance

37. Applying What You’ve Learned 9-37 4. Identify the major planning decisions in production and operations management 5. Explain the unique challenges of service delivery 6. Define quality, explain the challenge of quality and product complexity, and identify four major tools and strategies for ensuring product quality