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Process Analysis II Operations -- Prof. Juran.

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Presentation on theme: "Process Analysis II Operations -- Prof. Juran."— Presentation transcript:

1 Process Analysis II Operations Prof. Juran

2 Outline Types of Processes Kristin Benihana Littlefield
Operations Prof. Juran 2

3 These are the major stages of product and process life cycles
IV. Continuous Flow III. Assembly Line II. Batch I. Job Shop Low Volume, One of a Kind Multiple Products, Volume Few Major Higher High Standard- ization Commercial Printer French Restaurant Heavy Equipment Automobile 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 Operations Prof. Juran 13

4 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) Operations Prof. Juran 12

5 Bakery Video Continuous Flow (loaves of bread)
Batch Process (pastries) Job Shop (custom decorated cakes) Operations Prof. Juran 12

6 Kristin’s Cookies Operations Prof. Juran 2

7 Operations -- Prof. Juran

8 Operations -- Prof. Juran

9 Operations -- Prof. Juran

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

11 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. Operations Prof. Juran

12 Benihana Restaurant Operations Prof. Juran 2

13 Benihana: Process Analysis
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 Operations Prof. Juran

14 Benihana: Process Analysis
Bar - 16 seats; Dining Area - 80 seats (1:5 ratio) 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. 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. Operations Prof. Juran

15 Benihana: Process Analysis
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.) Operations Prof. Juran

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

17 Registering Your Team http://tech.responsive.net/lt/juran/start.html
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

19

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
Operations Prof. Juran 2

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