Tài liệu tiếng Anh session 1 chapter 3 Seveloping a process strategy, dành cho cao học.
Developing a Process Strategy Chapter 03 -01 What is Process Strategy? Process Strategy The pattern of decisions made in managing processes, so that the processes will achieve their competitive priorities Supply Chain Processes Process Description Process Outsourcing Customer Service Warehousing Logistics Sourcing Cross-Docking Description Business Function Processes Process Strategy • Principles of process strategy Make choices that fit the situation and that make sense together, that have a close strategic fit Individual processes are the building blocks that eventually create the firm’s whole supply chain Management must pay particular attention to the interfaces between processes • There are four basic process decisions Process structure including layout Customer involvement Resource flexibility Capital intensity Process Strategy Decisions Customer Contact in Services DIMENSIONS OF CUSTOMER CONTACT IN SERVICE PROCESSES Dimension High Contact Low Contact Physical presence Present Absent What is processed People Possessions or information Contact intensity Active, visible Passive, out of sight Personal attention Personal Impersonal Method of delivery Face-to-face Regular mail or e-mail Process Structure in Services Customer Contact Customization Process Divergence Flexible Flow Service Customer-Contact Matrix Product-Process Matrix • For manufacturing organization it brings together Volume Product customization Process characteristics Process choices include job, batch, line, and continuous flow processes Production and inventory strategies include make-to-order, assemble-to-order, and make-to-stock Resource Flexibility • Workforce – Flexible workforce • Equipment – General-purpose – Special-purpose Application 3.3 BBC is deciding whether to weld bicycle frames manually or to purchase a welding robot If welded manually, investment costs for equipment are only $10,000 The per-unit cost of manually welding a bicycle frame is $50.00 per frame On the other hand, a robot capable of performing the same work costs $400,000 Robot operating costs including support labor are $20.00 per frame Welded manually (Make) Fixed costs Variable costs Welded by robot (Buy) $10,000 $50 $400,000 $20 At what volume would BBC be indifferent to these alternative methods? Q = Fm – Fb cb – c = $10,000 – $400,000 $20 – $50 = 13,000 frames Capital Intensity • Automation in Manufacturing – Flexible Automation – Fixed • Automation in Services Strategic Fit • The process chosen should reflect the desired competitive priorities • The process structure has a major impact on customer involvement, resource flexibility, and capital intensity Decision Patterns for Service Processes Link of Competitive Priorities to Manufacturing Strategies Decision Patterns for Manufacturing Processes Gaining Focus • Operations can be focused by process segments when competitive priorities differ • Plants within plants (PWPs) are different operations under the same roof • Service can be focused in much the same way • Focused factories can be created by splitting a large plant into several smaller plants dedicated to narrower product lines Strategies for Change • Process reengineering is the fundamental rethinking and radical redesign of a process to improve performance • Can be successful but it is not simple or easy • The people who are involved with the process each day are the best source of ideas on how to improve it • Process improvement is the systematic study of activities and flows of a process to find ways to improve it Process Reengineering • Critical processes • Strong leadership • Cross-functional teams • Information technology • Clean-slate philosophy • Process analysis Solved Problem A defense contractor is evaluating its machine shop’s current layout The figure below shows the current layout and the table shows the closeness matrix for the facility measured as the number of trips per day between department pairs Safety and health regulations require departments E and F to remain at their current locations a Use trial and error to find a better layout b How much better is your layout than the current layout in terms of the wd score? Use rectilinear distance Trips Between Departments Department A B C A ― B C D E F ― D E F 9 B F A C D ― E ― ― ― Solved Problem a In addition to keeping departments E and F at their current locations, a good plan would locate the following department pairs close to each other: A and E, C and F, A and B, and C and E The below figure was worked out by trial and error and satisfies all these requirements •Start by placing E and F at their current locations •Then, because C must be as close as possible to both E and F, put C between them Place A below E, and B next to A •All of the heavy traffic concerns have now been accommodated Trips Between Departments Department A B C A ― B C D E F ― D E F C F A B D ― E ― ― ― Solved Problem b The table reveals that the wd score drops from 92 for the current plan to 67 for the revised plan, a 27 percent reduction Current Plan Department Pair Number of Trips (1) Distance (2) Proposed Plan wd Score (1) × (2) Distance (3) wd Score (1) × (3) A, B 16 A, C 3 A, E 9 A, F 15 15 B, D C, E 16 C, F 18 D, F 3 E, F 6 wd = 92 wd = 67 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher Printed in the United States of America END ... 3, 12 5 12 5 3, 12 5 2, 10 5 10 5 5, 10 5 10 5 18 0 1, 90 1, 25 75 4, 25 25 Total 10 30 Application 3. 2 Department Pair Closeness Factor Distance Score 1, 16 5 16 5 250 3, 12 5 12 5 3, 12 5 2, 10 5 10 5 5, 10 5... Factor 1, 12 5 3, 12 5 2, 10 5 5, 10 5 1, 90 1, 25 4, 25 Distance Total 16 5 3, 5 Score Application 3. 2 Department Pair Closeness Factor 1, 16 5 3, 12 5 3, 12 5 2, 10 5 5, 10 5 1, 90 1, 25 4, 25 Distance 12 5... Factor (w) Distance (d) Proposed Plan Weighted-Distance Score (wd) Distance (d) Weighted-Distance Score (wd) 1, 3 1, 6 18 1, 15 1, 12 12 1, 10 20 10 2, 16 2, 2 1 2, 1 2 3, 6 3, 27 4, 2 5, 2 3