Tài liệu tiếng Anh thương mại Chap005 Manufacturing
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McGraw-Hill/Irwin CHAPTER 5: Manufacturing 5-2 • The quality imperative • Manufacturing perspective • Manufacturing strategy • Contemporary manufacturing developments Overview of manufacturing 5-3 The 8 dimensions of product quality • Performance – How well the product performs in comparison to how it was designed to perform • Reliability – Likelihood that the product will perform throughout its expected life • Durability – The actual life expectancy of the product • Conformance – Does the product meet its specifications as designed • Features – What different functions or tasks can the product perform • Aesthetics – Is the styling, color, workmanship pleasing to the customer • Serviceability – What is the ease of fixing or repairing the product if it fails • Perceived Quality – Based on customer’s experience before, during and after they purchase a product 5-4 • Total quality management (TQM) is a philosophy focused on meeting customer expectations with respect to all needs, across all company functions, and recognizing all customers, both internal and external • TQM’s basic conceptual elements are: – Top Management commitment and support – Maintaining a customer focus in product, service and process performance – Integrated operations within and between organizations – A commitment to continuous improvement Total quality management 5-5 Management standards have been established by the ISO in both quality and environment The International Organization for Standards (ISO) was formed after World War II ISO 9000—International Quality Standard First one established in 1994 Currently transitioning to ISO 9000:2008 ISO 14000—International Environmental Standard First one established in 1998 Current one is ISO 14001:2004 5-6 ISO certified suppliers are frequently preferred by procurement departments They have to conform to an externally defined set of standards for quality and delivery of service They are usually more open to sharing supply chain information They welcome building relationships with their customers • They have formal processes in place for continual improvement of their products, services, and processes • They are easier for procurement folks to initially qualify and periodically audit – Certification is done by an external register agency – Firms have to be re-certified every three years 5-7 • Brand power is the measure of customer preference based on reputation, product quality and supply chain capabilities • Volume is traditionally treated according to the principle of economy of scale – Average cost to produce product declines as manufacturing volume increases – Particularly important when high fixed costs are present • Variety involves frequent product runs and high repetition of small lot sizes – Processes that can rapidly switch production from one product to another while retaining efficiency are said to have economy of scope Manufacturing perspectives 5-8 • Constraints interact with volume and variety to create realistic manufacturing plans – Capacity is how much can you produce in a given unit of time – Equipment considers how flexible it is • Is one particular piece a bottleneck? – Setup/Changeover considers how quickly can you change from one variety of product to another • Leadtime is the measure of elapsed time between release of a work order to the shop floor and completion of all work on the product to achieve ready-to-ship status Manufacturing perspectives continued 5-9 • Job shop creates a custom product for each customer • Batch process manufactures a small quantity of an item in a single production run • Line flow process has standard products with a limited number of variations moving on an assembly line through stages of production • Continuous process is used to manufacture such items as gasoline, laundry detergent and chemicals • Modifications of the above can create new options – Mass customization produces a unique product quickly and at a low cost using a high volume production process The four basic manufacturing processes 5-10 • Engineer to Order (ETO) is used when products are unique and extensively customized for the specific needs of individual customers • Make to Order (MTO) relies on relatively small quantities, but more complexity – Requires much interaction with customer to work out design and specification – Usually shipped direct to customer • Assemble to Order (ATO) is when base components are made, stocked to forecast, but products are not assembled until customer order is received – Manufacturing postponement practiced here • Make to Stock (MTS) features economies of scale, large volumes, long production runs, low variety, and distribution channels Manufacturing strategies should match market requirements [...]... Master text styles Second level Third level Fourth level Fifth level /MTS Figure 5.2 Total Cost of Manufacturing 5-14 Contemporary manufacturing developments • • • • • • • Mass customization Flexible manufacturing Lean systems Six sigma Requirements planning Design-for-manufacture Design-for-logistics 5-15 Manufacturing characterizations Flexibility Economies of scale Responsiveness Engineer to Order... strategy determines which performance cycles the customer experiences Product Design Procurement Cycle Cycle Manufacturing Cycle Customer Delivery MTP Strategy ATO Strategy MTO Strategy ETO Strategy Total Cycle Experienced by Customers Figure 5.1 Manufacturing Strategy and Performance Cycles 5-11 Table 5.1 Manufacturing process characteristics Product Variety Job Shop Batch Volume Strategy Customer Leadtime... Customer Leadtime Very high High Very low Low ETO/MTO ETO/MTO/ ATO Very long Long High Very high ATO/MTP MTP Short Very short Line Flow Limited Continuous Very limited Flow 5-12 Total cost of manufacturing • Total cost of manufacturing (TCM) includes: – Procurement and production activities – Inventory and warehousing activities – Transportation activities • TCM generally expressed as cost per unit • Procurement... requirements • Critical functional integration: – Purchasing-Process Engrg-Mfg 5-31 Comparative manufacturing models Mass Fast Lean Customization Launch Mix/Volume Response Robust Operations Engineer to Order Make to Order x Assemble to x Order Configure to Order Make to Stock 5-32 Lean systems • Lean is a philosophy of manufacturing that emphasizes the minimization of the amount of all resources (including... processes 5-24 Lean launch: Key challenges • Manage reaction to “discipline” imposed on product design • Shape value system to add launch quality as a priority while preserving design flexibility • Find manufacturing talent to make contributions in NPD • Balance competing priorities of production vs prototyping on the shop floor • Manage critical functional integration: Design-Mfg 5-25 Capability: Mix/volume... defines the role that operations plays in the business and overall supply chain strategy • Four Competitive Strategies – Mass Customization – Fast Lean Launch – Volume Response – Robust Operation 5-17 Manufacturing capability examples • Mass Customization • Fast, Lean Launch • Mix/Volume Response • Robust Operations 5-18 For each strategy we’ll discuss: What is it? • Objectives, key capabilities Where . reserved. McGraw-Hill/Irwin CHAPTER 5: Manufacturing 5-2 • The quality imperative • Manufacturing perspective • Manufacturing strategy • Contemporary manufacturing developments Overview of manufacturing 5-3 The. customization • Flexible manufacturing • Lean systems • Six sigma • Requirements planning • Design-for-manufacture • Design-for-logistics Contemporary manufacturing developments 5-16 Manufacturing characterizations Flexibility. received – Manufacturing postponement practiced here • Make to Stock (MTS) features economies of scale, large volumes, long production runs, low variety, and distribution channels Manufacturing