制程策略ppt課件

1、製程戰(zhàn)略 (Process Strategy)報(bào)告綱要瞭解製程選擇的意義明瞭自製或採購之決策明瞭製程選擇所探討的主題製程選擇的意義產(chǎn)品需求與製程才干的配合 Process focusprojects, job shops,(machine, print, carpentry)Standard RegisterRepetitive(autos, motorcycles)Harley DavidsonProduct focus(commercial baked goods, steel, glass)Nucor SteelHigh VarietyOne or few units per run,

2、high variety(allows customization)Changes in modulesModest runs, standardized modulesChanges in attributes (such as grade, quality, size, thickness, etc.) Long runs onlyMass Customization(difficult to achieve, but huge rewards)Dell Computer Co.Poor strategyLow-Volume(Intermittent)Repetitive Process(

3、Modular)High-Volume(Continuous)生產(chǎn)製程流程圖ShippingCustomerCustomer sales representative(take order)Prepress Department(Prepare printing plates & negatives)Printing DepartmentCollating DepartmentGluing, binding, stapling, labelingPolywrap DepartmentPurchasing(order inks, paper, other supplies)VendorsRece

4、ivingWarehousing(ink, paper, etc.)AccountingInformation flowMaterial flow製程戰(zhàn)略process strategy自製或採購企業(yè)內(nèi)部自行製造產(chǎn)品或組件或者將產(chǎn)品或零組件向外採購或向外發(fā)包。資本密集度企業(yè)運(yùn)用機(jī)器設(shè)備與勞力的組合程度。製程彈性為因應(yīng)產(chǎn)品或服務(wù)的設(shè)計(jì)、產(chǎn)量或技術(shù)變更，企業(yè)能夠調(diào)整的幅度。自製或採購之決策自製或採購之決策應(yīng)考慮要素製造商本身的產(chǎn)能能否足夠。生產(chǎn)技術(shù)。品質(zhì)。自製率。需求特性。本錢。製程選擇所探討的主題一、製程型態(tài)三種分類方法依機(jī)器設(shè)備運(yùn)用時間的長短及其重覆性，製程型態(tài)可分為連續(xù)性生產(chǎn)與間歇性生產(chǎn)。依

5、顧客訂貨方式，製程型態(tài)可分為存貨生產(chǎn)與訂貨生產(chǎn)。依生產(chǎn)數(shù)量大小，製程型態(tài)可分為批量生產(chǎn)、零工生產(chǎn)與專業(yè)生產(chǎn)。ContinuumRepetitive-FocusedProduct-FocusedProcess-Focused製程專注(Process Focus)OperationProduct AProduct B123製程專注戰(zhàn)略-ExamplesBank 1995 Corel Corp.Machine Shop 1995 Corel Corp.Hospital 1995 Corel Corp.製程專注戰(zhàn)略(cont.)優(yōu)點(diǎn)(Advantages)Greater product flexibi

6、lityMore general purpose equipmentLower initial capital investment缺點(diǎn)(Disadvantages)High variable costsMore highly trained personnelMore difficult production planning & controlLow equipment utilization (5% to 25%) 重覆專注戰(zhàn)略(Repetitive Focused Strategy)重覆專注戰(zhàn)略-ExamplesTruck 1995 Corel Corp.Clothes Dryer 1

7、995 Corel Corp.Fast FoodMcDonaldsover 95 billion served 1984-1994 T/Maker Co.產(chǎn)品專注戰(zhàn)略(Product-Focused Strategy)Facilities are organized by productHigh volume, low variety productsOperationProducts A & B123產(chǎn)品專注戰(zhàn)略優(yōu)點(diǎn)Lower variable cost per unitLower but more specialized labor skillsEasier production plan

8、ning and controlHigher equipment utilization (70% to 90%)缺點(diǎn)Lower product flexibilityMore specialized equipmentUsually higher capital investment產(chǎn)品專注戰(zhàn)略-Examples 1995 Corel Corp.Light Bulbs (Discrete)Paper (Continuous) 1984-1994 T/Maker Co. 1995 Corel Corp.Soft Drinks (Continuous, then Discrete)Mass Fl

9、u Shots (Discrete) 1995 Corel Corp.製程比較(1/5)Process Focus(Low volume, High variety)Repetitive Focus(Modular)Product focus(High-volume, low-variety)Mass Customization(High-volume, high-variety1. Small quantity, large variety of productsLong runs, standardized product, from modulesLarge quantity, smal

10、l variety of productsLarge quantity, large variety of products2. General purpose equipmentSpecial equipment aids in use of assembly lineSpecial purpose equipmentRapid changeover on flexible equipment製程比較(2/5)Process FocusRepetitive FocusProduct focusMass Customization3 Broadly skilled operatorsModes

11、tly trained employeesOperators less broadly skilledFlexible operators trained for customization4 Many instructions because of change in jobsReduced training and number of job instructionsFew work orders and job instructionsCustom orders require many instructions5 Raw material high relative to produc

12、t valueJIT techniques usedRaw material low relative to product valueRaw material low relative to product value製程比較(3/5)Process FocusRepetitive FocusProduct focusMass Customization6 WIP high relative to outputJIT techniques usedWIP low relative to outputWIP driven down by JIT, kanban, lean production

13、7 Units move slowly thru plantMovement measured in hours & daysUnits move swiftly thru facilityGoods move swiftly thru facility8 Finished goods made to order, not storedFinished goods made to frequent forecastsFinished goods made to forecast, then storedFinished goods made to order製程比較(4/5)Process F

14、ocusRepetitive FocusProduct focusMass Customization9 Scheduling complex and concerned with trade-off between inventory, capacity, and customer serviceScheduling based on building models from a variety of forecastsScheduling relatively simple, concerns establishing sufficient rate of output to meet f

15、orecastsScheduling sophisticated to accommodate customization10 Fixed costs low, variable costs highFixed costs dependent on flexibility of facilitiesFixed costs high, variable costs lowFixed costs high; variable costs must be low製程比較(5/5)Process FocusRepetitive FocusProduct focusMass Customization1

16、1 Costing, done by job, is estimated prior to doing job but only known after doing jobCosts usually known based on experienceBecause of high fixed costs, cost dependent on utilization of capacityHigh fixed costs and dynamic variable costs製程連續(xù)Process Focused(intermittent process)Repetitive Focus(asse

17、mbly line)Product Focused (continuous process)ContinuumHigh variety, low volumeLow utilization (5% - 25%)General-purpose equipmentLow variety, high volumeHigh utilization (70% - 90%)Specialized equipmentModularFlexible equipment大量客製化的製程戰(zhàn)略 Rapid throughput techniquesMass CustomizationModular techniquesRepetitive FocusModular designFlexible equipmentProduct-focusedLow variety, high volumeHigh utilization (70% - 80%)Specialized equipmentProcess-focusedHigh variety, low volumeLow utilization (5% - 20%)General purpose equipmentEff