Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Process Flexibility
High General purpose Low utilization
Service Businesses
Versatile Jumbled flow Specialized Intermittent flow
Job Shop
(Machine shop, Auto repair)
Batch Shop
(Auto assembly, Airline service)
A service business is the management of Dedicated, rigid Flow Shop organizations whose refinery primary business Continuous flow (Oil Low requires interactionBeer brewery)the customer to with Low produce the serviceStandardized Few Products Customized Medium volume Low volume High volume
OM
Product Variety
S. D. Deshmukh
OM
S. D. Deshmukh OM
Facilities-based services: Where the customer must go to the service facility Field-based services: Where the production and consumption of the service takes place in the customers environment
Functional:
Product 1
Pizza Pazza: Flow Rate Analysis Variation in Flow Rate and Inventory What is the maximum number of orders that PP can fill per hour in steady state? Norris Pizza sells pizzas to students during lunch
B D
A
Product 2
If the Jacqueline calls in sick one day, what is the maximum number of orders that PP can fill?
Product 1
A C
D B
A philosophical view that suggests the organization exists to serve the customer, and the systems and the OPMG employees exist to facilitate the process of service.
OM
S. D. Deshmukh OM
S. D. Deshmukh
hours from 11am to 2pm. Average student demand is 20 pizzas per hour from 11am to 12pm, 30 per hour from 12pm to 1pm, and 10 per hour from 1pm to 2pm. At 11am, Norris starts producing pizzas to stock at its capacity of 60 pizzas per hour. Finished pizzas wait on a heat lane until students pick them up. Norris shuts down its ovens when it has made enough pizzas for the lunch hour. How does the average pizza inventory on heat lane vary over the lunch hour?
S. D. Deshmukh
High
OPMG
OM
Low
S. D. Deshmukh
Production Efficiency
S. D. Deshmukh
Sales Opportunity
Phone Internet & Contact on-site Mail contacttechnology Face-to-face loose specs Face-to-face tight specs
OPMG
S. D. Deshm
The Customer
The Systems
The People
Low
High
Characteristics of Workers, Operations, and Innovations Relative to the Degree of Customer/Service Contact
Characteristics of Workers, Operations, and Innovations Relative to the Degree of Customer/Service Contact
Impacts choice of location, facility layout, product design, process design, scheduling, planning, worker skills, quality control, time standards, capacity, wage basis
shadri
Quality Philosophy
Deming Crosby Crosbys Four Absolutes Juran Quality Management
products and services that Costs of to the are importantQuality (Contd) customer Costs - costs of inspection of Appraisal
incoming material, during manufacturing, in laboratory tests, and by outside inspectors.
Prevention Costs - costs associated with the prevention of non-conformities, such as the d i i f f ii h h design of new quality equipment, training and education, and data gathering and analysis.
1. What is quality? Quality is conformance to 3. What performance standard should be used? Operations requirements, not goodness. Seshadri i d Zero-defects, Zero defects not thats close enough. that s enough 2. What system is needed to cause quality? 4. What measurement system is required? Prevention, not detection. Price of conformance and non-conformance. Operations Seshadri 3. What performance standard should be used? Zero-defects, Zero defects not thats close enough that s enough. 4. What measurement system is required? Price of conformance and non-conformance.
Juran Trilogy
Planning, Control, Improvement
Juran Trilogy
Total quality management is defined as managing the entire organization so that it excels on all dimensions of products and services that are important to the customer
Conformance quality: Degree to which the product or service design specifications are met Design quality: Inherent value of the product in the marketplace
Planning
40
Control
Improvement
Control
35
Costs of Quality
Sporadic Spike
30
- costs of inspection of Cost per good Internal Failure Costs - costs associated with Appraisal Costs unit of product Pareto analysis (stratified sampling, data mining) Design versus Conformance Quality Minimum COQ failures detected before they leave the ownership of incoming material, during manufacturing, in Let us take a quick look back at Ford Firestone the firm, such as scrap, rework, re-inspection, and laboratory tests, and by outside inspectors. Chronic Waste Conformance quality: Degree to which the Ishikawa or fishbone cause-and-effect diagrams low production yields. product or service design specifications are met Appraisal cost + Internal Failure Costs - diagrams Histograms, flow charts, scatter costs associated with Chronic Waste Prevention cost P ti t Prevention Costs - costs associated with the Measurement tools failures detected before they leave the ownership of Design quality: Inherent value of the product in External Failure Costs - costs associated with prevention of non-conformities, such as the d i i f f ii h h design the marketplace the firm, such as control Statistical processscrap, rework, re-inspection, and 100% defective 100% good failures d f il detected b the consumer, such a warranty d by h h Source: David Juran of new quality equipment, training and education, low production yields. Sampling claims, repairs, and service costs. and data gathering and analysis. Points for Top Management Operations Seshadri Standard Maintaining versus Continuous Improvement systems External Failure Costs - costs associated with failures d f il detected b the consumer, such a warranty d by h h Planning, Control, costs. claims, repairs, and serviceImprovement
Diagnostic tools
25 20
Costs of Quality
15
10
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38
-10
Time
Juran Trilogy
Juran Trilogy
Planning
40
Control
Improvement
Control
35
Sporadic Spike
40
-8
-6
-4
-2
30
25
Defect Rate
20
15
10
Chronic Waste
0
10 12 14 16 18 20 22 24 -10 -8 -6 -4 -2 0 2 4 6 8
Chronic Waste
26 28 30 32 34 36 38
Time
A philosophy and set of methods Assignable variation caused by factors that can Is there an optimal quality? be clearly identified and possibly managed companies use to eliminate defects in The important assumption behind SPC is that all their products and processes 6 Internal + External Total quality assignable causes have been eliminated, and the only failure cost cost variations are random. Seeks to reduce variation in the Examples of assignable causes processes that lead to product defectsCost per good Common variation is inherent in the unit of product Minimum COQ production process Combines the customer and process Can be reduced only through process improvement aspects focus on defects Examples of common variation
Appraisal cost + Prevention cost P ti t
40
100% defective
100% good
In Control Assume Process is OK Take Corrective Action Correct Decision ERROR (Type I)
PPM (parts per milllion definition with 1.5 std dev shift)
Sigma Level 1 2 3 4 5 6 Cp Cpk PPM 0.333 -0.167 697,672 0.667 0.167 308,770 1.000 0.500 66,810 1.333 0.833 6,210 1.667 1.167 232.7 2.000 1.500 3.4
Where Does 3.4 PPM Come From? (why did they select 1.5 std dev?)
The 3 4 defective parts per million 3.4 definition of Six Sigma includes a worst case scenario of a 1.5 standard deviation shift in the process. It is assumed that there is a very high probability that such a shift would be detected by SPC methods (low probability of Type II error).
1. Can go from ppm to Cpk and vice versa 2. Defects (ppm) and Cpk are computed with a shift in the mean!
38
36