APICS:CPIM-MODULE 5

STRATEGIC MANAGEMENT OF
RESOURCES
Presented By
Vipin Kumar-108
NITIE PGDIE-41
Session 1

ALIGNING RESOURCES WITH

STRATEGIC PLANS

2
 Principle of Competitive Exclusion
 No two species can co-  Given two species
exists that make their living competing for same
in identical way resources with out
Professor G.F. Gause constraints, one species
(Father of Mathematical will, in time, displace the
Biology) other

Without creation of a well- For the business this

thought- out set of strategies means Some company will
company will never survive extinct, while other will
adept and survive
3
 Strategy

• The word strategy is derived from the Greek military term

“Strategos” meaning “the art of general”.
• It can be define as “the plan for how to marshal and
determine actions to support the mission , goals and objective
of an organization”.
APICS Dictionary

4
Organization’s Strategy components

• Development of time horizons

• Identification and evaluation of key events
• Development of a plan to create, hasten or compound a
distinctive competence
• Creation of competitive advantage
• Flexibility of decision patterns
• Transformation of inputs into value-added outputs.
• Commitment of necessary resources

5
Type of strategies

Financial
strategy

1.Corporate
Operations Strategy Marketing
strategy strategy
2.Business
strategy

Product 6
development
strategy
 Vision

Mission

Organizational objectives

Environmental scanning
Corporate strategy

Internal strength and

weakness analysis
7
 Business strategy
• Low cost operations
• Effective supply chain management
Price leader ship • Standardized off the self product
• Standardized process

• High quality product

• Easily adaptable process
Product differentiation

• Customized for targeted market segment

Focus towards a • Responsive delivery and process flow 8
particular customer
 Operations strategy

Corporate strategy Focus :

Survival

Focus :
Distinctive
Business strategy
competency
in the field
cost

Focus : Flexibility
Operations strategy competitive
strategies Quality
9

Delivery
 Elements of Operations Strategy
Low-cost product

Product-line breadth

Technical superiority

Product characteristics/differentiation

Continuing product innovation

Low-price/high-value offerings

Efficient, flexible operations adaptable to consumers

Engineering research development

10
Location

Scheduling
 Preconditions

One must understand:

Strengths and Integration of

weaknesses of OM strategy
competitors and with company‟s
possible new strategy and
entrants into the The product life with other
market cycle functional areas

Current and Resources

prospective available within
environmental, the firm and
technological, within the OM
legal, and function
economic
issues 11
high
Global Strategy Transnational Strategy
Standardized product Move material, people,
Economies of scale ideas across national
Cross-cultural learning boundaries
Economies of scale
Examples Cross-cultural learning
Instruments
Caterpillar Examples
Otis Elevator Coca-Cola
Cost Reduction Considerations

Nestlé

Four International Operations Strategies

Multidomestic Strategy
International Strategy
Use existing
Import/export or license
domestic model globally
existing product
Franchise, joint ventures,
subsidiaries
Examples
Examples
U.S. Steel
Heinz TheBody Shop
Harley
McDonald‟s Hard Rock
Davidson
Cafe

12
Local Responsiveness Considerations
low (Quick Response and/or Differentiation) high
 Competitive advantage categories

Order winner Nonissues

Qualifiers
Characteristics that Characteristics that do
Characteristics you
make your customer not enter into the
need to get in to the
prefer you over competitive picture
game
competitor for that market niche
13
 A firm can compete on

Quality
Quality Time Price
Price Service

14

Delivery Product Design

Product Design Flexibility
Flexibility
 Quality
• In many markets today . the quality is increasingly considered
an order qualifier or necessary condition. In some market a
perceived higher level of quality may be a competitive
advantage. In other words quality is required to “be in the
game”
• Some common definitions are
 Quality is customer satisfaction
 Quality is Fitness for Use.
 “Quality is The totality of features and characteristics of a product
or service that bears on its ability to satisfy given needs.”
 The American National Standards Institute (ANSI)
the American Society for Quality (ASQ)
15
 Approaches to Quality
• Transcendent quality is an ideal , a condition of excellence .
• Product based quality based on a product attributes
• User based quality is fitness for use
• Manufacturing based quality is conformance to requirement
• Value based quality is the degree o excellence at an
acceptable price

16
Methodology: Quality function deployments

• Quality function deployment (QFD) can be define as

“ A methodology designed to ensure that all the major
requirements of the customer are identified and subsequently
met or exceeded through the resulting product design process
and the design and operation of the supporting production
management system”
More details In further slides

17
 Quality cost
• Internal Failure Cost: cost associated
with defects , such as error or
nonconformance . that are found before
delivery of the product to the customer
• External Failure Costs : Cost associated
with defects that are found after the
product is shipped to the customer
• Appraisal Costs : Cost incurred in
determining the degree of conformance
to quality requirements (non value added
costs).
• Prevention Costs : Costs incurred in
18
keeping failure and appraisal cost
minimum (Value added Cost).
JIT/Lean system- Another Way To
Achieve Competitive Advantage

19
• Lean is a highly coordinated • Important Concept Of JIT/Lean
processing system in which
goods move through the
system, and services are
performed, just as they are
needed,

• It is an approach to achieving
manufacturing excellence
based upon the continued
elimination of waste.

20
 Waste and its type
Waste is defined as activities that do not add value to the product.

Waste in Operations: Waste in Flow of

Waste in Layout:
Goods:

• Walking • Distances • Overproduction

• Searching traveled • W.I.P.
• Standby • Backtracking • Failure to Meet
• Rework • Crowded Standard Output/
Conditions Hour/ Person
• Changeover
• Redundant
handling 21
 Waste and its type cont.

Waste in Equipment Other Waste

• Line stops • Poor Housekeeping Practices

• Broken Down / • Damaged Materials
Antiquated, Poor • Improper Tools
Production Yields
• Not Having the Right
Information

22
 Big vs. Little JIT
• Big JIT – broad focus
• Vendor relations
• Human relations
• Technology management
• Materials and inventory management
• Little JIT – narrow focus
• Scheduling materials
• Scheduling services of production

23
 Summary JIT Goals and Building Blocks

Ultimate Goal

A balanced rapid flow

Supporting Goals
Eliminate disruptions
Eliminate waste
Make the system flexible

Product Process Personnel Building 24

Manufacturing
Design Design Elements Blocks
Planning
 JIT Building Blocks
• Product design
• Process design
• Personnel/organizational
elements
• Manufacturing
planning and control

25
 Product Design
• Standard parts
• Modular design
• Highly capable production systems
• Concurrent engineering

26
 Process Design
• Small lot sizes
• Setup time reduction
• Manufacturing cells
• Limited work in process
• Quality improvement
• Production flexibility
• Little inventory storage

27
Personnel/Organizational Elements
• Workers as assets
• Cross-trained workers
• Continuous improvement
• Cost accounting
• Leadership/project
management

28
Manufacturing Planning and Control
• Level loading
• Pull systems
• Visual systems
• Close vendor relationships
• Reduced transaction processing
• Preventive maintenance

29
 Pull/Push Systems
Pull system: System for moving work where a workstation
pulls output from the preceding station as needed. (e.g.
Kanban)
• schedule work releases based on demand.
• inherently due-date driven
• control release rate, observe WIP level
Push system: System for moving work where output is pushed to
the next station as it is completed
• authorize work releases based on system status.
• inherently rate driven
• control WIP level, observe throughput 30
Kanban Production Control System
• Kanban: Card or other device that communicates demand for
work or materials from the preceding station
• Kanban is the Japanese word meaning “signal” or “visible
record”
• Paperless production control system
• Authority to pull, or produce comes
from a downstream process.

31
 Comparison of JIT and Traditional
Factor Traditional JIT

Inventory Much to offset forecast Minimal necessary to operate

errors, late deliveries

Deliveries Few, large Many, small

Lot sizes Large Small

Setup; runs Few, long runs Many, short runs

Vendors Long-term relationships Partners

are unusual

Workers Necessary to do the work Assets

Transitioning to a JIT System
• Get top management commitment
• Decide which parts need most effort
• Obtain support of workers
• Start by trying to reduce setup times
• Gradually convert operations
• Convert suppliers to JIT
• Prepare for obstacles

33
Obstacles to Conversion
• Management may not be committed
• Workers/management may not be cooperative
• Suppliers may
resist

34
Benefits of JIT Systems
• Reduced inventory levels
• High quality
• Flexibility
• Reduced lead times
• Increased productivity
• Increased equipment utilization
• Reduced scrap and rework
• Reduced space requirements
• Pressure for good vendor relationships
35
• Reduced need for indirect labor
Elements of JIT
• Smooth flow of work (the ultimate goal)
• Elimination of waste
• Continuous improvement
• Eliminating anything that does not add value
• Simple systems that are easy to manage
• Use of product layouts to minimize moving materials and parts
• Quality at the source
• Poka-yoke – fail safe tools and methods
• Preventative maintenance
• Good housekeeping
• Set-up time reduction
• Cross-trained employees 36

• A pull system
Session 2

CHOICES AFFECTING OPERATIONS

STRUCTURE

37
 Focus of session 2
Manufacturing operations strategy
Focus: competitive priorities
Cost Flexibility Quality delivery

Level of Management Critical Decision Decision

operation function resources focus focus
1.Top 1.Capability 1.Land Structure Infrastructure
management building 1.Organizatio 1.Organizatio
2.Capital
2.General 2.Planning nal structure nal
3.Labor infrastructure
staff 3.Fitting design
Knowledge design
3.Functional 4.Implementa 2.Capacity
activities
Operationstion
strategy design 2. Work force
involvement
5.Direction 3.Facilities
design 3.Operations 38
6.control systems
4.technology
configuration
s
Critical Operation Decisions
1.Focus decision
• Process-focused strategy
• Product-focused strategy
• Customer-focused strategy
2.Product factor Decision
• Product volume , variety , profile and range
• Type of process
• Product life cycle
• Product/service matrix
• Market entry and exit timing
39
 Strategy Choice
1.Structural decision
• Organizational structure design
• Capacity strategy
• Facilities strategy
• Technology
2.Infrastructure decision
• Organizational infrastructure design
• Work force involvement
• Operation system configuration

40
 Product Decision
• Primary choice for firms when formulating a manufacturing
operations strategy is to either adopt Process-focused strategy
or Product-focused strategy or Customer-focused strategy

• Process-Focused Strategy:
• Adopted by facilities with a wide range of customized
products or Service at low volume
• Production system Often referred to as a job shop
• Best suited for complex and capital sensitive manufacturing
process.

41
 Product Decision cont.
• Product or Service Focused Strategy:
• Adopted by facilities with narrow range of standardized
products or service at high volume
• Production process is often called as flow-shop
• Factories use similar routing through the production process
• Product are manufactured more efficiently due to similar
routings.
• Customer focus strategy:
Focus on the customer is an essential driving force behind quality ,
productivity, and successful marketing . company needs to
understand the customer wants , needs , no needs as well future
requirements that may impact the manufacturing of products. 42
 Product Characteristics
After the firm choose a Process-focused strategy or
Product/service -focused strategy it need to consider several
other product issues
• Product volume and variety
• Product range
• Product grouping
• Product profiling
• Product and service technology life cycle

43
 Volume And Variety
• Product volume
• Refers to the overall quantities of a particular
product or product family in a market niche
• Product variety
• Refers to the number of end items that are
possible for a product or product family

44
Volume And Variety Matrix
High
Job shop
1 Batch manufacturer
Variety

Line manufac.

Low
4 continuous
High
volume 45
 Product range

Niche 1

Same
Product or Niche 2
Product
Families

Niche 3

46

Different volumes and varieties of product will result

Product Grouping Questions
• What are the overall firm strategy and marketing strategy?
• What market niches are being served?
• What products are being sold in those niches?
• What are the order winner and qualifiers for product in each
niche?
• What are the current and expected volumes and varieties for
product in each niche?
• How should we create a product grouping
• What are the manufacturing strategies for each grouping?

47
 Order Winners And Qualifiers

Niche 1

Order winners,
qualifiers
determine the Niche 2
formulation of
the planning and
control system

Niche 3
48
 Product Profiling
• Product profiling seeks to determine the degree of fit between
the deployment choice of the firm and the current and
expected volume and varieties of products in each market
niche.

49
Template For Product Profiling 1
Volume and variety
Issues 1 2 3 4
Job shop Batch Line continuous
Products and market
Type of product Special Standard
Product variety High Low
Product volume Low High
Amount of change High Low
required
Need of flexibility High Low
Order winners Cost Price
/price
Flexibility 50
Quality
Delivery
Template For Product Profiling 2
Volume and variety
Issues 1 2 3 4
Job shop Batch Line continuous
Products and market
Type of product Special Standard
Product variety High Low
Product volume Low High
Amount of change High Low
required
Need of flexibility High Low
Order winners Cost Price
/price
Flexibility 51
Quality
Delivery
Template For Product Profiling 3
Volume and variety
Issues 1 2 3 4
Job shop Batch Line continuous
Products and market
Type of product Special Standard
Product variety High Low
Product volume Low High
Amount of change High Low
required
Need of flexibility High Low
Order winners Cost Price
/price
Flexibility 52
Quality
Delivery
Product And Service Technology Life Cycle

• Stages of a product services

• Birth of the delivery system
• Design and process technology selection
• Design of the delivery system
• Startup of delivery system
• Growth of volume
• Stable state
• Decline and renewal of the system

53
 Low Market share High

High
Market Growth

Question Mark Star Performer

Low
Dogs Cash Cows
54

Product And Service Portfolio Matrix

Product And Service Portfolio Matrix
Explained
Product or services are in startup
and early growth stages.

Growth of volume

Stable state

Decline and renewable stage 55

 Exit Timing
Decline and
Stable state
renewable
Growth
of Standardized High
Blunder
Enter Timing

volume
Volume

Flexible Than Sift

Towards
startup Innovative
Standardization
And High Volume
56

Market Enter And Exit Timing

 Product Life Cycle

More stable design

with fewer models
Product sales

Low Higher High

volumes volumes volumes Lots of new
features
Very few and
models options,
leading to
Rapidly
lower
changing
volumes
variety
per product
type
57
Introduction Growth Maturity Decline
 QUESTION AT INTRODUCTION PHASE

• What product and service will be offered?

• What is the design of product and service?
• What is the expected market for product and service?
• What volume and process capacities are required?
• What level of process technology is appropriate?
• What type of equipment and labor force should be selected? 58
• How should the production or service delivery system be organized?
• What information system should be chosen ?
 QUESTION AT GROWTH PHASE

• What facilities and process upgrades are required

• How will production or service delivery be scheduled
• How will performance be evaluated
• How will distribution system be organized

59
 QUESTION AT MATURITY PHASE

3/31/2012
• What process efficiency are necessary?
• What product and service features are required?
• What market repositioning is appropriate?
• What follow-on product or service should be considered?

60
 QUESTION IN THE DECLINE PHASE

3/31/2012
• What is the salvage value of facilities ?
• How much repair part stock should be produced ?
• How can the effects on employees be minimized?
• What are the long range responsibilities for the product or service, process
technology and production system residue?
61
 LIFE CYCLE AND MANUFACTURING DEPLOYMENT
Start-up Of Growth Of Stable State Declining And
Operations Volume Renewal
Product Service
Volume Low Increasing High Declining
Variety Unique Product Increasing Emergence Of A High
Or Services Standardization Dominant Standardization
Design
Process Technology
Organization Fixed Project Small Batch Line Flow Assembly Line Flow Assembly
Job Shop Process Process
Innovation High Medium Medium Low
Integration Low Medium Medium High
Industry Factors
Structure Small Consolidation Few Large Survivors
Competitor And Fallout Company 62
Competitive Flexibility Quality And Price/Cost And Price/Cost
Priority Flexibility Delivery
 Focus of session 2
Manufacturing operations strategy
Focus: competitive priorities
Cost Flexibility Quality delivery

Level of Management Critical

Decision Decision Decision
operation function resources
focus focus focus
1.Top 1.Capability Structure
1.Land Structure Infrastructure
management building 1.Organizatio 1.Organizatio 1.Organizatio
2.Capital
2.General 2.Planning nal structure nal structure nal
3.Labor
design infrastructure
staff 3.Fitting design
Knowledge
2.Capacity design
3.Functional 4.Implementa 2.Capacity
activities design design 2. Work force
Operationstion
strategy
3.Facilities involvement
5.Direction 3.Facilities
design design 3.Operations 63
6.control systems
4.technology 4.technology
configuration
s
ORGANIZATIONAL STRUCTURE DESIGN

Organizational design focuses on the decision by operations

Management about the features and linkages of the
organization. It has two aspects:
• Mechanisms that define the features
• Mechanism that link parts

64
 Types of Organizational Structures

• Simple Structure
• Functional Structure
• Divisional Structure
• Conglomerate Structure
• Hybrid Structure
• Matrix Structure
• Team-Based Structure
• Network Structure
65
 Simple Structure

Owner

Administrative
Assistant

There is only one hierarchical level of management

beneath the owner
66
Characteristics of Simple Design
• Small in size
• Less than four levels
• Little formalization
• Low complexity
• Centralized authority

67
 Functional Structure

President

Vice President,
Vice President, Vice President, Vice President,
Human
Marketing Finance Production
Resources

68
Characteristics of Functional Design
• Used in large organizations
• Define staff function and one organization
• Requires functional specialties
• Less centralization
• Higher formality of functional design

69
 Divisional Structure

Function Product
Divisions Customer Divisions
group activities around
group activities are common customers or
arranged around similar clients
products or services

Geographic Divisions
group activities around
defined regional
locations 70
 Product Divisional Structure

President

Motion Internet
Magazine &
Pictures & TV Music Division Products
Book Division
Division Division

71
Customer Divisional Structure

President

Consumer Mortgage Business Agriculture

Loans Loans Loans Loans

72
Geographic Divisional Structure

President

Western Northern Southern Eastern

Region Region Region Region

73
Characteristics of Divisional Design
• Great horizontal differentiation
• Made up of self-contained business unit
• Different product and services
• Differing level of process
• Different locations
• Decentralized authority
• Possibly redundant technical and administrative functions

74
Conglomerate Structures

President

Lighting Aircraft Financial Broad-

Appliances Plastics
Products Engines Services casting

75
 Characteristics of Conglomerate Design

• Little task or output dependency

• Receives resources from conglomerate
• Return revenue to conglomerate
• independently functioning groups
• Distribution of risk over several business units
• High complexity

76
 Hybrid Structures
Product
Divisional
Structure President

President President President President

Cadillac Buick Pontiac Chevrolet

Vice- Functional
Vice- Vice- Vice-
President, divisional
President, President, President,
Human structure
Production Marketing Finance
Resources

Geographical 77
Manager Manager Manager Manager
divisional structure
Region I Region II Region III Region IV
Characteristics of Hybrid Design

• Integrated functional design

• Duality of responsibility
• Decentralization
• Very low level of formality
• Highly complex

78
 Matrix Structure
Functional
Project
President Structure
structure
Vice Vice Vice Vice
President, President, President, President.
Engineering Finance Production Marketing
Project
Subordin
Manager,
ate
Taurus
reports to
Project both Vice
Manager, President
Mustang of
marketing
Project & to
Manager, project
Explorer Manager
79
Project
Manager,
Expedition
Characterstics of Matrix Organization

• Efficient use or resources

• Flexibility in conditions of change and uncertainty
• Technical excellence
• Freeing top management for long-run planning
• Improving motivation and commitment
• Providing opportunities for personal development

80
 Team-Based Structures
Functional
structure President

Vice
Vice Vice Vice
President,
President, President, President,
Research &
Design Engineering Marketing
Development

Project Product Team Product Team Product Team

teams Manager, Manager, Manager,
Manufacturing Manufacturing Manufacturing
Light Trucks Sedans Sport Cars

81
Project
team members
 Network Structure
Design Components
Studio Assembly
Sweden Mexico, Asia

Core of
personal
computer
company
USA
Distribution
Engineering
Company
Company
Japan
Canada
Accounting 82
& Finance
USA
 Capacity strategy
• Capacity strategy is the process of identifying , measuring,
and adjusting the limits of the transformation process to
support competitive priorities such as
• Cost
• Quality
• Delivery
• Flexibility
There are three type of capacity strategies
• Lead strategy
• Lag strategy
• Tracking strategy
83
 Lead strategy
Lead strategy: firms tries to add capacity in anticipation of
increased demand. This ensure that There will be almost always
be excess capacity
• Advantages
• Excess capacity used to handle emergency orders or recover from
unexpected interruption in production
• Excess capacity can also be used to seize market share in an
expending market
• Disadvantages
• Larger cost than the firms operating with capacity close to needs
• If market demand not expend firm need to downsize more
quickly then the other firms
84
• Constant pressure to manage extra capacity to reduce financial
burden
 Lag strategy
Lag strategy : it advocates the adding capacity only when
demand patterns are obvious this means using every bit of
capacity until the firm is running 100% capacity regularly
• Advantages
• This strategy minimize the cost
• Minimize the possibility to be caught with excess capacity in
downturn or in the market that does not expend as expected
• Disadvantages
• As firm is operating at full capacity there is no room for error
• In case of any unexpected shut down or break down recovery to
meet schedule is almost impossible
• No capacity to cushion the shock to the internal environment 85
 Tracking strategy
Tracking strategy : in the tracking strategy the firm tries to add
capacity in small increments to follow demand pattern closely.
Small increment imply decision such as adding overtime or
subcontracting work.
• Advantages
• in short run it provides the best of above mention two strategies
the firm can often add sufficient capacity to accomplish the
market expansion and still minimize costs
• Disadvantages
• It is not effective in long turn
• The need to add the bigger chunk as market grows make this
strategy ineffective
86
 Facilities decision

Size
The four
major
decision
associated Location Focus
with
facilities
are

Layout
87
 Facility size
• The optimum size of facility depends on the tradeoffs
among three dimensions of volume
• Scope: the no. of items
• Scale: the total annual volume
• Vertical integration: the average no. of processing steps
carried out in the facility
• Facility size is motivated primarily by vertical integration
economics rather than by economies of scale or scope

88
 Facility Location
Competitive Imperatives Impacting Location
• The need to produce close to the customer due to time-
based competition, trade agreements, and shipping costs.

• The need to locate near the appropriate labor pool to take

advantage of low wage costs and/or high technical skills

89
Issues in Facility Location
Cost factors
• Facility cost
• Taxes
• Local labor rates
• Utility cost
• Transportation coast

90
Issues in Facility Location cont.
• Qualitative factors
• Free Trade Zones
• Proximity to Customers
• Business Climate
• Political Risk
• Government Barriers
• Trading Blocs
• Environmental Regulation
• Host Community
• Competitive Advantage
• Infrastructure
• Quality of Labor
• Suppliers 91
Characteristics of Location Decisions
• Long-term decisions
• Very difficult to reverse
• Affect fixed & variable costs
• Transportation cost :As much as 25% of product price
• Other costs: Taxes, wages, rent etc.
• Objective: Maximize benefit of location to firm

92
 Location Decision Sequence

1. Country

2. Region/Community

3. Site 93
 Factors Affecting Country Decision
• Government
• Culture & economy
• Market location & size
• Labor
• Productivity
• Cost
• Skills
• Infrastructure
• Exchange rate
• Incentives
Factors Affecting Region/Community Decision

• Corporate desires
• Attractiveness
• Labor
• Utility costs
• Local government incentives
• Proximity to customers & suppliers
• Land/construction
Factors Affecting Site Decision
• Site size
• Site cost
• Transportation in/out
• Proximity of services
• Environmental impact
 Plant focus
The concentration of work in a plant on a limited concise
manageable set of products, technologies, volume and
markets precisely define by the company's competitive
strategy its technology and economics

Plant
focus on

Product Process Customer 97

 Functional Plant Layout

• Common for a large variety L L M M

of products in batch volumes.
Material 1 L L M M
• Similar processes are
grouped together.
Material 2
• Inefficient: Long material
transport routes from dept. to D D
ASSEMBLY
dept. Work in progress is 1
high. Tracking of orders can Product 1 D D
be difficult.
• Advantages: Specialist Product 2
labour and supervision.
G G
Flexibility as material can be ASSEMBLY
rerouted in any sequence. 2 98
G G
 Product Plant Layout
• Mass production where variety is
small and production volumes are L M D G
very high.
• AKA „flow‟ or „line‟ layout.
A
• More efficient, but less flexible S
than „functional‟ layout. S
E
• Work in progress is minimised, L M D G M
and jobs are easily tracked. B
LY
• Investment in specialised capital
equipment is high, so a reliable
and steady demand is required.
• Very sensitive to machine
L M D G
breakdown or disruption to 99
material supply.
 Cellular Plant Layout
• AKA „Group Technology‟
L M
ASSEMBLY
• Each cell manufactures products
D G CELL 1
belonging to a single family.
• Cells are autonomous manufacturing
units which can produce finished parts.
• Commonly applied to machined parts.
• Often single operators supervising M M
ASSEMBLY
CNC machines in a cell, with robots for
D G CELL 2
materials handling.
• Productivity and quality maximised.
Throughput times and work in progress
kept to a minimum.
• Flexible. L L ASSEMBLY 100
• Suited to products in batches and CELL 3
L G
where design changes often occur.
 Fixed Position’ Layout

COMPONENTS

‘Fixed Position’ Layout MATERIAL LABOUR

• Single large, high cost components
or products.
• Product is static. Labour, tools and
equipment come to the work rather PRODUCT
than vice versa.

LABOUR MATERIAL

COMPONENTS
101
Session 3

CHOICE AFFECTING OPERATION

INFRASTRUCTURE

102
 Manufacturing operations strategy
Focus: competitive priorities
Cost Flexibility Quality delivery

Level of Management Decision

Critical Decision Decision
operation function focus
resources focus focus
1.Top 1.Capability InfrastructureStructure
1.Land Infrastructure
management building 1.Organizatio1.Organizatio 1.Organizatio
2.Capital
2.General 2.Planning nal nal structure nal
3.Labor
infrastructuredesign infrastructure
staff 3.Fitting
design
Knowledge design
3.Functional 4.Implementa 2.Capacity
activities 2. Work forcedesign 2. Work force
Operationstion
strategy involvement involvement
5.Direction 3.Facilities
3.Operations design 3.Operations 103
6.control systems systems
configuration4.technology configuration
s s
 Productivity
• Productivity is generally defined as way to measure the
effectiveness of resources utilization for individuals, facilities
companies and society.it is the amount of value added in the
transformation process between the input and the output of
the corporation

Input Value added Input

104
Infrastructure Decision Categories

• Workforce involvement---------
• Number of people
• type of people
• degree of skill
• degree of empowerment

• Organizational design----------
• Vertical or horizontal
• Centralized or decentralized
• Matrix
• Number of levels
105
 Infrastructure decision categories cont.

Operation systems
configuration

Quality Manufacturing resource planning

• Inspection: degree, type and • MRP II
frequency
• JIT
• Process capabilities
• order point
• Type of control
• interaction with design • Purchasing systems
• Employee participation • Forecasting
• Top management support • Demand management
Information systems • Distribution system
• Type of information
• Degree of access 106
• Degree of technology
• Types of reports
Staffing Decision
• Coordinate with
• Choice of process
• Other structural decision
• Technical requirement
• Statistical process control technique
• Process improvement tools
• Managerial improvement

107
 Changes in work force management

Characteristics Traditional Materials Emerging information

based organization based organization
Strategic resources Capital or labor Information
Location of power Management and as Technical specialists
delegate staff
Decision logic Judgmental Computational
Decisions based on Experience opinion Diagnosis
Distribution of power To a few To many
Operations Sequential segmented Synchronous , integrated
Strategy Peripheral showpiece Integrating overview
Organizational design Tall Flat
Knowledge location Support staff Line operations
108
 Empowerment
• Empowerment is a natural extension of the long-understood
and practiced idea of delegating authority commensurate with
responsibility

109
 Job content and worker task

Competitive advantage desired

Technical skill required

Job content
worker task

110
Level of empowerment desired
Functional skill needed
 Appraisal and reward system
• Team related peer assessment
• Team appraisals by management
• Key indicators connected to preferred behavior
• Employee stock ownership plans
• Shares of cost reductions given to worker
• Profit-sharing bonus
• Piece-work-based compensation

111
 Suggestion programs
• Reward all good suggestions
• Encourage participation
• Implement suggestions quickly
• Allow anonymous as well named submissions
• Thank individual who contribute

112
 Cross functional work team
• Involve work from different department
• Assembled to solve major company wide problems
• Uses standard problem-solving and project management
techniques

113
Self Directed Work Teams
• A self-Directed work team I generally a small, independent,
self organized, and self controlling group in which members
flexibly plan organize, determine and manage their duties and
actions, as well as perform many other supportive functions.it
can have the authority to select hire, promote or discharge its
member.

114
 Job design
• A job design defined and integrates the activities of activities
of an individual worker with those of other team members
and with the rest of the organization. It includes job-
enhancing possibilities, such as
• Job rotation
• Job enrichment
• Job enlargement

115
 Job design process
• In a multi step process
1. Assess the work environment and the job
2. Infer the type of employee required
3. Define the responsibilities, duties and working condition of
the job
4. Identify the individual job specifications
5. Hire the right organizational and personal fit

116
 Education And Training
• Education is a process that provides the knowledge , skills and
attitudes necessary to produce cause and effect understanding
and support long term behavioral changes
• Training is a transfer of mechanical expertise in response and
reaction to the given situation
Objectives
• Transfer of facts
• Understanding of the message
• Change in behavior
• Implementation of new technique
• Line accountability
• Peer confirmation
continuing reinforcement
• Credibility 117
• enthusiasm
Type Of Skills And Knowledge
Hard skills Soft skills
• Skills and knowledge • Skills and knowledge
directly related to used to facilitate and
business activity support the execution of
• Technical or system business activities
related • People or organization
• Examples related
• Concept of MPS • Examples
• Cycle counting • Conduct effective meetings
• Bar coding • Use decision making skills
• Use problem solving skills
118
119
Session 4

SUPPLY CHAIN MANAGEMENT

120
 The Supply Chain
Customer
My organization 1
Supplier 1
Customer
2
Supplier 1
Product service flow

Information flow

Funds flow
Customer
Supplier 1 n

Supplie Transformation Custo 121

rs process mers
 What Is the Supply Chain?

Referred to as the logistics network containing

facilities
• Suppliers,
• manufacturers,
• warehouses,
• distribution centers
• retail outlets
And Inventories
• Raw materials
• Work-in-process (WIP) inventory
• Finished products

122
That flow between the facilities
 The Supply Chain
Suppliers Manufacturers Warehouses & Customers
Distribution Centers

Transportation Transportation 123

Costs Costs
Material Costs Transportation
Manufacturing Costs Inventory Costs Costs
 SCM
• Supply chain management(SCM) focus on managing resources
to complete the following tasks
• Meet customer requirements
• Provide competitive advantages
• Meet business objectives

• SCM Enable Strategy

• Shortens product development cycle time
• Extract every possible savings
• Use of IT to link supply chain network
• Quick response to final demand
124
 Value Chain

Raw Technol Manufa Logistic Marketi Custom

Sales
Material ogy cturing s ng er

A value chain is a process consisting of a number

of related steps , with each step adding a certain
value to the total outcome
125
 Primary activity/support activity
Firm infrastructure

Human resource
management

Technology
development

Procurement

inbound Operat Outbou Mark Service

logistics ions nd eting
logistic and
s sales Margin
126
Primary
activity
Supply chain management includes
• Management information system
• Sourcing and procurement
• Production scheduling
• Demand fulfillment
• Cash flow
• Inventory management
• Warehousing
• Customer service
• After market disposition of packaging and materials

127
Look for suppliers who are the best

• Fit to meet required need and benefits

• Technology
• Practices
• Processes
• Cost structures
• Time to market

128
 Brief History of SCM
60s-70s
• Detailed marketing strategy that focused on creating and
capturing customer loyalty
• Strong engineering, design and operation function to support
the market requirements
• Engineering translating customer need into product and
service specification
80s
• Manufacturing organizations increasingly more flexible and
responsive to modify existing products and process
• New products and process developed in order to meet ever
changing customer needs 129
 Brief History of SCM Contd.
90s
• Impact of material and service inputs from supplies on
companies’ ability to meet the customer needs
• Increasing focus on supply base and sourcing strategy
• New challenges: getting the products to the customer when
where and how
• Logistics renaissance: development of time reducing
information technologies and logistics networks
• Sharing of information between alliance members of supply
chain
• Organizations involved in management of both upstream and
down stream firms 130
 Why Is SCM Difficult?

Plan Source Make Deliver Buy

• Uncertainty is inherent to every supply chain

• Travel times
• Breakdowns of machines and vehicles
• Weather, natural catastrophe, war
• Local politics, labor conditions, border issues

• The complexity of the problem to globally optimize a supply chain is

significant
• Minimize internal costs
• Minimize uncertainty 131

• Deal with remaining uncertainty

The Importance of Supply Chain Management

• Dealing with uncertain environments – matching supply and

demand
• Boeing announced a $2.6 billion write-off in 1997 due to
“raw materials shortages, internal and supplier parts
shortages and productivity inefficiencies”
• U.S Surgical Corporation announced a $22 million loss in
1993 due to “larger than anticipated inventories on the
shelves of hospitals”
• IBM sold out its supply of its new Aptiva PC in 1994
costing it millions in potential revenue
• Hewlett-Packard and Dell found it difficult to obtain
important components for its PC‟s from Taiwanese
suppliers in 1999 due to a massive earthquake
• U.S. firms spent $898 billion (10% of GDP) on supply-chain 132
related activities in 1998
 The Importance of Supply Chain Management

• Shorter product life cycles of high-technology products

• Less opportunity to accumulate historical data on customer demand
• Wide choice of competing products makes it difficult to predict
demand
• The growth of technologies such as the Internet enable greater
collaboration between supply chain trading partners
• If you don‟t do it, your competitor will
• Major buyers such as Wal-Mart demand a level of “supply chain
maturity” of its suppliers
• Availability of SCM technologies on the market
• Firms have access to multiple products (e.g., SAP, Baan, Oracle, JD
Edwards) with which to integrate internal processes
133
Supply Chain Management and Uncertainty

• Inventory and back-order levels fluctuate considerably across the supply

chain even when customer demand doesn’t vary
• The variability worsens as we travel “up” the supply chain
• Forecasting doesn’t help!

Multi- Wholesale
Manufactur Distributo Retailer Consume
tier
Supplie
rs er rs s rs

Sales

Sales
Sales

Sales

Time Time Time

Time

134
Bullwhip Effect
 Factors Contributing to the Bullwhip

• Demand forecasting practices

• Min-max inventory management (reorder points to bring inventory up
to predicted levels)
• Lead time
• Longer lead times lead to greater variability in estimates of average
demand, thus increasing variability and safety stock costs
• Batch ordering
• Peaks and valleys in orders
• Fixed ordering costs
• Impact of transportation costs (e.g., fuel costs)
• Sales quotas
• Price fluctuations
• Promotion and discount policies 135
• Lack of centralized information
Today’s Marketplace Requires:

• Personalized content and services for their customers

• Collaborative planning with design partners, distributors, and
suppliers
• Real-time commitments for design, production, inventory, and
transportation capacity
• Flexible logistics options to ensure timely fulfillment
• Order tracking & reporting across multiple vendors and
carriers

136
Shared visibility for
trading partners
 Supply Chain Management – Key Issues

• Forecasts are never right

• Very unlikely that actual demand will exactly equal forecast demand

• The longer the forecast horizon, the worse the forecast

• A forecast for a year from now will never be as accurate as a forecast
for 3 months from now

• Aggregate forecasts are more accurate

• A demand forecast for all CV therapeutics will be more accurate than a
forecast for a specific CV-related product
Nevertheless, forecasts (or plans, if you prefer) are important
management tools when some methods are applied to reduce
uncertainty 137
 Supply Chain Management – Key Issues
• Overcoming functional silos with conflicting goals

Customer Service/
Purchasing Manufacturing Distribution
Sales

Low pur- Low High

Few change-
chase price invent- inventories
overs
ories
Multiple Stable High
schedules Low
vendors service
trans-
Long run portatio levels
lengths n
Regional
stocks
138
SOURCE MAKE DELIVER SELL
 Supply Chain Management – Key Issues
Issue
Network Warehouse locations and capacities
Planning Plant locations and production levels
Transportation flows between facilities to minimize cost and time

Inventory •How should inventory be managed?

Control • Why does inventory fluctuate and what strategies minimize this?

Supply • Impact of volume discount and revenue sharing

Contracts • Pricing strategies to reduce order-shipment variability

Distribution •Selection of distribution strategies (e.g., direct ship vs. cross-docking)

Strategies • How many cross-dock points are needed?
• Cost/Benefits of different strategies 139
 Supply Chain Management – Key Issues contd.
Issue
Integration and Strategic Partnering •How can integration with partners be
achieved?
• What level of integration is best?
• What information and processes can be
shared?
• What partnerships should be
implemented and in which situations
Outsourcing & Procurement Strategies • What are our core supply chain
capabilities and which are not?
• Does our product design mandate
different outsourcing approaches?
• Risk management
Product Design • How are inventory holding and
transportation costs affected by product
design? 140
• How does product design enable mass
customization?
 Supply Chain Management Operations Strategies

STRATEGY WHEN TO CHOOSE BENEFITS

Make to Stock standardized products, Low manufacturing

relatively predictable costs; meet customer
demand demands quickly

Make to Order customized products, Customization; reduced

many variations inventory; improved
service levels

Configure to Order many variations on Low inventory levels;

finished product; wide range of product
infrequent demand offerings; simplified
planning
Engineer to Order complex products, Enables response to 141
unique customer specific customer
specifications requirements
 Supply Chain Imperatives for Success
• View the supply chain as a strategic asset and a differentiator
• Wal-Mart‟s partnership with Proctor & Gamble to automatically
replenish inventory
• Dell‟s innovative direct-to-consumer sales and build-to-order
manufacturing
• Create unique supply chain configurations that align with your
company‟s strategic objectives
• Operations strategy
• Outsourcing strategy
• Channel strategy
• Customer service strategy Supply chain configuration components
• Asset network
• Reduce uncertainty
• Forecasting
• Collaboration 142
• Integration
 Information In The Supply Chain
Plan
Warehouses & Retailer
Suppliers Manufacturers
Distribution Centers

Source Make Deliver Sell

Order Lead Time • Each facility further away from It‟s estimated that
actual customer demand must
Delivery Lead Time the typical
make forecasts of demand
pharmaceutical
• Lacking actual customer
Production Lead Time company supply
buying data, each facility bases
its forecasts on „downstream‟ chain carries over
orders, which are more variable 100 days of
than actual demand product to
• To accommodate variability, accommodate 143
inventory levels are uncertainty
overstocked thus increasing
inventory carrying costs
 Taming the Bullwhip
Four critical methods for reducing the Bullwhip effect:
• Reduce uncertainty in the supply chain
• Centralize demand information
• Keep each stage of the supply chain provided with up-to-date
customer demand information
• More frequent planning (continuous real-time planning the goal)
• Reduce variability in the supply chain
• Every-day-low-price strategies for stable demand patterns
• Reduce lead times
• Use cross-docking to reduce order lead times
• Use EDI techniques to reduce information lead times
• Eliminate the bullwhip through strategic partnerships
• Vendor-managed inventory (VMI) 144
• Collaborative planning, forecasting and replenishment (CPFR)
Methods for Improving Forecasts

Judgment Methods
Market Research Analysis

Panels of Experts

• Internal experts
• External experts
• Domain experts • Market testing
• Delphi technique • Market surveys
Time-Series Methods Accurate • Focus groups
Forecasts
Causal Analysis

• Moving average
• Exponential smoothing • Relies on data other than 145
• Trend analysis that being predicted
• Seasonality analysis • Economic data, commodity
data, etc.
 Supply Chain Integration – Push Strategies
• Classical manufacturing supply chain strategy
• Manufacturing forecasts are long-range
• Orders from retailers‟ warehouses
• Longer response time to react to marketplace changes
• Unable to meet changing demand patterns
• Supply chain inventory becomes obsolete as demand for
certain products disappears
• Increased variability (Bullwhip effect) leading to:
• Large inventory safety stocks
• Larger and more variably sized production batches
• Unacceptable service levels
• Inventory obsolescence
• Inefficient use of production facilities (factories)
• How is demand determined? Peak? Average?
146
• How is transportation capacity determined?
• Examples: Auto industry, large appliances, others?
 Supply Chain Integration – Pull Strategies
• Production and distribution are demand-driven
• Coordinated with true customer demand
• None or little inventory held
• Only in response to specific orders
• Fast information flow mechanisms
• POS data
• Decreased lead times
• Decreased retailer inventory
• Decreased variability in the supply chain and especially at
manufacturers
• Decreased manufacturer inventory
• More efficient use of resources
• More difficult to take advantage of scale opportunities
• Examples: Dell, Amazon
147
 Supply Chain Integration – Push/Pull Strategies

• Hybrid of “push” and “pull” strategies to overcome disadvantages of

each
• Early stages of product assembly are done in a “push” manner
• Partial assembly of product based on aggregate demand forecasts (which
are more accurate than individual product demand forecasts)
• Uncertainty is reduced so safety stock inventory is lower
• Final product assembly is done based on customer demand for specific
product configurations
• Supply chain timeline determines “push-pull boundary”

Push-
Pull
Boundary
“Generic” Product “Customized” Product

148
Push Strategy Pull Strategy
Raw End
Materials Consumer
Supply Chain Timeline
 Choosing Between Push/Pull Strategies
Pull High Where do the following
Industries where: Industries where:
industries fit in this model:
• Customization is High • Demand is uncertain
• Demand is uncertain • Scale economies are High
• Low economies of scale
• Automobile?
• Scale economies are Low
• Aircraft?
Demand Uncertainty

Computer • Fashion?
Furniture
equipment • Petroleum refining?
• Pharmaceuticals?
Industries where: Industries where: • Biotechnology?
• Medical Devices?
• Uncertainty is low • Standard processes are the
• Low economies of scale norm
• Push-pull supply chain • Demand is stable
• Scale economies are High

Books, CD’s Grocery,

Beverages
Push Low
Low Economies of Scale High 149

Pull Push
Characteristics of Push, Pull and Push/Pull Strategies

PUSH PULL

Objective Minimize Cost Maximize Service Level

Complexity High Low

Focus Resource Allocation Responsiveness

Lead Time Long Short

Processes Supply Chain Planning Order Fulfillment

150
Supply Chain Collaboration – What Is It?

• Many different definitions depending on perspective

• The means by which companies within the supply chain work together
towards mutual goals by sharing
• Ideas
• Information
• Processes
• Knowledge
• Information
• Risks
• Rewards
• Why collaborate?
• Accelerate entry into new markets
• Changes the relationship between cost/value/profit equation 151
 Supply Chain Collaboration
• Cornerstone of effective SCM
• The focus of many of today‟s SCM initiatives
• The only method that has the potential to eliminate or
minimize the Bullwhip effect
Retailers

Suppliers Synchronized Manufacturer

Production Collaborative
Scheduling Distributors/
Demand Wholesalers
Collaborative Planning
Product
Development

Collaborative Logistics Planning

•Transportation services 152
•Distribution center services

Logistics Providers
 Benefits of Supply Chain Collaboration

CUSTOMERS MATERIAL SERVICE

SUPPLIERS SUPPLIERS
• Reduced inventory • Reduced inventory • Lower freight costs
• Increased revenue • Lower warehousing • Faster and more
• Lower order costs reliable delivery
management costs • Lower material • Lower capital costs
• Higher Gross Margin acquisition costs • Reduced depreciation
• Better forecast • Fewer stock out • Lower fixed costs
accuracy conditions
• Better allocation of
promotional budgets
• Improved customer service
• More efficient use of human resources 153
 Supply Chain Collaboration Spectrum
• The green arrow describes
increasing complexity and
sophistication of:
Extensive Not Viable Synchronized • Information systems
Collaboration
• Systems infrastructure
• Decision support
systems
Extent of Collaboration

• Planning mechanisms
• Information sharing
Coordinated
Collaboration • Process understanding
• Higher levels of
collaboration imply the
Cooperative need for both trading
Collaboration
partners to have equivalent
(or close) levels of supply
chain maturity
• Synchronized collaboration
demands joint planning,
Transactional R&D and sharing of
Limited Collaboration Low Return information and processing
Few models 154
Many Number of Relationships • Movement to real-time
customer demand
information throughout
the supply chain
 Successful Supply Chain Collaboration
• Try to collaborate internally before you try external collaboration
• Help your partners to work with you
• Share the savings
• Start small (A limited number of selected partners) and stay focused on what
you want to achieve in the collaboration
• Advance your IT capabilities only to the level that you expect your partners to
manage
• Put a comprehensive metrics program in place that allows you to monitor
your partners‟ performance
• Make sure people are kept part of the equation
• Systems do not replace people
• Make sure your organization is populated with competent professionals
who‟ve done this before
155