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Chapter 3Chapter 3Decision MakingDecision Making
Strategic Decisions in Strategic Decisions in OperationsOperations
Products Processes and
Technology
Capacity
Human Resources Quality
Facilities Sourcing
Services
Operating Systems
Products & ServicesProducts & ServicesMake-to-order
Made to customer specifications after order received
Make-to-stockMade in anticipation of demand
Assemble-to-orderAdd options according to
customer specification
Processes & TechnologyProcesses & TechnologyProject
One-time production of product to customer order
Batch production Process many jobs at same time in batch
Mass production Produce large volumes of standard
product for mass marketContinuous production
Very high volume commodity product
Capacity & FacilitiesCapacity & FacilitiesHow much capacity to provideSize of capacity changesHandling excess demandHiring/firing
workersNeed for new
facilities
FacilitiesFacilities
Best size for facility?Large or small facilitiesFacility focusFacility locationGlobal facility
Human ResourcesHuman ResourcesSkill levels requiredDegree of autonomyPoliciesProfit sharing Individual or team workSupervision methodsLevels of managementTraining
QualityQualityTarget levelMeasurementEmployee involvementTrainingSystems needed to ensure qualityMaintaining quality awarenessEvaluating quality effortsDetermining customer perceptions
SourcingSourcingDegree of vertical integrationSupplier selectionSupplier relationshipSupplier qualitySupplier cooperation
Operating SystemsOperating SystemsExecute strategy daily Information technology
supportEffective planning & control
systemsAlignment of inventory
levels, scheduling priorities, & reward systems
Policy DeploymentPolicy Deployment
Focuses employees on common goals & priorities
Translates strategy into measurable objectives
Aligns day-to-day decisions with strategic plan
Balanced ScorecardBalanced ScorecardFinance — How should we look to our
shareholders?Customer — How should we look to our
customers?Processes — At which business
processes must we excel?Learning and Growing — How will we
sustain our ability to change and improve?
Issues and TrendsIssues and Trends
Global markets, sourcing, operations
Virtual companiesGreater choiceEmphasis on
serviceSpeed and
flexibility
Supply chainsCollaborationTechnological
advancesKnowledgeEnvironment
and social responsibilities
The Dilbert (Dogbert) Solution – Change the Name of the Old Program
Decision AnalysisDecision Analysis• Payoff Table - craps tables• Maximax - maximum of maximum payoffs
- optimistic - “hard ways”• Maximin - maximum of minimum payoffs -
safe bets or even odds bets• Minimax regret - minimum of maximum
regrets or opportunity costs
Decision TreesDecision Trees
• Graphical method of analyzing a decision - similar to Theory of Constraints
• Payoff table can be translated to a Decision Tree
The Payoff TableThe Payoff TableA method of organizing & illustrating
the payoffs from different decisions given various states of nature
A payoff is the outcome of the decision – a Craps table pay off chart is an example of a payoff chart
Payoff TablePayoff Table
States Of Nature(Alternatives)
Decision a b1 Payoff 1/a Payoff 1/b2 Payoff 2/a Payoff 2/b
STATES OF NATURESTATES OF NATURE
Good ForeignGood Foreign Poor ForeignPoor Foreign
DECISIONDECISION Competitive ConditionsCompetitive Conditions Competitive ConditionsCompetitive Conditions
ExpandExpand $ 800,000$ 800,000 $ 500,000$ 500,000Maintain status quoMaintain status quo 1,300,0001,300,000 -150,000-150,000Sell nowSell now 320,000320,000 320,000320,000
Maximums: 1,300,0001,300,000; 500,000
Minimums: 500,000; 320,000320,000; -150,000
decision/State of Nature
good economy
fair economy
poor economy EMV
sell condo 295000 126000 19500 178550
sell beach house 175000 76000 37500 113950
sell office bldg 275000 95000 78000 179900
0.5 0.2 0.3
EVPI 183950
VPI 4050
Products and Products and ServicesServices
Product DesignProduct DesignSpecifies materialsSpecifies materialsDetermines dimensions & Determines dimensions &
tolerancestolerancesDefines appearanceDefines appearanceSets performance standardsSets performance standards
Service DesignService DesignSpecifies what the customer is to Specifies what the customer is to
experienceexperience Physical itemsPhysical items Sensual benefitsSensual benefits Psychological benefitsPsychological benefits
An Effective Design An Effective Design ProcessProcess
Matches product/service characteristics with Matches product/service characteristics with customer customer needsneeds
Meets Meets customercustomer requirements in simplest, requirements in simplest, most cost-effective mannermost cost-effective manner
Reduces time to market - haste vs. speed to Reduces time to market - haste vs. speed to marketmarket
Minimizes revisions - quality designed into Minimizes revisions - quality designed into the productthe product
Stages in the Design ProcessStages in the Design Process Idea Generation — Product Concept - can you Idea Generation — Product Concept - can you
create your own market? What role does the create your own market? What role does the voice of the customer play in idea generation?voice of the customer play in idea generation?
Feasibility Study — Performance SpecificationsFeasibility Study — Performance Specifications Preliminary Design — Prototype - testing and Preliminary Design — Prototype - testing and
redesignredesign Final Design — Final Design SpecificationsFinal Design — Final Design Specifications Process Planning — Manufacturing Process Planning — Manufacturing
Specifications - make to order/stock – assembly Specifications - make to order/stock – assembly line? line?
The Design ProcessThe Design Process
Pilot runand final tests
New product or service launch
Final designFinal design& process plans& process plans
Ideageneration
Feasibilitystudy
Product or Product or service conceptservice concept
Performance Performance specificationsspecifications
Functionaldesign
Form design
Production design
Revising and testing Revising and testing prototypesprototypes
Design Design specificationsspecifications
Manufacturing Manufacturing or delivery or delivery specificationsspecifications
SuppliersSuppliersR&DR&D
CustomersCustomers
MarketingMarketing CompetitorsCompetitors
Idea GenerationIdea Generation Suppliers, distributors, salespersonsSuppliers, distributors, salespersons Trade journals and other published Trade journals and other published
materialmaterial Warranty claims, customer complaints, Warranty claims, customer complaints,
failuresfailures Customer surveys, focus groups, Customer surveys, focus groups,
interviewsinterviews Field testing, trial usersField testing, trial users Research and developmentResearch and development
More Idea GeneratorsMore Idea Generators Perceptual MapsPerceptual Maps
Visual comparison of Visual comparison of customer perceptionscustomer perceptions
BenchmarkingBenchmarking Comparing product/service Comparing product/service
against best-in-classagainst best-in-class
Reverse engineeringReverse engineering Dismantling competitor’s product to improve Dismantling competitor’s product to improve
your own productyour own product
Perceptual Map of Perceptual Map of Breakfast CerealsBreakfast Cereals
HIGH HIGH NUTRITIONNUTRITION
LOW LOW NUTRITIONNUTRITION
GOOD GOOD TASTETASTE
BAD BAD TASTETASTE
Perceptual Map of Perceptual Map of Breakfast CerealsBreakfast Cereals
HIGH HIGH NUTRITIONNUTRITION
LOW LOW NUTRITIONNUTRITION
GOOD GOOD TASTETASTE
Cocoa PuffsCocoa Puffs
BAD BAD TASTETASTE
Rice Rice KrispiesKrispies
WheatiesWheaties
CheeriosCheerios
Shredded Shredded WheatWheat
Feasibility StudyFeasibility Study Market Analysis - Market Analysis -
Market SegmentationMarket Segmentation Economic AnalysisEconomic Analysis Technical / Strategic AnalysisTechnical / Strategic Analysis Performance SpecificationsPerformance Specifications
Not unlike mission analysis orIntelligence Preparation of the Battlefield
Risk AnalysisRisk Analysis
1. Identify the Hazards
2.Assess hazards to determine risks.
3.Develop controls and make risk decisions.
4. Implement controls.
5.Supervise and evaluate.From FM 100-14
Preliminary DesignPreliminary Design
Create form & functional designCreate form & functional designBuild prototypeBuild prototypeTest prototypeTest prototypeRevise prototypeRevise prototypeRetestRetest
How will it look?
Functional DesignFunctional Design(How the Product Performs)(How the Product Performs)
ReliabilityReliability Probability product performs intended Probability product performs intended
function for specified length of timefunction for specified length of time
MaintainabilityMaintainability Ease and/or cost or Ease and/or cost or
maintaining/repairing productmaintaining/repairing product
Computing ReliabilityComputing Reliability
0.90 0.90 0.90 x 0.90 = 0.810.90 x 0.90 = 0.81
Components in seriesComponents in series
Computing ReliabilityComputing Reliability
0.90 0.90 0.90 x 0.90 = 0.810.90 x 0.90 = 0.81
0.95 + 0.90(1-0.95) = 0.9950.95 + 0.90(1-0.95) = 0.995
Components in seriesComponents in series
Components in parallelComponents in parallel
0.95
0.90RR22
RR11
System AvailabilitySystem Availability
System Availability, SA = System Availability, SA = MTBFMTBF
MTBF + MTTRMTBF + MTTR
System AvailabilitySystem Availability
System Availability, SA = System Availability, SA = MTBFMTBF
MTBF + MTTRMTBF + MTTR
PROVIDERPROVIDER MTBF (HR)MTBF (HR) MTTR (HR)MTTR (HR)
AA 6060 4.04.0BB 3636 2.02.0CC 2424 1.01.0
System AvailabilitySystem Availability
System Availability, SA = System Availability, SA = MTBFMTBF
MTBF + MTTRMTBF + MTTR
PROVIDERPROVIDER MTBF (HR)MTBF (HR) MTTR (HR)MTTR (HR)
AA 6060 4.04.0BB 3636 2.02.0CC 2424 1.01.0
SASAAA = 60 / (60 + 4) = .9375 or 93.75% = 60 / (60 + 4) = .9375 or 93.75%
SASABB = 36 / (36 + 2) = .9473 or 94.73% = 36 / (36 + 2) = .9473 or 94.73%
SASACC = 24 / (24 + 1) = .96 or 96% = 24 / (24 + 1) = .96 or 96%
Production DesignProduction Design
Part of the preliminary Part of the preliminary design phasedesign phase
SimplificationSimplification StandardizationStandardization ModularityModularity
Final Design & Final Design & Process PlansProcess Plans
Produce detailed drawings & Produce detailed drawings & specificationsspecifications
Create workable instructions for Create workable instructions for manufacturemanufacture
Select tooling & equipmentSelect tooling & equipment Prepare job descriptionsPrepare job descriptions Determine operation & assembly orderDetermine operation & assembly order Program automated machinesProgram automated machines
Improving the Design Improving the Design ProcessProcess
Design teamsDesign teams Concurrent designConcurrent design Design for manufacture & assemblyDesign for manufacture & assembly Design to prevent failures and ensure valueDesign to prevent failures and ensure value Design for environmentDesign for environment Measure design qualityMeasure design quality Utilize quality function deploymentUtilize quality function deployment Design for robustnessDesign for robustness Engage in collaborative designEngage in collaborative design
Breaking Down Barriers to Effective Design
Design TeamsDesign Teams
Marketing, manufacturing, Marketing, manufacturing, engineeringengineering
Suppliers, dealers, customersSuppliers, dealers, customersLawyers, accountants, insurance Lawyers, accountants, insurance
companiescompanies
Preferred solution = cross functional teams
Concurrent DesignConcurrent Design Improves quality of early design Improves quality of early design
decisionsdecisions Decentralized - suppliers complete Decentralized - suppliers complete
detailed design detailed design Incorporates production processIncorporates production process Scheduling and management can be Scheduling and management can be
complex as tasks are done in parallelcomplex as tasks are done in parallel include the include the customer customer in the in the
process!!process!!
Design for Design for Manufacture and AssemblyManufacture and Assembly
Design a product for easyDesign a product for easy& economical production& economical production
Incorporate production Incorporate production design early in the design phasedesign early in the design phase
Improves quality and reduces costs Improves quality and reduces costs Shortens time to design and Shortens time to design and
manufacturemanufacture also known as Design for Six Sigmaalso known as Design for Six Sigma
Design for Six SigmaDesign for Six Sigma• Define – the goals of the design activity• Measure – customer input to determine what is
critical to quality from the customers’ perspective – what are customer delighters? What aspects are critical to quality?
• Analyze – innovative concepts for products and services to create value for the customer
• Design – new processes, products, and services to deliver customer value
• Verify – new systems perform as expected
DFM GuidelinesDFM Guidelinesü Minimize the number of parts, tools, Minimize the number of parts, tools,
fasteners, and assembliesfasteners, and assembliesü Use standard parts and repeatable Use standard parts and repeatable
processesprocessesü Modular designModular designü Design for ease of assembly, minimal Design for ease of assembly, minimal
handlinghandlingü Allow for efficient testing and parts Allow for efficient testing and parts
replacementreplacement
Design for Assembly Design for Assembly (DFA)(DFA)
Procedure for reducing number of Procedure for reducing number of partsparts
Evaluate methods for assemblyEvaluate methods for assembly Determine assembly sequenceDetermine assembly sequence
Design ReviewDesign ReviewFailure Mode and Effects Analysis Failure Mode and Effects Analysis
(FMEA)(FMEA)A systematic approach for analyzing A systematic approach for analyzing
causes & effects of failurescauses & effects of failuresPrioritizes failuresPrioritizes failuresAttempts to eliminate causesAttempts to eliminate causes
Value Analysis Value Analysis (Value Engineering)(Value Engineering)
Ratio of value / costRatio of value / cost Assessment of value : Assessment of value :
1. Can we do without it?1. Can we do without it?2. Does it do more than is required?2. Does it do more than is required?3. Does it cost more than it is worth?3. Does it cost more than it is worth?4. Can something else do a better job4. Can something else do a better job5. Can it be made by less costly method, tools, 5. Can it be made by less costly method, tools,
material?material?
6. Can it be made cheaper, better or faster by 6. Can it be made cheaper, better or faster by someone else?someone else? Should we contract it out?Should we contract it out?
Is there value added?
Design for EnvironmentDesign for Environment Design from recycled materialDesign from recycled material Use materials which can be recycledUse materials which can be recycled Design for ease of repairDesign for ease of repair Minimize packagingMinimize packaging Minimize material & energy Minimize material & energy
used during manufacture, used during manufacture, consumption & disposalconsumption & disposal
green laws in Europe - green laws in Europe -
ExamplesExamples
• Recycling of oil
• carpets in land fills - 4 billion pounds in land fills annually
• Xerox and Hewlett-Packard - pay for return of printer cartridges on larger printers
Quality Function Quality Function Deployment (QFD)Deployment (QFD)
Translates the “voice of the Translates the “voice of the customer” into technical design customer” into technical design requirementsrequirements
Displays requirements in matrix Displays requirements in matrix diagramsdiagrams
First matrix called “house of quality”First matrix called “house of quality” Series of connected housesSeries of connected houses
Design for RobustnessDesign for Robustness Product can fail due to poor design Product can fail due to poor design
qualityquality Products subjected to many conditionsProducts subjected to many conditions Robust design studiesRobust design studies
Controllable factors - under designer’s Controllable factors - under designer’s controlcontrol
Uncontrollable factors - from user or Uncontrollable factors - from user or environmentenvironment
Designs products for consistent Designs products for consistent performanceperformance
Consistency is ImportantConsistency is Important
Consistent errors are easier to correct Consistent errors are easier to correct than random errorsthan random errors
Parts within tolerances may yield Parts within tolerances may yield assemblies which aren’tassemblies which aren’t
Consumers prefer product Consumers prefer product characteristics near their ideal valuescharacteristics near their ideal values
Characteristics of ServicesCharacteristics of Services• Services are intangibleServices are intangible• Service output is variable Service output is variable • Service have higher customer contactService have higher customer contact• Services are perishableServices are perishable• Service inseparable from deliveryService inseparable from delivery• Tend to be decentralized and dispersedTend to be decentralized and dispersed• Consumed more often than productsConsumed more often than products• Services can be easily emulatedServices can be easily emulated• Call girl principle – value diminishes after Call girl principle – value diminishes after
service is renderedservice is rendered
A Well-Designed A Well-Designed Service System isService System is
Consistent with firm’s strategic Consistent with firm’s strategic focusfocus
CustomerCustomer friendly friendly Easy to sustainEasy to sustain Effectively linked between front & Effectively linked between front &
back officeback office Cost effectiveCost effective Visible to Visible to customercustomer
Processes and Processes and TechnologiesTechnologies
Process StrategyProcess Strategy
Overall approach to producing Overall approach to producing goods and servicesgoods and services
Defines:Defines:Capital intensityCapital intensityProcess flexibilityProcess flexibilityVertical integrationVertical integrationCustomer involvementCustomer involvement
Types of ProcessesTypes of Processes
ProjectsProjectsBatch productionBatch productionMass productionMass productionContinuous productionContinuous production
Process PlanningProcess Planning Make-or-buy decisionsMake-or-buy decisions Process selectionProcess selection Specific equipment selectionSpecific equipment selection Process plansProcess plans Process analysisProcess analysis
Make-or-Buy DecisionsMake-or-Buy Decisions
1. Cost1. Cost
2. Capacity2. Capacity
3. Quality3. Quality
4. Speed4. Speed
5. Reliability5. Reliability
6. Expertise6. Expertise
What about
Proprietary Information?
Barrier to Make-or-Buy?
Rationale for Off Shore to Low Country Source
94.00%
37.00%
27.00%23.00% 22.00% 21.00% 20.00%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
$ Savings procuredgoods
Penetration to newmarket
inventory redux inc customer service access newtechnology
reduced cycle time log cost reductions
Source: Aberdeen Research, “Low-Cost Country Sourcing Success Strategies: Maximizing and Sustaining the Next Big Supply Savings Opportunity,” Jun 2005
Specific Equipment Specific Equipment SelectionSelection
1.1. Purchase costPurchase cost
2.2. Operating costOperating cost
3.3. Annual savingsAnnual savings
4.4. Revenue enhancementRevenue enhancement
5.5. Replacement analysisReplacement analysis
6.6. Risk and uncertaintyRisk and uncertainty
7.7. Piecemeal analysis – “one piece at Piecemeal analysis – “one piece at
a time”a time”
Process PlansProcess Plans BlueprintsBlueprints Bill of material Flat or multiple Bill of material Flat or multiple
layers - part or assemblylayers - part or assembly Assembly chart /Assembly chart /
product structure diagramproduct structure diagram Operations process chart - list of Operations process chart - list of
operations involved in assemblyoperations involved in assembly Routing sheet - sequence of eventsRouting sheet - sequence of events
Operations Process ChartOperations Process ChartPart name Crevice Tool
Part No. 52074
Usage Hand-Vac
Assembly No. 520
Oper. No. Description Dept. Machine/Tools Time
10 Pour in plastic bits 041 Injection molding 2 min
20 Insert mold 041 #076 2 min
30 Check settings 041 113, 67, 650 20 min& start machine
40 Collect parts & lay flat 051 Plastics finishing 10 min
50 Remove & clean mold 042 Parts washer 15 min
60 Break off rough edges 051 Plastics finishing 10 min
Process AnalysisProcess Analysis The systematic examination of all aspects The systematic examination of all aspects
of a process to improve its operationof a process to improve its operation FasterFaster More efficientMore efficient Less costlyLess costly More responsiveMore responsive
Basic toolsBasic tools Process flowchartProcess flowchart Process diagramsProcess diagrams Process mapsProcess maps
Process Flowchart SymbolsProcess Flowchart Symbols
OperationsOperations
InspectionInspection
TransportationTransportation
DelayDelay
StorageStorage
Process FlowchartProcess Flowchart
Ste
p
Op
erat
ion
Tra
nsp
ort
Insp
ect
Del
ay
Sto
rag
e
Dis
tan
ce(f
eet)
Tim
e(m
in)Description
ofprocess
1
2
3
4
5
6
7
8
9
10
11
Unload apples from truck
Move to inspection station
Weigh, inspect, sort
Move to storage
Wait until needed
Move to peeler
Apples peeled and cored
Soak in water until needed
Place in conveyor
Move to mixing area
Weigh, inspect, sort
TotalPage 1 0f 3 480
30
5
20
15
360
30
20
190 ft
20 ft
20 ft
50 ft
100 ft
Date: 9-30-02Analyst: TLR
Location: Graves MountainProcess: Apple Sauce
Process DiagramProcess Diagram
Reserve Storage
Quality Assurance
Back to Vendor
UPS
Parcel Post
Next-Day UPS
Mono-gramming
Embroid-ering
Hemming
Gift Boxing
Receiving Active Bins Picking Packing Shipping
Process MapProcess Map
Place order
Drink
Eat salad or soup
Eat dinner
Receives check
Gives payment to waiter
Collect change, leave tip
Fill in tip amount
Give order to waiter
Prepare dinner order
Prepare soup or salad order
Give order to waiter
Is order complete?
Give soup or salad order to chef
Give dinner order to chef
Get drinks for customer
Deliver salad or soup order to customer
Deliver dinner to customer
Deliver check to customer
Receive payment for meal
Cash or Credit?
Bring change to customer
Run credit card through
Return credit slip to customer
Collect tip
YY
NN
CreditCredit
CashCash
CustomerCustomer WaiterWaiter Salad ChefSalad Chef Dinner ChefDinner Chef
Principles for Redesigning Principles for Redesigning ProcessesProcesses
• Remove waste, simplify, Remove waste, simplify, consolidateconsolidate
• Link processes to create valueLink processes to create value• Let the swiftest and most capable Let the swiftest and most capable
executeexecute• Capture information digitally and Capture information digitally and
propagatepropagate
Principles for Redesigning Principles for Redesigning ProcessesProcesses
• Provide visibility through Provide visibility through information about process statusinformation about process status
• Fit the process with sensors and Fit the process with sensors and feedback loopsfeedback loops
• Add analytic capabilitiesAdd analytic capabilities• Connect, collect and create Connect, collect and create
knowledge around the processknowledge around the process• Personalize the processPersonalize the process
Other ways to redesign the Other ways to redesign the processprocess
• Define• Measure• Improve
• Define• Measure• Analyze• Improve • Control
Velocity Management Methodology
General Electric’sSix Sigma Methodology
Techniques for Generating Techniques for Generating Innovative IdeasInnovative Ideas
Vary entry point to a problemVary entry point to a problem Draw analogiesDraw analogies Change your perspectiveChange your perspective Use attribute brainstormingUse attribute brainstorming
Information TechnologyInformation Technology
Management Information Systems Management Information Systems (MIS)(MIS) Move large amounts of dataMove large amounts of data
Decision Support Systems (DSS)Decision Support Systems (DSS) Add decision making supportAdd decision making support
Expert SystemExpert System Recommend decision based on Recommend decision based on
expert knowledgeexpert knowledge
Artificial IntelligenceArtificial IntelligenceNeural networksNeural networks
Emulate interconnections in Emulate interconnections in brainbrain
Genetic algorithmsGenetic algorithmsBased on adaptive capabilities in Based on adaptive capabilities in
naturenatureFuzzy logicFuzzy logic
Simulate human ability to deal Simulate human ability to deal with ambiguitywith ambiguity
Enterprise SoftwareEnterprise SoftwareCollect, analyze, and make decisions Collect, analyze, and make decisions
based on databased on dataERP - Enterprise Resource PlanningERP - Enterprise Resource PlanningManaging wide range of processesManaging wide range of processes
Human resources, materials management, Human resources, materials management, supply chains, accounting, finance, supply chains, accounting, finance, manufacturing, sales force automation, manufacturing, sales force automation, customer service, customer order entrycustomer service, customer order entry
Finding hidden patterns through data Finding hidden patterns through data miningmining
ERPERP
• SAP – 42% of market; forecast to 43% in 2006
• Oracle – 20%; forecast to 23% 2006
• Sage Group – 6%
• Microsoft – 4%
• Horror Stories – Hershey’s, Dell
Advanced CommunicationsAdvanced Communications
Electronic data interchange (EDI)Electronic data interchange (EDI) Internet, extranetsInternet, extranets Wireless communicationsWireless communications Teleconferencing & Teleconferencing &
telecommutingtelecommuting Bar coding, Radio Frequency IdentificationBar coding, Radio Frequency Identification Virtual realityVirtual reality Distance Learning?
RFIDRFID• Active Tags• Always on • Battery powered• Can be read from
up to 300 ft• US Army • Savi Tags
• Passive Tags• Small• Must be activated• May be turned off• England• California• Rolex
Automated Material Automated Material HandlingHandling
ConveyorsConveyorsAutomated guided vehicle (AGV)Automated guided vehicle (AGV)Automated storage & retrieval Automated storage & retrieval
system (ASRS) Grainger/Defense system (ASRS) Grainger/Defense Distribution Center, San JoaquinDistribution Center, San Joaquin
Flexible Manufacturing Flexible Manufacturing Systems (FMS)Systems (FMS)
Programmable machine toolsProgrammable machine tools Controlled by common computer networkControlled by common computer network Combines flexibility with efficiencyCombines flexibility with efficiency Reduces setup & queue timesReduces setup & queue times cellular layout - more on design next cellular layout - more on design next
weekweek
RoboticsRobotics Programmable manipulatorsProgrammable manipulators Follow specified pathFollow specified path Better than humans with respect to Better than humans with respect to
Hostile environmentsHostile environments Long hoursLong hours ConsistencyConsistency
Adoption has been slowed by ineffective Adoption has been slowed by ineffective integration and adaptation of systemsintegration and adaptation of systems
Welding at Harley Davidson PlantWelding at Harley Davidson Plant
Next WeekNext Week
• Next Class Jun 17: Facility Planning, Facility Planning, Project ManagementProject Management
• Take home exam – passed outTake home exam – passed out