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PROCESS,REPITATIVE,PRODUCT,MASS STRATEGY
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all Free with a 30 day trial from Scribd See all PROCESS,REPITATIVE,PRODUCT,MASS STRATEGY - 1. Group Members (INTRODUCTION PROCESS STRATEGY & PROCESS FOCUS) NABEEL SHAHID (REPITATIVE STRATEGY) MUHAMMAD SHAKEEL (PRODUCT STRATEGY) ZAHEER NAZEER (MASS
CUSTOMIZATION)
- 2. Definition Of Process Strategy A process strategy is an organization’s approach to transforming resources into goods and Services, Objective of Process Strategy The objective of a process strategy is to build a production process that
meet customer requirement and product specification, within cost and other managerial constrains.
- 3. Process Strategies How to produce a product or provide a service that Meets or exceeds customer requirements Meets cost and managerial goals Has
long term effects on Efficiency and production flexibility Costs and quality
- 4. Process Strategies Four basic strategies Process focus Repetitive focus Product focus Mass customization Within these basic strategies there are many ways they
may be implemented
- 5. Definition Of Process Focus “A production facility organized around process to facilitate low volume, high variety production”. Low volume , high variety products in places called “ Job Shops”
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6. Process Focus Facilities are organized around specific activities or processes General purpose equipment and skilled personnel High degree of product flexibility Typically high costs and low equipment utilization Product flows may vary considerably
making planning and scheduling a challenge
- 7. Process Focus Many inputs High variety of outputs Print Shop
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8. Process-Focused Strategy Examples Bank © 1995 Corel Corp. Machin e Shop© 1995 Corel Corp. Hospital © 1995 Corel Corp.
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9. Process Focused Strategy - Pros & Cons Advantages ◦ Greater product flexibility ◦ More general purpose equipment ◦ Lower initial capital investment Disadvantages ◦ More highly trained personnel ◦ More difficult production planning & control ◦ Low
equipment utilization (5% to 25%)
- 10. Copy Cat Print company is a full service digital printer located in downtown Greenfield. our service since 1985. The Greenfield store is the only Copy Cat still owned by the original owners, Reza and Jennifer
Shafii. We offer digital color copies, binding, laminating, oversized copies, and much more.
- 11. You can order online and we will deliver it to you with a smile. Dealing with a local business with the ability to order online, at very competitive
pricing, makes us a unique and trusted source for all your printing needs. Copy Cat Greenfield has been serving the local clients since 1992.
- 12. Shipping Customer Customer sales representative take order Prepress Department (Prepare printing plates
and negatives) Printing Department Collating Department Gluing, binding, stapling, labeling Polywrap Department Purchasing (order inks, paper, other supplies) Vendors Receiving Warehousing (ink, paper, etc.) Accounting Information flow Material flow
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13. A leader in Healthcare for over 100 years, Philips is one of the world’s leading manufacturers and suppliers of medical equipment and related services that improve people’s health and well-being. We have the best and top-of-the-range medical diagnostic
equipment in 100 COUNTRIES helping surgeons in the battle against heart disease and cancer.
- 14. Philips Medical Systems, a division of Royal Philips Electronics, with headquarters in the Netherlands and the United States, is one of the world’s
largest healthcare companies. supplying diagnostic imaging equipment, including X-ray, magnetic resonance, computed tomography, nuclear medicine, positron emission tomography, and ultrasound systems.
- 15. Since the late 1990s, the medical division
has grown rapidly, more than doubling Its sales between 2000 and 2005 Philips Medical Systems now employs 30,000 people and distributes products in over 100 countries. In the early years beginning 1948,PAKISTAN
- 16. customer Take order purchasing
warehouse Prepress Department Specification add in Finished product packing Shipping
- 17. REPETITIVE STRATEGY Repetitive focus is essentially a customary assemblage line that utilizes modules that are organized earlier than production set in motion.
- 18. Facilities often organized as assembly lines Parts and assemblies made previously Combined for many output options Less flexibility than process-focused More efficient REPETITIVE FOCUS
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19. Repetitive Focus Raw materials and module inputs Modules combined for many output options Few modules Automobile Assembly Line
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20. 1903 – William S. Harley and the Davidson brothers – Walter and Arthur – handcraft their first three motorcycles in Milwaukee, Wis. William A. Davidson later joins the enterprise. Harley is the only major American Manufacturer of heavy weight motor
cycles. 1986 – Entered into American & New York stock exchanges 2003 – more than 950,000 bikes were sold in U.S & 28 million world wide
- 21. Main features • Harley Davidson Softail Family eg:narrow seats, tombstone tail lights, full length
floor boards • Harley Davidson Sportster Family eg: low-rise handlebars, bullet style headlight. • Harley Davidson Touring (Dressers) Family large windshield & have a full front fairing. leather saddlebags, optional sidecar, & option to customize. • Engines Big V-twins, Small V-twins, and the Revolution engine
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22. COCA COLA INCORPORATE IN 1892 USA RECIPE INVENTED BY JOHN STITH PEMBERTON 400 BRAND IN OVER 200 COUNTRIES PRODUCE CONCENTRATE CYRUP SOLD TO FRANCHISES
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23. COCA COLA PRODUCTS
- 24. PRODUCT STRATEGY Facilities
are organized by product High volume but low variety of products Long, continuous production runs enable efficient processes Typically high fixed cost but low variable cost Generally less skilled labor
- 25. Product Focus Few inputs Output variations
in size, shape, and packagin g Continuous Work Flow
- 26. BLUM: PERFECTING MOTION Julius Blum 1 March 1952 in Hickory, North Carolina. Currently, BLUM 450,000 square foot building Provide on-the-job training first companies in the industry to earn
ISO 9001 certification Europe’s Environmental Management System (EMAS) criteria
- 27. PRODUCTS
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28. BLUM PRODUCT STRATEGY We build quality kitchen hardware for residential kitchen customers. Our customers are young American families. They are interested in materials that are safe for children and eco-friendly. We sell our products through a retail
channel. Our products are priced per unit, and are considered “high-end” hardware solutions.
- 29. History of Frito lays 1932,Herman W Lay opened a snack shop He purchased the barrette Food Company renaming it “H. W . Lay & Company Firs
potato chip to appear on television 1995 merged with Pepsi-cola to form “PepsiCo”
- 30. Product Focus Facilities are organized by product High volume but low variety of products Long, continuous production Efficient processes Typically high fixed
cost but low variable cost
- 31. Mass customization Mass customization is the most complex of the four processes and present operations manager to make inspired and destructive use of organizational resources to put up the unique requirements of their
consumers.
- 32. MASS CUSTOMIZATION FOCUS The rapid, low-cost production of goods and service satisfy increasingly unique customer desires Combines the flexibility of a process focus with the efficiency of a product focus
- 33. General Motors
- 34. Intro General Motors’’ World’s second largest in us
Head quarter at Detroit, Michigan. The business has been speeded in about 120 countries. installed the world's largest rooftop solar power their Zaragoza Manufacturing Plant The Zaragoza solar covers about 2,000,000 sq. ft. of roof besides
- 35. PROCESS
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36. Launched first car (SA Model) in 1947. The Founder name was Kiichiro toyoda. Introduction On Toyota Motors
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37. 3rd largest automotive manufacturer Headquartered in Toyota City, Aichi Annual sales of $120 Billion Produces 5.5 million vehicles per year From 56 manufacturing plants across 6 continents
- 38. Best Car of Toyota Toyota Land Cruiser 200 V8 (the king of roads) Capacity of seats 7. Price $90,000 (PKR 9,630,000) Turbo, Deisel, 4.5l engine , Powerful engine.
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39. PROCESS
- 40. Comparison of Processes Process Focus (Low volume,
high variety) Repetitive Focus (Modular) Product Focus (High-volume, low-variety) Mass Customization (High-volume, high-variety) Small quantity, large variety of products Long runs, standardized product made from modules Large quantity, small variety of products Large quantity, large variety of products General purpose equipment Special equipment aids in use of assembly line Special purpose equipment Rapid changeover on flexible equipment
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41. Comparison of Processes Process Focus (Low volume, high variety) Repetitive Focus (Modular) Product Focus (High-volume, low-variety) Mass Customization (High-volume, high-variety) Operators are broadly skilled Employees are modestly trained Operators are
less broadly skilled Flexible operators are trained for the necessary customization Many job instructions as each job changes Repetition reduces training and changes in job instructions Few work orders and job instructions because jobs standardized Custom orders require many job instructions
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42. Comparison of Processes Process Focus (Low volume, high variety) Repetitive Focus (Modular) Product Focus (High-volume, low-variety) Mass Customization (High-volume, high-variety) Raw material inventories high JIT procurement techniques used Raw material
inventories are low Raw material inventories are low Work-in- process is high JIT inventory techniques used Work-in- process inventory is low Work-in- process inventory driven down by JIT, lean production
- 43. Comparison of Processes Process Focus (Low
volume, high variety) Repetitive Focus (Modular) Product Focus (High-volume, low-variety) Mass Customization (High-volume, high-variety) Units move slowly through the plant Movement is measured in hours and days Swift movement of unit through the facility is typical Goods move swiftly through the facility Finished goods made to order Finished goods made to frequent forecast Finished goods made to forecast and stored Finished goods often build-to-order (BTO)
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44. Comparison of Processes Process Focus (Low volume, high variety) Repetitive Focus (Modular) Product Focus (High-volume, low-variety) Mass Customization (High-volume, high-variety) Scheduling is complex, trade-offs between inventory, availability, customer
service Scheduling based on building various models from a variety of modules to forecasts Relatively simple scheduling, establishing output rate to meet forecasts Sophisticated scheduling required to accommodate custom orders
- 45. Comparison of
Processes Process Focus (Low volume, high variety) Repetitive Focus (Modular) Product Focus (High-volume, low-variety) Mass Customization (High-volume, high-variety) Fixed costs low, variable costs high Fixed costs dependent on flexibility of the facility Fixed costs high, variable costs low Fixed costs high, variable costs must be low Costing estimated before job, known only after the job Costs usually known due to extensive experience High fixed costs mean costs dependent on utilization of
capacity High fixed costs and dynamic variable costs make costing a challenge
What is a product
Product focus, are high volume, low variety processes; also called continuous processes. Products such as light bulbs, rolls of paper, beer, and bolts are examples of product process. This type of facility requires a high fixed cost, but low costs. The reward is high facility utilization.
What is product focus and process focus?
In a product-focused organization, the structure relies more on the product groups, while a process-focused organization relies more on a centralized, aligned structure. Product-focused organizations tend to have small staffs, while process-focused organizations employ a large number of people.
What are process
Process-focused facilities (also known as intermittent, or job-shop, facilities) are common in high-variety, low-volume manufacturing and service organizations. These facilities produce make-to-order products or services and include everything from auto repair garages and hospitals to beauty salons.
What is a process
A production facility organized around processes to facilitate low-volume high-variety productions. All operations are grouped according to the type of process.
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