CH4 流程分析与选择

Flowchart Symbols Purpose and Examples
Tasks or operations Examples: Giving an Examples: Giving an admission ticket to a admission ticket to a customer, installing a customer, installing a engine in a car, etc. engine in a car, etc. Examples: How much Examples: How much change should be change should be given to a customer, given to a customer, which wrench should which wrench should be used, etc. be used, etc.
1. 2. 3. 4. Service Blueprinting Service Fail-safing Schemes of Service Process Design Characteristics of a Well-Designed Service System
General Procቤተ መጻሕፍቲ ባይዱss Description and Performance Analyses
Other Process Terminology (Cont’d)
Bottleneck
– Occurs when the limited capacity of a process causes work to pile up or become unevenly distributed in the flow of a process – If an employee works too slow in a multi-stage process, work will begin to pile up in front of that employee. In this is case the employee represents the limited capacity causing the bottleneck.
Pacing
– Refers to the fixed timing of the movement of items through the process
2. Process Flowcharting Defined
Process flowcharting is the use of a diagram to present the major elements of a process The basic elements can include tasks or operations, flows of materials or customers, decision points, and storage areas or queues It is an ideal methodology by which to begin analyzing a process
Production Process Design/Selection
1. 2. 3. 4. Performance analysis Batch Size and Product Variety Capital Requirements Economic Analysis
Service Process Design
产品对象专业化选择
Other Types of Processes
Make-to-order
– Only activated in response to an actual order – Both work-in-process and finished goods inventory kept to a minimum
1. Process Analysis Terms
Process: Is any part of an organization that takes inputs and transforms them into outputs Cycle Time: Is the average successive time between completions of successive units Utilization: Is the ratio of the time that a resource is actually activated relative to the time that it is available for use
目前备货与订货的界限逐渐模糊，关键是生产周期、通用 化、标准化、柔性。
Multi-stage Process with Buffer
Buffer Stage 1 Stage 2
Types of Processes (Continued)
Continuous Process Discrete Process
– Manufacturing – Manufacturing and assembly
管理重点对比 流程型 制造装配型 设备维护 生产过程同步 （ 年 度 ） 综 合 （ 季 度 /月 度 ） 生产计划重要 生 产 作 业 计 划 重要
管理特点(cont’d)
工艺对象专业化
– 优点：产品制造顺序有弹性；有利于充分利用 设备和工人的工作时间 ；便于进行工艺管理 – 缺点：可能形成能力瓶颈；生产连续性差，工 艺线路复杂，运输时间与成本高；在制品库存 大；管理（计划、库存、质量管理等）难
Starving
– Occurs when the activities in a stage must stop because there is no work – If an employee is waiting at a work station and no work is coming to the employee to process, the employee will remain idle until the next unit of work comes
Flows of materials or customers
Example: Flowchart of Student Going to School
Go to school today? Yes Drive to school Walk to class
No Goof off
3. Types of Processes and their management issues
Analysis Terms Process Flowcharting Types of Processes and Their Management Issues Process Performance Metrics Principles for Process Analysis
Process
Make-to-stock
– Process activated to meet expected or forecast demand – Customer orders are served from target stocking level
Assembly-to-order Engineering-to-order
Single-stage Process
Stage 1
Multi-stage Process
Stage 1 Stage 2 Stage 3
Types of Processes (Continued)
A buffer refers to a storage area between stages where the output of a stage is placed prior to being used in a downstream stage
Chapter 4
Process Analysis and Selection
OBJECTIVES
General Process Description and Performance Analyses
Process Analysis Terms Process Flowcharting Types of Processes and Their Management Issues Process Performance Metrics Principles for Process Analysis
产品性质与经营对比 顾客数量 产品品种个数 产品标准化程度 顾客化定制程度 顾客需求的变化
流程型 少 少 高 低 相对稳定
制造装配型 多 多 低 高 不断变化
生产要素密集性 自动化程度 物流的流动方式 生产能力的核定 设备故障的影响 设备预防性维修的要求 原材料品种数量 能源消耗 在制品库存 产成品存货 产量的灵活性 产品结构的灵活性 生产作业信息的收集难度
管理特点
流程型企业：化工、石化、纺织、烟草、酿酒、饮料、造纸等 制造装配型企业：机械、电子设备、家用电器、家具、服装等
设备与制造性质对比 流程型 资本密集型 高 连续 清楚 大 极高 较少 高 低 高 低 低 较容易 制造装配型 人力和材料密集型 较低 断续 模糊 一般 一般 多 低 高 低 高 高 较难
管理特点
备货生产方式：标准化、大批量轮番进行生产；生产效率 高；前提是准确预测需求、强化推销工作；管理重点是按 “量”组织生产过程各环节之间的平衡。 订货生产方式：在受到顾客定单后再按其要求组织生产；产品大多
非标准化，在规格、数量、质量和交货期等方面可能各不相同；管理 的重点是确保交货期，按“期”组织生产过程各环节之间的平衡。 – 订货组装方式：预先生产出半成品存货，然后按顾客要求组装成 不同的产品；生产效率高、成本低、顾客化；代表产品设计和制 造综合改进的方向；管理的重点是预测和零部件的通用化。 – 订货制造方式：产品预先设计好，原材料采购和外协件的加工按 预测进行；有利于缩短交货期；可能导致原材料、外协件的库存 积压；管理的重点是预测和缩短采购提前期与生产周期。 – 订货工程方式 ：按顾客要求设计制造；生产周期长响应速度慢；管理 的重点是提高零部件标准化和通用化的水平