制程策略

生產與作業管理(ProductionandOperationManagement)製程策略(ProcessStrategy)生產與作業管理(ProductionandOperationManagement)報告綱要瞭解製程選擇的意義明瞭自製或採購之決策明瞭製程選擇所探討的主題生產與作業管理(ProductionandOperationManagement)製程選擇的意義生產與作業管理(ProductionandOperationManagement)產品需求與製程能力的配合Processfocusprojects,jobshops,(machine,print,carpentry)StandardRegisterRepetitive(autos,motorcycles)HarleyDavidsonProductfocus(commercialbakedgoods,steel,glass)NucorSteelHighVarietyOneorfewunitsperrun,highvariety(allowscustomization)ChangesinmodulesModestruns,standardizedmodulesChangesinattributes(suchasgrade,quality,size,thickness,etc.)LongrunsonlyMassCustomization(difficulttoachieve,buthugerewards)DellComputerCo.PoorstrategyLow-Volume(Intermittent)RepetitiveProcess(Modular)High-Volume(Continuous)生產與作業管理(ProductionandOperationManagement)生產製程流程圖ShippingCustomerCustomersalesrepresentative(takeorder)PrepressDepartment(Prepareprintingplates&negatives)PrintingDepartmentCollatingDepartmentGluing,binding,stapling,labelingPolywrapDepartmentPurchasing(orderinks,paper,othersupplies)VendorsReceivingWarehousing(ink,paper,etc.)AccountingInformationflowMaterialflow生產與作業管理(ProductionandOperationManagement)製程策略（processstrategy）•自製或採購–企業內部自行製造產品或組件或者將產品或零組件向外採購或向外發包。•資本密集度–企業使用機器設備與勞力的組合程度。•製程彈性–為因應產品或服務的設計、產量或技術變更，企業能夠調整的幅度。生產與作業管理(ProductionandOperationManagement)自製或採購之決策•自製或採購之決策應考慮因素–製造商本身的產能是否足夠。–生產技術。–品質。–自製率。–需求特性。–成本。生產與作業管理(ProductionandOperationManagement)製程選擇所探討的主題一、製程型態–三種分類方法•依機器設備使用時間的長短及其重覆性，製程型態可分為連續性生產與間歇性生產。•依顧客訂貨方式，製程型態可分為存貨生產與訂貨生產。•依生產數量大小，製程型態可分為批量生產、零工生產與專業生產。ContinuumRepetitive-FocusedProduct-FocusedProcess-Focused生產與作業管理(ProductionandOperationManagement)製程專注(ProcessFocus)OperationProductAProductB123生產與作業管理(ProductionandOperationManagement)製程專注策略-ExamplesBank©1995CorelCorp.MachineShop©1995CorelCorp.Hospital©1995CorelCorp.生產與作業管理(ProductionandOperationManagement)製程專注策略(cont.)•優點(Advantages)–Greaterproductflexibility–Moregeneralpurposeequipment–Lowerinitialcapitalinvestment•缺點(Disadvantages)–Highvariablecosts–Morehighlytrainedpersonnel–Moredifficultproductionplanning&control–Lowequipmentutilization(5%to25%)生產與作業管理(ProductionandOperationManagement)重覆專注策略(RepetitiveFocusedStrategy)生產與作業管理(ProductionandOperationManagement)重覆專注策略-ExamplesTruck©1995CorelCorp.ClothesDryer©1995CorelCorp.FastFoodMcDonald’sover95billionserved©1984-1994T/MakerCo.生產與作業管理(ProductionandOperationManagement)產品專注策略(Product-FocusedStrategy)•Facilitiesareorganizedbyproduct•Highvolume,lowvarietyproductsOperationProductsA&B123生產與作業管理(ProductionandOperationManagement)產品專注策略•優點–Lowervariablecostperunit–Lowerbutmorespecializedlaborskills–Easierproductionplanningandcontrol–Higherequipmentutilization(70%to90%)•缺點–Lowerproductflexibility–Morespecializedequipment–Usuallyhighercapitalinvestment生產與作業管理(ProductionandOperationManagement)產品專注策略-Examples©1995CorelCorp.LightBulbs(Discrete)Paper(Continuous)©1984-1994T/MakerCo.©1995CorelCorp.SoftDrinks(Continuous,thenDiscrete)MassFluShots(Discrete)©1995CorelCorp.生產與作業管理(ProductionandOperationManagement)製程比較(1/5)ProcessFocus(Lowvolume,Highvariety)RepetitiveFocus(Modular)Productfocus(High-volume,low-variety)MassCustomization(High-volume,high-variety1.Smallquantity,largevarietyofproductsLongruns,standardizedproduct,frommodulesLargequantity,smallvarietyofproductsLargequantity,largevarietyofproducts2.GeneralpurposeequipmentSpecialequipmentaidsinuseofassemblylineSpecialpurposeequipmentRapidchangeoveronflexibleequipment生產與作業管理(ProductionandOperationManagement)製程比較(2/5)ProcessFocusRepetitiveFocusProductfocusMassCustomization3BroadlyskilledoperatorsModestlytrainedemployeesOperatorslessbroadlyskilledFlexibleoperatorstrainedforcustomization4ManyinstructionsbecauseofchangeinjobsReducedtrainingandnumberofjobinstructionsFewworkordersandjobinstructionsCustomordersrequiremanyinstructions5RawmaterialhighrelativetoproductvalueJITtechniquesusedRawmateriallowrelativetoproductvalueRawmateriallowrelativetoproductvalue生產與作業管理(ProductionandOperationManagement)製程比較(3/5)ProcessFocusRepetitiveFocusProductfocusMassCustomization6WIPhighrelativetooutputJITtechniquesusedWIPlowrelativetooutputWIPdrivendownbyJIT,kanban,leanproduction7UnitsmoveslowlythruplantMovementmeasuredinhours&daysUnitsmoveswiftlythrufacilityGoodsmoveswiftlythrufacility8Finishedgoodsmadetoorder,notstoredFinishedgoodsmadetofrequentforecastsFinishedgoodsmadetoforecast,thenstoredFinishedgoodsmadetoorder生產與作業管理(ProductionandOperationManagement)製程比較(4/5)ProcessFocusRepetitiveFocusProductfocusMassCustomization9Schedulingcomplexandconcernedwithtrade-offbetweeninventory,capacity,andcustomerserviceSchedulingbasedonbuildingmodelsfromavarietyofforecastsSchedulingrelativelysimple,concernsestablishingsufficientrateofoutputtomeetforecastsSchedulingsophisticatedtoaccommodatecustomization10Fixedcostslow,variablecostshighFixedcostsdependentonflexibilityoffacilitiesFixedcostshigh,variablecostslowFixedcostshigh;variablecostsmustbelow生產與作業管理(ProductionandOperationManagement)製程比較(5/5)ProcessFocusRepetitiveFocusProductfocusMassCustomization11Costing,