Chapter 3 Process Planning and Design Chapter 3:Process Planning and Design 1
Chapter 3: Process Planning and Design 1 Chapter 3 Process Planning and Design
Process Planning and Design Chapter 2 identified the critical factors in providing value to the customer.This chapter discusses the selection and design of the transformation process that can deliver those factors-low cost,high quality,enhanced functionality,speed, and so on-in an efficient and effective manner. Chapter 3:Process Planning and Design 2
Chapter 3: Process Planning and Design 2 Process Planning and Design Chapter 2 identified the critical factors in providing value to the customer. This chapter discusses the selection and design of the transformation process that can deliver those factors—low cost, high quality, enhanced functionality, speed, and so on—in an efficient and effective manner
Introduction Fender's Custom Shop Assembly line at IBM's plant in Charlotte, North Carolina Rickard Associates,an editorial production company Martin Marietta's aerospace electronics manufacturing facility in Denver,Colorado ■Nynex Chapter 3:Process Planning and Design 0
Chapter 3: Process Planning and Design 3 Introduction ◼ Fender's Custom Shop ◼ Assembly line at IBM's plant in Charlotte, North Carolina ◼ Rickard Associates, an editorial production company ◼ Martin Marietta's aerospace electronics manufacturing facility in Denver, Colorado ◼ Nynex
Examples Examples illustrate several transformation systems. The Fender Custom Shop is a job shop that has specialized departments for routing,lathe operations, inlaying,paint and finishing,and final assembly. Because work is organized by the task performed, Rickard Associates is also a job shop -even though the work is not performed in one location. Companies like Rickard that rely on information technology to bring separated workers together are referred to as virtual organizations.Martin Marietta converted into focused factories.And assembly lines like the one IBM uses are referred to as flow shops. Chapter 3:Process Planning and Design
Chapter 3: Process Planning and Design 4 Examples ◼ Examples illustrate several transformation systems. The Fender Custom Shop is a job shop that has specialized departments for routing, lathe operations, inlaying, paint and finishing, and final assembly. Because work is organized by the task performed, Rickard Associates is also a job shop - even though the work is not performed in one location. Companies like Rickard that rely on information technology to bring separated workers together are referred to as virtual organizations. Martin Marietta converted into focused factories. And assembly lines like the one IBM uses are referred to as flow shops
Fender's Custom Shop Customers include Eric Clapton,John Deacon (Queen),David Gilmour,Yngwie Malmsteen and Stevie Ray vaughn Production Steps: 0 computer controlled routers and lathes shape guitar bodies and necks o also have Neck duplicator 0 necks and bodies hand and machine sanded Chapter 3:Process Planning and Design 5
Chapter 3: Process Planning and Design 5 Fender’s Custom Shop ◼ Customers include Eric Clapton, John Deacon (Queen), David Gilmour, Yngwie Malmsteen and Stevie Ray Vaughn ◼ Production Steps: computer controlled routers and lathes shape guitar bodies and necks also have Neck Duplicator necks and bodies hand and machine sanded
-Fender's Custom Shop continued detailed inlay work done with Hegner precision scroll saw paint and finishing operations in special room where air is re-circulated 10 times/minute o buffed hung up and seasoned for two weeks 0 final assembly by actual musicians Chapter 3:Process Planning and Design 6
Chapter 3: Process Planning and Design 6 Fender’s Custom Shop continued detailed inlay work done with Hegner precision scroll saw paint and finishing operations in special room where air is re-circulated 10 times/minute buffed hung up and seasoned for two weeks final assembly by actual musicians
IBM's Charlotte,NC Plant Assembly line produces 27 significantly different products Products include hand-held bar-code scanners, portable medical computers,fiber-optic connectors,and satellite communications devices ■“Kits”of parts delivered to workers Computer screen displays assembly instructions Chapter 3:Process Planning and Design 7
Chapter 3: Process Planning and Design 7 IBM’s Charlotte, NC Plant ◼ Assembly line produces 27 significantly different products ◼ Products include hand-held bar-code scanners, portable medical computers, fiber-optic connectors, and satellite communications devices ◼ “Kits” of parts delivered to workers ◼ Computer screen displays assembly instructions
Rickard Associates Produces magazines and marketing materials Only two of editorial production company's employees work at headquarters in NJ Art director works in AZ Editors are located in FL,GA,MI,and D.C. Freelancers even more scattered Internet and AoL used to coordinate work Chapter 3:Process Planning and Design 8
Chapter 3: Process Planning and Design 8 Rickard Associates ◼ Produces magazines and marketing materials ◼ Only two of editorial production company’s employees work at headquarters in NJ ◼ Art director works in AZ ◼ Editors are located in FL, GA, MI, and D.C. ◼ Freelancers even more scattered ◼ Internet and AOL used to coordinate work
-Martin Marietta Aerospace Plant Originally set up as job shop with numerous functional departments o l high WIP levels o long lead times o long travel distances 0 departmental barriers inhibited communication Plant subsequently arranged into three focused factories Chapter 3:Process Planning and Design 9
Chapter 3: Process Planning and Design 9 Martin Marietta Aerospace Plant ◼ Originally set up as job shop with numerous functional departments high WIP levels long lead times long travel distances departmental barriers inhibited communication ◼ Plant subsequently arranged into three focused factories
Martin Marietta continued Each focused factory completed entire electronic assembly for particular application ■ Each focused factory treated as separate business enterprise ■ Factory manager assigned to each focused factory “NFL draft”used to select worker teams Chapter 3:Process Planning and Design 10
Chapter 3: Process Planning and Design 10 Martin Marietta continued ◼ Each focused factory completed entire electronic assembly for particular application ◼ Each focused factory treated as separate business enterprise ◼ Factory manager assigned to each focused factory ◼ “NFL draft” used to select worker teams