Administración de la

cadena de valor
 Métodos de control

EOQ: Economic quantity order

JIT: Just in time
MRP: Materials requirement planning
PERT: Program evaluation and review technique.

29/01/09
Page  2 Luis Felipe Torres Gómez 2
 La productividad

 Productividad es un índice utilizado para determinar la razón (insumos-

productos) entre el valor de los bienes producidos y el costo de los
insumos utilizados en un período dado.
 Aportación clásica al estudio de la productividad: Taylor, Gantt y Gilbreth,
entre otros. Enfoque hacia la administración de la producción.

29/01/09
Page  3 Luis Felipe Torres Gómez 3
 Administración de la producción
vs. administración de operaciones
 Admón. de la producción: Enfoque centrado en las actividades
necesarias para fabricar un producto.
 Admón. de operaciones: Enfoque orientado a las actividades necesarias
para producir y ofertar un producto o un servicio. Cómo los empleados de
una organización convierten los insumos en productos, bienes o
servicios.

29/01/09
Page  4 Luis Felipe Torres Gómez 4
 Modelo de control de operaciones

Ambiente externo

Planeación Control
Insumos
(recursos) Procesos de Productos
Humanos Bienes
transformación Servicios
Materiales
Tecnología Información
Información
Capital
Procesos de mejora

Retroalimentación

29/01/09
Page  5 Luis Felipe Torres Gómez 5
Técnicas para la mejora de la
productividad
 Planeación y control de inventarios
– CEP: cantidad económica de pedido
– JIT: justo a tiempo
– MRP: planeación del requerimiento de materiales
 Transferencia de actividades a proveedores externos:
Outsourcing
 Investigación de operaciones
 Redes de tiempo-eventos
– PERT: programa de evaluación y técnica de revisión
– CPM: método de la trayectoria crítica
 Ingeniería del valor
PageAdministración
6 de la calidad total
Luis Felipe Torres Gómez 6
 Calidad total

Círculos de calidad
CAD/CAM: diseño y manufactura
asistidos por computadora
MAP: protocolo de automatización de la
manufactura
Lean manufacture: manufactura esbelta

29/01/09
Page  7 Luis Felipe Torres Gómez 7
 Formas de crear la ventaja competitiva

29/01/09
Page  8 Luis Felipe Torres Gómez 8
 Functional Strategies and Value-Chain Management

 Functional-level strategy
– plan of action to improve the ability of each of an organization’s departments to
performs its task-specific activities in ways that add value to an organization’s
goods and services

29/01/09
Page  9 Luis Felipe Torres Gómez 9
 Functional Strategies and Value-Chain Management

 Value chain
– coordinated series or sequence of functional activities necessary to transform
inputs into finished goods or services customers value and want to buy

29/01/09
Page  10 Luis Felipe Torres Gómez 10
 Functional Activities and
the Value Chain

29/01/09
Page  11 Luis Felipe Torres Gómez 11
 Functional Strategies and Value-Chain Management

 Value-chain management
– development of a set of functional-level strategies that support a company’s
business-level strategy and strengthen its competitive advantage

29/01/09
Page  12 Luis Felipe Torres Gómez 12
 Functional Strategies and Value-Chain Management

 Product development
– engineering and scientific research activities involved in innovating new or
improved products that add value to a product
 Marketing function’s task is to persuade customers a product meets their
needs and convince them to buy it

29/01/09
Page  13 Luis Felipe Torres Gómez 13
 Functional Strategies and Value-Chain Management

 Materials management function

– controls the movement of physical materials from the procurement of inputs
through production and into distribution and delivery to the customer

29/01/09
Page  14 Luis Felipe Torres Gómez 14
 Functional Strategies and Value-Chain Management

 Production function
– responsible for the creation, assembly or provision of a good or service, for
transforming inputs into outputs
 Sales function
– plays a crucial role in locating customers and then informing and persuading
them to buy the company’s products

29/01/09
Page  15 Luis Felipe Torres Gómez 15
 Functional Strategies and Value-Chain Management

 Customer service function

– provides after sales service and support
– Can create a perception of superior value by solving customer problems and
supporting customers

29/01/09
Page  16 Luis Felipe Torres Gómez 16
 Improving Responsiveness to Customers

 Good value-chain management requires marketing managers to focus on

defining the company business in terms of customer needs

29/01/09
Page  17 Luis Felipe Torres Gómez 17
 What Do Customers Want?

1. A lower price to a higher price

2. High-quality products
3. Quick service and good after-sales service
4. Products with many useful or valuable features
5. Products that are tailored to their unique needs

29/01/09
Page  18 Luis Felipe Torres Gómez 18
 Customer Relationship Management

 Customer relationship management

– technique that uses IT to develop an ongoing relationship with customers to
maximize the value an organization can deliver to them over time

29/01/09
Page  19 Luis Felipe Torres Gómez 19
 Impact of Increased Quality on
Organizational Performance

Figure 9.4

29/01/09
Page  20 Luis Felipe Torres Gómez 20
 Improving Quality

 An organization able to provide, for the same price, a product of higher

quality than a competitor’s product is serving customers better
 Higher product quality can increase efficiency

29/01/09
Page  21 Luis Felipe Torres Gómez 21
 Total Quality Management

 Total quality management (TQM)

– focuses on improving the quality of an organization’s products and stresses that
all of an organization’s
value-chain activities
should be directed
toward this goal

29/01/09
Page  22 Luis Felipe Torres Gómez 22
 Steps to Successful TQM Implementation

1. Build organizational commitment to quality

2. Focus on the customer
3. Find ways to measure quality
4. Set goals and create incentives
5. Solicit input from employees

29/01/09
Page  23 Luis Felipe Torres Gómez 23
 Steps to Successful TQM Implementation

1. Identify defects and trace to source.

2. Introduce just-in-time (JIT) inventory systems.
3. Work closely with suppliers.
4. Design for ease of production.
5. Break down barriers between functions.

29/01/09
Page  24 Luis Felipe Torres Gómez 24
 Focus on the Customer

1. Identify what customers want from the good or service that the
company provides
2. Identify what the company actually provides to customers
3. Identify the gap that exists between what the customers want and
what they get (quality gap)
4. Formulate a plan for closing the quality gap

29/01/09
Page  25 Luis Felipe Torres Gómez 25
 Facilities Layout, Flexible Manufacturing, and
Efficiency

 Facilities Layout
– strategy of designing the machine-worker interface to increase production
system efficiency
 Flexible Manufacturing
– strategy based on the use of IT to reduce the setup costs associated with a
product assembly process

29/01/09
Page  26 Luis Felipe Torres Gómez 26
 Three
Facilities
Layouts
29/01/09
Page  27 Figure 9.5 Luis Felipe Torres Gómez 27
 Facilities Layout

 Product layout
– machines are organized so that each operation is performed at work stations
arranged in a fixed sequence
 Process Layout
– self contained work stations not organized in a fixed sequence

29/01/09
Page  28 Luis Felipe Torres Gómez 28
 Facilities Layout

 Fixed-Position Layout
– the product stays in a fixed spot and components produced at remote stations
are brought the product for to final assembly

29/01/09
Page  29 Luis Felipe Torres Gómez 29
 Changing a Facilities Layout

Figure 9.6
29/01/09
Page  30 Luis Felipe Torres Gómez 30
 Flexible Manufacturing

 Aims to reduce time required to set up production equipment

 By redesigning the process setup times and costs can be drastically
reduced
 Able to produce many more varieties of a product than before in the same
amount of time

29/01/09
Page  31 Luis Felipe Torres Gómez 31
 Just-in-Time Inventory and Efficiency

 Just-in-time (JIT) inventory system gets components to the assembly line

just as they are needed to drive down costs
 Major cost savings can result from increasing inventory turnover and
reducing inventory holding costs

29/01/09
Page  32 Luis Felipe Torres Gómez 32
 Self-Managed Work Teams and Efficiency

 Self-managed work teams produce an entire product instead of just parts

of it
 Team members learn all tasks and move from job to job
 Can increase productivity and efficiency

29/01/09
Page  33 Luis Felipe Torres Gómez 33
 Process Reengineering and Efficiency

 Process Reengineering
– fundamental rethinking and radical redesign of the business process to achieve
dramatic improvement in critical measures of performance

29/01/09
Page  34 Luis Felipe Torres Gómez 34
 Two Kinds of Innovation

 Quantum product innovation

– results in the development of radically different kinds of goods and services
because of fundamental shifts in technology brought about by pioneering
discoveries

29/01/09
Page  35 Luis Felipe Torres Gómez 35
 Two Kinds of Innovation

 Incremental product innovation

– results in gradual improvements and refinements to existing products over time
as existing technologies are perfected, and functional managers learn how to
perform value-chain activities in better ways

29/01/09
Page  36 Luis Felipe Torres Gómez 36