Cadena Devalor

Administracin de la
cadena de valor
Mtodos de control
EOQ: Economic quantity order

JIT: Just in time
MRP: Materials requirement planning
PERT: Program evaluation and review technique.
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Page 2 Luis Felipe Torres Gmez 2
La productividad
Productividad es un ndice utilizado para determinar la razn (insumos-

productos) entre el valor de los bienes producidos y el costo de los
insumos utilizados en un perodo dado.
Aportacin clsica al estudio de la productividad: Taylor, Gantt y Gilbreth,
entre otros. Enfoque hacia la administracin de la produccin.
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Administracin de la produccin
vs. administracin de operaciones
Admn. de la produccin: Enfoque centrado en las actividades necesarias
para fabricar un producto.
Admn. de operaciones: Enfoque orientado a las actividades necesarias
para producir y ofertar un producto o un servicio. Cmo los empleados de
una organizacin convierten los insumos en productos, bienes o
servicios.
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Modelo de control de
operaciones
Ambiente externo
Planeacin Control
Insumos
(recursos) Procesos de Productos
Humanos Bienes
transformacin Servicios
Materiales
Tecnologa Informacin
Informacin
Capital
Procesos de mejora
Retroalimentacin
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Tcnicas para la mejora de la
productividad
Planeacin y control de inventarios
CEP: cantidad econmica de pedido
JIT: justo a tiempo
MRP: planeacin del requerimiento de materiales
Transferencia de actividades a proveedores externos:
Outsourcing
Investigacin de operaciones
Redes de tiempo-eventos
PERT: programa de evaluacin y tcnica de revisin
CPM: mtodo de la trayectoria crtica
Ingeniera del valor
PageAdministracin
6
de la calidad total
Luis Felipe Torres Gmez 6
Calidad total
Crculos de calidad
CAD/CAM: diseo y manufactura
asistidos por computadora
MAP: protocolo de automatizacin de la
manufactura
Lean manufacture: manufactura esbelta
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Formas de crear la ventaja competitiva
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Functional Strategies and Value-Chain Management
Functional-level strategy
plan of action to improve the ability of each of an organizations departments to
performs its task-specific activities in ways that add value to an organizations
goods and services
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Value chain
coordinated series or sequence of functional activities necessary to transform
inputs into finished goods or services customers value and want to buy
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Functional Activities and
the Value Chain
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Value-chain management
development of a set of functional-level strategies that support a companys
business-level strategy and strengthen its competitive advantage
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Product development
engineering and scientific research activities involved in innovating new or
improved products that add value to a product
Marketing functions task is to persuade customers a product meets their
needs and convince them to buy it
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Materials management function

controls the movement of physical materials from the procurement of inputs
through production and into distribution and delivery to the customer
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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 companys products
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Customer service function

provides after sales service and support
Can create a perception of superior value by solving customer problems and
supporting customers
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Improving Responsiveness to Customers
Good value-chain management requires marketing managers to focus on

defining the company business in terms of customer needs
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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
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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
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Impact of Increased Quality on
Organizational Performance
Figure 9.4
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Improving Quality
An organization able to provide, for the same price, a product of higher

quality than a competitors product is serving customers better
Higher product quality can increase efficiency
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Total Quality Management
Total quality management (TQM)

focuses on improving the quality of an organizations products and stresses that
all of an organizations
value-chain activities
should be directed
toward this goal
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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
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Steps to Successful TQM Implementation
6. Identify defects and trace to source.

7. Introduce just-in-time (JIT) inventory systems.
8. Work closely with suppliers.
9. Design for ease of production.
10. Break down barriers between functions.
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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
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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
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Three
Facilities
Layouts
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Page 27 Figure 9.5 Luis Felipe Torres Gmez 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
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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
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Changing a Facilities Layout
Figure 9.6
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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
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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
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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
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Process Reengineering and Efficiency
Process Reengineering
fundamental rethinking and radical redesign of the business process to achieve
dramatic improvement in critical measures of performance
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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
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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
21/09/2017

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Copyright:

Formatos disponibles

Administracin de la

EOQ: Economic quantity order

Productividad es un ndice utilizado para determinar la razn (insumos-

Materials management function

Customer service function

Good value-chain management requires marketing managers to focus on

1. A lower price to a higher price

Customer relationship management

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

Total quality management (TQM)

1. Build organizational commitment to quality

6. Identify defects and trace to source.

Aims to reduce time required to set up production equipment

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

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

Quantum product innovation

Incremental product innovation

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