Sistemas de Manufactura

Antecedentes y Generalidades
2ª PARTE

Instituto Tecnológico de Morelia

 Prioridad competitiva Definición Algunas formas de
creación
Bajos costos de producción Costo unitario para cada Rediseño de productos
producto o servicio, Nueva tecnología de
incluyendo mano de obra, producción
material y costos generales. Incremento en tasas de
producción
Reducción de desechos
Reducción de inventarios
Entrega Rápida entrega Grandes inventarios de
producto terminado
Rápidas tasas de
producción
Rápidos métodos de
embarque
Entrega a tiempo Promesas más realistas
Más control de las órdenes
de producción
Mejores sistemas de
información
Alta calidad en productos o Grado de percepción de Mejoras en productos /
servicios excelencia exhibida en los servicios:
productos o servicios por Apariencia, mal
parte de los consumidores funcionamiento o tasa de
defectos, ejecución y
función, desgaste, habilidad
de resistencia, servicio
después de ventas
Flexibilidad Habilidad para cambiar la Cambio en el tipo de
producción rápidamente a proceso de producción
otros productos y servicios y usado
otros volúmenes de Uso de CAD / CAM
producción, interes de los Reducción en la cantidad de
consumidores trabajo en proceso a través
del JIT
Incremento en capacidad de
producción
 Organizing to Produce Goods and Services

Sistemas de Manufactura
4 Ing. Jorge Armando Pérez García
Organizing to Produce Goods and Services

¨Essential functions:
¨ Marketing – generates demand
¨ Operations –creates the product
¨ Finance/accounting – tracks organizational
performance, pays bills, collects money

Sistemas de Manufactura
5 Ing. Jorge Armando Pérez García
 Organizational Functions

¨Marketing
¨ Gets customers

¨Operations
¨ creates product or service

¨Finance/Accounting
¨ Obtains funds
¨ Tracks money
© 1995 Corel Corp.

Sistemas de Manufactura
6 Ing. Jorge Armando Pérez García
 Sample Organization Charts

Sistemas de Manufactura
7 Ing. Jorge Armando Pérez García
 Functions - Bank

Commercial Bank
© 1984-1994
T/Maker Co.

Marketing Operations Finance/

Accounting

Teller Check Transactions

Security
Scheduling Clearing Processing

Sistemas de Manufactura
8 Ing. Jorge Armando Pérez García
 Functions - Airline

Airline
© 1984-1994 T/Maker Co.

Marketing Operations Finance/

Accounting

Flight Ground Facility

Catering
Operations Support Maintenance

Sistemas de Manufactura
9 Ing. Jorge Armando Pérez García
 Functions - Manufacturer

Manufacturing

Marketing Operations Finance/

Accounting

Manufacturing Production Quality

Purchasing
Control Control

Sistemas de Manufactura
10 Ing. Jorge Armando Pérez García
 Organizational Charts
Commercial Bank

Operations Finance Marketing

Teller Scheduling Investments Loans
Check Clearing Security Commercial
Transactions Real Estate Industrial
processing
Financial
Facilities
design/layout Accounting Personal
Vault operations Mortgage
Maintenance
Security Auditing
Trust Department

Sistemas de Manufactura
11 Ing. Jorge Armando Pérez García
 Organizational Charts
Airline

Operations Finance & Marketing

Ground support Traffic administration
equipment Accounting Reservations
Maintenance Accounting Schedules
Ground Operations Payables Tariffs (pricing)
Facility maintenance Receivables Sales
Catering General Ledger Advertising
Flight Operations Finance
Crew scheduling Cash control
Flying
Communications International exchange
Dispatching rates
Management science

Sistemas de Manufactura
12 Ing. Jorge Armando Pérez García
 Organizational Charts
Manufacturing
Operations Finance & Accounting Marketing
Facilities: Disbursements/credits Sales
Construction:maintenance promotions
Production & inventory control Receivables Advertising
Scheduling: materials control Payables Sales
Supply-chain management General ledger Market
Funds Management research
Manufacturing
Tooling, fabrication,assembly Money market
Design International exchange
Product development and design Capital requirements
Detailed product specifications
Stock issue
Industrial engineering
Bond issues and recall
Efficient use of machines, space, and personnel
Process analysis
Development and installation of production tools and
equipment

Sistemas de Manufactura
13 Ing. Jorge Armando Pérez García
 Significant Events in Operations
Management

Sistemas de Manufactura
14 Ing. Jorge Armando Pérez García
 The Heritage of
Operations Management
Division of labor (Adam Smith 1776 and Charles Babbage 1852)
Standardized parts (Whitney 1800)
Scientific Management (Taylor 1881)
Coordinated assembly line (Ford/Sorenson/Avery 1913)
Gantt charts (Gantt 1916)
Motion study (Frank and Lillian Gilbreth 1922
Quality control (Shewhart 1924; Deming 1950)
Computer (Atanasoff 1938)

CPM/PERT (DuPont 1957)

Sistemas de Manufactura
15 Ing. Jorge Armando Pérez García
 The Heritage of Operations
Management - Continued
Material requirements planning (Orlicky 1960)
Computer aided design (CAD 1970)
Flexible manufacturing system (FMS 1975)
Baldrige Quality Awards (1980)
Computer integrated manufacturing (1990)
Globalization(1992)
Internet (1995)

Sistemas de Manufactura
16 Ing. Jorge Armando Pérez García
 Contributions From
¨Human factors
¨Industrial engineering
¨Management science
¨Biological science
¨Physical sciences
¨Information science

Sistemas de Manufactura
17 Ing. Jorge Armando Pérez García
 Operations in the Service Sector

Sistemas de Manufactura
18 Ing. Jorge Armando Pérez García
 Characteristics of Goods
¨ Tangible product
¨ Consistent product
definition
¨ Production usually
separate from
consumption
¨ Can be inventoried
¨ Low customer
interaction © 1995 Corel Corp.

Sistemas de Manufactura
19 Ing. Jorge Armando Pérez García
 Characteristics of Service
¨ Intangible product
¨ Produced & consumed at
same time
¨ Often unique
¨ High customer interaction
¨ Inconsistent product
definition
¨ Often knowledge-based
© 1995 Corel Corp.
¨ Frequently dispersed

Sistemas de Manufactura
20 Ing. Jorge Armando Pérez García
 Service Economies
Proportion of Employment in the Service Sector
80

70

60

50

40

30

20

10

Co u n t ry
Sistemas de Manufactura
21 Ing. Jorge Armando Pérez García
 Goods Versus Services
Goods Service
¨Can be resold ¨Reselling unusual
¨Can be inventoried ¨Difficult to inventory
¨Quality difficult to
¨Some aspects of measure
quality measurable ¨Selling is part of
¨Selling is distinct service
from production

Sistemas de Manufactura
22 Ing. Jorge Armando Pérez García
 Goods Versus Services - Continued
Goods Service
¨ Product is transportable ¨ Provider, not product is
¨ Site of facility important transportable
for cost ¨ Site of facility important
for customer contact
¨ Often easy to automate ¨ Often difficult to
¨ Revenue generated automate
primarily from tangible ¨ Revenue generated
product primarily from intangible
service.

Sistemas de Manufactura
23 Ing. Jorge Armando Pérez García
Goods Contain Services / Services Contain
Goods
Automobile
Computer
Installed Carpeting
Fast-food Meal
Restaurant Meal
Auto Repair
Hospital Care
Advertising Agency
Investment Management
Consulting Service
Counseling

100 75 50 25 0 25 50 75 100
Percent of Product that is a Good Percent of Product that is a Service

Sistemas de Manufactura
24 Ing. Jorge Armando Pérez García
 Organizations in Each Sector
Service Sector Example % of all
Jobs

Professional services, New York City PS108, Notre Dame 24.3

education, legal, University, San Diego Zoo
medical
Trade (retail, Walgreen’s, Wal-Mart, Nordstroms 20.6
wholesale)
Utilities, transportation Pacific Gas & Electric, American 7.2
Airlines, Santa Fe R.R, Roadway
Express

Sistemas de Manufactura
25 Ing. Jorge Armando Pérez García
 Organizations in Each Sector
Service Sector Example % of all
Jobs

Business & Repair Snelling & Snelling, Waste 7.1

Services Management, Pitney-Bowes
Finance, Insurance, Citicorp, American Express, 6.5
Real Estate Prudential, Aetna, Trammel Crow
Food, Lodging, McDonald’s, Hard Rock Café, Motel 5.2
Entertainment 6, Hilton Hotels, Walt Disney
Paramount Pictures
Public Administration U.S., State of Alabama, Cook 4.5
County

Sistemas de Manufactura
26 Ing. Jorge Armando Pérez García
 Organizations in Each Sector
Manufacturing Example % of
Sector all
Jobs
General General Electric, Ford, U.S. Steel, 14.8
Intel
Construction Bechtel, McDermott 7.0
Agriculture King Ranch 2.4
Mining Homestake Mining 0.4

Sistemas de Manufactura
27 Ing. Jorge Armando Pérez García
 Organizations in Each Sector

Summary

Sector % of all Jobs

Service 75.4%
Manufacturing 24.6%

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28 Ing. Jorge Armando Pérez García
Development of the Service Economy

U.S. Employment, % Share Services as a Percent of GDP U.S. Exports of Services

80 In Billions of Dollars
United States
%70
Services Canada 250
60
France 200
50
Italy
40 150
Industry
30
Britain
100
20 Japan
Farming
10 W Germany 50

0 1970
1850 75 1900 25 50 75 2000 40 50 60 70 0
1970 75 80 85 90 95 2000
2000
Percent

Year 2000 data is estimated

Sistemas de Manufactura
29 Ing. Jorge Armando Pérez García
 Changing Challenges for the
Operations Manager
Past Causes Future
Local or Low-cost, reliable worldwide Global Focus
national communication and
focus transportation networks
Batch (large) Cost of capital puts pressure on Just-in-time
shipments reducing investment in shipments
inventory
Low-bid Quality emphasis requires that Supply-chain
purchasing suppliers be engaged in product partners
improvement
Lengthy Shorter life cycles, rapid Rapid product
product international communication, development,
development computer-aided design, and alliances,
international collaboration collaborative
designs
Sistemas de Manufactura
30 Ing. Jorge Armando Pérez García
 Changing Challenges for the
Operations Manager
Past Causes Future
Standardized Affluence and worldwide markets; Mass
products increasingly flexible production customization
processes
Job Changing sociocultural milieu. Empowered
specialization Increasingly a knowledge and employees,
information society. teams, and lean
production
Low cost Environmental issues, ISO 14000, Environmentally
focus increasing disposal costs sensitive
production,
Green
manufacturing,
recycled
materials,
remanufacturing

Sistemas de Manufactura
31 Ing. Jorge Armando Pérez García
 The Productivity Challenge

Sistemas de Manufactura
32 Ing. Jorge Armando Pérez García
 The Economic System Transforms
Inputs to Outputs
Inputs Process Outputs

Land, Labor, The economic system Goods and

Capital, transforms inputs to outputs at Services
Management about an annual 2.5% increase
in productivity (capital 38% of
2.5%), labor (10% of 2.5%),
management (52% of 2.5%)

Feedback loop

Sistemas de Manufactura
33 Ing. Jorge Armando Pérez García
 Typical Impact of Quality Improvement
As productivity improved Costs were pared Wages increased

Parts per man hour Cost per unit decreased Average worker's annual cash
compensation increased
$2.25
115

110 $2.00 27000

105 26000
$1.75
100 25000
95 $1.50 24000
Year A Year B Year C Year A Year B Year C Year A Year B Year C

Sistemas de Manufactura
34 Ing. Jorge Armando Pérez García
 Productivity
¨ Measure of process improvement
¨ Represents output relative to input

Productivity Units produced

= Input used
¨ Only through productivity increases can our
standard of living improve

Sistemas de Manufactura
35 Ing. Jorge Armando Pérez García
 Multi-Product Productivity

Productivity =

Output
Labor + material + energy + capital + miscellaneous

Sistemas de Manufactura
36 Ing. Jorge Armando Pérez García
 Measurement Problems

¨ Quality may change while the quantity of inputs

and outputs remains constant
¨ External elements may cause an increase or
decrease in productivity
¨ Precise units of measure may be lacking

Sistemas de Manufactura
37 Ing. Jorge Armando Pérez García
 Productivity Variables

¨ Labor - contributes about 10% of the annual

increase
¨ Capital - contributes about 32% of the annual
increase
¨ Management - contributes about 52% of the
annual increase

Sistemas de Manufactura
38 Ing. Jorge Armando Pérez García
 Key Variables for Improved Labor
Productivity

¨Basic education appropriate for the labor force

¨Diet of the labor force
¨Social overhead that makes labor available
¨Maintaining and enhancing skills in the midst of
rapidly changing technology and knowledge

Sistemas de Manufactura
39 Ing. Jorge Armando Pérez García
 Jobs in the U.S

Education, Health, etc.

6% 5% 5%
6% 3% Manufacturing
1%
Retail Trade

State & Local Gov't

14%
Finance, Insurance
26%
Wholesale Trade

Transport, Public Util.

16% Construction

Federal Government
18%
Mining

Sistemas de Manufactura
40 Ing. Jorge Armando Pérez García
 Comparison of Productivity

Sistemas de Manufactura
41 Ing. Jorge Armando Pérez García
 Service Productivity

¨Typically labor intensive

¨Frequently individually processed
¨Often an intellectual task performed by
professionals
¨Often difficult to mechanize
¨Often difficult to evaluate for quality

Sistemas de Manufactura
42 Ing. Jorge Armando Pérez García
 The Challenge of Social Responsibility

Increasing emphasis on business and

social responsibility

Sistemas de Manufactura
43 Ing. Jorge Armando Pérez García
 Administración de Operaciones
Ejercicio
¨ Un fabricante de muebles ha proporcionado los siguientes
datos: 2018 2019
Salidas: Valor de venta de la producción $22,000 $35,000
Entradas: Mano de obra 10,000 15,000
Materia prima y suministros 8,000 12,500
Depreciación del equipo 700
1,200
Otros 2,200 4,800
Compare la productividad de la mano de obra, de las
materias primas y suministros y la productividad total
de 2018 y 2019.
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