Introduccion de Sistemas de Manufactura 2a

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
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
Organizational Functions
Marketing
 Gets customers
Operations
 creates product or service
Finance/Accounting
 Obtains funds
 Tracks money
© 1995 Corel Corp.
Sample Organization Charts
Functions - Bank
Commercial Bank
© 1984-1994
T/Maker Co.
Marketing Operations Finance/

Accounting
Teller Check Transactions

Security
Scheduling Clearing Processing
Functions - Airline
Airline
© 1984-1994 T/Maker Co.

Accounting
Flight Ground Facility

Catering
Operations Support Maintenance
Functions - Manufacturer
Manufacturing

Accounting
Manufacturing Production Quality

Purchasing
Control Control
Organizational Charts
Commercial Bank
Operations Finance Marketing

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

Ground support Traffic administration
equipment Accounting
Reservations
Maintenance Accounting
Schedules
Payables
Ground Operations Tariffs (pricing)
Facility maintenance Receivables
General Ledger Sales
Catering
Finance Advertising
Flight Operations
Crew scheduling Cash control
Flying International exchange
Communications rates
Dispatching
Management science
Manufacturing
Operations Finance & Accounting Marketing
Facilities: Disbursements/credits Sales
Construction:maintenance promotions
Receivables Advertising
Production & inventory control
Payables Sales
Scheduling: materials control
General ledger
Supply-chain management Market
Funds Management research
Manufacturing Money market
Tooling, fabrication,assembly International exchange
Design Capital requirements
Product development and design
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
Significant Events in Operations
Management
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)
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)
Contributions From
Human factors
Industrial engineering
Management science
Biological science
Physical sciences
Information science
Operations in the Service Sector
Characteristics of Goods
 Tangible product
 Consistent product
definition
 Production usually
separate from
consumption
 Can be inventoried
 Low customer
interaction © 1995 Corel Corp.
Characteristics of Service
 Intangible product
 Produced & consumed at
same time
 Often unique
 High customer interaction
 Inconsistent product
definition
 Often knowledge-based
 Frequently dispersed
© 1995 Corel Corp.
Service Economies
Proportion of Employment in the Service Sector
Goods Versus Services
Goods Service
Can be resold Reselling unusual
Can be inventoried Difficult to
inventory
Some aspects of Quality difficult to
quality measurable measure
Selling is distinct Selling is part of
from production service
Goods Versus Services -
Continued
Goods Service
 Product is  Provider, not product
transportable is transportable
 Site of facility  Site of facility
important for cost important for
customer contact
 Often easy to  Often difficult to
automate automate
 Revenue generated  Revenue generated
primarily from primarily from
tangible product intangible service.
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
Organizations in Each Sector
Service Sector Example % of

all
Jobs
Professional New York City PS108, Notre Dame 24.3
services, education, University, San Diego Zoo
legal, medical
Trade (retail, Walgreen’s, Wal-Mart, Nordstroms 20.6
wholesale)
Utilities, Pacific Gas & Electric, American 7.2
transportation Airlines, Santa Fe R.R, Roadway
Express
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, 5.2
Entertainment Motel 6, Hilton Hotels, Walt Disney
Paramount Pictures
Public Administration U.S., State of Alabama, Cook 4.5
County
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
Summary
Sector % of all Jobs

Service 75.4%
Manufacturing 24.6%
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
Canada 250
60 Services
France 200
50
40 Italy 150
Industry
30 Britain
100
20 Japan
Farming 50
10
W Germany
0 0
1970
1850 75 1900 25 50 75 2000 40 50 60 70 1970 75 80 85 90 95 2000
2000
Percent
Year 2000 data is estimated
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
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
The Productivity Challenge
The Economic System
Transforms Inputs to Outputs
Inputs Process Outputs
Land, Labor, The economic system Goods and

Capital, transforms inputs to outputs Services
Management at 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
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
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
Multi-Product Productivity
Productivity =
Output
Labor + material + energy + capital + miscellaneous
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
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
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
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
Comparison of Productivity
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
The Challenge of Social Responsibility
Increasing emphasis on business and

social responsibility
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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Sistemas de Manufactura

Instituto Tecnológico de Morelia

Marketing Operations Finance/

Teller Check Transactions

Marketing Operations Finance/

Flight Ground Facility

Marketing Operations Finance/

Manufacturing Production Quality

Operations Finance Marketing

Operations Finance & Marketing

CPM/PERT (DuPont 1957)

Service Sector Example % of

Sector % of all Jobs

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

Year 2000 data is estimated

Land, Labor, The economic system Goods and

110 $2.00 27000

 Only through productivity increases can our

Quality may change while the quantity of

Labor - contributes about 10% of the annual

Basic education appropriate for the labor

Education, Health, etc.

State & Local Gov't

Transport, Public Util.

Typically labor intensive

Increasing emphasis on business and

Compare la productividad de la mano de obra, de las

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