Managing business process flows:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ [u.a.]
Prentice Hall
1999
|
| Ausgabe: | 1. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XII, 267 S. 1 CD-ROM 12cm student version |
| ISBN: | 0139077758 |
Internformat
MARC
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| 264 | 1 | |a Upper Saddle River, NJ [u.a.] |b Prentice Hall |c 1999 | |
| 300 | |a XII, 267 S. |e 1 CD-ROM 12cm student version | ||
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| 650 | 7 | |a Bedrijfsprocessen |2 gtt | |
| 650 | 4 | |a Fabrication - Contrôle | |
| 650 | 7 | |a Productieprocessen |2 gtt | |
| 650 | 4 | |a Production - Gestion | |
| 650 | 7 | |a Production - Gestion |2 ram | |
| 650 | 4 | |a Process control | |
| 650 | 4 | |a Production management | |
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Datensatz im Suchindex
| _version_ | 1804127050834903040 |
|---|---|
| adam_text | Preface xi
PART I: PROCESS MANAGEMENT AND STRATEGY 1
CHAPTER 1 Products, Processes, and Performance 3
1.1 Introduction 3
1.2 The Process View of Organizations 4
1.3 Products 7
1.3.1 Product Attributes 8
1.3.2 Product Types: Goods versus Services 9
1.4 Processes 10
1.4.1 Process Attributes 10
1.4.2 Process Architectures or Types : Job Shop versus Flow Shop 11
1.5 Performance 12
7.5.7 The Importance of Measurement: Management by Fact 13
1.5.2 Types of Measures: External versus Internal 13
1.5.3 Types of Measures: Financial versus Operational 15
1.6 Process Planning versus Process Control 16
The Plan of the Book 16
Problem Set 17
References 17
CHAPTER 2 Operations Strategy and Management 18
2.1 Introduction 18
2.2 The Strategy Hierarchy 20
2.3 Strategic Fit 21
2.4 Focused Operations 24
2.5 Matching Products and Processes 26
2.6 Strategic Positioning and Operational Effectiveness 27
2.7 The Evolution of Strategy and Process Management 31
What s Next 32
Problem Set 33
References 33
PART tl: PROCESS FLOW MEASUREMENT 35
CHAPTER 3 Process Flow Measures 37
3.1 Introduction 37
3.2 Flow Rate (Throughput Rate) 38
3.3 Flow Time 40
¦ V ¦
3.4 Inventory 40
3.5 Relating Flow Rate, Flow Time, and Inventory 42
3.6 Examples 42
3.6.1 Material Flow 43
3.6.2 Customer Flow 44
3.6.3 Job Flow 44
3.6.4 Cash Flow 44
3.6.5 Cash Flow (Accounts Receivable) 45
3.6.6 MBPFFinance 45
3.6.7 Analyzing Income Statements and Inventory Details 48
3.7 Inventory Turns (Turnover Ratio) 53
3.8 What Is an Improvement? 54
Problem Set 56
References 58
CHAPTER 4 Flow Time Analysis 59
4.1 Introduction 59
4.2 The Process Flow Chart 60
4.3 Flow Time Measurement 63
4.3.1 Theoretical Flow Time 64
4.3.2 Average Flow Time and Flow Time Efficiency 66
4.4 The Critical Path Method 71
4.4.1 Computing EST and EFT 71
4.4.2 Computing LFTand LST 71
4.5 Managing Theoretical Flow Time 73
4.5.1 Reducing the Work Content of Critical Activities 73
4.5.2 Moving Work off the Critical Path 74
4.6 Levers for Managing Flow Time 76
Problem Set 76
References 79
CHAPTER 5 Flow Rate and Capacity Analysis 80
5.1 Introduction 80
5.2 Resources and Resource Pools 81
5.2.1 Unit Loads 81
5.2.2 Load Batching 81
5.2.3 Scheduled Availability 81
5.3 Flow Rate Measurement 83
5.3.1 Theoretical Capacity 83
5.3.2 Throughput and Capacity Utilization 85
5.4 Effect of Product Mix on Theoretical Capacity and Profitability of a
Process 88
5.4.1 Unit Load for Product Mix 88
5.4.2 Theoretical Capacity for Product Mix 89
5.4.3 Optimizing Profitability 90
Contents vii ¦
5.4.4 A Generic Approach for Optimal Product Mix 91
5.5 Other Factors Affecting Process Capacity 92
5.5.1 Net Availability 93
5.5.2 Effective Capacity of a Process 93
5.5.3 Effect of Product Mix on Net Availability 94
5.5.4 Comparisons 95
5.5.5 Improving Process Capacity 95
5.6 Improving Theoretical Capacity 96
5.6.1 Decreasing Unit Load on the Bottleneck Resource Pool 96
5.6.2 Increasing the Load Batch of Bottleneck Resources 98
5.6.3 Increasing the Number of Units of Bottleneck Resources 98
5.6.4 Increasing Scheduled Availability of Bottleneck Resources 99
5.7 Levers for Managing Flow Rate 99
Problem Set 100
References 101
CHAPTER 6 Inventory Analysis 102
6.1 Introduction 102
6.2 Inventory Stocks and Fluctuation 103
6.3 Batch Purchasing (Processing) 107
6.4 Inventory Costs 109
6.5 Inventory Benefits 110
6.5.1 Economies of Scale 110
6.5.2 Production and Capacity Smoothing 111
6.5.3 Stockout Protection 111
6.5.4 Price Speculation 111
6.6 Optimal Cycle Inventory and Economies of Scale 112
6.6.1 Fixed Cost of Procurement or Production: Economic Order
Quantity (EOQ) 112
6.6.2 Price Discounts: Forward Buying 116
6.6.3 Capacity Smoothing 118
6.7 Effect of Lead Times on Ordering Decisions 118
6.8 Levers for Managing Inventories 121
Problem Set 123
References 124
Chapter 6 Appendix 124
PART III: PROCESS FLOW VARIABILITY 125
CHAPTER 7 Managing Flow Variability: Safety Inventory 127
7.1 Introduction 127
7.2 Demand Forecasts and Forecast Errors 128
7.3 Safety Inventory and Service Level 129
7.3.1 Service Level Measures 130
7.3.2 Continuous Review, Reorder Point Policy 131
7.3.3 Service Level Given Safety Inventory 133
7.3.4 Safety Inventory Given Service Level 134
7.4 Optimal Service Level: The Newsvendor Problem 136
7.5 Lead Time Demand Variability 141
7.5.1 Fixed Replenishment Lead Time 142
7.5.2 Variability in the Replenishment Lead Time 142
7.6 Pooling Inventories Through Aggregation 144
7.6.1 Physical Centralization 145
7.6.2 Principle of Aggregation and Pooling Inventory 148
7.7 Shortening the Forecast Horizon Through Supply Postponement 150
7.8 Levers for Reducing Safety Inventory 151
Problem Set 151
References 153
CHAPTER 8 Managing Flow Variability: Safety Capacity 154
8.1 Introduction 154
8.2 Service Process and Performance Measures 156
8.3 Delay and Congestion in a Queuing Process Without Variability 160
8.4 Drivers of Process Performance 162
8.5 The Effect of Variability on Average Process Performance 168
8.6 The Effect of Utilization on Average Process Performance 169
8.6.1 Effects of Arrival Rate and Processing Time on Average Process Performance 170
8.6.2 The Effect of Number of Servers on Average Process Performance 171
8.7 The Effect of Buffer Capacity on Average Process Performance 175
8.8 Capacity Investment Decisions 175
8.9 Synchronization of Capacity and Demand 178
8.10 Variability of Process Performance 179
8.11 Managing Customer Perceptions and Expectations 182
8.12 Levers for Managing Flow Times in Service Operations 183
Problem Set 184
References 186
Chapter 8 Appendix 187
CHAPTER 9 Managing Flow Variability: Process Control
and Capability 188
9.1 Introduction 188
9.2 Performance Variability 189
9.3 Analysis of Variability 191
9.3.1 Check Sheets 191
9.3.2 Pareto Charts 192
9.3.3 Histograms 193
9.3.4 Run Charts 195
9.3.5 Multi Van Charts 195
Contents ix ¦
9.4 Process Control 199
9.4.1 The Feedback Control Principle 199
9.4.2 Types and Causes of Variability 200
9.4.3 Control Limit Policy 202
9.4.4 Control Charts 203
9.4.5 Cause Effect Diagrams 207
9.4.6 Scatter Plots 208
9.5 Process Capability Measurement 209
9.5.1 Fraction of Output within Specifications 209
9.5.2 Process Capability Ratios: Cpk and Cp 210
9.5.3 Six Sigma Capability 211
9.5.4 Capability and Control 212
9.6 Process Capability Improvement 213
9.6.1 Mean Shift 213
9.6.2 Variance Reduction 214
9.6.3 Effect on Process Control 215
9.7 Product and Process Design 216
9.7.1 Design for Processing 216
9.7.2 Robust Design 217
9.8 Levers for Controlling Process Variability and Improving
Capability 217
Problem Set 218
References 219
PART IV: PROCESS INTEGRATION 221
CHAPTER 10 Process Synchronization and Improvement 223
10.1 Introduction 223
10.2 The Process Ideal: Efficiency and Synchronization 225
10.3 Waste and Its Sources 226
10.4 Improving Flows in a Plant 230
10.4.1 Improving Process Organization: Cellular Layout 231
10.4.2 Improving Information and Material Flow: Demand Pull 233
10.4.3 Improving Process Flexibility: Batch Size Reduction 236
10.4.4 Reducing Quality Variability: Defect Prevention
and Early Detection 237
10.4.5 Reducing Supply Variability: Maintenance and Safety Capacity 238
10.4.6 Managing Human Resources: Employee Involvement 239
10.4.7 Supplier Management: Partnerships 240
10.5 Improving Flows in a Supply Chain 241
10.5.1 Lack of Synchronization: The Bullwhip Effect 242
10.5.2 Causes of The Bullwhip Effect 242
10.5.3 Levers to Counteract The Bullwhip Effect 245
10.6 The Improvement Process 247
10.6.1 Process Stabilization: Democratizing the Plan Do Check Act Cycle 248
10.6.2 Continuous Improvement: Management by Sight and Stress 248
10.6.3 Business Process Reengineering: Process Innovation 250
10.6.4 Benchmarking: Learning from the Voices of the Best 251
10.6.5 Managing Change 251
References 252
APPENDIX 1 MBPF Checklist 253
Al.l Process Flow Measures 253
A1.2 Levers for Managing Theoretical Flow Time 253
A1.3 Levers for Managing Theoretical Capacity 254
A1.4 Levers for Reducing Waiting Time 254
A1.5 Levers for Controlling Process Variability 255
A1.6 Levers for Managing Flows in Processing Networks 255
APPENDIX 2 Background Material in Probability and Statistics 256
A2.1 Random Variables, Mean, Variance, and Covariance 256
A2.1.1 Independence of Random Variables 257
A2.1.2 Covariance and Coefficient of Correlation 257
A2.1.3 Sums of Random Variables 258
A2.2 Some Probability Distributions 258
A2.2.1 The Poisson on Probability Distribution 258
A2.2.2 The Exponential Probability Distribution 258
A2.2.3 The Normal Probability Distribution 259
INDEX 261
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| spelling | Managing business process flows Ravi Anupindi ... 1. ed. Upper Saddle River, NJ [u.a.] Prentice Hall 1999 XII, 267 S. 1 CD-ROM 12cm student version txt rdacontent n rdamedia nc rdacarrier Bedrijfsprocessen gtt Fabrication - Contrôle Productieprocessen gtt Production - Gestion Production - Gestion ram Process control Production management Produktionskontrolle (DE-588)4175800-6 gnd rswk-swf Prozessmanagement (DE-588)4353072-2 gnd rswk-swf Operations Management (DE-588)4549167-7 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Prozessmanagement (DE-588)4353072-2 s DE-604 Operations Management (DE-588)4549167-7 s 2\p DE-604 Produktionskontrolle (DE-588)4175800-6 s 3\p DE-604 Anupindi, Ravi Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008423355&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Managing business process flows Bedrijfsprocessen gtt Fabrication - Contrôle Productieprocessen gtt Production - Gestion Production - Gestion ram Process control Production management Produktionskontrolle (DE-588)4175800-6 gnd Prozessmanagement (DE-588)4353072-2 gnd Operations Management (DE-588)4549167-7 gnd |
| subject_GND | (DE-588)4175800-6 (DE-588)4353072-2 (DE-588)4549167-7 (DE-588)4123623-3 |
| title | Managing business process flows |
| title_auth | Managing business process flows |
| title_exact_search | Managing business process flows |
| title_full | Managing business process flows Ravi Anupindi ... |
| title_fullStr | Managing business process flows Ravi Anupindi ... |
| title_full_unstemmed | Managing business process flows Ravi Anupindi ... |
| title_short | Managing business process flows |
| title_sort | managing business process flows |
| topic | Bedrijfsprocessen gtt Fabrication - Contrôle Productieprocessen gtt Production - Gestion Production - Gestion ram Process control Production management Produktionskontrolle (DE-588)4175800-6 gnd Prozessmanagement (DE-588)4353072-2 gnd Operations Management (DE-588)4549167-7 gnd |
| topic_facet | Bedrijfsprocessen Fabrication - Contrôle Productieprocessen Production - Gestion Process control Production management Produktionskontrolle Prozessmanagement Operations Management Lehrbuch |
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