We can define Operations Administration as the area of Business Administration dedicated to both research and execution of all those actions tending to generate the greatest added value through planning, organization, direction and control in the production of both goods and of services, all aimed at increasing quality, productivity, improving customer satisfaction, and lowering costs.
At a strategic level, the objective of the Operations Administration is to participate in the search for a sustainable competitive advantage for the company.
An alternative definition is the one that defines operations managers as those responsible for the production of organizations' goods or services.
Operations managers make decisions that relate to the operations role and transformation systems that are used.
Thus, operations management is the study of decision making in the operations function.
From these definitions it is clear that the operations management process consists of planning, organizing, managing personnel, directing and controlling, in order to optimize the production function.
The head of operations management must face ten strategic decisions, which are:
Operations strategy is a vision of the operations function that depends on the overall direction or drive for decision making.
This vision must be integrated with business strategy and is often, but not always, reflected in a formal plan.
The operations strategy should result in a consistent pattern of decision making in operations and a competitive advantage for the company.
Most authors agree that operations strategy is a functional strategy, that it should be guided by business strategy and result in a consistent pattern of decision making.
II. PROJECT THEME
The theme of the project is to exemplify a production line that allows us to apply the themes seen in class. For this, a company was selected that we named:
And which will help us to exemplify:
- MRP - Materials Requirement PlanningERP - Enterprise Resource PlanningJIT - Just In TimeKANBAN - Instruction LabelsOPT - Optimized Production TechnologyTPS - Toyota Production SystemSCM - Supply Chain ManagementREINGENIERIAINTELIGENCIA ARTIFICIALPOKAYOKEAUTOMATIZACIONSEIS SIGMA
Carrying out and focusing on the Glazing Process, the presentation will be divided into two Scenarios:
Scenario 01 - In scenario one there is no organization, all the machinery is spread throughout the plant and we have no methodology to follow.
Scenario 02 - In scenario two, due changes have been made in receiving training for quality and production managers, as well as personnel, all methodologies have been implemented and some employees have been replaced by others.
III. INTRODUCTION
Mexico is the main producer of marbles in the world, with a percentage of around 80%. These 5 million marbles a day are exported to more than 42 countries.
There are over 60 different types of marbles and 150 different models. Children play marbles in most of their countries, regardless of what they call them.
From the clay, stone, glass composition and glass marbles to the most modern ones that are even adorned with photographs; the magical marbles have been a legendary toy that continues being effective generation after generation.
THE NAME OF MARBLES IN DIFFERENT COUNTRIES
TYPES OF KNIVES MORE KNOWN
The strikeouts, the agates, the clovers, the agüitas, the colorines and the bloomers.
Others by their appearance, have names like:
Pirates, flames, dalmatians, devils, scorpions, oceans, pinwheels, pearls, macaws, elves, diamonds, streamers, spaghetti, rainbows, orcas, labyrinths, etc.
MARBLE SIZE
There are marbles from this size to this one
DIFFERENT USES OF MARBLES
Marbles can be used in different ways as toys, decorative ornaments; those printed in advertising and we must not forget the marbles for industrial use.
Decorative
They are used in the decoration of fish tanks, flower arrangements and candle holders. Generally, these types of marbles are shaped like river pebbles.
Advertising
Promotional marbles may use logos, photos, and drawings.
Industrial
They are used as valves in liquors and allow the liquid in the bottles to flow smoothly. They also block the entrance to the bottle when someone tries to fill it and the guardians who prevent the adulteration of the drinks.
Another use is to mix paint from spray bottles. When we shake a product like ball deodorants, which usually have plastic marbles.
WAYS TO PLAY WITH MARBLES
How to play hole
To play a hole, you need to dig a small hole in the ground, about three centimeters in diameter by two centimeters deep, at a distance of fifteen centimeters from the wall, where the marbles will bounce. The first player bounces a marble in the direction of the hole, if it goes in there, it stays until the next player tries to do the same. If he succeeds, there is a tie, otherwise the next has a chance to hit. And if he fails, he loses his marble. The objective of this game is for the marble to enter the hole or the player loses a marble.
Another way to play hole
Another way to play a hole is to throw marbles a considerable distance in the direction of the hole in the ground. The marbles that do not enter will be losers and will belong to the owner of the marble that manages to enter.
How to play fourth
To play fourth, the first marble is bounced as far as possible. The second player tries to get closer to a distance that he measures by extending his thumb and little finger. If he fails, it's up to the next player to throw his marble in the direction of one of his victims. The marble that I managed to approach with his fourth will be the loser and will pass into his power.
How to play chili
Chili also requires bouncing one marble in the direction of another on the ground, with the difference that the pitcher must make his marble collide with the other. As long as this does not happen, the marbles will be bounced until a pitcher succeeds. The winner collects all the marbles that are on the ground and starts a new game.
How to play chili and fourth
Chili and fourth is that if a pitcher manages to make his marble collide with that of his opponent and stop a fourth away, the loser has to deliver two marbles: one for the chili and the other for the fourth.
How to play cauldron
To play cauldron you need to draw a circle on the ground. In the center is another smaller circle and, at a safe distance from them, a line that would be the point where the players would throw their marbles as they tried to get closer to the center of the cauldron. The marble closest to the center is "the hand" and it is up to its owner to remove one or more of the marbles from the cauldron (the large circle). To do this, push the marble with the index finger, catapulted by the thumb in the direction of your victim. The impact of the two marbles sends the second one out of the cauldron. If you do not succeed you lose the turn and it is the second closest to the center and so on.
Another way to play
Another way to play is to draw a triangle on the ground, if it is dirt with a stick or if it is asphalt with chalk. Place your bets (marbles) at the corners of the triangle and establish a shooting turn. The game consists of removing all the marbles you can from the circle, and for every time you take out a marble you can keep it as long as you manage to hit the opponent earlier, if not, you have to return the marble.
One more way
You can also play guessing game, take a handful of marbles in your hand and ask: odd or even? your playmate. If he answers and hits, he wins all the marbles that the first player has in his hand, but if he errs, he must pay an equal number of marbles or something else that has been previously agreed.
THE MARCH MARKS
From the attic
Rolling marbles go down, Jumping
step by step
Without rhyme or reason,
Jumping free and crazy.
There they go
Without anyone who could chase them,
Fleeing for the pleasure of running
And playing
With their crystal bounces.
Down the stairs I crowded
the marbles in droves.
10, and 20, and 30 and 40 and more than a hundred.
As they escaped,
the marbles went downhill,
Forming a torrent of
Jumping balls
In joyous freedom.
From the attic
Rolling marbles go down, Jumping
step by step
Without rhyme or reason,
Jumping free and crazy.
There they go
Without anyone who could chase them,
Fleeing for the pleasure of running
And playing
With their crystal bounces.
Francisco Gabilondo Soler, Crí-crí.
IV. OBJECTIVE
In this project, the aim is to apply all the concepts learned during the course of the subject: TECHNOLOGY AND OPERATIONAL ADMINISTRATION of the study plan of the Master in Administration and Leadership of the UANE, Piedras Negras Campus, masterfully facilitated by Ing. Juan Alejandro Garza Rodríguez.
OPERATION PLAN
The content of all Operations Plan revolves around the how? And with what ?, since it would be of little use to us to have identified and defined a product or service so interesting and attractive that our potential customers were all eager to own it, use it and enjoy it if later on we were not able to manufacture, market and loan it..
Furthermore, it should not be forgotten that many of the data necessary to carry out the Financial Plan must be provided by the Operations Plan. When this is not the case, the Financial Plan becomes a mere “kitchen of numbers” that, regardless of whether its apparent presentation is very complete and exact, can result in dangerously misleading data. That is why the basic objectives of any Operations Plan are:
o Establish the most appropriate production / logistics / service processes to manufacture / market / provide the products / services defined by the Company's Plan.
o Define and value the material and human resources necessary to adequately carry out the above processes.
o Assess the basic parameters (capacities, deadlines, stocks, investments, etc.) associated with the processes and resources mentioned in the previous two points and check that they are consistent with the essential constraints and limitations imposed by the environment, the definition of business, its general strategies and the other components of the Business Plan (Marketing and Sales, Economic-Financial, Human Resources Plans). If such coherence does not occur, it is essential to thoroughly review the Operations Plan, for which it is necessary to bear in mind at all times the conditions and limitations.
PROGRAM AND ASSESS THE START-UP PERIOD.
The stages for carrying out the Operations Plan are:
1. Identify the main External Conditioners, imposed by the environment.
2. Identify the main Internal Conditioning Factors, imposed by the company's own Plan.
3. Establish the most appropriate Processes and Operations.
4. Define the necessary Material Resources.
5. Define the necessary Human Resources.
6. Establish the most suitable Plant Distribution.
7. Establish the most appropriate Physical Infrastructure.
8. Establish the most suitable location.
9. Determine the Deadlines.
10. Determine Capacities.
11. Determine the Stocks.
12. Determine Unit Costs.
13. Determine the Operating Expenses.
14. Determine Investments.
15. Schedule and assess the Implementation of the Operations Plan.
V. HYPOTHESIS
The techniques, philosophies and models:
MRP - Materials Requirement Planning
ERP - Enterprise Resource Planning
JIT - Just In Time
Kanban - Instruction Labels
OPT - Optimized Production Technology
TPS - Toyota Production System
SCM - Supply Chain Management
Reengineering
Artificial Intelligence
Pokayoke
Automation
Six Sigma
They were studied in class, applied in the manufacture of any product, they make technological operations more efficient, increasing their quality, the productivity of the company and, therefore, its profitability.
SAW. QUESTIONS AND ANSWERS
QUESTIONS ANSWERS
Product and service design
What product or service should we offer?
How should we design these products or services?
Marble Glaze
According to the needs of our clients
Quality management
Who is responsible for quality?
How do we define the quality we want in our service or product? Our entire workforce
We define the quality of our marbles by their size, color and finish.
Process design and capacity planning
What process will these products need and in what order?
What equipment and technology are necessary for these processes? We use three processes and three different equipment:
1. Cleaning / Roller
2. Enamel / Paila
3. Baking / Oven
Location
Where will we locate the facilities?
What criteria will we use to choose the location?
Based on the space required by the teams, the facilities consist of three buildings:
1. Administrative Offices
2. Production
3. Warehouse
Organization design
How will we organize the installation?
How big will it have to be to meet the plan? The facilities were organized according to the processes, and their size, according to the equipment used.
Human resources and work design
How to provide a reasonably good working environment?
How much can our employees be expected to produce? Using the principles learned from Jack Welch, applied at GE.
Our employees can produce 1,100 enameled marbles per shift.
Supply management
Should we make a certain component or buy it?
Who are our suppliers and who can be integrated into our electronic program? According to our capacity, we must buy marbles, enamel and packaging. Our suppliers are, therefore, the manufacturers of these.
Intermediate scheduling, short term planning and project planning
Is it a good idea to outsource production?
Is it better to fire people or keep them on payroll in slowdown periods? For our company, it is not a good idea to outsource production. And, it is better to fire people than to keep them on payroll in periods of slowdown.
VII. FABRICATION PROCESS
Have you ever wondered how marbles are made? In molds? Are they polished? Are they carved? Do they blow? What are the fillers? Of plastic? Of paint? And how do you put those curious designs inside? Are they filled? Are they coated?
Well, if this doubt prevented you from falling asleep, you're in luck. We are finally going to find out.
MANUFACTURE OF MARBLES
The manufacturing process is as follows:
1. Baking of the silica sand
Silica sand - a very abundant material from which glass is obtained - is introduced into furnaces at about 1,500 ºC until a thick liquid is obtained.
2. Glass chilling
This thick liquid is poured into special containers and it is necessary to wait from 3 to 5 hours so that, when it cools, it can be given the desired shape.
3. Cut glass
These containers are part of a machine that opens shut-off valves on the containers so that the pasta comes out like a jet. Blades cut just the right amount.
4. Marble shape
These drops or portions fall on metal ramps that make them roll or on rollers with grooves that are always spinning. These grooves and the inclination of the ramp are what give the marbles a spherical shape - like when you make a ball of plasticine between your hands - while the paste cools down to its usual hardness.
5. Interior design
To provide the interior design, colored glass paste - with boron, lead, aluminum, or sodium - depending on the color - is injected in step 3, so that the drop already contains colored glass inside. Different injection forms provide different designs.
There are, of course, other manufacturing processes, such as filling spherical molds with liquid glass, or dropping the drops of melted glass into containers in constant vibration to obtain the spherical shape.
There are subsequent processes of mineral enamelling on the glass in order to reproduce any motif on its surface. THIS IS OUR PROJECT.
VIII. MARBLE ENAMELING
For one of the world's leading Operations Management consultants, American Roger Schroeder (Professor at the University of Minnesota) operations management is responsible for five major decision areas: process, capacity, inventory, workforce, and quality.
PROCESS
Decisions in this category determine the physical process or facility that is used to produce the product or service. Decisions include the type of equipment and technology, the process flow, the plant layout as well as all other aspects of the physical facilities or services. Many of these process decisions are long-term and cannot be reversed easily, particularly when heavy capital investment is required. Therefore, it is important that the physical process is designed in relation to the company's long-term strategic posture.
Our Process:
Our process includes three important stages for the glaze of the marbles:
1. Cleaning Process - Through a cleaning roller.
2. Glazing Process - Through a pan.
3. Baking Process - Through an oven
These processes include standard equipment and technology in our first scenario, and for the second scenario it is updated to have the most modern technology at our disposal.
Below are our process flow diagrams according to the scenarios:
Process Flow Diagrams of our Marble Glazing process.
Left: Scenario 01 Right: Scenario 02
CAPACITY
Capacity decisions are directed at supplying the right amount of capacity, in the right place, at the right time. Long-term capacity is determined by the size of the physical facilities being built. In the short term, capacity can sometimes be increased through subcontracts, additional shifts, or space leasing. However, capacity planning determines not only the size of the facilities but also the appropriate number of people in the operations role. Personnel levels are adjusted to meet the needs of market demand and the desire to maintain a stable workforce. In the short term, available capacity should be allocated to specific tasks and operating positions through scheduling of people, equipment and facilities.
Our ability
According to the time studies carried out in each of our processes and scenarios, our production capacity for the different marble models that we enamel is:
Time Study Diagrams of our Marble Glazing process.
Left: Scenario 01 Right: Scenario 02
INVENTORIES
Decisions on operating inventories determine what to order, how much to order, and when to request it. Inventory control systems are used to manage materials from their purchase, through raw material, product in process and finished product inventories. Inventory managers decide how much to spend on inventories, where to put materials, and many more related decisions. Manage the flow of materials within the company
WORK FORCE
Although our company has more than 600 employees, in our scenarios we identified only some of them, those who would more clearly represent the objectives of the project.
Here are the positions and names, our workforce:
Scenario 01
General Director: Ing. Armando Joel Flores Alvarado
Production Manager: Ing. Jesús Mario Hernández Díaz
Quality Manager: Eng. Dariel Alejandro Flores Alvarado
Programmer / Operator 01: Lic. Diana Imelda Tarín Barrera
Materialist: Lic. Néstor Zamarripa Belmares Packager
: Ing Sonia Margarita Osuna Rodríguez
Operator 02: Lic. Ivonne Alicia Cotilla Aguayo
Operator 03: Ing. Ana Laura Flores Dávila
Warehouseman: Lic. Diana Evangelina García Zertuche
Finished Product Inspector: Ing. Blanca Marina Almazán Dávila
Process Inspector: Ing. Virginia Yazmín Barrón Riojas
Receipt Inspector: Ing. Karina Patricia Valdés Pérez
Scenario 02
General Director: Eng. Armando Joel Flores Alvarado
Production Manager: Eng. Jesús Mario Hernández Díaz
Operations Manager: Eng. Dariel Alejandro Flores Alvarado
Maintenance Manager: Eng. Sonia Margarita Osuna Rodríguez
Programmer: Lic. Diana Imelda Tarín Barrera
Materialist: Lic Néstor Zamarripa Belmares
Operator 01: Ing. Ana Laura Flores Dávila
Operator 02: Lic. Ivonne Alicia Cotilla Aguayo
Warehouseman: Lic. Diana Evangelina García Zertuche
Finished Product Inspector: Ing. Blanca Marina Almazán Dávila
Organization chart of the company Maricas Mítica de Escenario 01.
Organization chart of the company Maricas Mítica de Escenario 02.
QUALITY
The operations function is almost always responsible for the quality of the goods and services produced. Quality is an important operational responsibility that requires the full support of the organization. Quality decisions must ensure that quality is maintained in the product at all stages of operations: standards must be established, equipment designed, people trained, and the product or service inspected for a quality result.
Our Quality
It is defined by the product specifications demanded by our clients, such as size, color and finish.
Careful attention to these five decision-making areas is the key to managing successful operations.
Modern operations management works on three fundamental aspects:
1. Total quality, understood as compliance with the specifications generated in response to the requirements of customers and consumers.
2. Scientific management that involves making decisions based on facts, which includes knowledge of variations, a process-centered approach, and systemic analysis.
3. Teamwork that integrates both suppliers and customers into its processes.
Operations managers not only work in goods-producing companies, they also work in service industries. For private service industries, operations managers are employed in hotels, restaurants, airlines, banks, and retail stores. In all of these companies, operations managers, much like their counterparts in companies that produce goods, are responsible for the supply of services.
MATERIAL FOR THE MARBLE ENAMELING PROCESS
The material used to prepare the project is listed below:
Sclerometer
Marbles template
ASTM Standards
3 Magnifying glasses
3 boxes for receiving marbles
Toy No.1
Toy No.2
Toy No.3
Colorimeter
3 cylindrical packages
Brochures Marbles
Kankan Cards
Delimitation of areas:
Eggshell
Toy No1 50cm
Toy No2 60cm Warehouse
No3 70cm
Warehouse 30cm
Receipt 30cm
DESCRIPTION OF METHODOLOGIES USED
The methodologies used in our project only in scenario 02 are described below, in order to demonstrate their use and difference between both scenarios. We want to add that only some characteristic of the methodology is used for the demonstration, since it is very difficult to use all of them 100% even in real life.
MRP - Materials Requirement Planning
By handling the master production plan and order scheduling, the handling of an MRP in our project is demonstrated.
ERP - Enterprise Resource Planning
Since within the company system we have the costs of inventory, sales, purchases, land values, finances, cost of storage of raw material and finished product, among others, the extension of MRP, ERP is demonstrated.
JIT - Just In Time
Having the material on time when required is a practice that is achieved in the second scenario in all areas, in this way we demonstrate the implementation of JIT (without the Just In Case).
Kanban - Instructional Labels
The control of the material is ordered by Kanban cards, managing to maintain a discipline within the production area, making the necessary adjustments when required.
OPT - Optimized Production Technology
With the implementation of JIT and Kanban, we attack the bottlenecks between the different operations, in this way we optimize our production line, improving our processes by 100%.
TPS - Toyota Production System
Taking the Toyota Production System as an example, we identify our waste: transportation, over processes and overproduction, and we attack them immediately, managing to eradicate them, in this way we are able to demonstrate the use of this system implemented in our project.
SCM - Supply Chain Management
The implementation of the above methodologies allowed us to have total administration and control from the receipt of material in our company until the arrival of our product to the client, in this way we optimize our supply chain.
Reengineering
This methodology was really applied in all its senses within our project. If we review the 13 fundamental concepts, we find that we started our second scenario from scratch, radical changes were made in the plant, which are focused on our processes, we maintain a holistic vision, our work is not divided, we use creative destruction, we maintained a change of mindset and focus and started from top to bottom.
Artificial intelligence
With the purchase of the robot that supplies our process 02 to our process 03, we were able to demonstrate the use of Artificial Intelligence.
Poka Yoke
Our project used several of these, the most representative was the one that allowed us to eliminate the secondary entrance to our oven, as it avoided human error.
Automation
With the updates to our machinery, it was achieved that process 02 and process 03 could be carried out continuously, thanks to the acquired robot. The benefits were incredible, and allowed us to save on costs.
Six Sigma
The quality of our product above all. Quality that occurs from the receipt of our raw material, by having certified suppliers who manage to guarantee us their material, and with a trained and dedicated workforce to do things right from the start, we managed to increase our quality, which is reflected in our clients (see annex DMAIC).
EXAMPLIFICATION OF SCENARIOS
The functions and activities that are carried out in each of the scenarios are represented below.
Scenario 01
In scenario one there is no organization, all the machinery is spread throughout the plant and we have no methodology to follow.
Employee roles
Materialist
1. Receive Production Manager order to take 3 batches from raw material warehouse
2. Bring batches with Receipt Inspector
3. Upon receiving call from Receipt Inspector
4. Bring batches to operation 01
5. Wait for operator call
6. Take batch to next operation or finished product warehouse.
Process Inspector
1. Wait for operator call (operator starts process)
2. First part review
3. Authorize operator to proceed with part 2
4. Wait for operator call (operator ends process)
5. Call Materialist
Programmer
1. Tell the Production Manager that there is an order.
Packer
1. Receive Finished Product from Finished Product Inspector (marble by marble)
2. Store in final container (according to its color)
3. Call Materialist
Warehousekeeper
1. Receive Finished Product batch by batch.
Finished Product Inspector
1. Check marble by marble that goes well from operation 03 - oven
2. Pass it by hand of Packer (marble by marble)
3. When each batch is ready
Receipt Inspector
1. Receive the 3 batches Nicka (blue), Ara (sand), Buble (crystal), all together
2. Check 5 marbles per batch and how to find no defects
3. Call Materialist
Operator 01
1. Receive the 3 lots Nicka (blue), Ara (sand), Buble (crystal), all together
2. Start Lot
3. Put part 1
4. Call Process
Inspector 5. When Process Inspector authorizes, put piece 2/15 one by one
6. Save piece in corresponding container
7. Call Process Inspector
8. When Materialist takes the batch of finished product
9. Repeat from point 2
Operator 02
1. Receive the 3 lots Nicka (blue), Ara (sand), Buble (crystal), from lot to lot
2. Start Lot
3. Put part 1
4. Call Process
Inspector 5. When Process Inspector authorizes Put piece 2/15 one by one
6. Save piece in corresponding container
7. Call Process Inspector
8. When Materialist takes the batch of finished product
9. Repeat from point 2
Operator 03
1. Receive the 3 lots Nicka (blue), Ara (sand), Buble (crystal), from lot to lot
2. Start Lot
3. Put part 1
4. Call Process
Inspector 5. When Process Inspector authorizes Put piece 2/15 one by one
6. Call Inspector of finished product
7. When Materialist take the batch of finished product
8. Repeat from point 2
Scenario Execution
1. The programmer addresses the production manager and notifies him that he has scheduled an order for the ACME company, and that he is ordering a batch of 15000 units of each of our models: Nicka (blue), Ara (sand) and Buble (crystal).
2. The production manager talks to the materialist to find the material in the raw material warehouse.
3. The materialist takes it out in its containers (with 15 marbles each and identified by their color) and the receipt inspector takes them and unloads them.
4. The receipt inspector reviews the material and finds no defects, so he speaks to the materialist, who in turn transports it to operation 01 - cleaning roller, and unloads the material and returns to the raw material warehouse.
5. Operator 01 puts the first part (only one), and speaks to the process inspector: “Process inspector, please go to operation 01”, who verifies that the part is correct, once approved, operator 01 continue to insert the next 14 marbles.
6. The process inspector reviews 5 marbles, and stores them in their container of the same color (and that he already has there for his finished product), marble no 6 is at the expense of saving it by the operator 01.
7. Once the operator 01 ends with the 15 marbles, he speaks to the materialist: "Materialist, please go to operation 01", in this way, the materialist passes and picks up batch 01 (remember I leave 3) and transported to operation 02 - enameling, unloaded the material and returned to the raw material warehouse.
8. While this is happening, operator 01 repeats step 5 and the process inspector steps 6.
These steps are repeated successively until completing the entire process, whoever moves is always a process inspector and a materialist.
While the entire team is in training of the methodologies that will be set in scenario 02, a meeting of managerial levels and president is held in another area of the room, here it should be mentioned:
• Lack of time efficiency
• The need for work methodologies such as: Pokayoke, Kan Ban, Six Sigma, TPS, etc.
• Time will be a factor in Six Sigma.
Scenario 02
In scenario two, due changes have been made in receiving training for quality and production managers, as well as staff, all methodologies have been implemented and some employees have been replaced by others.
Employee roles
Materialist
1. Receive Production Manager order to take 3 batches from raw material warehouse
2. Carry batches with Operator 01, along with KanBan cards
3. Wait for Finished Product Inspector call
4. Take batch to finished product warehouse.
Programmer
1. Tell the Production Manager that there is an order, and deliver production schedules.
Storekeeper
1. Receive production programs from Production Manager, to know what products you will receive.
2. Receive Finished Product batch by batch.
Finished Product Inspector
1. Review of the first piece
2. Authorize the operator to proceed with piece 2
3. Check marble for marble that comes out of operation 02 - enameled / oven
4. Store in final container (according to its color)
5 Call Materialist
Operator 01
1. Receive the 3 lots Nicka (blue), Ara (sand), Buble (crystal), all together
2. Start Lot
3. Put piece 1
4. Call Finished Product
Inspector 5. When Finished Product Inspector authorizes, put piece 2/15 one by one
6. Wait for operator 02 to remove piece
7. Repeat from point 2
Operator 02
1. Remove operation part 01 - cleaning roller
2. Put part 1 in operation 02 - enameled / oven
3. Call Finished Product
Inspector 4. When Finished Product Inspector authorizes, put part 2/15 one by one
5. Repeat from point 1
Scenario Execution
After the management meeting and Maintenance Manager contract, machines 2 and 3 are placed together by MTTO so that they are already glued together.
1. The programmer addresses the production manager and notifies him that he has scheduled an order for the ACME company, and that he is ordering a batch of 15000 units of each of our models: Nicka (blue), Ara (sand) and Buble (crystal), deliver production schedules.
2. The production manager talks to the materialist to find the material in the raw material warehouse, shows him the schedule and takes it to the warehouse to deliver the documentation.
3. The materialist takes it out in its containers (with 15 marbles each and identified by their color) and takes them to operation 01 - cleaning roller, and unloads the material and returns to the raw material warehouse.
4. Operator 01 puts the first piece (only one) and waits for operator 02 to remove the piece, which in turn ends the process.
5. Operator 02 speaks to the finished product inspector: “Inspector of finished product, please proceed to operation 02”, who verifies that the piece is correct, once approved, operator 01 continues to introduce the following 14 marbles, from one by one until operator 02 removes the marble from the machine.
6. Operator 02 removes marble by marble from machine 01 and feeds them into machine 02, and continues to feed the next 14 marbles, one at a time until finished.
7. The finished product inspector checks marble by marble and stores them in their container of the same color (and that you already have there for your finished product).
8. Once the inspector of finished product with the 15 marbles finishes, he speaks to the materialist: "Materialist, please go to operation 02", in this way, the materialist passes and picks up batch 01 (remember I leave 3) and transports it to the finished product warehouse, unloads the material and returns to the raw material warehouse.
9. While this is happening, operator 01 repeats step 4, operator 02 listening to their participation in step 4, in the same way as the inspector of finished product in step 5.
These steps are repeated successively until completing the entire process, whoever moves is always materialistic.
The final meeting is held and we conclude with successful results, demonstrating the elimination of waste, JIT processes, implementation of Kanban, MRP, 5S, etc.
IX. CONCLUSIONS
STUDY MORE IN DEPTH
Study further to better understand Operations Management. Managing the production, whether of physical goods or services, involves a commitment both to the company and to its workers, customers and consumers, and society as a whole. A company must achieve the optimum in its operation to allow the profitability objectives of its owners and investors, but also to keep jobs and even increase them, make workers have a high degree of motivation and quality of work life, generate products with high added value for their consumers thanks to a fair price and a high level of quality, and fruitful and long-term relationships with their suppliers.All this is not achieved except through work and improvement based on ethics and discipline.
Refinement begins and is followed every day through study and research. For this, the operations area requires knowledge on:
o Business Administration
o Industrial Engineering
o Productivity
o Quality
o Continuous Improvement
o Organizational Behavior
o Applied Mathematics and Statistics
o Operations Research
o Cost Management
o Problem Solving Systems and Decision Making
o Management Information System and for Decision Making Decisions
or Research Methodology
or Marketing
or Corporate Finance
or Strategic Thinking
or Economy and especially Business Economics
or Training and Training
or Supervision
or Leadership and Motivation
or Teamwork
o Group Dynamics
o Creativity and Innovation
o Systemic Thinking
o Knowledge Management
o Emotional Intelligence - Lateral Thinking - NLP - Mind Maps - Etc.
Numbers and formulas count a lot, but no less important are the human and psychological aspects. Leaving creativity, innovation, emotional intelligence, group dynamics or teamwork, among others, aside, is to condemn the company to in-competitiveness in the medium and long term. We not only work with physical elements, such as supplies, machinery and equipment, but also with people, who are the ones that make the difference between one company of excellence and the others. It is their creativity, their capacity for innovation, their capacity for change and adaptation, their spirit of improvement, which distinguishes companies that have clear competitive advantages.
This knowledge becomes much more necessary when it comes to consulting, which will require the ability to guide, advise, and help solve problems and make complex decisions.
WHY?
Why study Operations Administration?
Operations Management is one of the three main functions of any organization and is fully related to the other business functions. All organizations market, finance and produce, for which it is essential to know how the organizations' operations / production area works. That is why we study how people organize themselves to produce, and the way in which goods and services are generated. Elsewhere we study Operations Management because it is an expensive portion of an organization.
MISSION AND STRATEGY FOR PRODUCTIVITY
To achieve an effective production function, the organization must have a mission and a strategy.
The organization's mission is defined as its purpose, which will contribute to society. This purpose is the raison d'être of the organization, that is, its mission.
A mission must be established in light of the opportunities and threats in the environment, and in the strengths and weaknesses of the organization.
Developing an excellent strategy is not easy, but it is less complex as the mission is well defined.
On the other hand, the strategy constitutes the action plan that the company uses to achieve its objectives (mission).
A successful Operations Management strategy should answer questions such as:
- Under what economic and technological conditions does the company try to execute its strategy? What are the advantages and disadvantages of the competitors? What are they trying to do? What is the company trying to do? What stage of the life cycle are the company's products and services at?
THE SEVEN ZEROS AND THE DISPOSAL OF WASTE
The Operations Administration has a fundamental role in the continuous search, and incessant in the search for the Seven Zeros:
1. Zero stock / inventories
2. Zero papers
3. Zero waits / delays
4. Zero breakdowns
5. Zero failures
6. Zero accidents
7. Zero contamination
This continuous search for improvement fits in with the urgent need to detect, prevent and eliminate waste, something that is becoming increasingly popular due to the scarcity of resources, as well as environmental and ecological problems, added to the extremely high degrees of competitiveness. There is no longer room for those companies that want to survive and succeed in a certain field of activity subject to external pressures. Eliminate waste through greater efficiency of activities, eliminating on the other hand those that do not generate value, implies a higher level of productivity for the company, and with it a greater competitive advantage in the markets.
It is up to the Operations Manager to take over these responsibilities, adopting for this purpose all those decisions necessary to generate the best quality products and services, at the lowest cost and with the best delivery and services (QCD).
In the new context of the world economy, the Operations Manager must be a champion of continuous improvement.
APPROACH TO THE PRODUCTION POLICY
In order to achieve the profitability of companies under current market conditions, production policies are guided by the following criteria:
- Product flexibility and production processes Product quality and reliability Process predictability and reliability Product integration, process and organization Reduction of response times for the launch of new products Elimination of not strictly necessary expenses Reduction of preparation and waiting times. Automation of processes. Increase in overall productivity.
To respond to these criteria, the operating characteristics of the new factories are as follows:
- The quantity of economic lot is close to the unit. The dispersion and variety of the product range is not penalized by extra costs in the production stage. They decrease to almost disappear the costs of the direct one, so the total costs are highly sensitive to overall production volume, within a combined cost economy. Quick responses to design changes and market demand. High levels of precision, reliability and quality.
All of these features fall within the term of flexible manufacturing.
THE FLEXIBLE FACTORY
A flexible factory comprises processes under automatic control capable of generating a wide variety of products within a certain range, making use of a technology that helps to optimize manufacturing with better response times, lower unit cost and higher quality, through better control and management systems. Flexible manufacturing is the most powerful production tool available to a company today to improve its competitive position in today's industrial environment.
Within a flexible manufacturing plant are:
a) Automatic production equipment with automatic change of parts and tools that allows them to work autonomously, without the need for operators at the foot of the machine, for long periods of time that at least covers a work shift, usually at night.
b) An automatic maintenance and transport system, both for parts and tools, both between machines and between them and warehouses.
c) A random entry of different parts within a predetermined more or less wide range, with their identification systems and, correspondingly, a selection of suitable manufacturing processes.
d) A computerized monitoring and control system for the coordination of the entire process.
e) A management system for materials, machines, tools, within the current philosophy of "just in time", total productive maintenance and kaizen.
This new production system is the new challenge to which the managers of the production area must respond and act accordingly.
Flexible manufacturing encompasses a wide variety of concepts and encompasses all the functions of a workshop. It is really a “manufacturing system” specially designed to improve the productivity of a workshop while preserving its universality.
X. ANNEX
MRP - MATERIALS REQUIREMENT PLANNING
The MRP is a production planning and inventory management system that answers the questions: WHAT? HOW MUCH? AND WHEN? It must be manufactured and / or provisioned. The objective of the MRP is to provide a more effective, responsive, and disciplined approach to determining the company's material requirements. The MRP consists essentially of a calculation of the net needs of the articles (finished products, subsets, components, raw materials, etc.) introducing a new factor, not considered in the traditional methods of inventory management, which is the manufacturing or purchase of each of the items, which ultimately leads to modulating needs over time,since it indicates the opportunity to manufacture (or supply) the components with due planning regarding their use in the next manufacturing phase
ERP - ENTERPRISE RESOURCE PLANNING
Enterprise Resource Planning (ERP) is a way to use information in key areas such as manufacturing, purchasing, inventory and supply chain management, financial control, human resource management, logistics and distribution, sales, marketing and customer relationship management. It is about uniting these elements, and providing system users with a universal way to access, view, and use the information stored in different business management systems through a single application. With an integrated system, such as ERP, the information barriers between the different systems and departments disappear. The entire company, its computationally controlled systems and processes,they can be brought together under the same scheme to benefit the entire organization. Thus, the union between the human resources and financial areas is increasingly important to help modernize internal processes and improve efficiency. Employees can, for example, use a secure "self-service" process to submit expense reports. They can be notified of your approval automatically, and the funds transferred to your bank account by electronic transfer. Without paperwork, with very little paperwork, simply a system that is used to unite different elements of the organization, and therefore helps to accelerate business processes and make better use of resources.It is increasingly important to help streamline internal processes and improve efficiency. Employees can, for example, use a secure "self-service" process to submit expense reports. They can be notified of your approval automatically, and the funds transferred to your bank account by electronic transfer. Without paperwork, with very little paperwork, simply a system that is used to unite different elements of the organization, and therefore helps to accelerate business processes and make better use of resources.It is increasingly important to help streamline internal processes and improve efficiency. Employees can, for example, use a secure "self-service" process to submit expense reports. They can be notified of your approval automatically, and the funds transferred to your bank account by electronic transfer. Without paperwork, with very little paperwork, simply a system that is used to unite different elements of the organization, and therefore helps to accelerate business processes and make better use of resources.and funds transferred to your bank account by electronic transfer. Without paperwork, with very little paperwork, simply a system that is used to unite different elements of the organization, and therefore helps to accelerate business processes and make better use of resources.and funds transferred to your bank account by electronic transfer. Without paperwork, with very little paperwork, simply a system that is used to unite different elements of the organization, and therefore helps to accelerate business processes and make better use of resources.
ERPs are an evolution of MRP systems, which were focused solely on the planning of materials and production capacities. ERPs have tools to plan work on the plant.
This planning is carried out by confronting the material and capacity requirements of the products to be manufactured against the unassigned stocks and capacities.
JIT - JUST IN TIME
In a Just-in-time system, waste is defined as any activity that does not provide added value for the customer. It is the use of resources above the theoretical minimum necessary (labor, equipment, time, space, energy). They can be wasteful of excess stock, lead times, inspection, movement of materials, transactions, or rejects.
It is not a project at all, but a process. It is not a list of things to do, but a process that helps establish an order of priorities in what is done. The purpose of the JIT method is to improve a company's ability to respond financially to change.
The conventional description of JIT as a system for manufacturing and supplying goods that are needed, when they are needed, and in exactly the quantities needed.
The Just-in-time system has four essential objectives which are:
o Attack fundamental problems
o Eliminate waste
o Seek simplicity
o Design systems to identify problems
KANBAN - INSTRUCTION LABELS
It is defined as: "A highly effective and efficient production system."
KANBAN means in Japanese: 'instruction label'.
Its main function is to be a work order, that is, an automatic management device that gives us information about what will be produced, in what quantity, by what means and how to transport it.
Basically Kanban serves the following:
o Be able to start any standard operation at any time
o Give instructions based on the current conditions of the work area
o Prevent unnecessary work from being added to those orders already started and prevent excessive unnecessary paperwork
Kanban focuses on:
- Production: Be able to start any standard operation at any time. Give instructions based on the current conditions of the work area. Prevent unnecessary work from being added to those orders already started and prevent excess unnecessary paperwork. Movement of Materials: Elimination of overproduction. Priority in production, the kanban with more importance is put first than the others. Material control is facilitated.
OPT - OPTIMIZED PRODUCTION TECHNOLOGY
It is mainly based on balancing production flow and management, based on resources with capacity limitation (CCR) or bottlenecks. Optimized Production Technology - OPT is based on six principles:
1. The production flow must be balanced, not the capacity.
2. The degree of use of a non-bottleneck resource will not be given by its own capacity, but by some other system restriction.
3. Activating a resource is different from using it.
4. No attempt should be made to optimize each element of the system.
5. A lost hour in a bottleneck resource is a lost hour in the whole system.
6. An hour gained in a non-bottleneck resource is nothing but a mirage.
TPS - TOYOTA PRODUCTION SYSTEM
The Toyota Production System is a methodology based on Lean Manufacturing, whose main objective is to reduce waste (Muda) and apply Just in Time in the production process. The 5 principles of Lean Thinking are:
1. Define value from the customer's point of view: Most customers want to buy a solution, not a product or service.
2. Identify the value stream: Eliminate waste by finding steps that do not add value, some are unavoidable and others are eliminated immediately.
3. Create flow: Make the whole process flow smoothly and directly from one step that adds value to another, from the raw material to the final consumer.
4. Produce the customer's "pull": Once the flow is done, you are able to produce on customer orders instead of producing based on long-term sales forecasts.
5. Pursue perfection: Once a company achieves the first four steps, it becomes clear to those involved that adding efficiency is always possible.
SCM - SUPPLY CHAIN MANAGEMENT
A supply chain (in English, Supply Chain) is a network of facilities and means of distribution whose function is to obtain materials, transform these materials into intermediate products and finished products, and distribute these finished products to consumers. A supply chain consists of three parts:
Supply focuses on how, where and when raw materials for manufacturing are sourced and supplied.
Manufacturing converts these raw materials into finished products and
Distribution ensures that such end products reach the consumer through a network of distributors, warehouses, and retailers. The chain is said to start with your suppliers 'suppliers and end with your clients' customers.
REENGINEERING
"Reengineering is the fundamental overhaul and radical redesign of processes to achieve dramatic improvements in contemporary and critical measures of performance, such as cost, quality, service, and speed."
The 13 Fundamental Concepts of Reengineering:
1. It consists of starting from scratch, on a blank sheet.
2. It consists of radical, brutal, spectacular changes.
3. It is focused on processes.
4. You have a holistic vision.
5. The division of labor no longer works.
6. She is the enemy of specialization.
7. It is based on the uncertainty principle (Chaos Theory).
8. Their main tool is creative destruction.
9. There is no "reengineering model". There is no pre-established plan.
10. The most important thing is a change of mindset or focus.
11. At first it must be done from the top down.
12. In a second moment, reengineering requires a reverse push from the bottom up.
13. If one is not convinced it is better not to reengineer.
ARTIFICIAL INTELLIGENCE
It is the ability of machines to perform tasks that are currently performed by human beings.
The first approach focuses on utility and not on the method as we saw previously with algorithms, the key themes of this approach are the representation and management of knowledge.
POKA YOKE
A Pokayoke (in Japanese ポ カ ヨ ケ, literally error-proof) is a device designed to prevent errors.
Objectives to achieve with Pokayoke:
1. In some way make human error impossible.
2. Highlight the mistake made in such a way that it is obvious to the one who made it.
AUTOMATION
Automation, a manufacturing system designed to use the ability of machines to perform certain tasks previously performed by humans, and to control the sequence of operations without human intervention.
Automation goals:
o Improve the productivity of the company, reducing production costs and improving its quality.
o Improve the working conditions of personnel, eliminating laborious tasks and increasing safety.
o Perform operations impossible to control intellectually or manually.
o Improve the availability of products, being able to supply the necessary quantities at the right time.
o Simplify maintenance so that the operator does not require extensive knowledge for handling the production process.
o Integrate management and production.
SIX SIGMA
Conceptually Six Sigma is an index of process capacity; it is a number that represents how capable a process is of meeting customer specifications based on the degree of variability of said process. Imagining that a process behaves according to a normal distribution with a known mean and standard deviation, it can be defined as a Six Sigma level when having a centralized nominal mean specification (admitting up to a 1.5 sigma shift), the upper limits and Below specification are Six standard deviations (hence the name Six Sigma) of this EN. In this way the process produces a 3.4 PPM defect rate.
Benefits
The benefits of Six Sigma are:
- Alignment between results and efficiency: improving the quality of a process implies increasing profitability for the company.
- Application of the methodology in various areas of the company: finance, logistics, sales, systems, administration, etc., not restricting the work to the productive areas of the company.
- Possibility of decision-making based on statistical data.
- Development of a system that promotes the link between strategic planning and statistical and quality tools.
- Seeks the Ideal Model of System Efficiency.
- Eliminate non-added value from processes.
- Minimize the natural variation of the processes to the minimum possible.
- Robust processes, capable of delivering what the customer demands.
Implementation Phases
The Six Sigma Approach is based on 5 phases that are:
- Definition
- Measurement
- Analysis
- Improvement
- Control
DMAIC
Definition
Definition of the project.
Optimize the production lines in Mythical Marbles.
Goal.
Reduce the number of personnel working on the production line from 13 to 9 people.
Definition of the problem or defect.
Currently, delays and excess inventory have been detected on the production line.
Project Start Date: (January 26, 2008)
Project End Date: (April 5, 2008)
Project Phases Revision Date
Definition January 26, 2008
Measurement February 9, 2008
Analysis February 16, 2008
I (M) improves March 08, 2008
Control March 22, 2008
Validation April 08, 2008
Current Layout.
Current Value Flow Map.
Value Flow Map of Mythical Marbles of Scenario 01.
Measurement
Time Study Diagrams of our Stage 01 Marbles Glazing process.
Analysis
Entry and Exit Processes
Verification of causes
Cause and Effect Diagram
Improvement
Action plan
Value Flow Map of Mythical Marbles of Scenario 02.
Pokayoke application in Scenario 02.
New Layout
Control
Process Flow Diagrams of our Marble Glazing process in Scenario 02.
Validation
Time Study Diagrams of our Scenic Marbles Marbles 02 process.
Validation of improvement savings
MEETING PHOTOGRAPHS
Below is evidence of the meetings that were held to carry out the project.
XI. BIBLIOGRAPHIC SOURCE
http: sepiensa.org.mx/contenidos/p_canica/cani3.htm
http: www.wikipedia.com
Administration with the Japanese Method - Agustín Cárdenas - CECSA –1993
The Toyota Production System - Yasuhiro Monden - Ediciones Macchi - 1993
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www.infojobs.net/noticias_frame.cfm?id=187450103 (Consulted on November 7, 2005)
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www.chozamsoftware.com/software/business/businessproc/erp/erp_software.html
www.daugherty.com/ services_erpsolutions.asp (Consulted on November 7, 2005)
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Kumar, K., and Hillegersberg, J. v. (2000). Enterprise resource planning: Introduction. Communications of the ACM
www.findarticles.com/p/articles/mi_qa3993/is_200409/ai_n9449287 (Accessed October 19, 2005)
Reuther, D., and Chattopadhyay, G. (2004). Critical factors for enterprise resources planning
ITESM Digital Library. (Consulted on November 8, 2005)
www.cio.com/research/erp/edit/erpbasics.html (Consulted on November 7, 2005)
Administration with the Japanese Method - Agustín Cárdenas - CECSA –1993
The System of Toyota Production - Yasuhiro Monden - Ediciones Macchi - 1993
vmbenet.iespana.es/IMG/pdf/planificacion_de_la_producc_tm8.pdf
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www.gestiopolis.com/operaciones/manufactura-esbelta-en-los-procesos-empresariales.htm
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www.chilecompra.cl/portal/files/formacion/Charla_Logistica_Inventarios.ppt#664,1, Slide 1
www.gsi.dit.upm.es/~fsaez/intl/capitulos/5%20-Reingenier%EDa%20_I_.pdf
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Stuart Rusell and Norving Meter. Artificial Intelligence: A Modern Approach. Prentice Hall: Mexico, 1996.
La Ventana Informática Magazine. Edition N0 9. University of Manizales. Pages 56 - 57. May 2003.
Delgado, Alberto. Artificial Intelligence and Mini Robots. Second edition. Eco Editions. July 1998.
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Mompin P. José. Artificial Intelligence: Concepts, Techniques and Applications. Marcomobo, SA Ediciones. Spain 1987.
Link MRP - http://www.gestiopolis.com/administracion-estrategia/sistema-de-la-produccion-y-gestion.htm
Link ERP - http://www.gestiopolis.com/administracion-estrategia/ planification-of-business-resources.htm
Link JIT - http://www.gestiopolis.com/administracion-estrategia/justo-a-tiempo-en-mejores-practica.htm
Link Kankan - http: //www.gestiopolis. com / administration-strategy / systems-of-operations-kanban.htm
Link OPT - http://www.gestiopolis.com/administracion-estrategia/tecnologia-de-produccion-optimizada.htm
Link TPS - http://www.gestiopolis.com/administracion-estrategia/lean-manufacturing-tecnologia-de -produccion-optimizada.htm
Link SCM - http://www.gestiopolis.com/administracion-estrategia/cadena-de-suministros-optimizacion-de-la-produccion.htm
Link Reingenieria - http://www.gestiopolis.com /administracion-estrategia/reingenieria-tecnologia-de-produccion-optimizada.htm
Link IA - http://www.gestiopolis.com/administracion-estrategia/inteligencia-artificial.htm
Link Pokayoke - http://www.gestiopolis.com /administracion-estrategia/poka-yoke-mejores-practicas.htm
Link Automation - http://www.gestiopolis.com/administracion-estrategia/automatizacion-en-procesos-como-mejores-practicas.htm
Link Six Sigma - http://www.gestiopolis.com/administracion-estrategia/seis- sigma-deming.htm
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