The Operations Administration as the Business Administration area dedicated both to research and to the 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 services, all intended to increase quality, productivity, improve customer satisfaction, and decrease costs.
Operations management is responsible for five important 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 easily reversed, 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 position. 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.additional shifts or leasing space. 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.additional shifts or leasing space. 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.Available capacity must be allocated to specific tasks and operating positions through scheduling of people, equipment, and facilities.Available capacity must be allocated to specific tasks and operating positions through scheduling of people, equipment, and facilities.
- 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. Workforce. People management is the most important decision area in operations, because nothing is done without the people who make the product or provide the service. Decisions about the workforce include selection, hiring, firing, training, supervision, and compensation.These decisions are made by operations line managers, often with the assistance or in conjunction with human resources management. Managing the workforce productively and humanely is a key task for the operations role today.
- 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.
Careful attention to these five decision-making areas is key to managing successful operations.
That is why the basic objectives of any Operations Plan are:
- Establish the most appropriate production / logistics / service processes to manufacture / market / provide the products / services defined by the Company Plan. Define and value the material and human resources necessary to adequately carry out the above processes. the basic parameters (capacities, deadlines, stocks, investments, etc.) associated with the processes and resources mentioned in the two previous points and check that they are consistent with the essential constraints and limitations imposed by the environment, the definition of business, strategies General of the same 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 constraints and limitations. Program and assess the start-up period.
For what has been said above, we will see its application in the following project prepared by us, postgraduate students in the Master in Administration and Leadership of the Autonomous University of the Northeast in the city of Piedras Negras Coahuila.
PROJECT NAME: ELABORATION OF SANDWICHES
The following project presented is based on the application of the basic tools in the administration of operations seen in the sessions that took place during the four-month period September - December 2010 under the guidance and advice of Mstr. Ing. Alejandro Garza Rodríguez. Among the tools that stand out are the following:
- MRP Material Resource PlanningJ.AT, Just in TimeT.PS Toyota Production System / Lean ManufacturingKAN BANO.PT Optimized Production Technology. Constraint Theory FIFO
DEFINITION OF THE MAIN TOOLS USED IN THIS PROJECT
The MRP (Material Requirment Planning) or material needs planner, is the materials planning and inventory management system that answers questions about how much and when to source materials.
This system provides purchase orders within the company, resulting from the materials needs planning process.
Scope: This system ensures the prevention and solution of errors in the supply of raw materials, production control and inventory management.
The use of MRP systems involves a way of planning production characterized by anticipation, trying to establish what you want to do in the future and what materials are available, or if necessary, to be able to carry out all production tasks..
It is a system that can systematically determine the response time (supply and manufacturing) of a company for each product.
Solution: The objective of MRP I is to give a more objective, sensitive and disciplined approach to determine the material requirements of the company.
For this, the system works with two basic parameters: times and capacities.
The MRP system will calculate the quantities of finished product to be manufactured, the necessary components and the raw materials to be purchased in order to satisfy market demand, obtaining the following results:
The production plan specifying the dates and contents to be manufactured.
The procurement plan for purchases to be made to suppliers.
Exception reports, delays in manufacturing orders, which have an impact on the production plan and on the delivery times of final production.
Benefits / Implications: The most significant benefits are:
- Customer satisfaction, Decrease in stock, Reduction of overtime, Increase in productivity, Lower costs, with which, increase in profits, Increase in delivery speed, Coordination in production and inventory scheduling, Speed detection of difficulties in meeting the schedule, Possibility of quickly knowing the financial consequences of our planning.
JUST IN TIME
"It is an industrial philosophy, which considers the reduction or elimination of everything that involves waste in the purchasing, manufacturing, distribution and manufacturing support activities (office activities) in a business."
Just in time implies producing only exactly what is necessary to meet the goals requested by the client, that is, producing the minimum number of units in the smallest possible quantities and at the last possible moment, eliminating the need for storage, since the minimum stocks and Enough arrive just in time to replenish newly used ones and eliminate finished product inventory.
Elements of the JAT philosophy
There are seven elements, six of them are internal to the company and the last is external.
The third, fourth and fifth elements are related to production engineering.
- The JAT philosophy itself Quality at the source Uniform factory load Matching operations (machinery cells or group technology) Minimum machine setup time Control system known as pull system or kan ban JAT purchases
The first element considers the elimination of waste, considered this as the central point of the entire JAT phenomenon.
The remaining six elements are techniques or ways of how to eliminate waste, but not all are of equal importance, since quality is considered as the second element of importance, which constitutes a basic component for the JAT.
The remaining five elements are classified as flow techniques, that is, the way the manufacturing process progresses from one operation to the next.
This is how the technique called "just in time" (JAT) is much more than a system that aims to reduce or eliminate inventories, it is a philosophy that governs the operations of an organization. Its purpose is continuous improvement, in order to obtain maximum efficiency and in turn eliminate excessive spending in any way in each and every area of the organization, its suppliers and customers.
The "expense" is considered as any activity that does not add value to the product or service. Hence, its application requires the full commitment of management and employees at all levels, particularly the operator of the production line.
TPS
Toyota Production Systems (TPS)
It is characterized by the input-conversion-results sequence, which is applied to a wide variety of activities
The technical component is a derivative of a production control technique developed at Toyota Motor company in Japan in the early 1960s. The technique became known as the Toyota production system.
It has its origins in the textile industry and in particular in the creation of an automatic loom (around 1900 by SakichiToyoda) whose objective is to improve the lives of operators by freeing them from repetitive tasks. Based on this invention and subsequent innovations and patents, the Toyoda family founded a textile company (OkawaMenpu) in Nagoya that later became the Toyota Motor Company.
The objective is to eliminate all unnecessary elements in the production area, used to achieve cost reductions, meeting the needs of customers at the lowest possible costs.
KANBAN
- 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. To signal the need for more parts and to ensure that those parts are produced on time to ensure subsequent fabrication or assembly.
Functions
- Production control: integration of the different processes and the development of a JIT system. Continuous improvement of the processes: elimination of waste, reduction of set-up, organization of the work area, preventive and productive maintenance, etc.
Focus:
- Be able to start any standard operation at any time Give instructions based on current work area conditions Prevent unnecessary work from being added to orders already started and prevent excessive unnecessary paperwork.
- Elimination of overproduction.
KANBAN is implemented in four phases:
- Phase 1: Train all personnel in the KANBAN principles, and the benefits of using it. Phase 2: Implement KANBAN in those components with the most problems to facilitate their manufacture. Phase 3: Implement KANBAN in the rest of the components. Phase 4: This phase consists of the revision of the KANBAN system.
KANBAN rules:
- Rule 1: Defective product must not be sent to subsequent processes. Rule 2: Subsequent processes will require only what is necessary. Rule 3: Produce only the exact quantity required by the subsequent process. Rule 4: Balance production. Rule 5: Kanban is a means to avoid Rule 6: Stabilize and streamline processes.
Information needed on a KANBAN label.
- Component part number and description. Product name / number. Quantity required. Type of material handling required. Where it should be stored when finished. Reorder point. Sequence of assembly / production of the product.
Advantages of KANBAN.
- Reduction of inventory levels. Reduction of WIP (Work In Process). Time reduction. Flexibility in the scheduling of production and the production itself. Teamwork, quality circles and worker decision to stop the line.
OPT Optimized production technology
As an application Goldratt developed his “theory of constraints”, TOC, which is applied in many areas of the company.
Synchronous Manufacturing: is the entire production process working synchronously together to achieve proposed objectives. There is a logical coordination of all the resources of the company, therefore, we are located in the total performance and not in the form of localized performance.
Synchronous manufacturing special care must be taken in inventories
According to Goldratt, the company's objective is to make money, and the other purposes (providing jobs, increasing sales, developing technology, etc.) are only means to achieve the primary objective.
Performance measurements
Financial Measurements, Operational Measurements and Productivity:
Being the main goal of a company is to earn money
today, but also to continue earning tomorrow and if possible more.
We need measures to know how well we are doing to achieve the main goal.
An old maxim of process control says:
"You cannot control what you cannot measure."
If the goal is to earn money, the measurement should be made against money.
Traditional measurements.
EARNINGS: The amount of money generated subtracted the expense, in the same period of time.
RETURN OF THE INVESTMENT (ROI): The relation of the PROFIT on the amount of the invested in the Company, in relation to generating that PROFIT in a period of time.
New measures based on the goal.
NET INCOME (Throughput)) - All the money that enters the Company through sales according to this equation:
T = Sales - Raw Material - Third Party Services.
Inventory (I) - All the money invested, in supplies, capital equipment, etc.
Operating Expenses (GO) - All money spent on labor, services, landlines, etc. ü
Limitations.
Of the three measurement parameters (T, I and GO), only NET INCOME can be raised such that an increase in PROFIT and ROI will result.
Theory of Constraints or Bottlenecks
The Theory of Constraints or Bottlenecks is based on the simple fact that the processes of any field, only move at the speed of the slowest step.
The way to balance the process is to use an accelerator in this step and get it to work to the limit of its ability to speed up the entire process, these limiting factors are called constraints, funnels or bottlenecks.
Of course the restrictions can be an individual, a team, the part of a device, a local policy, or the absence of a tool or part of a device.
As a general rule, there is at least one restriction in any company because if it were not so, it would generate unlimited profits. As the constraints are factors that block the company from obtaining higher profits, any managerial management that aims at that objective must focus on the constraints.
What is a Bottleneck?
When bottlenecks are mentioned, it refers to different activities that decrease the speed of the processes, increase waiting times and reduce productivity, resulting in an increase in costs.
Bottlenecks produce a considerable drop in efficiency in a given area of the system, and they occur in both personnel and machinery, due to different factors such as lack of preparation, training or training in the case of personnel, or the lack of proper maintenance for machines and equipment.
FIFO
This method is based on the assumption that the first units to enter the warehouse or production will be the first to leave, which is why at the end of the accounting period, inventories are valued at the latest acquisition or production cost prices, so the final inventory that appears in the balance sheet will be valued practically at current costs or very close to replacement costs, on the other hand, the cost of sales will be valued at the costs of the initial inventory and those of the first purchases of the year, so the Amount that will appear in the income statement will be obsolete or not updated.
OPERATION PLANNING
Operations planning and scheduling focuses on the volume and production time of products, utilizing the capacity of operations, and establishing a balance between products and capacity between different levels to achieve adequate competition. Management systems for doing all these things imply the existence of various hierarchical levels of activities, which are linked from top to bottom to support each other as shown in figure 1. The orientation of time goes from long to short term, as you move up and down the hierarchy. In the same way, the level of detail in the planning process ranges from the general at the top to the particular at the bottom.
GRAPHIC BUSINESS PLAN
Global Vision of the Operations Planning and Programming System
HYPOTHESIS
The use of technology tools and operations management help streamline the process, maximizing returns and benefits that will be reflected in economic income.
DECISIONS TO CONSIDER FOR PLANNING AND PROGRAMMING OPERATIONS
| DECISION AREAS | QUESTIONS |
| Product and service design | What product or service should we offer? |
| How should we design these products or services? | |
| Quality management | Who is responsible for quality? |
| How do we define the quality we want in our service or product? | |
| Process design and planning | What process will these products need and in what order? |
| capacity | What equipment and technology are necessary for these processes? |
| Location | Where will we locate the facilities? |
| What criteria will we use to choose the location? | |
| Organization design | How will we organize the installation? |
| How big will it have to be to meet the plan? | |
| Human resources and design of the | How to provide a reasonably good working environment? |
| Job | How much can our employees be expected to produce? |
| Supply management | Should we make a certain component or buy it? Who |
| are our suppliers and who can be integrated into our | |
| electronic program? | |
| Inventory, planning needs | How many inventories of items should we carry? |
| material and JIT data | When do we order again? |
| Intermediate programming, plan_ | Is it a good idea to outsource production? |
| short-term planning and planning | Is it better to fire people or keep them on payroll in periods of |
| Draft | slowdown? |
| Maintenance | Who is responsible for maintenance? |
BACKGROUND OF FAST FOOD.
The sandwich (from the English sandwich), also known in Spanish as a sandwich, is a meal, as a snack, appetizer or the food that is usually made daily typical of English gastronomy. It usually consists of a piece of English sliced bread, opened into two halves or two slices of any type of bread, between which one or more layers of food such as meat, cheese, vegetables or others are placed, sometimes with condiments, sauces or other accompaniments.
In Spain and the United Kingdom, a sandwich is different from a sandwich in that the first is made with sliced bread (soft bread) and the second with loaf of bread or a whole bun. In Mexico the same difference is made, but there "cake" is in a whole loaf. In the rest of the Spanish-speaking world there is no difference.
The first reference to the word sandwich as an English cold food, is documented in the diary of an English scholar historian named Edward Gibbons in 1762, where he tells that he was amazed when observing two wealthy nobles of the place in a cafeteria, eating cold meat or sandwiches and they ended their talk by having punch and talking confusingly about politics.
Elizabeth David comments in her book English Bread and Yeast Cookery that while the French and Italians remained faithful to consuming them with country, village or rustic bread, the English quickly adapted the use of tin with which they made molded breads that claimed to cut thin slices of white bread.
The sandwich has a history that establishes its origins in the 18th century. It receives its name from John Montagu, IV Earl of Sandwich (1718-1792), an 18th century aristocrat, although he was not its inventor. It is said of this count that he liked to eat this way because that way he could play cards without getting his fingers dirty.
In 1762, he spent twenty-four hours at a gaming table. To quench hunger, he ordered some meat between two slices of bread. This new snack was named sandwich, in honor of its inventor. In 1996 the British spent $ 7.9 million on sandwiches daily, an increase of 75% over the previous five years. "Sandwiches represent more than a third of the entire fast food market," reports the London newspaper The Times, and are served in 8,000 specialty stores. About 1.3 billion prepared sandwiches are consumed in Britain each year. But these are often very different from the simple sandwiches families prepare for eating in the country or on the beach.Some establishments offer exotic sandwiches such as kangaroo or alligator meat or strawberries and cream between two slices of bread spread with chocolate paste.
Despite the Earl of Sandwich's original purpose of eating with one hand, today certain types of sandwich must be eaten with cutlery or with both hands. In some countries it is the norm to always use cutlery to eat them. Despite everything, it was not until 1840 that the sandwich became part of the gastronomy of the United States, when the cook Elizabeth Leslie first described the recipe for a sandwich in his cookbook.
In Aachen the story is told that the sandwich was invented there: the Earl of Sandwich participated in the peace negotiations in Aachen, in the delegation representing the Empress Maria Theresa. But his passion for cards led him to neglect meals, which worried his servants, who began to prepare him a food that he could eat while still playing cards. Whether or not this is true, a portrait of the Earl of Sandwich hangs in the town hall of that German city.
Club sandwich.
Two centuries later, the eleventh Earl, John Montagu, descendant of the Fourth Earl of Sandwich, saw in the name of Sandwich and in the legacy of his ancestor the opportunity to profit from it and it was in 2000 that he opened a company in London, with the name of The Earl of Sandwich, which hopes to become an international chain.
Denomination in Spanish-speaking countries
In Spanish the English sandwich form or adaptations of this word is common.
For example, sánduche (in Venezuela, Ecuador and Colombia), sánguche or sandwich (in Peru, Argentina and other countries) and even sángüiche. The word sandwich or sandwich is also widely used, although the latter is more used to refer to the one made with bread loaf.
- In Argentina and Uruguay there are different varieties of this form of food, with the daily consumption of sandwiches (or "sánguches / sángüiches"). There are the crumb sandwiches made with the inside of the sliced bread specially made for this purpose and smeared with a small layer of mayonnaise, butter or margarine and with one or two layers of cold cuts and / or cheese in bars. It can be cold or hot. In Argentina the hot crumb sandwich is called toasted or carlitos, and in Uruguay, simply hot sandwich. In Uruguay, assorted sandwiches are sliced bread sandwiches that can carry various types of fillings such as fish, pasta, corn kernels, eggs, various types of cold cuts, vegetables, and even fruits, while Olympic sandwiches are larger and thicker. than conventional ones,usually filled with lettuce, tomato and egg, with possible additions and variations. There are also other types of sandwiches that are not in sliced bread, such as the chivitos, those of milanesa and those of chorizo, called choripanes. In Bolivia the term sandwich is used to refer to a piece of cut bread that has eggs inside fried and sometimes salad.In Chile the consumption of sandwiches is very common, which have very particular names such as Barros Jarpa (ham and hot melted cheese), the cold version is called ally; Barros Luco (beef loin and cheese hot melted), which bears this name in honor of Ramón Barros Luco, who had a habit of ordering it. In the preparation of sandwiches, sliced bread, or a type of bun called frica, is usually used because of its size and shape of fricandela.As the difference between sandwich in sliced bread and sandwich (sandwich in whole bread) is not made, you can order a chacarero in pan frica or a chacarero in sliced bread and both types are considered sandwiches.
Sandwich type "sandwich" in Spain, stuffed with squid accompanied by a cane
In Andalusia there are the main varieties montadito and mollete. The sandwich is made with sliced bread, while the sandwich is a piece of cut bread that has meat, cheese, etc. inside. However, under the name of sandwich, the mixed sandwich served in coffee shops and the mixed sandwich with egg, always in sliced bread, are popular. Much more popular are sandwich sandwiches; served with potato omelette, squid, veal cucumber, serranito, chorizo, milanesa, etc.
- In Mexico, the conventional “pan de caja” sandwich is consumed, but there is a variant of the bolillo bread sandwich that is called a cake and is much more common than the sandwich. In Puebla there is one named Cemita.
Butifarra of Peru.
- In Peru, there are many types of sandwich, standing out the traditional butifarras, the bread with black olives, the conchicharrón bread, accompanied by fried sweet potato and onion sauce, in addition to the "triple sandwich", made with layers of avocado, tomato and egg hard or chicken, ham and cheese; separated by four pieces of sliced bread. 18Sanguches based on traditional foods such as "pan con pollo a la brasa" and "pan con lomo saltado" have recently emerged. In Peru, there are establishments that exclusively or predominantly sell sandwiches, which are known as “sangucherias.” In Venezuela, the sandwich, or sánduche, is used to refer to a piece of bread cut longitudinally (although in this case it is usually called bread). with… or cold bullet) or two slices of square bread that carry practically anything inside, from sweets and jams to eggs and meat. The "sandwich" in Venezuela commonly consists of ham, cheese, lettuce, tomato, and sauces (traditionally ketchup, mayonnaise, and mustard). A typical variant of the sandwich is "pepito",created in Spain consisting of a French bread (commonly called «canilla») open on one side and filled with veal meat cut into small pieces or strips, along with other ingredients, such as ham, cheese, eggs, bacon, lettuce, tomato, sauteed onion, avocado or avocado, chicken (in some cases beef, chicken, pork chop and / or chorizo) with sauces of your choice, fried potatoes, cabbage salad, and topped with grated yellow cheese. El Pepito is a well-known «sandwich» and widely distributed in Spain and Venezuela.cabbage salad, and top of grated yellow cheese. El Pepito is a well-known «sandwich» and widely distributed in Spain and Venezuela.cabbage salad, and top of grated yellow cheese. El Pepito is a well-known «sandwich» and widely distributed in Spain and Venezuela.
PRESENTATION OF THE FINISHED PRODUCT
COMPANY NAME: Sandwicher
ROL O GIRO: Sandwich Packing Machine
VISION
Being a leading COMPANY, offering a nutritious and profitable product, giving good health to society.
MISSION
Industrialize dietary, nutritious, healthy sandwiches, with products that meet quality standards, capable of achieving customer satisfaction by helping to prevent the serious problem of obesity.
VALUES
- Customer service Commitment to results Sustainability Interest in People Social Responsibility Integrity
SWOT Analysis
Strengths:
- Experience in the food industry. Distribution network already in operation. Possibility of providing a price with great value. Favorable Competitive Costs. Trained personnel of the company.
Opportunities:
- Competition is not clearly defined. There is no leader in this market. There are no great substitute products.
Weaknesses:
- Little experience in the sandwiches market Supermarkets with own sandwich production Aggressive competition with the price Little investment
Threats:
- National insecurity New producers in the market
Nutritional information
(* Includes calculation for main prescription only.
Data is for guidance only and should not be used for medical purposes.)
| Presentation | Content | Nutritional content by pieces | Nutritional information |
| Loaf of bread
White |
22 slices | Every 2 slices 56.66 gr. | Carbohydrates - 29.8 gr.
Cholesterol - 0 gr. Sodium - 276 gr. Protein - 4.4 gr. |
| Loaf of bread
Integral |
22 ebadas | Every 2 slice | Carbohydrates - 15 grs.
Cholesterol - 0 grs. Sodium - 264 mg. Fat - 1.6 grs. Protein - 6.2 grs. |
| Cold meats:
Ham |
10 pieces | Each slice contains 20 gr. | Carbohydrates - 1.66 gr.
Sodium - 1.8 gr. Fat - 4.1 gr. Protein - 1 gr. |
| Dairy product:
Yellow cheese |
10 pieces or more. | Each slice contains 15 grams. | Carbohydrates - 37.5 gr.
Sodium - 1.8 gr. Fat - 2.55gr. Protein - 1 gr. |
| Dressing | 400 mg | For each 15 gr. By sandwich | Carbohydrate - 0.7 gr.
Sodium - 0.14gr. Fat - 6.4 gr. Protein - 0.1 gr. Cholesterol - 9 gr. |
| Pickled chili peppers | 220 gr | 30 gr. | Carbohydrates - 1.21 gr proteins - 0.38 gr.
Sodium - 366.66 mg Fat - 0 gr. Protein - 0.1 gr. Cholesterol - 9 gr. |
IT 'S ORGANIZATIONAL TRUCTURE
- Supervisor and Plant Manager Seasoning Applicator Cheese and Ham Layer Cutter Packer and Labeler Materialist Warehouseman Carrier
PROCESS DESCRIPTION
Dressing application
Station 1 Operator 1
- Take bread from the tray Apply dressing on piece of bread # 1 Place bread with dressing on tray Take bread from the tray Apply dressing on piece of bread # 2
Arrangement of ham and cheese and join both pieces of bread
Station 2 Operator 2
- Take bread # 1 from tray Place ham on piece of bread # 1 Place cheese on top of ham from piece of bread # 1 Join piece of bread # 2 with piece of bread # 1 Place sandwich on tray
Sandwich cut into two sections
Station 3 Operator 3
- Take sandwich from the tray and place on the cutting board Cut the sandwich diagonally starting from one corner to the other Once cut place both sections on a tray
Sandwich packed in blister
Station 4 Operator 4
- Take both sections and arrange one glued to the other Place both sections of the sandwich in a blister Place a bag of chili inside the blister on top of the sandwich Close the blister Peel off the decal and place in the blister Place in tray for shipment to packaging
Station 5 Operator 5
- Wait for Operator 4 to take a sandwich and another one arrives on the tray Take both sections and arrange one next to the other Place both sections of the sandwich in a blister Place a bag of chili inside the blister on top of the sandwich Close the blister Peel off the sticker and place it in the blister Place in tray for shipment to packed
Transportation of materials and supplies
Materialist 1
- Receive order for bread from station 1Request warehouse for bread order Take bread to station 1 and place on trayReview constantly to fill order constantly
Materialist 2
- Receive order for cheese and ham from station 2Request warehouse order for cheese and ham Take cheese and ham to station 2 and place on trayReview constantly to fill order constantly
Storage of materials and supplies
Warehouse
- Check order of bread order and frequency of these Check order of ham and cheese order and frequency of these Order bread for station 1 Order cheese and ham for station 2 Prepare materials anticipating new orders
DESCRIPTION OF THE IMPROVEMENT METHODOLOGY USED
- MRP Material Resource Planning. It was used to have a balanced flow of materials from the supervisor and plant manager to the distributor of our production, including our suppliers, thus obtaining adequate performance to become a competitive company. JAT, Just in Time. The Just in Time philosophy helped us efficiently craft the sandwiches that customers demand by avoiding overproduction, inventory, and process inefficiencies. TPS Toyota Production System / Lean Manufacturing. With this philosophy we streamline the productivity of sandwiches, eliminate waste, unnecessary operations, reduce costs, material in process, optimize time.KAN BAN.A card is used to visually have the raw material inventory controlled in the process, supplying the material in a timely manner to each station that requires it. OPT Optimized Production Technology. Theory of constraints. This technique helped us to identify our bottlenecks which is found in the product packaging and thus carry out a proper balancing of the process. Applying this technique we ensure that our products have the corresponding input and output flow to avoid expired products and obsolescence (Ham, bread, cheese)This technique helped us to identify our bottlenecks which is found in the product packaging and thus carry out a proper balancing of the process. Applying this technique we ensure that our products have the corresponding input and output flow to avoid expired products and obsolescence (Ham, bread, cheese)This technique helped us to identify our bottlenecks which is found in the product packaging and thus carry out a proper balancing of the process. Applying this technique we ensure that our products have the corresponding input and output flow to avoid expired products and obsolescence (Ham, bread, cheese)
CONCLUSIONS
In the application of Operations Management with its most significant tools we obtained these benefits derived from the experience of having implemented a project where each of the aforementioned techniques is applied, obtaining as a result the following benefits in the making of sandwiches:
a. Production time reduction.
b. Increased productivity.
c. Costs reduction.
d. Reduction in the prices of purchased material.
and. Inventory reduction (purchased materials, work in progress, finished products).
F. Reduction of enlistment time of the raw material.
g. Reduction of spaces.
h. Reduction of the product path between the manufacturer, the warehouse and the customer.
i. It can be applied to any type of company that receives or dispatches merchandise.
j. It is based on the principle that the ideal level of inventory is the minimum that is vi
We verify that the hypothesis is accepted since, as explained above, we achieve customer satisfaction and earn money with the applied techniques.
SOURCES
- Adam, Everett. 1991. Production and Operations Administration. PHH Prestince Hall Editorial. Mexico, Horoeder, Roger. 1992. Operations Administration. Mc Publishing. Graw Hill. Mexico
