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Process Analysis1.Value disciplines & associated operational capabilitiesa.
Consider market strategy (identify target segment)i.Who?5.Identifying bottlenecksb.value discipline (generate customer value)i.operational excellence ii.customer intimacy iii.product leadership c.operational capability (deliver customer value)i.cost, quality, speed (time to market/ time to serve) ii.flexibility (volume/ product) iii.innovation (product/ process)2.Process types & distinguishing features or applicationa.Project: very low; very long completion time b.Job shop: order of operations depends on hat you are making. Each job is differentc.Batch: making things in sets where each set follows same flow, typically long set up times in between sets d.Cell: workers are cross trained to allow for flexibility in product configuration and variation in material flows e.Line: low skill labor. Each step adds a small amount of value. Some customization possible, as long as the flow of the operation remains the same f.Continuous: highly automated process maintained by skilled labor. Often capital intensive 3.Drawing process flow chartsa.Review conventions; identify WIP; distinguish between product/service flows andinformation flows4.Calculating cycle time & capacity – as well as for batch processes (with set up times)a.Review Concordia case and Mama’s Pizza exampleb.Capacity: output per unit of time i.Inverse of cycle time ii.1/cycle timec.Cycle time: average interval between two successive units of output i.1/capacity a.Bottleneck pacing: i.Release raw material into the system at the pace the bottleneck could work b.Product sequencing: i.Complex systems processing multiple products may have different bottlenecks for different products c.