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Voir so pag. V GAP Of Quality 73 pag. V COST GRAps in pravizy 74 pag. V TRA...

Voir so pag. V GAP Of Quality 73 pag. V COST GRAps in pravizy 74 pag. V TRACEABicity In Sc 81 pag. ↓ VOLUME-VARIETY Matrix (LAYOUT , JOB DESIGN AND PROCESS TECHNOLOGY) pag. 15-17-18 V Sand cone model pag. 55 V PROCESS Mapping 35-36-37 pag. V Smoothing wiTH inventories pag. 28-29 (puctob) V WHERE SHOULD OPERATIONS BE LOCATED pag. 29 BUSINESS PROCESS ENGINEERING (END-TO-END) pag. 3 OTB Leader the They their in the process of digitalization in company. started digital transformation in 2020 during pandemic. They wanted to have a modern , fast and data driven company. the The owner thought that more digital a company is , the more sustainable it can be They introduced an agile approach , using tramwork , brainstorming and other toole. They category of product to started using digital prototyping design every and also to display moducts on the website. This way , they are reducing the number of physical prototipes , optimizing , travels numbers of samples for selling , reducing development What did the team do : imparing the quality of digital prototypes · creating their material library the software · own in rendering software letter starting to · use · involving stakeholders in the process : each of their suppliess is now able to create and modify involves the whole digital prototypes (faster , effective and supply chain. they proposed a new digital workflow , so a new way to create the product devolment · they create focus. groups the In the footwear collection digital prototyping is being very successful GAPS OF QUALITY the · GAp 1 : it happens between customer's specification of quality and company's specification of quality. The key here in order to avoid misalignment is communication. (SPECIFICATION GAp). Ex : -cust. specification : free drinks during flight · ag. specification : pay for drinks between the concept of the the specification product GAP2 product and of the · : (CONCEPT -SPECIFICATION GAP). Ex : · product/service concept : economical and low consumption car · quality of the : avoid optionals not to increase the cost of the spec. org so as car. · Ap 3 : taxes place when the management define the specification of a product before actually moducing it , and so same defined aspects are different to these present in the real product /QUALITY SPECIFICATION - ACTUAL QUALITY GAp) Ex : ·quality spec. of the organization : trains always on time · actual product/service : high delays. · GAP 4 : between the image of the product and the product itself (imAetp)  Gaps ore affected by the Grape of visibility (3 and I need the visibility for the ustomer). COST GRAPHS IN QUALITY h different categories of quality-related costs : · PREVENTION costs : cats that octur trying to prevent problems to occur in the first place. For example improving , the design of moducts to make them more resistant. · appraisal costs : coste associated with controlling quality to check if problems have occurred during the production process. the the last · INTERNAL FILURE COSTS : costs associated to fail of internal operations , for example moduction time resulted from coping with enore · EXTERNAL FAILURE costs : failure costs associated to errors being experienced by customers , for example las of a customer or warranty cats. The optimal quality effort is very different between the traditional vision and the modern ore The traditional way used a Reactive approach : company used to act only after the identification of a mistake. In the modern approach the aure associated with the cost of prevention in increasing slower because we get every single employee involved in the process of increasing quality, continuous improvement In this the total cost will decrase with the using. way , increasing of quality effort. The modern approach is also a Reactive approach Tor is ProAINE a approach : we have an emphasis on prevention (it rejected the optimum-quality level concept) - · - Y s Optimum A MOUNT ! OF QUALITY - & # FFORT OPTiMUM A MOUNT OF QUALITY EFFORT 7 > A MOUNT EFFORT A MOUNT OF QUALITY EFFORT OF QUALITY Total cost of quality => > - - - cast of quality provision = casts of prevention and appraisals cost of enors-cat of internal external failure => and TRACEABILITY IN SUPPLY CHAIN In a traditional supply chair , products flow from supplier to customer and there is no communication. The problem is this lack of communication : here companies quate independently in the market , without chain to be alle their coperating. In a modern supply , we need to track products along whole flow in the supply chain. TRACING refere to the backward traceability , while Tracking refers to the foreward traceability. Traceability was first introduced in the meat supply chain by lav. How can we introduce tracability ? The rasiest method is using bar-codes or PR codes able to identify specific products. The batch code , usually used in food , allows us to know where the product has been produced , by who , when ,... RFID is very useful to track products in every step of the supply chain. Also , it can help to have a clear idea of the level of stocks of the company in real time. VOLUME-VARIETY MATRit 3 dimensions that are shown in the volune-variety matrix are LAYOUT , JOB DESION and TECHNOLOGY. LAYOUT - The layout of a process should reflect the volume - variety mix. Divided in : called because the the · functional layout : is so functional needs and convenience of transfor. ming resources that constitute the processes dominate the layout decision. In functional layout , similar activities or resources (or those with similar needs are located together Lalso because their utilization can be improved in that way). It means that when materials , information a customers flow through the operation , they will take a route from activity their to activity according to needs. Ex : hospital , bank This layout is used for JOBBING PROCESSEs and sometimes for BATCH PROCESSEs. all where materials information customers the · layout : is , or entering operation are pe- selected to more to ore part of the operation (all) in which all the transforming resources , to meet their immediate processing needs , are located. After being processed in the cell the transformed resources to another all. , go The all layout be adoted by similar products in families Every family grouping can.  be which of producte can processed by single cell , contains all the machines that the family needs. Each product in family a can was a cell in a different. order product layout involves entirely for locating people the of · : and equipment convenience the transformed resources. Each product , piece of information or customer follows a route which the of required activities corespands to the prearranged in sequence in which the processes have been located The transformed resources "flow" sequence. "line" along a (flow/line lagout) - It's the high volume and standardized requirements of the that allow product layouts product or service. · fixed-position layout PROCESS TECHNOLOGY Process the machines that help transform materials technologise are , equipment and desices processes , described of information and customers. Process technology can be in terms automation , scale and compling. the less human the Autoration is degree of human intervention needed. The integration we need , level higher the of automation is SCALE is the capability of the technology to proces wak.  Corring is the extent to which the technology is integrated other with technologies. Process technology in high-volume and relatively automated large-scale low-variety is , and cosely compled when compared to that in low-volume and high variety processes. Never technologies can "lend" the diagonal to achieve flexibility at lower cost (they have in some level overcome the natural trade-off between flexibility and cost. JOB DESIGN Job about how people out their tasks within design is carry a process all It is important to accept that some aspects of sol design are common to processes , irespective of what they do a how they do it. Consider : · SAFETT : the primary and universal objective of sab design is to ensure that all staff performing any tok within a process are protected against the possibility of physical a mental kar. · ETMICAL issues : no individual should be asked to perform a task that is either illegal a conflicts with strongly held ethical beliefs. · WORK-LIFE BALANCE : all Jobs should be structured to promate a healthy balance between time spent at wak and time away from work. There should be relationship between job and the position the matrix For , example a design in. a position that has to face high variety can't have a well-defined Job design description. will have to This person face different situations every day and must be ready for everything (ex. general doctar) When the division a. of labor is load , it means that there are lot of a different tone that job position will a have to face. The job definition is more flexible higher-exilled person required , and a is. The commitment , the satisfaction of a person with a flexible joo definition is , of course , higher On the ther hand , a repetitive job with small responsibilities and no possibilities to take decisions , commitment is much harder to be created. Job commitment can be improved thanks to : job number · enlargement = allocating a larger of tasks to individuals sob enrichment to individuals them decision making and greater autonomy making · = more , more responsible for the operations they are taking on. between · job notation = means moving individuals periodically different sets of tasks to provide some variety in their activities (it improve sob flexibility and makes the company more volust) how he empowerment the perator has the authority to change is doing its tasks · = team waking · · wak-life balance LAYOUTS  PROCESS TECHNOLOGIES JOB DESIGN SAND CONe MODEL tool It is a for continuous improvement It is very difficult to be very competitive in every performance objective at the same time , because we have to face a trade-of effect. Some companies , called WORLD-class companies , reached to be the best in the same moment in each of these categories (cast flexibility , , speed , dependability and quality). How did they overcome the trade-off ? By following the steps expressed in the sandcome. model their All the best started they improvement path by improving quality performance Quality. is always the first , and must be the base of the come. Ther we can develop dependability. Once we are dependable , we are not late anymore , and in fact we can delete buffers and warehouses When speed is achieved , we can work on flexibility and at the end we can cut costo  PROCESS MAPPING The mapping of a process involves the identification of the different activities inside the Mocess and how these activities are related to each other. The mapping is done using standard symbolo : circle quation adding-value activity · = , inspection · square = · arrow = transport · D-shape = delay , a wait · triangle (reverse) = storage It is important to identify the time required by every activity , ader in to determine the presence of bottlenecks. We can create different levels of mapping. This is important because sometimes we want to heck from point of view while sometimes need to be cise process we a a macro more. , ma The mapping of a process is not only a way to show graphically the process , but also to identify the different levels of visibility in the process : we have the line of interaction and the line of visibility. Activities above the line of interaction are characterized by a high visibility. So , these activities must be realized by quators with social skills , alle to deal with customers. will Customer experience affect customer satisfaction , and therefore has the potential to moduce customer loyalty , influence expectations and create emotional bands with customers. This the Customer of is why many service organizations perceive journey" to be at the core their process design. In mapping come processes , we won't find an external automer , but only an internal one. Also in this case is important to identify the level of visibility of the activities inside the to the better because at the process , in ader manage activity in a way end you will have interaction with an someone , and therefore an evaluation. So , we use a mapping tod to identify the different activities inside the process. After that , level we want to determine the visibility and degree of presence inside the activity of the customer , internal a external (continua can LONG-THIN e SHORT-FAT) SMOOTHING WITH INVENTORIES between It is the more balanced strategy , in capacity-leading and capacity-lagging that the to inventary strategies , means using excess capacity in one period produce that supplies the under copacity period. The production starts after a small period , and the strategy is a mis of capacity-leading Sometimes the has the warehouse and capacity-lagging. company come products in and the ustomer sometimes must wait for a small period. The over-production of are period is the used to cover under-copacity of the next period WHERE SHOULD OPERATIONS BE LOCATED ! It depends on multiple factors : the sit should be close to the market, because this would Location CUSTOMERs production · Of : be decrease logistic carts (for example , a production for the American market could done in Mexico) · COST FACTOR : every country is different in terms of casts · CAPITAL REquiREMENTS alle how the market will · Future FLExiBILITY : Ale company should be to understand change plant which and take advantages from it. For example , opening a in a country is develing very fast could be a good idea. · RISk FACTORS : identify which could be the problem for the plant in future (a war , changing in the laws.... ). The manager should create different scenarios to understand how the would behave in the specific scenario happens company case. a BUSINESS PROCESS (RE) ENGINEERING (END-TO-END) number Theoretically , in large organizations there must be almost an infinite of waye that activities be collected and resources could together as distinct. processes One way of redefining the boundaries and responsibilities of processes is to consider the "end-to-end" set of activities that satisfy defined customer needs. Think about the various ways in which will a business satisfies its customers. Many different activities and resources probably contribute to of its products authorities "producing" each and services. Some recommend to grouping the activities and resources together in an end-to-end manner satisfy race defined customer need. This approach is closely identified with the "business process engineering" lo re-engineering) movement.  GAPS IN SUPPLY CHAin From the mismatch between how customers and suppliers both what is required and how the perceive relationship is performing , a key possible gaps are identified : what the thinks the customer wants the · Requirements perception GAp : between supplier , and what customer really wants (mistake in communication with the customer between has the how the customer · Fulfilment perception Gap : supplihe thinke it is performing , and thinks the supplier is performing · Supplier improvement Gap : between what the customer really wants , and how the customer thinks the supplier is performing · supplier Performance GAp : between what the supplier thinks the customer wants , and how Le thinks he is performing LONG-THIN AND SHORT-FAT the In long-thin configuration , the largest activity is the one that fixes the hythm of production (the takt time the perfect time to create the product the request of the market) , , considering The advantages of the series-dominated (long-thin) configuration are : · a more controlled flow (the process in relatively easy to manage · simple materiale handling · lover capital requirements (if a special piece of equipment is needed for ane element in the Job , only ore piece would need to be purchased · more efficient operation (higher propation of direct productive wak for the person at each stage the short-fat configuration the bet In , process is assigned to every waker , every waker is realizing the entire process The advantages of parallel-dominated (short-fat) configuration one : · higher mix flexibility (each stage could specialize in a different type of product/service · higher volume flexibility (as volume varies , stages can be closed down a started up · higher volustness (it would cease operative completely · les monotonous wark (same tasko repeated less tice) If we want to apply the short-fat configuration we need flexible and skilled workers , able to perform every stage of the process DISADVANTAGES OF SHORT-FAT related Disadvantages are to : · communication overhead (parallel tasxs often require frequent communication to synchronite datal (incases inpredictable load balancing issues where workloads dynamic maintaing · are or an , even load balance can be difficult) · scalability problems (the performance gains may diminich due to increased communication and syncaranization costs) · synchranization and coordination (managing synchranization between parallet tasks can be complex and erra-mone · shared resource · cost implication (maintaing and managing a parallel-dominated system can be marc resource-inter sive in terms of both time and financial cat) TEMERA ( + DiciTAL PASSPORT) Temera is a leader company for IOT services in luxury markets. They create and manage software fa traceability. What is digital passport ? RFiD in the product that send to web with all the a you a page materials implemented info the origins of first its The on the product and. one was in Bottega Veneta bag that had tag inside that could a be scanned with a phane. It is called passport because originally there was a physical passport inside the product with the about material information origino. Temera uses : · RFID S · UNF · NFC · Blockchain and NFTs · loT · As-fashion DAB PUMPS The company cares about the people wellbling , it uses gen space offices , and offers the from home posibility to work (wak-life balance). It of makes a mi learn and agile management. It uses milk runs for suppliere