presentation on PROCESS,REPITATIVE,PRODUCT,MASS STRATEGY

2. Group Members
(INTRODUCTION PROCESS STRATEGY &
PROCESS FOCUS)
NABEEL SHAHID (REPITATIVE
STRATEGY)
MUHAMMAD SHAKEEL (PRODUCT
STRATEGY)
ZAHEER NAZEER (MASS
CUSTOMIZATION)

3. Definition Of Process Strategy
A process strategy is an organization’s
approach to transforming resources into
goods and Services,
Objective of Process Strategy
The objective of a process strategy is to
build a production process that meet
customer requirement and product
specification, within cost and other
managerial constrains.

4. Process Strategies
 How to produce a product or
provide a service that
 Meets or exceeds customer
requirements
 Meets cost and managerial goals
 Has long term effects on
 Efficiency and production flexibility
 Costs and quality

5. Process Strategies
Four basic strategies
 Process focus
 Repetitive focus
 Product focus
 Mass customization
Within these basic strategies there
are many ways they may be
implemented

6. Definition Of Process Focus
“A production facility organized around
process to facilitate low volume, high
variety production”.
Low volume , high variety products in
places called “ Job Shops”

7. Process Focus
 Facilities are organized around specific
activities or processes
 General purpose equipment and
skilled personnel
 High degree of product flexibility
 Typically high costs and low
equipment utilization
 Product flows may vary considerably
making planning and scheduling a
challenge

8. Process Focus
Many
inputs
High
variety
of
outputs
Print Shop

9. Process-Focused Strategy Examples
Bank
© 1995 Corel Corp.
Machin
e Shop© 1995 Corel Corp.
Hospital
© 1995
Corel
Corp.

10. Process Focused Strategy -
Pros & Cons
 Advantages
◦ Greater product flexibility
◦ More general purpose equipment
◦ Lower initial capital investment
 Disadvantages
◦ More highly trained personnel
◦ More difficult production planning & control
◦ Low equipment utilization (5% to 25%)

12. Copy Cat Print company is a full service digital
printer located in downtown Greenfield. our
service since 1985.
The Greenfield store is the only Copy Cat still
owned by the original owners, Reza and
Jennifer Shafii.
 We offer digital color copies, binding,
laminating, oversized copies, and much more.

13. You can order online and we will
deliver it to you with a smile.
Dealing with a local business with the
ability to order online, at very
competitive pricing, makes us a unique
and trusted source for all your printing
needs.
 Copy Cat Greenfield has been serving
the local clients since 1992.

14. Shipping
Customer
Customer sales
representative
take order
Prepress Department
(Prepare printing plates
and negatives)
Printing Department
Collating
Department
Gluing, binding,
stapling, labeling
Polywrap
Department
Purchasing
(order inks, paper,
other supplies)
Vendors
Receiving
Warehousing
(ink, paper, etc.)
Accounting
Information flow
Material flow

17. A leader in Healthcare for over 100
years, Philips is one of the world’s
leading manufacturers and suppliers
of medical equipment and related
services that improve people’s health
and well-being. We have the best
and top-of-the-range medical diagnostic
equipment in 100 COUNTRIES
helping surgeons in the battle
against heart disease and cancer.

19.  Philips Medical Systems, a division of
Royal Philips Electronics, with
headquarters in the Netherlands and the
United States, is one of the world’s
largest healthcare companies.
 supplying diagnostic imaging equipment,
including X-ray, magnetic resonance,
computed tomography, nuclear
medicine, positron emission
tomography, and ultrasound
systems.

20.  Since the late 1990s, the medical
division has grown rapidly, more than
doubling Its sales between 2000 and
2005
 Philips Medical Systems now employs
30,000 people and distributes products
in over 100 countries.
 In the early years beginning
1948,PAKISTAN

21. customer
Take order
purchasing warehouse
Prepress Department
Specification
add in
Finished
product
packing
Shipping

22. REPETITIVE STRATEGY
Repetitive focus is
essentially a customary
assemblage line that
utilizes modules that are
organized earlier than
production set in motion.

23.  Facilities often organized as
assembly lines
 Parts and assemblies made
previously
 Combined for many output options
 Less flexibility than process-focused
 More efficient
REPETITIVE FOCUS

24. Repetitive Focus
Raw
materials
and
module
inputs
Modules
combined
for many
output
options
Few
modules
Automobile Assembly Line

25.  1903 – William S. Harley and the Davidson brothers – Walter and
Arthur – handcraft their first three motorcycles in Milwaukee, Wis.
William A. Davidson later joins the enterprise.
 Harley is the only major American Manufacturer of heavy weight
motor cycles.
 1986 – Entered into American & New York stock exchanges
 2003 – more than 950,000 bikes were sold in U.S & 28 million world
wide

26. Main features
• Harley Davidson Softail Family
eg:narrow seats, tombstone tail lights, full length floor
boards
• Harley Davidson Sportster Family
eg: low-rise handlebars, bullet style headlight.
• Harley Davidson Touring (Dressers) Family
large windshield & have a full front fairing. leather
saddlebags, optional sidecar, & option to customize.
• Engines
Big V-twins, Small V-twins, and the Revolution engine

29. COCA COLA
INCORPORATE IN 1892 USA
RECIPE INVENTED BY JOHN
STITH PEMBERTON
400 BRAND IN OVER 200
COUNTRIES
PRODUCE CONCENTRATE
CYRUP
SOLD TO FRANCHISES

30. COCA COLA PRODUCTS

33. PRODUCT STRATEGY
Facilities are organized by product
High volume but low variety of products
Long, continuous production runs enable
efficient processes
Typically high fixed cost but low variable
cost
Generally less skilled labor

34. Product Focus
Few
inputs
Output
variations
in size,
shape,
and
packagin
g
Continuous Work Flow

35. BLUM: PERFECTING MOTION
Julius Blum 1 March 1952 in Hickory, North
Carolina.
Currently, BLUM 450,000 square foot building
Provide on-the-job training
first companies in the industry to earn ISO 9001
certification
Europe’s Environmental Management System
(EMAS) criteria

36. PRODUCTS

37. BLUM PRODUCT STRATEGY
 We build quality kitchen hardware for
residential kitchen customers.
 Our customers are young American
families.
 They are interested in materials that are
safe for children and eco-friendly.
 We sell our products through a retail
channel.
 Our products are priced per unit, and are
considered “high-end” hardware solutions.

38. History of Frito lays
 1932,Herman W Lay opened a snack shop
 He purchased the barrette Food Company
 renaming it “H. W . Lay & Company
 Firs potato chip to appear on television 1995
 merged with Pepsi-cola to form “PepsiCo”

39. Product Focus
Facilities are organized by product
High volume but low variety of products
Long, continuous production
Efficient processes
Typically high fixed cost but low variable cost

40. Mass customization
Mass customization is the most complex of
the four processes and present operations
manager to make inspired and destructive
use of organizational resources to put up
the unique requirements of their
consumers.

41. MASS CUSTOMIZATION FOCUS
The rapid, low-cost production of goods
and service
satisfy increasingly unique customer
desires
Combines the flexibility of a process focus
with the efficiency of a product focus

42. General Motors

43. Intro General Motors’’
World’s second largest in us
Head quarter at Detroit, Michigan.
The business has been speeded in about 120 countries.
installed the world's largest rooftop solar power their
Zaragoza Manufacturing Plant
The Zaragoza solar covers about 2,000,000 sq. ft. of
roof besides

44. PROCESS

45.  Launched first car (SA Model) in 1947.
 The Founder name was Kiichiro toyoda.
Introduction On Toyota Motors

46. 3rd largest automotive manufacturer
Headquartered in Toyota City, Aichi
Annual sales of $120 Billion
Produces 5.5 million vehicles per year
From 56 manufacturing plants across
6 continents

47. Best Car of Toyota
Toyota Land Cruiser 200 V8 (the king of roads)
Capacity of seats 7.
Price $90,000 (PKR 9,630,000)
Turbo, Deisel, 4.5l engine , Powerful engine.

48. PROCESS

49. Comparison of Processes
Process
Focus
(Low volume,
high variety)
Repetitive
Focus
(Modular)
Product Focus
(High-volume,
low-variety)
Mass
Customization
(High-volume,
high-variety)
Small
quantity, large
variety of
products
Long runs,
standardized
product made
from modules
Large
quantity, small
variety of
products
Large
quantity, large
variety of
products
General
purpose
equipment
Special
equipment
aids in use of
assembly line
Special
purpose
equipment
Rapid
changeover
on flexible
equipment

50. Comparison of Processes
Process
Focus
(Low volume,
high variety)
Repetitive
Focus
(Modular)
Product Focus
(High-volume,
low-variety)
Mass
Customization
(High-volume,
high-variety)
Operators are
broadly
skilled
Employees
are modestly
trained
Operators are
less broadly
skilled
Flexible
operators are
trained for the
necessary
customization
Many job
instructions
as each job
changes
Repetition
reduces
training and
changes in job
instructions
Few work
orders and job
instructions
because jobs
standardized
Custom
orders require
many job
instructions

51. Comparison of Processes
Process
Focus
(Low volume,
high variety)
Repetitive
Focus
(Modular)
Product Focus
(High-volume,
low-variety)
Mass
Customization
(High-volume,
high-variety)
Raw material
inventories
high
JIT
procurement
techniques
used
Raw material
inventories
are low
Raw material
inventories
are low
Work-in-
process is
high
JIT inventory
techniques
used
Work-in-
process
inventory is
low
Work-in-
process
inventory
driven down
by JIT, lean
production

52. Comparison of Processes
Process
Focus
(Low volume,
high variety)
Repetitive
Focus
(Modular)
Product Focus
(High-volume,
low-variety)
Mass
Customization
(High-volume,
high-variety)
Units move
slowly
through the
plant
Movement is
measured in
hours and
days
Swift
movement of
unit through
the facility is
typical
Goods move
swiftly
through the
facility
Finished
goods made
to order
Finished
goods made
to frequent
forecast
Finished
goods made
to forecast
and stored
Finished
goods often
build-to-order
(BTO)

53. Comparison of Processes
Process
Focus
(Low volume,
high variety)
Repetitive
Focus
(Modular)
Product Focus
(High-volume,
low-variety)
Mass
Customization
(High-volume,
high-variety)
Scheduling is
complex,
trade-offs
between
inventory,
availability,
customer
service
Scheduling
based on
building
various
models from
a variety of
modules to
forecasts
Relatively
simple
scheduling,
establishing
output rate to
meet forecasts
Sophisticated
scheduling
required to
accommodate
custom orders

54. Comparison of Processes
Process
Focus
(Low volume,
high variety)
Repetitive
Focus
(Modular)
Product Focus
(High-volume,
low-variety)
Mass
Customization
(High-volume,
high-variety)
Fixed costs
low, variable
costs high
Fixed costs
dependent on
flexibility of
the facility
Fixed costs
high, variable
costs low
Fixed costs
high, variable
costs must be
low
Costing
estimated
before job,
known only
after the job
Costs usually
known due to
extensive
experience
High fixed
costs mean
costs
dependent on
utilization of
capacity
High fixed
costs and
dynamic
variable costs
make costing
a challenge