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Product

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PD determined by competitive strategy. Avg. 60 70% of profits come from newest products. ... Flu Shots (Discrete) Product-Focused Strategy. Pros & Cons. Advantages ... – PowerPoint PPT presentation

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Title: Product


1
Product Process Design
  • BUSM 361

2
Product Design
  • WHAT to produce
  • PD determined by competitive strategy
  • Avg. 60 70 of profits come from newest
    products.
  • Profit life cycle
  • Calculators
  • Computers
  • DVDs
  • Much of engineering product design
  • Managements job is to make choices.
  • Based on what?

3
Product Robustness
4
Expected Monetary Value
5
Process Design
  • HOW to produce
  • PD determined by competitive strategy
  • Process continuum
  • Customization vs. Volume
  • Response vs. cost

6
Process Continuum
7
Process-Focused Strategy(high variety / low
volume)
8
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)

9
Product-Focused Strategy(low variety / high
volume)
10
Product-Focused Strategy Pros Cons
  • Advantages
  • Lower variable cost per unit
  • Lower but more specialized labor skills
  • Easier production planning and control
  • Higher equipment utilization (70 to 90)
  • Disadvantages
  • Lower product flexibility
  • More specialized equipment
  • Usually higher capital investment

11
Repetitive-Focused Strategy (some variety /
moderate volume)
12
Capacity
  • Why dont you drive your Ferrari 200mph at all
    times?
  • What is the optimal hotel occupancy?

13
Capacity
  • Capacity Total Output under perfect conditions
  • Effective Capacity Some of Perfection
  • Efficiency Actual Output ? Effective Capacity
  • Expected Capacity Capacity X Effective X
    Efficiency

14
Managing Existing Capacity
Capacity Management
Demand Management
  • Vary prices
  • Vary promotion
  • Change lead times(e.g., backorders)
  • Offer complementary products
  • Vary staffing
  • Change equipment processes
  • Change methods
  • Redesign the product for faster processing

15
Complementary Products
16
Tools for Managing Capacity
  • Forecasting (chap. 4)
  • EMV (chap. 5)
  • Expected Capacity (prob. 7.10)
  • Break Even Point (prob. 7.22)
  • Net Present Value
  • Annuity prob. 7.31
  • Varying income stream prob. 7.38
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