Organizacion

PREGUNTAS 1.

¿Cuáles son las siete

1) 2) 3) 4) 5) 6) 7)

estrategias de distribución presentadas en este capítulo?

Posición fija o el diseño del proyecto Distribución orientada al producto La distribución del almacén Disposición al por menor Orientados a productos / diseño repetitivo Diseño de oficina Células de trabajo

2. ¿Cuáles son los tres ffactores actores que complican la distribución de posición fija?

1) Existe un espacio limitado en casi todos los sitios. 2) En las diferentes etapas de un proyecto se necesitan distintos materiales por lo tanto los artículos distintos se vuelven críticos a medida que el proyecto avanza. 3) El volumen de los materiales necesarios es dinámico. 3. ¿Cuáles son las ventajas y desventajas de la distribución del proceso? Ventajas: Permite manejar una gran variedad de productos y servicios, especialmente en términos de lotes o   porciones de trabajo Posee considerable flexibilidad con respecto a equipamiento y asignación de labores.  Desventajas: Uso de propósito general del equipo.  Los pedidos toman más tiempo para moverse a través del sistema debido a su difícil programación,  las cambiantes preparaciones, y el manejo único de materiales. El equipo de propósito general requiere mano de obra calificada y grandes inventarios de trabajo en   proceso debido a la falta de balanceo en el proceso de producción. La mano de obra calificada ca lificada también aumenta el nivel de capacitación y experiencia requerido, además  los altos niveles de inventario de trabajo en proceso incrementan la inversión de capital.

4. ¿De qué forma podría un analista obtener datos y determinar el número de viajes en: a) Un hospital? La documentación del movimiento en un hospital, puede ser registrada a partir de las órdenes emitidas  por un doctor a sus pacientes pacientes indicando las pruebas y procedimientos a los que deben someterse. b) Un taller de maquinado?

La documentación del movimiento en un taller de maquinado, puede ser registrada a partir de las órdenes y procedimientos de operación que debe seguir el producto a través de la tienda. c)

¿Un taller de reparación de automóviles? La documentación del movimiento en un taller de reparación de autos, puede ser registrada a partir de las reparaciones, partes y labores que se emplean en un trabajo particular donde los viajes son necesarios.

5. ¿Cuáles son las ventajas y desventajas de la distribución orientada al producto?

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Ventajas:  El uso de equipo especial puede hacer que el proceso global más eficiente.  Cargas de trabajo individuales por lo general se pueden hacer a ser relativamente equivalente.  Por lo general resulta en un bajo costo variable por unidad.  Se tiende a mantener costos de manejo de materiales relativamente baja  Se reduce el trabajo de los inventarios de procesos  Que hace que el entrenamiento y supervisión más fácil que con otras estrategias de diseño. Desventajas:  Es necesario un gran volumen debido a la gran inversión necesaria para configurar el proceso de  Paro en cualquier lazo de apuntar hacia arriba toda la operación pr oducción  Hay una falta de flexibilidad en el manejo de una variedad de productos o las tasas de producción 6. ¿Cuáles son los cuatro supuestos (o condiciones previas) para establecer la distribución orientada a productos de alto volumen y baja variedad? - El volumen es adecuado para la utilización exhaustiva del equipo. - La demanda del producto es lo suficientemente estable como para justificar una gran inversión en equipo especializado. - El producto es estandarizado o se acerca a una fase de su ciclo de vida que justifica su inversión en equipo especializado. - El suministro de materias primas y componentes es adecuado y de calidad uniforme (apropiadamente estandarizado) para asegurar que funcionará con el equipo especializado. 7. ¿Cuáles son las tres formas de células de trabajo que se analizan en este libro? 1) Célula de trabajo 2) Centro de trabajo enfocado 3) Fábrica enfocada 8. ¿Cuáles son las ventajas y desventajas de las células de trabajo? Ventajas: - Reducción del inventario de trabajo en proceso. - Menos espacio de piso en la planta. - Reducción de inventarios de materia prima y productos terminados. - Reducción del costo por mano de obra directa. - Aumento del sentido de participación del empleado en la organización y el producto. - Mayor utilización de equipo y maquinaria. - Reducción de la inversión en maquinaria y equipo. Desventajas: - Se requiere un alto volumen debido a la gran inversión necesaria para establecer el proceso. - Falta de flexibilidad cuando se maneja una variedad de productos o tasas de producción. - Cuando se detiene el proceso en cualquier parte se detiene toda la operación. - Requiere el uso de tecnología de grupo. - Se requiere un alto nivel de formación y flexibilidad por parte de los empleados. 9. ¿Cuáles son los requerimientos para que un centro de trabajo enfocado o una fábrica enfocada

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10. ¿Cuáles son las dos tendencias principales que influyen en la distribución de oficinas? 1) La tecnología, como teléfonos celulares, iPods, aparatos de fax, internet, computadoras portátiles y agendas electrónicas hace posible una creciente flexibilidad en la distribución mediante el movimiento electrónico de la información. 2) Las compañías modernas crean necesidades dinámicas para el espacio y los servicios. 11. ¿Cuáles son las variables de distribución que usted consideraría particularmente importantes en la distribución de una oficina donde se escriben programas de cómputo? - Facilidad de comunicación - Provisión de privacidad y tranquilidad en el ambiente de trabajo - Iluminación - Consideración de problemas de factor humano en la distribución de equipos y construcción 12. ¿Qué innovaciones ha notado recientemente en la distribución de las t iendas? Algunas cadenas de supermercados, han separado por secciones y establecido rutas a través de sus tiendas. De esta manera se maneja con mayor facilidad los grandes volúmenes de clientes y a su vez les permite a éstos, visualizar todos los productos. 13. ¿Cuáles son las variables que un administrador puede puede manipular en la distribución de una tienda? Las variables de diseño de tienda al por menor que un administrador puede manipular son: Disposición general o un patrón en toda la tienda  La asignación de espacio para productos individuales  14. ¿Qué significa almacenamiento aleatorio?

Se usa en los almacenes para colocar los artículos donde haya una ubicación abierta 16. ¿Qué información es necesaria para que funcione f uncione el almacenamiento aleatorio? - Mantener una lista de lugares “vacíos”. - Mantener registros precisos del inventario existente y de su ubicación. - Poner en secuencia los artículos de los pedidos para minimizar el tiempo de traslado requerido para “recoger” pedidos. - Combinar pedidos para reducir los tiempos de recolección. - Asignar ciertos artículos o clases de artículos, como los de alto uso, a áreas particulares del almacén  para minimizar la distancia total total recorrida. 17. Explique el concepto de almacenamiento almacenamiento cruzado.

Significa que las unidades no se ponen en almacenamiento en una instalación de almacenamiento intermedio. Las unidades están etiquetadas con precisión antes de su envío con la información necesaria  para identificar el destino final de modo que cuando llegan a un almacén intermedio o punto de distribución, se deben deben trasladar inmediatamente inmediatamente a la plataforma de embarque embarque para ser transmitidas a ese destino final. 18. ¿Qué es una técnica heurística? Mencione algunas técnicas heurísticas que puedan usarse en el

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- Tiempo más largo para una tarea - Más tareas subsecuentes; - Ponderación de la posición - Tiempo más corto para una tarea - Menor número de EJERCICIOS 1. El taller de trabajo de Michael Plumb tiene cuatro áreas de trabajo, A, B, C y D. Las distancias en pies entre los centros de las áreas de trabajo son:

Las piezas de trabajo movidas, en cantidades de cientos por semana, entre los distintos pares de áreas de trabajo son:

A Michael le cuesta $1 mover 1 pieza de trabajo 1 pie. ¿Cuál es el costo semanal de la distribución por manejo de material?

Movimientos = (4×8)+ (9×7)+ (7×4)+ (6×3)+ (8×2)+ (10×6) =217 *100semana *100se mana Movimientos= 21,700 por semana Costoo del movimiento = 21,700×$1 = $21,700 2. Un taller de trabajo de Missouri tiene cuatro departamentos maquinado maquinado (M), inmersión en un baño químico (I), acabado (A) y revestido r evestido (R) asignados a cuatro áreas de trabajo. La administradora de operaciones, Mary Marrs, ha recopilado los siguientes datos acerca de cómo está distribuido este taller de trabajo en la actualidad (Plan A).

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Mover 1 pieza de trabajo 1 pie en el taller de trabajo cuesta $0.50. La meta de Marrs es encontrar una distribución que tenga el menor costo por manejo de material. a) Determine el costo de la distribución actual, actual, Plan A, a partir de los datos anteriores.

 

  = =

1 (600×20 600×20)) + (1800×12 1800×12)) + (200×8 200×8)) + (400×6 400×6)) + (200×10 200×10)) +(1800×4)  1 1  4680 468000 46800×0.5 b) Una alternativa consiste en intercambiar los departamentos que tienen cargas altas, es decir, acabado (A) y revestido (R), lo cual altera la distancia entre ellos y maquinado (M) e inmersión (I) de la manera siguiente:

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41200×0.5 c) Marrs ahora quiere que usted evalúe el siguiente plan llamado C, el cual también intercambia a maquinado (M) e inmersión (I).

1 (600×20 600×20)) + (1800×10 1800×10)) + (200×6 200×6)) + (400×8 400×8)) + (200×12 200×12)) +(1800×4)  1 1  4400 440000 44000×0.5 d) ¿Cuál distribución es la mejor desde una perspectiva de costo? La mejor distribución es la B 3. Tres departamentos maquinado maquinado (M), perforado (P) y aserrado (S) se asignan a tres áreas de trabajo en el taller de maquinado de Samuel Smith en Baltimore. El número de piezas de trabajo movidas al día y la distancia en pies entre los centros de las áreas de trabajo se muestran a continuación.

Mover 1 pieza de trabajo 1 pie cuesta $2. ¿Cuál es el costo?

  (23∗10) 23∗10) + (32∗5) 32∗5) + (20∗8) 20∗8) 230+160+160 550 550∗2$1100 4. Roy Creasey Enterprises, un taller de maquinado, maquinado, planea cambiarse a un lugar nuevo, más grande.

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Su supervisor ha concluido un estudio sobre el número de cargas de material que se han movido de un proceso a otro en el edificio actual durante un mes. Esta información está contenida en la matriz de flujo que se presenta a continuación.

Por último, Creasey ha desarrollado la siguiente matriz para indicar las distancias entre las áreas de trabajo mostradas en el esquema del edificio.

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Sección M-S

Distancia 20

Cantidad 125

2500

M - Ta

40

75

3000

M-E

40

50

2000

M-D S - To

60 40

60 75

3600 3000

Ta - E

40

150

6000

Ta - D

20

20

400

To - E

20

20

400 20900

Total

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M-S

20

125

2500

M - Ta M-E

40 20

75 50

3000 1000

M-D

20

60

1200

S - To

20

75

1500

Ta - E

20

150

3000

Ta - D

20

20

400

To - E

20

20

400

Total

13000

Siendo ésta, la distribución adecuada.

5. La inscripción en Southern University siempre ha sido una temporada de emoción, conmoción y filas. Los estudiantes deben desplazarse entre cuatro estaciones para completar el proceso

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CARGA POR DISTANCIA

A -> B = 450 X30= 13500 A -> C = 550 X60=33000 A -> D = 50 X90= 4500 B-> A = 350 X30= 10500 B -> C = 200 X30= 6000 C -> D= 750 X30= 22500 TOTAL= 90000 b. Proporcione una distribución mejorada y calcule su costo por movimiento. Nueva distribcuino propuesta hago una dstribicon de mejor carga a los pasos B->C B -> A -> C -> D

A -> B = 450 X30= 13500 A -> C = 550 X30=16500 A -> D = 50 X60= 3000 B-> A = 350 X30= 10500 B -> C = 200 X60= 12000 C -> D= 750 X30= 22500 TOTAL= 78000 6. Usted acaba de ser contratado como director de operaciones de Reid Chocolates, un proveedor de dulces extremadamente finos. Reid Chocolates está considerando dos distribuciones de cocina para su departamento de creación de recetas y pruebas. La estrategia es proporcionar la mejor distribución de cocina posible con el propósito de que los ingenieros en alimentos puedan dedicar su tiempo y energía a mejorar los productos, sin desperdiciar su esfuerzo en la cocina. Le han pedido a usted evaluar las dos distribuciones de cocina siguientes y preparar una recomendación para su jefe, el señor Reid, para que él pueda autorizar el contrato de construcción de las cocinas.

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1 2 3 4 5

0 5 3 3 0

8 0 12 0 8

13 3 0 0 4

0 3 4 0 10

0 8 0 5 0

1 2 3 4 5

1 0 5 3 3 0

2 8 0 12 0 8

3 13 3 0 0 4

4 0 3 4 0 10

5 0 8 0 5 0

3 12 3 0 4 4

4 12 4 4 0 3

5 4 4 4 3 0

 

   609 = =

Distribución #2 Matriz de viajes 1 2 3 0 8 13 1 5 0 3 2 3 12 0 3 3 0 0 4 0 8 4 5

4 0 3 4 0 10

5 0 8 0 5 0

Matriz de distancias 1 2 0 4 1 4 0 2 12 3 3 12 4 4 4 4 5

 

   478 = =

La distribución dos consume menos recursos que la distribución uno 7. Reid Chocolates (vea el problema 9.6) está considerando una tercera distribución, como se muestra enseguida. Evalúe su efectividad de acuerdo con la distancia recorrida en pies.

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∗600 8. Reid Chocolates (vea los problemas 9.6 y 9.7) tiene dos distribuciones más por considerar. a) La distribución 4 que se muestra a continuación. ¿Cuál es la distancia total del recorrido?

Matriz número de viajes Hasta

Refrig.

Mesa

Fregadero

Alacena

Estufa

1

2

3

4

5

Desde Refrig.

1

0

8

13

0

0

Mesa

2

5

0

3

3

8

Fregadero

3

3

12

0

4

0

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Matriz número de viajes Hasta

Refrig.

Mesa

Fregadero

Alacena

Estufa

1

2

3

4

5

Desde Refrig.

1

0

8

13

0

0

Mesa

2

5

0

3

3

8

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a) Asigne los procesos a las áreas de trabajo, de manera que se minimice el flujo total, mediante un método que coloque las áreas con mayor flujo como adyacentes entre sí. Areas de mayor flujo adyacentes pueden tomarse de dos maneras B-C-A-D-F-E= 47900 Segunda manera de asigancion A-D-F-E-B-C= 44440 b)

¿Qué asignación minimiza el flujo de tráfico total? La mejor solucion esta dada por la asigancion, ya que el trafico de flujo totoa se redujo en comparacion a las anteriores:

A-D-F-C-B-E= 43880 10. Después de realizar un extenso análisis de producto usando tecnología de grupos, Bob Burlein ha identificado un producto que considera debe sacarse de su instalación de proceso y manejarse en

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11. Stanford Rosenberg Electronics quiere establecer una línea de ensamble para producir un nuevo artículo, el pequeño asistente personal (PLA). Las tareas, los tiempos de las tareas, y los predecesores inmediatos para las tareas se muestran en la tabla siguiente:

La meta de Rosenberg es producir 180 PLA por hora. a) ¿Cuál es el tiempo del ciclo?

  60∗60 180 20

b) ¿Cuál es el mínimo teórico para el número de e staciones de trabajo que Rosenberg puede lograr en esta línea de ensamble?

  60 20  3

c) ¿En realidad puede alcanzarse el mínimo teórico cuando se asignan estaciones de trabajo? Si es posible si se asigna Ay C a la estación 1; B y D en la estación 2; y E a la estación 3. 12. South Carolina Furniture, Inc., produce todo tipo de muebles para oficina. La “secretarial ejecutiva” es una silla diseñada usando ergonomía ergonomía que ofrece comodidad durante largas horas de trabajo. La silla se vende en $130. Hay 480 minutos disponibles disponibles durante el día y la demanda diaria

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  48050 /    9.6 / c) ¿Cuál es el número mínimo teórico de estaciones de trabajo?

+ 6 + 7 + 8 + 6 ()  5.104  ú. ú.í í   4 + 7 + 6 +9.65/  ú.í ú. í  ≈ 6    d) Asigne las tareas a las estaciones de trabajo.

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Tiempo ocioso Est. 1

4

Est. 2 Est. 3

1 2

Est. 4

3

Est. 5

2

Est. 6

1

Est. 7

0

Est. 8

2 15

  60      8 480 / 

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a) ¿Cuál es el mínimo teórico para el número más pequeño de estaciones de trabajo que Gibson puede lograr en esta línea de ensamble?

    605    ℎ  12 

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a) Dibuje un diagrama de precedencia para esta operación.

b) Dada la demanda, ¿cuál es el tiempo del ciclo para esta operación?

ó   40× 40 × 60 × 60                 / /  4800 

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a) Dibuje el diagrama de precedencia adecuado para esta línea de producción. producción. b) Asigne las tareas a las estaciones de trabajo y determine cuánto tiempo ocioso está presente en

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25       5     ∗ 6   0.8333     83.3 83.333 %

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F G H I TOTAL

1 1 2 1 13

C D,E,F B G,H

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c) Con un tiempo del ciclo de 10 minutos, ¿cuál es el número mínimo teórico de estaciones de trabajo con el que la línea se puede balancear?

50/  5  # 10/  

d) Con un tiempo del ciclo de 10 minutos y seis estaciones de trabajo, ¿cuál es la eficiencia?

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Cálculo teórico

28       4    ∗ 7    1

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