Aprende a analizar y a mejorar los procesos empresariales en servicios o en la industria. Aprende cómo incrementar la productividad y a ofrecer niveles de calidad mayores. Después de que finalices con éxito este curso, podrás aplicar estas habilidades en un reto empresarial del mundo real como parte de la Programa Especializado de Fundamentos Empresariales de Wharton.
Encontrando el cuello de la botella
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Do curso por University of Pennsylvania
Introducción a la Gestión de Operaciones
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Análisis de Procesos
En este módulo aprenderás a identificar elementos clave del proceso de análisis: caudales y tiempos, cómo descubrir cuellos de botella, cómo optimizar la mano de obra y el inventario, y cómo manejar la complejidad de varias unidades de flujo. Al final de este módulo, serás capaz de desglosar operaciones en procesos que podrán ser mejorados, para maximizar los beneficios y la eficiencia.
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Christian TerwieschAndrew M. Heller Professor at the Wharton School, Senior Fellow Leonard Davis Institute for Health Economics Co-Director, Mack Institute of Innovation Management
The Wharton School
After defining inventory as the number of flow units in the system, it will
rate the number of flow units flowing through the system per unit of time.
And flow time to time it takes the flow unit from entering the system
to leaving the system.
The purpose of this session is to find out what are the drivers behind the three
variables.
In this session we will introduce the concept of a bottle neck,
which is probably the most important definition of this course.
We'll also talk about process flow diagrams,
which are really maps describing how the flow units goes from being
an input into the process, from leaving the process as a finished unit of output.
To see these concepts in action, I would like you to join me once again and
let's take a walk together over to our local Subway restaurant and
see how the operations now look inside the restaurant.
Now time to go inside the restaurant.
From some training materials that Subway kindly shared with me,
I now know that there are a couple of tasks that need to be carried out in order
to make a sandwich.
In this picture here you see how there are three workers,
three stations that are making Subway sandwiches in the store, at this hour.
The work starts at station one with greeting the customers.
That takes four seconds, followed by five seconds to take the order.
If we add up the activities that are carried out by the first station.
We get a total time for four plus five plus four plus three plus twelve plus
nine, which is equal to 37 seconds per customer.
We refer to this time as the processing time.
Notice the processing times are always expressed in seconds per customer.
So more generally in units of time per flow unit.
In the same way I can compute that it is just taking 46 seconds
per customer at station two and
37 seconds per customer at station three.
Again, those numbers are called the Activity Times.
Throughout this course I will use the words activity time and
processing time interchangeably.
So pardon the ambiguity when I just said activity times,
I really was thinking about processing times.
So, be aware of that in the future.
Activity times and processing times are one and the same thing.
I want to be a little bit of hand waving here around the toasting activity.
Keeping in mind, that toasting doesn't require the direct hands on work
by a worker, but instead is automated to a toaster.
If there should be a limited amount of toasting capacity, that is, indeed,
something that we would consider, but for now, I'll be hand-waving over this matter.
Now, this is pretty useful,
because now we know that there are three workers carrying out the work.
We know all the things that need to be carried out to make a sandwich.
And we know that the total time it takes to make a sandwich is 37,
plus 46 seconds, plus 37 seconds.
Now let me propose a slightly different representation of the same data.
This way we can draw a little picture
that captures the flow of the flow unit through the process here at Subway.
This picture is called the process flow diagram.
Our experience at Subway starts at the waiting line and
in general we will refer with triangles
as the picture's capturing wherever there's waiting lines or inventory.
Boxes will capture activities.
And so we know that the processing time, that's the first box, is
going to be 37 seconds per unit.
The work is then handed off to the next worker, which might potentially include
some delay, that's why I draw a little triangle here,
where there are another 46 seconds of work.
From there, potentially another little waiting before you hit the checkout,
there is the third station where again we're going to have 37 seconds per unit.
Finally, the customer is served and can happily leave the restaurant.
Now I've redrawn this process flow diagram here in PowerPoint to get rid of my
ugly handwriting.
Just to iterate the symbols, the triangle stands for flow units waiting.
Arrows capture the flow of the flow units and boxes capture the resources that
are carrying out the activities in the process flow.
Now, let me, at this point, refer you to an important difference between
project management and process management.
Process management, the topic of this course,
is all about doing things repeatedly.
You want to serve hundreds and hundreds of customers over the day.
And at this point I'm primarily interested in computing the flow of customers through
the process.
It turns out that for the flow of customers through the process, it doesn't
matter whether we work stations one, two or three sequentially or in parallel.
If all you have to do is make one sandwich it would be lovely to, for
example leaving out the customer, just station three in parallel
to station one and two, but at the end of the day every customer here
on the flow has to go through station one, two and three.
And so we are not going to serve any more customers by working in parallel.
Now we're ready for some definitions.
You've already seen the concept of the processing time which captures how long
a resource takes to serve a flow unit.
For example, session two in our previous setting
has a processing time of 46 seconds per customer.
Next we define the capacity of the resource as one over the processing time.
In our case one over 46,
and now careful with the units that is customers per second.
Now in casual English you would typically not say that a worker has a capacity of
serving a 46th of a customer per second.
If you want to make this something easier to imagine, just multiply this by
the 3,600 seconds that there are in an hour and you see that the worker here
at station two is able to serve roughly some 78 customers per hour.
Now this is a case where you would have just one person working at a resource.
If they are multiple persons or
multiple machines carrying out the same work, we define the capacity as M,
the number of parallel resources, M divided by the processing time.
Now the chain is only as strong as it's weakest link and if we ask ourself how
much capacity the entire restaurant has, we are going to look for
the capacity of each individual step and we will then pick the lowest capacity.
This is the idea behind the concept of a bottleneck.
The bottleneck is the step with the lowest capacity.
Next we want to figure out the flow rate.
We already defined the flow rate as the number of customers going through
the process per unit of time.
But there can never by definition be more flow through the process
than we have capacity at the bottleneck.
However there might be situation when even the bottleneck has some excess capacity.
Those are situations where we have insufficient demand.
In of hours late at night,
early morning, we might just not have the demand rate to keep the bottleneck busy.
And so the flow rate is defined as the minimum between demand and
process capacity.
We can then compute the utilization of a resource.
As a ratio between the flow rate and the capacity.
Now, remember the flow rate captures the flow.
Meaning it captures how much work a resource is currently
doing versus a capacity which really
measure how much work the resource could be doing if it worked all out.
Just to reiterate, we already had defined in a previous session the flow time.
The time it takes a flow unit to go through the process and
the inventory, the number of flow units in the system.
Now its time to excel and practice our new definitions.
Lets start with the processing times.
Station one has a processing time of 37 seconds, station two of 46,
station three 37 seconds, and all of this is expressed in seconds per unit.
We then solve that the capacity is defined
as one over the processing time.
And this is now expressed in units per second.
If you want to get to the capacity per hour.
We simply multiply the previous number with 3600.
And this is now expressed in units per hour.
Next, we define the process capacity as
the minimum of these capacities above,
which in this case is driven here by 78.26.
Now, the flow rate is the minimum between demand and capacity.
Let's say for
sake of argument that we have a demand through the process of 50 units per hour.
With 50 customers per hour we can then compute the utilization of,
remember the definition, we're dividing the flow rate.
In this case it would be demand, flow rate, divided by the capacity,
which gives us a utilization of 51% at the first station.
You'll notice that the utilization is higher at the second station,
the bottleneck was 63%.
And then again it's 51% at the last station.
If there is more demand coming our way, so if we improve here the demand
rate from 50 to 60, the utilization goes up.
Notice that according to our definition though, the utilization can never exceed
100% Because the flow rate is the minimum between demand and capacity.
In this session I threw a lot of vocabulary.
We saw how resources and workers have processing times.
How we can use the processing times to compute capacity levels and
how the resource with the lowest capacity in the process is called the bottleneck.
We also introduced the measure of utilization.
Together, these calculations help us to determine the flow rate of the process
without actually observing the process in action.
In the last sessions, we just sat there at Subway and
counted customers to compute the customers served per hour.
Now we are actually able to just predict the flow rate
by simply knowing the processing times, the staffing level, and the demand rate.
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