Flowchart: Keyless entry fob
University of Phoenix
OPS/GM571
November 20, 2012

Flowchart: Keyless entry fob
Operations management has benefits such as cost reduction, increased profitability, and increased customer satisfaction. For a global company with different suppliers, a well-defined process design can mean the difference between profit and loss. A flowchart gives a simplified, easy to understand overview of the processes. From this every step can be analyzed to determine possible improvements in the process design.
The flowchart
For this flowchart (attachment 1), the control chip (component A) will be supplied by China, the rolling transmitter (component B) by Japan, the plastic housing (component C), by Taiwan, and the key ring (component D), by India. Using standard flowchart symbols, as described by Chase, Jacobs & Aquilano (2006), a waiting area, as depicted by the inverted triangle, will be receiving all parts ordered, to be present before assembly of the keyless entry fob can begin. This can also act as a buffer zone for parts, to minimize the negative effects of poor supply by the manufacturer.
Factors affecting the process design.
Different factors that may affect the design process could be the supply time by different suppliers, and the on-hand quantity of each of the different components. If a specific supplier cannot deliver a component timeously, vendors need to be changed, or a larger buffer time period may need to be introduced (although this may have a negative effect on company cashflow).
Quantitative measurement
The success of the flowchart can be measured by measuring the time from placing the order, to successful completion of the keyless entry fob, and minimizing out-of-stock situations both to customers, and from suppliers. This is in line with Bearnon (1998), who states that measures can be used categorize cost or profit measurement, and measure of customer satisfaction.

References
Bearnon, B.M. (1998, August). Supply chain design and analysis: Models and methods. International Journal of Production Economics, 55(3), 281-294. doi:http://dx.doi.org/10.1016/S0925-5273(98)00079-6
Chase, R. B., Jacobs, F. R., & Aquilano, N. J. (2006). Operations management for competitive advantage (11th ed.). Boston: McGraw Hill/Irwin.