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PROCESS MANAGEMENT

Companies begin the process of organizing operations by setting competitive priorities. That is they must determine which of the following eight priorities are to be emphasized as competitive advantages:

1. Low-cost operations 2. High performance design 3. Consistent quality 4. Fast delivery time 5. On-time delivery 6. Development speed 7. Product customization 8. Volume flexibility
Although all eight are obviously desirable, it is usually not possible for an operation to perform significantly better than the competition in more than one or two.

The five key decisions in process management are:

I. Process Choice II. Vertical Integration III. Resource Flexibility IV. Customer Involvement V. Capital Intensity

These decisions are critical to the success of any organization and must be based on determining the best was to support the competitive priorities of the enterprise.

PROCESS CHOICE

The first choice typically faced in process management is that of process choice. Manufacturing and service operations can be characterized as one of the following:

1. Project 2. Job Shop 3. Batch Flow 4. Line Flow 5. Continuous Flow

The nature of these processes are discussed below and summarized in the manufacturing product-process matrix on page 8.

Project Process. Examples of a project process are building a shopping center, planning a major event, running a political campaign, putting together a comprehensive training program, constructing a new hospital, doing management consulting work, or developing a new technology or product. A project process is characterized by a high degree of job customization, the large scope of each project, and the release of substantial resources, once a project is completed. A project process lies at the

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