تدوین استراتژی عملیاتی تولید سه مرحله‌ای بر اساس مدل میلتنبرگ (مورد مطالعه: یک شرکت آب‌معدنی)
محورهای موضوعی : مدیریت صنعتیAbbas Moghbel Baarz 1 , Mohammad Reza Amini 2 , Hamid Reza Khosrowanian 3 , Hamie Yarjanli 4
1 - Assistant Professor, Tarbiat Modares University, Tehran, Iran
2 - M.A in Industrial Management, Tarbiat Modares University, Tehran, Iran
3 - M.A in Industrial Management, Tarbiat Modares University, Tehran, Iran
4 - M.A Student in I.T Management, Tehran Science and Research Branch, Islamic Azad University, Tehran, Iran
کلید واژه: استراتژی تولید, اهرم تولید, سیستم های تولیدی, خروجی تولید, مدل میلتنبرگ, Manufacturing strategy, manufacturing levers, Manufacturing systems, Production output, Miltenburg model,
چکیده مقاله :
بکارگیری هر نوع استراتژی تولیدی، مستلزم شناسایی و پایش وضعیت فعلی سیستم در سطوح داخلی و خارجی، از یک سو و ارائه راهبرد‌هایی در جهت بهبود وضعیت سیستم از سوی دیگر می‌باشد. این مقاله با بهره‌گیری از مدل میلتنبرگ (1995و2008) و با تمرکز بر5 هدف استراتژیک تولیدی (سیستم تولیدی، خروجی‌‌های تولیدی، اهرم‌‌های تولیدی، قابلیتهای تولیدی و آنالیز رقابتی) به معرفی مدل 3 مرحله‌ای استراتژی تولید پرداخته به نحوی که در مرحله اول، ابتدا نوع سیستم تولیدی باتوجه به 4 شاخص حجم وتنوع تولید، نوع چیدمان کارخانه وجریان مواد، مشخص می‌شود. سپس اهرم‌‌های تولیدی شش‌گانه ارزیابی و قابلیتهای هرکدام تعیین خواهند شد. در مرحله دوم که به ترسیم وضعیت مطلوب شرکت در بازار می‌پردازد، خروجی‌‌های مورد بررسی قرار گرفته و با استفاده از تکنیک فرآیند تحلیل سلسله مراتبی (AHP) اولویت‌بندی شده و ویژگی‌های سیستم تولیدی مطلوب شناسایی می‌گردد. همچنین به منظور بررسی جایگاه شرکت و سایر رقبا در بازار، آنالیز رقابتی انجام خواهد گرفت. در مرحله آخر، باتوجه به نتایج حاصل از مراحل قبل، استراتژی بهبود تدوین می‌گردد به نحوی که اگر سیستم جاری نیازمند تغییرات اساسی باشد، نوع سیستم تولیدی تغییر خواهد یافت؛ درغیر این صورت، فرآیند بهبود باتمرکز بر بهبود اهرم‌‌های تولیدی، عملیاتی می‌گردد. به منظور نمایش قابلیتهای مدل ارائه شده، یک شرکت آب معدنی به عنوان مورد مطالعه انتخاب گردید. نتایج اجرای الگوی پیشنهادی نشان داد سیستم تولیدی شرکت مذکور، سیستم تولیدی مبتنی برتجهیزات بوده و خروجی تولیدی استراتژیک شرکت، عامل هزینه می‌باشد. به منظور تحقق اهداف استراتژیک تولیدی سازمان، پس از انجام آنالیز رقابتی مقرر شد که سیستم کنونی تولید به سیستم تولیدی جریان پیوسته تغییر یابد.
Applying any kind of manufacturing strategy, on the one hand, needs to identify and monitor the current state of the system at the internal and external levels. On the other hand, it needs to provide strategies for improving the system. In this paper, a three-step manufacturing strategic model introduced by using Miltenburg model and focusing on five manufacturing strategic goals (production system, manufacturing outputs, manufacturing leverage, production capabilities and competitive analysis). First, the production system determined based on four indicators of production’s volume and variety, kind of plant layout and material flow. Then, six manufacturing levers (human resources, organizational control, and structure, sourcing, production planning and control, process technology and facilities) determined and capabilities of each one evaluated. Next, manufacturing outputs (delivery, cost, quality, performance) have been prioritized using the analytic hierarchy process technique to identify characteristics of the favorable production system. Furthermore, competitive analysis applied to verify the position of the company and its competitors in the market. In the final step, considering the results of previous steps, improvement strategies have been formulated so that the production system will change to the favorable system. If the current system needs basic changes, the improvement process will be operational by focusing on improving the manufacturing levers. In order to display the capabilities of the proposed model, a mineral water company was selected as a case study. The results showed that the company's production system is Equipment-paced line flow production system (EPL( and the company's strategic output (calculated by AHP) is the cost. Achieving manufacturing strategy, objectives of the organization and competitive analysis were conducted. Results showed that the current manufacturing system must change from ELP to the continuous flow manufacturing system. Furthermore, adjusting the manufacturing levers is necessary - particularly human resources- to implement the new proposed system, effectively.
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