woodworkingnetwork.com | July 2019 | 102 |
that enable the creation of the product attributes desired by
your customers. Those activities, called process elements,
must be assembled into a core competency, the key capabili-
ties of which operational excellence satisfies your customer’s
wants and stimulates further demand for your offering.
Derived from your marketing plan, a list of those process
elements answers the all-important question: what must the
factory do well to deliver your product offering’s attribute?
The next step is to create a list of all process elements
required in the re-organized factory’s production system in-
cluding the existing capacities and proposed production rate.
Included must be all factory floor processes as well as front
office activities. Then ask do any of the process elements
affect your ability to produce the key attribute? If so, you
must adjust the deficient process element accordingly. Once
revised you are now ready to re-assemble the required process
elements into a conceptual-level production system.
To re-purpose a large existing facility Skinner suggested
employing a plant within a plant model (PWP). That design
envisions dividing the large space into a number of focused
factories each with its own key manufacturing task, manage-
A product offering is the total package of properties and benefits
the buyer acquires from a purchase and consists of two elements:
1 -- the physical item and, 2 -- the attributes that differentiate it
from the competitors. These features can include both intangible
elements such as how, when, and where the offering is delivered
and tangible properties like the level of customization available.
For example cabinetmakers can choose to produce a line that
features a high level of customization or sell a simpler version
of cabinetry that offers fewer styling choices but faster delivery.
The underlying product is similar, but the tasks the company must
complete for these two products differ significantly.