Process Flow Structures
Recommended Classes: MGT 431
Recommended Classes: MGT 431
Process flow structures are organizational models which
consist of a series of steps which determine how a product is manufactured or a
service provided. The process flow structure determines how facilities will be
laid out, the working methods used, the resources needed, the technology used,
and how efficient the process is. In this manner, the process flow structure
represents an important factor driving the competitiveness of a firm's
operations, and hence its overall level of competitive advantage.
A process flow is typically designed within two categories:
either a job shop or a flow shop. The job shop process flow structure is a
general structure, marked with a high degree of flexibility. In contrast, a
flow shop process flow structure is limited to certain resources which gives it
a rigid work flow.
The process flow structures can be further categorized into
five structures:
• Project structure, where a single project is planned with a fixed end date.
• Job shop structure, where each flow will be similar but slightly different.
• A batch process, where each flow produces a batch of identical products.
• An assembly line structure, where the flow produces a continuous supply of fixed goods.
• Continuous flow structure, where a continuous supply of finished goods is produced.
• Project structure, where a single project is planned with a fixed end date.
• Job shop structure, where each flow will be similar but slightly different.
• A batch process, where each flow produces a batch of identical products.
• An assembly line structure, where the flow produces a continuous supply of fixed goods.
• Continuous flow structure, where a continuous supply of finished goods is produced.
References
Gray, C. F., & Larson, E. W. (2006). Project management: The managerial process (3rd ed.). New York, NY: McGraw-Hill/Irwin.
Gray, C. F., & Larson, E. W. (2006). Project management: The managerial process (3rd ed.). New York, NY: McGraw-Hill/Irwin.
