4 2

4.1

Process Design

© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4

4.2

Design:
“To design” refers to the process of originating
and developing a plan for a product, service or
process.

Process:
Is any part of an organization which takes a set
of input resources which are then used to
transform something into outputs of products
or services.

4.3 Process Design

Process design
Processes that Processes that
Design Products Produce Products
and Services and Services
Supply Network Design
Concept Generation

Screening
Layout
and Flow
Preliminary Design

Evaluation and
Improvement
Process Job
Technology Design
Prototyping and final
design


4.4
Product & services design are
interrelated to its process design
Designing the Designing the
Product or Processes that
Service Produce the Product
or Service

Processes should be
Products and services designed so they can
should be designed in create all products
such a way that they and services which
can be created the operation is likely
effectively to introduce

Decisions taken during the design of the product or service will have
an impact on the process that produces them and vice versa


4.5

Process Design and Product/Service Design are Interrelated
• To commit to the detailed design of a product or service
consideration must be given to how it is to be produced.
• Design of process can constrain the design of products and
services.
• The overlap is greater in the service industry:
• Service industry - it is impossible to separate service
design and process design – they are the same thing.
• Manufacturing industry - it is possible to separate
product design and process design but it is beneficial to
consider them together because the design of products
has a major effect on the cost of making them.


4.6

The design activity is itself a process Finished designs
which are:

TRANSFORMED High quality: Error-free designs
RESOURCES which fulfil their purpose in an
Technical information effective and creative way
Market information
Time information Speedily produced: Designs
which have moved from
concept to detailed
THE DESIGN specification in a short time
INPUTS OUTPUT
ACTIVITY Dependably delivered: Designs
which are delivered when
promised
Test and design
equipment Produced flexibly: Designs
Design and technical which include the latest ideas
staff to emerge during the process

TRANSFORMING Low cost: Designs produced
RESOURCES without consuming excessive
resources


4.7 Relatively early in the design activity the
decisions taken will commit the operation
to costs which will be incurred later

100%
Percentage of final
product cost
committed by the
design

Percentage of
design costs
incurred

0%
Start of the Finish of the
design activity design activity


4.8

Designing processes
• Process mapping
• Process mapping symbols
• Improving processes
• Process performance
• Throughput, cycle time & work in process


4.9

Process mapping
• Used to identify different types of activities.
• Shows the flow of material, people or
information.
• Critical analysis of process maps can improve
the process.


4.10

Process mapping symbols
Operation (an activity Beginning or end of process
that directly adds value)

Inspection (a check of Activity
some sort)
Transport (a movement Input or Output from the process
of some thing)

Delay (a wait, e.g. for materials) Direction of flow

Storage (deliberate storage, Decision (exercising discretion)
as opposed to a delay)

Process mapping symbols derived Process mapping symbols derived from
from “Scientific Management” Systems Analysis


4.11

Raw Stored Move to Stored Take
Assembly Sell
Materials Sandwiches Outlets Sandwiches Payment

Standard sandwich process
Customer
Request
Raw Assembly Take
Materials Payment

Customer
Request

Customized sandwich old process


4.12
The operation of making and
selling customized sandwiches
Assemble as Take
Prepare required payment
Sandwich Customers
materials and “assembled” to
customers sandwiches

Bread and
Base filling The outline process of making and
selling customized sandwiches
Assemble whole
sandwich
Use standard
“base”?
No

Yes Fillings
Customer The detailed process of
Request assembling customized
Assemble from
sandwiches
standard “base”
Stored
“Bases”


4.13

Customized sandwich improved new process

Assemble whole
sandwich

Assembly of Use standard Take
“sandwich No Payment
“base”?
bases”

Fillings

Bread and Yes
Base filling Customer Request

Stored “Bases” Assemble from
standard “base”


4.14 ‘Two handed’ process chart
Left hand Right hand
Wait Pick up base plate
Insert into fixture
Hold base plate Pick up two supports
Locate back plate
Pick up screws
Locate screws
Pick up air driver
Fasten screws
Wait Replace air driver
Pick up centre assembly
Inspect centre assembly
Hold centre assembly Locate and fix
Switch on timer
Wait to end test
Inspect Inspect
Transfer grasp Transfer grasp
Wait Put aside


4.15

Process performance
• Process performance can be judge against the
five key performance objective:
 Quality
 Speed
 Dependability
 Flexibility
 Cost


4.16

Throughput, work content, cycle time, and
work in process
• Throughput – the time for a unit to move through the
process
• Work content – the total amount of work required to
produce a unit of output (measured in time)
• Cycle time – The average time between units of
output emerging form the process
• Work in process (WIP) –unfinished items in a
production process waiting for further processing e. g.
when customers join a queue in a process they
become WIP
throughput = work in process x cycle time

4.17

Project Processes
• One-off, complex, large scale, high work
content “products”
• Specially made, every one customized
• Defined start and finish: time, quality and cost
objectives
• Many different skills have to be coordinated
• Fixed position layout


4.18
Project Process


4.19

Jobbing Processes
• Very small quantities: “one-offs”, or only a few
required
• Specially made. High variety, low repetition.
• Skill requirements are usually very broad
• Skilled jobber, or team of jobbers complete
whole product
• Fixed position or process layout (routing
decided by jobbers)


4.20
Jobbing Process


4.21

Batch Processes
• Higher volumes and lower variety than for
jobbing
• Standard products, repeating demand. But
can make specials
• Specialized, narrower skills
• Set-ups (changeovers) at each stage of
production
• Process or cellular layout


4.22
Batch Process


4.23

Mass (Line) Processes
• Higher volumes than Batch
• Standard, repeat products
• Low and/or narrow skills
• No set-ups, or almost instantaneous ones
• Cell or product layout


4.24
Mass Process


4.25

Continuous Process
• Extremely high volumes and low variety: often
single product
• Standard, repeat products
• Highly capital-intensive and automated
• Few changeovers required
• Difficult and expensive to start and stop the
process
• Product layout: usually flow along conveyors
or pipes


4.26
Continuous Process


4.27

Manufacturing process Service process
types types
High

High
Project
Professional
service
Jobbing

Service shop

Variety
Variety

Batch

Mass

Contin- Low Mass service
Low

uous

Low Volume High Low Volume High


4 2

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (17)

Similar to 4 2

Similar to 4 2 (20)

More from Naman Goel

More from Naman Goel (7)

4 2