It is a chapter of studies of OPERATION MANAGEMENT

1. PRESENTED BY-
ABHISHEK KUMAR AGRAHARI
PGDM (2014-2016)
ACCMAN
INSTITUTE OF MANAGEMENT
Process design
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2. 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.
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3. DESIGN:
“To design” refers to the process of originating and
developing a plan for a product, service or process.
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4. Process design
The activity of determining the workflow,
equipment needs, & implementation
requirements for a particular process.
Process design typically uses a number of
tools including flowcharting, process
simulation software, and scale models.
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5. Process Planning
Process development for process design can be summarized
through following steps:
Process Requirement: The very 1st step is to collect and
gather information to give structure with the end objective.
That is to make process requirement document highlighting
various stages, risk and stakeholders for production. This
will include assessment of available technology, raw
material requirement, factory/plant layout and demand
forecast.
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6. Team Building: Once the process requirements are
finalized, for each objective, a team is finalized based on
skill level and experience. Function of the team is to get
familiarize with the whole process.
Planning and Implementation: Process planning team
will develop module; policies and procedure require for
production, which are after required approval internal as
well as external is implemented.
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7. Audit: A regular audit is carried out to ensure that
process thus implemented is in line and delivering value to
customers.
End of Life: Over a course of time there may be
improvement of the product or product may get
discontinued in these circumstances, process thus develop
is discontinued.
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8. Process Design
Processes that Design
Products
and Services
Concept Generation
Screening
Preliminary Design
Evaluation and Improvement
Prototyping and final design
Processes that Produce
Products and Services
Supply Network Design
Layout
and Flow
Process Technology Job
Design
Process design
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9. Nature of the design activity:
1) Design is inevitable – products, services and
the processes which produce them all have to be
designed.
2)Product design influences process design –
decisions taken during the design of a product or
service will have an impact on the decisions taken
during the design of the process which produces
those products or services and vice versa.
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10. -What is the amount of variability in the
good or service produced?
-What is the degree of flexibility required
from labour and equipment?
-What are the quantities of goods and
services to be produced?
Process designer must ask the following:-
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11. Decisions taken during the design of the product or service will have
an impact on the process that produces them and vice versa
Products and services
should be designed in
such a way that they
can be created
effectively
Processes should be
designed so they can
create all products
and services which
the operation is likely
to introduce
Designing the
Product or
Service
Designing the
Processes that
Produce the Product
or Service
Product & services design
are interrelated to its
process design
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12. Documentation
 Process design documents serve to define the design and
they ensure that the design components fit together. They
are useful in communicating ideas and plans to other
engineers involved with the design, to external regulatory
agencies, to equipment vendors and to construction
contractors.
In order of increasing detail, process design documents
include:
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13. Block flow diagrams (BFD):
 Very simple diagrams composed of rectangles and lines
indicating major material or energy flows.
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14. Process flow
diagrams (PFD)
Typically more complex
diagrams of major unit
operations as well as flow
lines. They usually
include a material
balance, and sometimes
an energy balance,
showing typical or design
flow rates, stream
compositions, & stream
& equipment pressures &
temperatures.
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15. Piping and instrumentation diagrams (P&ID):
 Piping and instrumentation diagrams (P&ID): Diagrams
showing each and every pipeline with piping class (carbon
steel or stainless steel) and pipe size (diameter). They also
show valving along with instrument locations and process
control schemes.
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17. Specifications
 Written design requirements of all major equipment items.
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18. Process designers also typically write operating manuals on how
to start-up, operate and shut-down the process.
Documents are maintained after construction of the process
facility for the operating personnel to refer to. The documents
also are useful when modifications to the facility are planned.
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19. Design Consideration
Objectives that a design may strive
to include
 Throughput rate
 Process yield
 Product purity
Constraints include:
 Capital cost
 Available space
 Safety concerns
 Environmental impact and
projected effluents and emissions
 Waste production
 Operating and maintenance costs
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20. How to Design a Process in Operations
Management?
There are countless ways for an operations manager to
design a process. What constitutes a good or bad design
depends on what your objectives are. Some general rules of
thumb can help you maximize your process design and
achieve your goals.
Consider the effects of the placement of activities in the
process. Serial processes have operations that must occur
one after the other; parallel processes can occur
simultaneously. 20

21. A SERIAL PROCESS
In a system with a serial process design, activities occur one
after the other; no activities occur simultaneously. Here is a
typical serial process in which activities take place one at a
time in a defined sequence. A resource performs an
operation and places the output in a waiting area until the
next operation is ready to receive it as an input. The part or
customer is the flow unit.
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22. In this serial process, the resource performing OP1 has the
smallest capacity and is the bottleneck with a capacity of one
flow unit per day. The time it takes one flow unit to get
through the system is two days (one day for OP1 and a half day
each for OP2 and OP3).
Because this calculation does not include any wait times, it’s
really a rush order flow time and not the actual flow time. But
for simplicity, think of this variable as the flow time.
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23. A serial process
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24. A major problem with a serial process is that the flow time
can be very long; after all, the flow unit must go through
the system one step at a time. It may be possible to reduce
flow time if you can identify where in the process
operations can happen simultaneously. Operations that
happen at the same time are said to be in parallel.
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25. PLACE OPERATIONS IN PARALLEL
Placing two or more operations in parallel, a term that
indicates operations perform their functions at the same
time, can either reduce flow time or increase capacity,
depending on whether the parallel operations perform
different functions (unlike operations) or perform the same
function on different parts (like operations).
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26. Placing unlike operations in parallel reduces the flow time
but doesn’t impact capacity. Placing like operations in
parallel increases the operation’s capacity — and the system
capacity if the operation is the bottleneck — but doesn’t affect
the flow time.
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27. UNLIKE OPERATIONS
 Multiple operations that perform different processes on the
same flow unit at the same time are referred to as unlike
operations. For example, a cashier at a fast-food restaurant
can take your money at the same time the fry cook is
preparing your order.
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28. OP1 and OP2 are completed at the same time, but both
operations must be completed before the flow unit can proceed
to OP3. The capacity of the bottleneck stays the same, so the
system capacity remains one per day, but the flow time is
reduced.
When unlike operations are parallel and both must be
completed before the flow unit can proceed, the flow time for
the pair is the greater of the two. So, the slowest one is the pace
setter. The flow time decreases by the 0.5 days of OP2 because
this operation begins and ends inside the time it takes to
complete OP1; total flow time for the process is now 1.5 days.
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29. You can place unlike operations in parallel for the same flow
unit only if they can work on the flow unit at the same time.
For example, operations that attach each of four different
doors and the hood of a car in assembly can be placed in
parallel.
But you can’t attach a door to a car in assembly at the same
time the flow unit (the car) is going through the paint booth
unless you also desire to paint the equipment and operators.
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30. LIKE OPERATIONS
 When like operations are in parallel, more than one of the
same type of resource is performing the identical operation
but on different flow units. In a restaurant, for example,
several servers take orders from different customers. In this
case, the servers are functioning in parallel.
 Adding like operations in parallel to a system usually
requires adding equipment or an employee to the process.
Because the bottleneck determines system capacity, if your
goal is to increase capacity, you only want to add resources
to the bottleneck operation because adding them to another
operation won’t change capacity.
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31. A flow unit is now positioned at each of the OP1 stations.
Because OP1 was the bottleneck, the system capacity is
increased. You now have two resources, each producing one per
day, making the new capacity two per day.
OP1 now has the same capacity as OP2 and OP3. You’ve
effectively balanced the production line! Now, all operations can
be considered a bottleneck; to improve capacity any further, you
need to take action on all three of the bottlenecks.
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32. Although you increased the system capacity, the flow time — the
time needed to get one unit through the entire process — holds
steady. Even though you have two resources performing OP1,
they’re doing so on different flow units, and each flow unit still
takes one day at OP1. Therefore, the flow time remains the same
at two days.
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