The document discusses five different types of processes: project, job shop, batch, assembly line, and continuous. It provides examples and compares the key characteristics of each type of process, including flow, flexibility, number of products, capital investment, variable costs, labor content and skill levels, and production volume. Project processes have no flow and are unique, job shops have flexible flow and produce many products in low volumes, batch processes produce in moderate volumes with disconnected flows, assembly lines have connected linear flow and produce a few products at high volumes, and continuous processes have non-stop flow to produce one product at very high volumes.

1. Different types of Process:
Project:
In a project, the inputs are brought to the project location as they are needed; there is no flow in
the process.The firm brings together the resources as needed, coordinating them using project
management techniques.Since there is no flow of product - the quantity produced usually is
equal to one.Example: building construction
Job Shop:
Companies choosing a job process often bid for work. Typically, they make products to order
and don't produce them ahead of time. The specific needs of the next customer are unknown, and
the timing of repeat orders from the same customer is unpredictable. Each new order is handled
as a single unit--as a job.
Batch Process:
Products are produced in batches, for example, to fill specific customer orders. A batch process executes
different production runs for different products. The disadvantage is the setup time required to change
from one product to the other, but the advantage is that some flexibility in product mix can be achieved
Assembly Line Process:
An assembly line processes work in fixed sequence. However, the assembly line connects the activities
and paces them, for example, with a conveyor belt. A good example of an assembly line is an
automobile plant.
Continuous Process:
Like the assembly line, a continuous flow process has a fixed pace and fixed sequence of activities.
Rather than being processed in discrete steps, the product is processed in a continuous flow; its quantity
tends to be measured in weight or volume. The direct labor content and associated skill is low, but the
skill level required to oversee the sophisticated equipment in the process may be high. Petroleum
refineries and sugar processing facilities use a continuous flow process.

2. Comparison of Process Structures and
Characteristics
Job Batch Assembly Continuous
Project
Shop Process Line Flow
Flow None Continuous
Flexibility High Low
No. of Products High Low
Capital Investment Low High
Variable Cost High Low
Labor Content High Low
Labor Skill High Low
Volume Low High
Project
• Flow - no flow
• Flexibility - very high
• Products - unique
• Capital investment - very low
• Variable cost - very high
• Labor content and skill - very high
• Volume - one
Job Shop
• Flow - jumbled flow
• Flexibility - high
• Products - many
• Capital investment - low
• Variable cost - high
• Labor content and skill - high
• Volume - low

3. Batch Process
• Flow - disconnected, with some dominant flows
• Flexibility - moderate
• Products - several
• Capital investment - moderate
• Variable cost - moderate
• Labor content and skill - moderate
• Volume - moderate
Assembly Line Process
• Flow - connected line
• Flexibility - low
• Products - a few
• Capital investment - high
• Variable cost - low
• Labor content and skill - low
• Volume - high
Continuous Flow Process
• Flow - continuous
• Flexibility - very low
• Products - one
• Capital investment - very high
• Variable cost - very low
• Labor content and skill - very low, but with skilled overseers
• Volume - very high
.