4 2

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

4.1

Process Design


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

Processes that Design Products

and Services

Concept Generation

Screening

Preliminary Design

Evaluation and Improvement

Prototyping and final design

Processes that Produce Products

and ServicesSupply Network Design

Layout and Flow

Process Technology

Job Design

Process design


4.4 Product & services design are interrelated to its process design

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


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:

High quality: Error-free designs which fulfil their purpose in an effective and creative way

Speedily produced: Designs which have moved from concept to detailed specification in a short time

Dependably delivered: Designs which are delivered when promised

Produced flexibly: Designs which include the latest ideas to emerge during the process

Low cost: Designs produced without consuming excessive resources

TRANSFORMED RESOURCES

Technical informationMarket informationTime information

TRANSFORMING RESOURCES

Test and design equipment

Design and technical staff

THE DESIGN ACTIVITY OUTPUTINPUTS


4.7 Relatively early in the design activity the decisions taken will commit the operation

to costs which will be incurred later

100%

0%

Percentage of final product cost

committed by the design

Percentage of design costs

incurred

Start of the design activity

Finish of the 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

Operation (an activity that directly adds value)

Inspection (a check of some sort)

Transport (a movement of some thing)

Delay (a wait, e.g. for materials)

Storage (deliberate storage, as opposed to a delay)

Process mapping symbols derived from “Scientific Management”

Decision (exercising discretion)

Process mapping symbols derived from Systems Analysis

Direction of flow

Input or Output from the process

Activity

Beginning or end of process

Process mapping symbols


4.11

Standard sandwich process

Raw Materials Assembly Stored

SandwichesMove to Outlets

Stored Sandwiches Sell

Take Payment

Customer Request

Raw Materials

Assembly Take Payment

Customer Request

Customized sandwich old process


4.12

PrepareAssemble as

requiredTake

payment

Bread and Base filling

Stored “Bases”

Fillings

Assemble whole sandwich

Customer Request

Use standard “base”?

Assemble from standard “base”

No

Yes

The operation of making and selling customized sandwiches

The outline process of making and selling customized sandwiches

The detailed process of assembling customized

sandwiches

Sandwich materials and

customers

Customers “assembled” to

sandwiches


4.13

Customized sandwich improved new process

Bread and Base filling

Assembly of “sandwich

bases”

Stored “Bases”

Fillings

Assemble whole sandwich

Take Payment

Customer Request

Use standard “base”?

Assemble from standard “base”

No

Yes


4.14

Left hand Right hand

Pick up base plate

Insert into fixture

Pick up two supports

Locate back plate

Pick up screws

Locate screws

Pick up air driver

Fasten screws

Replace air driver

Pick up centre assembly

Inspect centre assembly

Locate and fix

Switch on timer

Wait to end test

Inspect

Transfer grasp

Put aside

Wait

Hold base plate

Wait

Hold centre assembly

Inspect

Transfer grasp

Wait

‘Two handed’ process chart


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


4.18Project 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)


4.20Jobbing 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


4.22Batch 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


4.24Mass 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


4.26Continuous Process


4.27

VolumeLow High VolumeLow High

Var

iety

Lo

wH

igh

Var

iety

Lo

wH

igh

Project

Jobbing

Batch

Mass

Contin-uous

Professional service

Service shop

Mass service

Service process types

Manufacturing process types

4 2

Documents

design of process

product design

design of products

design equipment

detailed design

productservice design

product services design

process design nigel