4.

Process Design

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Chapter Coverage
What are design and process? Product and services design and process design are interrelated. Design activity is a process itself Designing processes Process types

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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.
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Process Design
Process design
Processes that Design Products and Services
Concept Generation Screening Preliminary Design Evaluation and Improvement Prototyping and final design Layout and Flow

Processes that Produce Products and Services

Supply Network Design

Process Technology

Job Design

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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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Product & services design are interrelated to its process design

Designing the Product or Service
Designing the Processes that Produce the Product or Service Processes should be designed so they can create all products and services which the operation is likely to introduce

Products and services should be designed in such a way that they can be created effectively

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

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Process and product/service design must satisfy customer Products/services designer customers satisfaction criteria Aesthetically pleasing Reliability Meets expectation Inexpensive Quality Easy to manufacture and deliver Speedy Process designer customers satisfaction achieved through: Layout Location Process technology Human skills
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The design activity is itself a process

TRANSFORMED RESOURCES Technical information Market information Time information

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
Operations Management, 4E: Chapter 4

INPUTS

THE DESIGN OUTPUT ACTIVITY

Test and design equipment Design and technical staff TRANSFORMING RESOURCES

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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 design activity

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Finish of the design activity

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

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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.

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Process mapping symbols

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) Beginning or end of process Activity

Input or Output from the process Direction of flow Decision (exercising discretion)

Process mapping symbols derived from Scientific Management

Process mapping symbols derived from Systems Analysis

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Raw Materials

Assembly

Stored Sandwiches

Move to Outlets

Stored Sandwiches

Sell

Take Payment

Standard sandwich process Customer Request Raw Materials Assembly Take Payment

Customer Request

Customized sandwich old process

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The operation of making and selling customized sandwiches
Prepare Assemble as required Take payment

Sandwich materials and customers

Customers assembled to sandwiches

Bread and Base filling Assemble whole sandwich Use standard base? No Yes Customer Request Assemble from standard base Stored Bases Fillings

The outline process of making and selling customized sandwiches

The detailed process of assembling customized sandwiches

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Customized sandwich improved new process

Assemble whole sandwich

Assembly of sandwich bases

Use standard base?

No

Take Payment Fillings

Bread and Base filling Stored Bases

Yes Customer Request

Assemble from standard base

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Two handed process chart

Left hand Wait Right hand 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 Transfer grasp Inspect Transfer grasp

Wait
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Put aside
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Process performance
Process performance can be judge against the five key performance objective: Quality Speed Dependability Flexibility Cost

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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

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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

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Project Process

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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)

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Jobbing Process

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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

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Batch Process

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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

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Mass Process

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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
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Continuous Process

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Manufacturing process types

High Project High

Service process types

Professional service

Jobbing
Variety Variety Service shop

Batch

Mass Low Low Continuous Low Volume High Mass service

Low

Volume

High

Nigel Slack, Stuart Chambers & Robert Johnston, 2004

Operations Management, 4E: Chapter 4