Process Analysis

Dr. Eti Khatri

Process

 A process is ant part of an organisation that takes inputs and

transform them into the outputs that, it is hoped, are of greater
value to the organisation process.
Example

 Honda Motors assembles the accord in a plant in Marysville,

Ohio.
 McDonald’s- input as meat, lettuce, tomatoes, potatoes.
 Airline- HW
Types of Processes
 Single Stage Process
 Multiple Stage Process
Single Stage Process

 If the slot machine were viewed as a simple black box.

 Analysed in single cycle time
Multiple stage Process

 Has multiple activities have been pulled together for analysis

purpose.
 May be buffered internally
Buffering

 Buffering refers to a storage area between stages where

output of a stage is placed prior to being used in a
downstream stage.
Problems

 Blocking
 Starving
Blocking

 When the activities in the stage must stop because there is no

place to deposit the item just completed.
Starving

 When the activities in a stage must stop because there is no

work.
B) Process make to stock OR
makes to order

 make to stock
 make to order
make to order

 It is a process that activated only in response to an actual

order.
 Inventory (both work in process and finished goods) is kept to a
minimum.
 Response time is slow.
 Example- McDonald Old Process
make to stock

 Customers orders are served from inventory.

 That produces standard products that can be delivered
quickly to the customer.
 Example- Burger King
 Hybrid- SLOGA:Have it your way-
Measuring Process
Performance

 Metrics are used to analyse the process.

 Required to make decisions
 Should me more frequent
 Comparing one company's metrics with another is referred as
benchmarking.
 Financial Measures – accountants
 Process performance metrics- operations manager
 Utilization-utilization of machine resources
 Productivity Ratio-ratio to output to input
 Efficiency- ratio of the actual output of a process relative to
some standard.
 Run time-multiplying the time required to produce each unit by
the batch size.
 Set up time- time required to prepare machine to make
particular item
Hw

 Operation Time
 Throughput time
 Through rate
 Process Velocity
 Value added time
 Little’s Law- Important
Process Through Time
Reduction

 Perform activities in parallel

 Change the sequence of activities
 Reduce interruptions
Process Flowcharting

 Analysis of process through diagram and flow chart

 Sometimes flow chart gives more directions to process analysis
 Decisions are depicted as a diamond with different flows
running from the points on the diamond.
 Basic elements-Tasks, flows and storage areas
 Task- Rectangles
 Flows- arrows
 Storage areas- inverted triangles
 Separation- horizontal and vertical bands- To show the various
tasks/ process
 Ex- First Half: External Movement of coins (Customer Handled),
 Second Half: Task performed by slot machine
Process Flow Structures

 A process flow structures refers to how a factory organizes

material flow using one or more of the process technologies.

 Hayes and wheelwright have identifies four major process flow

structures.
1. Job Shop
2. Batch Shop
3. Assembly Line
4. Continuous Flow
Job Shop

 Production of small batches of a large number of different

products, most of which require a different set or sequence of
processing steps.
 Ex- commercial printing, machine tool shops
Batch Shop

 Essentially a somewhat standardized job shop.

 Such structure is generally employed when a business has a
relatively stable line of products, each of which produced in
periodic batches either to customer order or for inventory.
 Ex- chemicals,
 electronic devices
Assembly line

 Production of discrete parts moving from workstation to

workstation at a controlled rate, following the sequence
needed to build the product.
 Example-Toys and appliances
Continuous Flow

 Conversion or further processing of undifferentiated materials

such as petroleum, chemicals, or beer.
 But in assembly line production follows a predetermined
sequence but the flow is continuos rather than discrete.
Product Process Matrix

 The relationship between process structures and volume

requirements is often depicted on a product process matrix.
 The way to interpret this matrix is that as volume increases and
the product line narrows, specialized equipment and
standardized material flows become economically feasible.
 This matrix is related to the product’s life cycle
stage(introduction, growth and maturity), it is very useful in
linking marketing and manufacturing strategies.
Facility Layout
Introduction

 Layout decisions entail determining the plac3ement, work

groups within the departments, workstations, machines and
stock holding points within a production facility.
 The objective is to arrange these elements in a way that
ensures a smooth workflow(in a factory) or a particular traffic
pattern (in a service organization).
Objectives

 Specification of objectives and evaluate the design

 Estimates of product or service demand on the system
 Processing requirements in terms of number of operations and
mount of flow
 Space requirements
 Space availability within the facility
Basic production layout
Formats

 A process Layout
 A product Layout
 A group technology(cellular) layout
 Fixed Position Layout
Process layout-

 Process layout- job shop or functional layout

 It is a format in which similar equipment or functions are
grouped together, such as all lathes in one area and all
stamping machines another.
 Examples: Medical Care- cancer, ICU
A product Layout

 Flow shop layout

 In which equipment or work processes are arranged
according to the progressive steps by which the product is
made.
 The path of each part is in effect and a straight line
 Example- shoes plant , chemical plant car washes etc.
A group technology(cellular)
layout

 Dissimilar machines into work centers to work on products that

have similar shapes and processing requirements
 A GT layout is similar to a process layout in that cells are
designated to perform a specific set of processes and it is
similar to a product layout in that the cells are dedicated to a
limited range of products.
Fixed Position Layout

 Remains at one location

 Manufacturing equipment's is moved to the product rather
than vice- versa
 Example- Constructions sites
PROCESS LAYOUT

 The most common approach is to developing a process layout

is to arrange departments consisting of like processes in a way
that optimizes their relative placement.
 For example: the departments in a low volume toy factoring
might consist of the shipping and receiving department, the
plastic molding and stamping department, metal forming
department and sewing department, and the painting
department.
 Parts for the toys are fabricated in these departments and then
sent to assembly departments where they are put together

WHY?

 Old /new product line

 Nature of low
 Inter department traffic
 Material handling cost
 Space between departments
 Projected life
 Cost of the project
 Project life of the project.
Computerized Layout
Techniques- CRAFT

 A number of computerized layout programs have been

developed since 1970’s to help in designing good process
layouts.
 The most widely applied is the computerized relative
allocation of facilities technique.(CRAFT)
 The CRAFT method follows the same basic idea like toy factory,
but with some significant operational differences.
Solution

HW
Product Layout

 The basic difference between product layout and process layout

is the pattern of work flow.
 In process layout, the pattern can be highly variable because
material for any given job may have to be routed to the same
processing department several times during its production cycle.
 In product layout, equipment or departments are dedicated to a
particular product line, duplicate equipment is employed to avoid
back tracking and a straight line flow of material movement is
achievable.
 Adopting a product layout makes sense when the batch size of a
given product or part is large relative to the number of different
products or parts produced.
Assembly Line

 Assembly lines are a special case of product layout. In a

general sense, the term assembly line refers to progressive
assembly linked by some material handling device.
 the range of products partially or completely assembvled on
lines includes toys, appliances, autos, planes, guns, garden
equipment, clothing and a wide variety of electronic
components.
Work station cycle times

 The most common assembly line is a moving conveyor that

passes a series of work stations in a uniform time interval called
the workstation cycle time., which is also the time betweeb
successive units coming off the end of the time.
Assembly line balancing

 The total work to be performed at a workstation is equal to the

sum of the task assigned to that workstation.
Flexible and U shaped Line
Layout

 Assembly line balances frequently result in unequal workstation

times.
 Flexible line layouts is the common way of dealing with this
problem.
Group Technology Layout

 It allocates dissimilar machines into cells to work on products

that have similar shapes and processing requirements.
 GT layouts are now widely used in metal fabrication, computer
chip manufacture and assembly work.
Benefits

 Better Human relations

 Improved operator expertise
 Less in process inventories and material handling
 Faster production set up
Fixed Position Layout

 Fixed position layout is characterized by a relatively lo number

of production units in comparison with process and product
layout formats.
 In developing a fixed position layout, visualize the product as
the hub of wheel with materials and equipments arranged
concentrically around the production point in their order of use
and movement difficulty.
 In FP layout high degree of task ordering is common and to
the extent that this precedence determines production stages,
a fixed position layout might to developed by arranging
materials according to their technological priority.