POM NOTES UNIT 1

Production – The process of manufacturing goods or services by taking raw materials as inputs and
converting it into useful outputs. It is the process of adding value to inputs in order to create an
output that fulfils the consumers’ need.

Production and operations management are more similar than different: if manufacturing products
is a prime concern, then it is called production management, while operation management is the
area of management concerned with designing and controlling the process of production of goods
and/or services.

DEFINATION OF PRODUCTION MANAGEMENT

refers to the application of management principles to the production function in a factory. In other
words, production management involves application of planning, organizing, directing and
controlling the operations of that section of an enterprise which is responsible for the actual
transformation of materials into finished products.

Operations management is the administration of business practices to create the highest level of
efficiency possible within an organization. Operations management is an area of management
concerned with designing and controlling the process of production and redesigning business
operations in the production of goods or services.

OBJECTIVES OF PRODUCTION OF GOOD AND SERVICES

1. Of right quality- effectiveness

2. Of right quantity- efficiency
3. Of at right time- accuracy
4. Of at right manufacturing cost- profitability
5. Of at right place- deliver accuracy

5 P’s of production

Process Product Plant Programme People

1. Available 1. Performance 1. Design and 1. Purchasing 1. Wages and
capacity 2. Quality and layout of 2. Transforming salary
2. Manufacturin reliability building 3. Maintenance 2. Working and
g cost 3. Aesthetics & 2. Reliability 4. Cash safety
3. Production ergonomics and 5. Storage and 3. Motivation
Types 4. Quantity and maintenance Transport
4. Layout of selling price of
plant 5. Delivery equipment’s.
5. Safety schedule 3. Safety of
6. Maintenance operations
required
 Difference between Production and operation management

Basis Production management Operation management

1. Output When the manufacturing of product like cars OM deals with the concern of controlling and
and computers is the main concern, it is PM. designing the process of production of
goods/services
2. Classification In the production of products like cars and While in services more of the labour and lesser
of work comp less of the labour and more capital capital equipment’s are required.
equipment are required
3. Area of Related to aspects of production only Related to regular business activities in an
Decision organisation.
making
4. Found in It is found in enterprise where production is It is found in places like banks, hospitals,
carried out Companies etc which provides services
5. Capital More capital requirement Less capital Requirement
requirement
6. Labour Less Labour Requirement More Labour Requirement
requirement
7. Customer No customer contact Customer contact is required throughout the
contact process

Objectives of production and operation management

Maximum customer satisfaction through quality, reliability, cost and delivery time.

(ii) Minimum scrap/rework resulting in better product quality.

(iii) Minimum possible inventory levels (i.e.,optimum inventory levels).

(iv) Maximum utilisation of all kinds of resources needed.

(v) Minimum cash outflow.

(vi) Maximum employee satisfaction.

(vii) Maximum possible production (i.e., outputs).

(viii) Higher operating efficiency.

(ix) Minimum production cycle time.

(x) Maximum possible profit or return on investment.

(xi) Concern for protection of environment.

(xii) Maximum possible productivity.

 SCOPE OF PRODUCTION AND OPERATION MANAGEMENT

Production and operations management concern with the conversion of inputs into outputs,
using physical resources, so as to provide the desired utilities to the customer while meeting
the other organizational objectives of effectiveness, efficiency and adaptability. It
distinguishes itself from other functions such as personnel, marketing, finance, etc., by its
primary concern for ‘conversion by using physical resources.’ Following are the activities
which are listed under production and operations management functions:

1. Location of facilities
2. Plant layouts and material handling
3. Product design
4. Process design
5. Production and planning control
6. Quality control
7. Materials management
8. Maintenance management.

Location of facilities for operations is a long-term capacity decision which involves a long term
commitment about the geographically static factors that affect a business organization. It is an
important strategic level decision-making for an organization. It deals with the questions such as
‘where our main operations should be based?’

Plant layout refers to the physical arrangement of facilities. It is the configuration of

departments, work centers and equipment in the conversion process. The overall objective of
the plant layout is to design a physical arrangement that meets the required output quality and
quantity most economically.

‘Material Handling’ refers to the ‘moving of materials from the store room to the machine
and from one machine to the next during the process of manufacture’. It is also defined as the
‘art and science of moving, packing and storing of products in any form’. It is a specialized
activity for a modern manufacturing concern, with 50 to 75% of the cost of production.

Product design deals with conversion of ideas into reality. Every business organization have
to design, develop and introduce new products as a survival and growth strategy. Developing
the new products and launching them in the market is the biggest challenge faced by the
organizations.

Process design is a macroscopic decision-making of an overall process route for converting

the raw material into finished goods. These decisions encompass the selection of a process,
choice of technology, process flow analysis and layout of the facilities.

Production planning and control is the predetermined process which includes the use of
human resources, machines and raw material etc. PPC is the technique to plan each and every
step in the long series of operation. It will help you take right decision at the right time and at
the right place to achieve the hight efficiency possible.
Quality Control (QC) may be defined as ‘a system that is used to maintain a desired level of
quality in a product or service’. It is a systematic control of various factors that affect the
quality of the product. Quality control aims at prevention of defects at the source, relies on
effective feed back system and corrective action procedure. Quality control can also be
defined as ‘that industrial management technique by means of which product of uniform
acceptable quality is manufactured’. It is the entire collection of activities which ensures that
the operation will produce the optimum quality products at minimum cost.

Materials management is that aspect of management function which is primarily concerned

with the acquisition, control and use of materials needed and flow of goods and services
connected with the production process having some predetermined objectives in view.

There are four types of production system.

1. Job shop
2. Batch production
3. Mass production
4. Continuous production
JOB SHOP PRODUCTION- are characterised by manufacturing of one or few
quantities of the product produced and designed by the specification given by
the customer. It Is produced within a prefix of time and cost. The
distinguishable feature of this is low volume and distinct products.
Characteristics

 High variety of products and low volume.

 Use of general-purpose machines and facilities.
 Highly skilled operators who can take up each job as a challenge because
of uniqueness.
 Large inventory of materials, tools, parts.
 Detailed planning is essential for sequencing the requirements of each
product, capacities for each work centre and order priorities.

Advantages

 Operators will become more skilled and competent as each job gives
them new learning opportunities.
 Opportunities always exist for creative and innovative ideas.
 Full potential of operators can be utilised.

Limitations

 Higher cost due to frequent set up changes.

  Higher inventory cost because high level of inventory is required at all
levels.
 Larger space Requirements.
 Production planning is complicated.

BATCH PRODUCTION- is the form of manufacturing where the job passes

through the functional department in lots and batches and each lot may have a
different routing. It is characterised by the manufacturing of the products
which are produced at regular intervals and stocked awaiting sales.

Characteristics

 When there is shorter production run

 When plant and machinery are flexible.
 When Plant and machinery are set up to produce an item in a batch and
setup changes to process another batch.
 When manufacturing lead time and cost are lower as compared to job
order production.

Advantages

 Better utilization of plants and machinery.

 Less investment in plant and machinery.
 Cost per unit is lower than the job order production.
 Flexible to accommodate and process number of products.

Limitations

 Material handling is complex because of longer and irregular flows.

 Higher set up cost due to frequent changes in set up.
 Production planning and control is complex.

MASS PORDUCTION- manufacturing of discrete part or assemblies using a

continuous process is known as mass production. This production is justified by
large volume of production. The machinery is set up in a line or plant layout.
Product and process standardization exist because all the output follows the
same path.

Characteristics

 Standardization of product and process exist.

 Shorter time period of production
  Large volume of products.
 Material handling can be automatic.
 Product planning and control is easy.
 Flow of material, parts and components is continuous without any back
tracking.
 Perfectly balanced production line.

Advantages

 Higher rate of production due to less cycle time.

 Less skilled operators are required.
 Manufacturing per cost is low
 Low process inventory.

Limitations

 Breakdown of one machine will stop the entire production line.

 Major changes in machine set up is required when the design of product
is changed.
 Time cycle of the process is determined by the slowest operation.
 High investment in production facilities.

CONTINOUS PRODUCTION- Production facilities are arranged as per the

sequence of production operation from the first operation to the finished
products. The items are made to floe through the sequence of operation
through material handling such conveyers etc.

Characteristics

 Material handling is fully automated.

 Process follows the predetermined sequence of operations.
 Planning and controlling are a routine action.
 Dedicated plant and machinery with zero flexibility.

Advantages

 Standardization of product and process.

 People are not required for material handling.
 Lower cycle time due to high volume of production
 Person with the limited skills can be used in production lines.
 Unit cost per item is low because of higher volume of production.
Limitations

 Flexibility to accommodate and process number of products does not

exist.
 Very high investment for setting up flow lines
 Product differential is limited.

Transformation model

The transformation model for analysing operations. This is shown in Figure 1, which
represents the three components of operations: inputs, transformation processes
and outputs. Operations management involves the systematic direction and control
of the processes that transform resources (inputs) into finished goods or services for
customers or clients (outputs). 

Some inputs are used up in the process of creating goods or services; others play a
part in the creation process but are not used up. To distinguish between these, input
resources are usually classified as:
 transformed resources – those that are transformed in some way by the
operation to produce the goods or services that are its outputs
 transforming resources – those that are used to perform the
transformation process.
Inputs include different types of both transformed and transforming resources.
Three types of resource that may be transformed in operations are:
 materials – the physical inputs to the process
 information that is being processed or used in the process
 customers – the people who are transformed in some way.
Many people think of operations as being mainly about the transformation of
materials or components into finished products, as when limestone and sand are
transformed into glass or an automobile is assembled from its various parts. But all
organisations that produce goods or services transform resources: many are
concerned mainly with the transformation of information (for example, consultancy
firms or accountants) or the transformation of customers (for example, hairdressing
or hospitals).
The two types of transforming resource are:
 staff – the people involved directly in the transformation process or
supporting it
 facilities – land, buildings, machines and equipment.
The staff involved in the transformation process may include both people who are
directly employed by the organisation and those contracted to supply services to it.
They are sometimes described as ‘labour’. The facilities of an organisation –
including buildings, machinery and equipment – are sometimes referred to as
‘capital’. Operations vary greatly in the mix of labour and capital that make up their
inputs. Highly automated operations depend largely on capital; others rely mainly on
labour.

Discussion
The transformed resources of a restaurant include food and drink, and its
transforming resources include equipment such as cookers, refrigerators, tables and
chairs, and the chefs and waiters. In a university, the transformed resources include
students and knowledge and the transforming resources include lecturers, tutors and
support staff, as well as classrooms, books and instructional materials.

Transformation process
A transformation process is any activity or group of activities that takes one or more inputs,
transforms and adds value to them, and provides outputs for customers or clients. Where the
inputs are raw materials, it is relatively easy to identify the transformation involved, as when
milk is transformed into cheese and butter. Where the inputs are information or people, the
nature of the transformation may be less obvious. For example, a hospital transforms ill
patients (the input) into healthy patients (the output).

Transformation processes include:

 changes in the physical characteristics of materials or customers
 changes in the location of materials, information or customers
 changes in the ownership of materials or information
 storage or accommodation of materials, information or customers
 changes in the purpose or form of information
 changes in the physiological or psychological state of customers.
Often all three types of input – materials, information and customers – are transformed by
the same organisation. For example, withdrawing money from a bank account involves
information about the customer's account, materials such as cheques and currency, and the
customer.
Several different transformations are usually required to produce a good or service. The
overall transformation can be described as the macro operation, and the more detailed
transformations within this macro operation as micro operations. For example, the macro
operation in a brewery is making beer (Figure 2). The micro operations include:
OUTPUT
The output is the final product or service produced after the transformation process. This
output creates revenue for the producers or delivers value to the clints or customers. The
principal outputs of a doctor's surgery are cured patients; the outputs of a nuclear
reprocessing plant include reprocessed fuel and nuclear waste. Many transformation
processes produce both goods and services. For example, a restaurant provides a service,
but also produces goods such as food and drinks.
Transformation processes may result in some undesirable outputs (such as nuclear waste in
the example above) as well as the goods and services they are designed to deliver. An
important aspect of operations management in some organisations is minimising the
environmental impact of waste over the entire life cycle of their products

Feedback
A further component of the transformation model in Figure 1 is the feedback loop.
Feedback information is used to control the operations system, by adjusting the
inputs and transformation processes that are used to achieve desired outputs. For
example, a chef relies on a flow of information from the customer, through the waiter,
about the quality of the food. Adverse feedback might lead the chef to change the
inputs (for example by buying better quality potatoes) or the transformation process
(for example by changing the recipe or the cooking method).
Feedback is essential for operations managers. It can come from both internal and
external sources. Internal sources include testing, evaluation and continuously
improving goods and services; external sources include those who supply products
or services to end-customers as well as feedback from customers themselves.

Relationship of Operations Management With Other Functional Areas

Planning

Operations management professionals are responsible for collaborating with other managers and
executives to determine how operational planning can contribute to the long-term strategy of the
organization. They provide the functional component of the strategic operations of the company by
planning the activities that contribute to the overall goals of the organization. This planning can
include determining goals and policies for logistics management, budget management and support
services management. In short, the operations manager ensures that all departments on the same page
about the direction the company is heading.

Direction

To ensure that planning is carried out, operations management professionals are also responsible for
providing direction to various managers under their watch. Operations managers ensure that all
departments are completing their necessary function within the organization by meeting productivity
goals and budgetary guidelines. The operations manager may need to make corrections or
modifications when goals are not being met or carried out in a manner consistent with company
policy.

Coordination

Operations managers also help in the achievement of organizational strategy goals by coordinating the
activities between various departments within their companies. They improve efficiency and focus by
facilitating and improving relations between departments, especially those that often operate
independently of one another. They play the same role that an orchestra conductor plays in the field of
music, coordinating and directing the activities of each section of musicians (departments) as it
completes its part in the production.

Resources

The operations manager is also integral to the continued strategy and vision of a company in his role
as a resource manager. Operational managers must be able to assess the resources of the organization,
whether they be monetary or otherwise, and ensure that the resources are used as efficiently as
possible. An effective operations manager can assess whether or not resources are being used wisely
and increase profitability as a result of his assessment. Profitability contributes to long-term company
goals and strategies by providing additional resources for planning strategy.

Systems Perspectives of Operations Management

A System is a group of interrelated items in which no item studied in isolation will act in the
same way as it would in the system. A system is divided into a series of parts or subsystems,
and any system is a part of a larger system. The system’s boundary defines what is inside the
system and what is outside. A system’s environment is everything outside the system
boundary that may have an impact on the behaviour of the system. A system’s inputs are the
physical objects of information that enter it from the environment and its outputs are the same
which leave it for the environment.

Systems view of operations management states that activities in an operations system can be
classified as inputs, transformation process and output. Inputs are classified into three general
categories-external, market and primary resources.
Transformation resources are the elements that act on, or carry out, the transformation process on
other elements. These include such elements as labour, equipment/plant and energy. The nature
and mix of these resources will differ between operations. The transformed resources are the
elements which give the operations system its purpose and goal. The operations system is
concerned with converting the transformed resources from inputs into outputs in the form of goods
and services. There are three main types of transformed resource of materials which can be
transformed either physically (e.g. manufacturing), by location (e.g. transportation), by ownership
(e.g. retail) or by storage(e.g. Warehousing)

These sub systems are present in all the 4 major sections. They are centrally controlled by the
Plant Management Office (PMO).The PMO controls the central decision making and is
responsible for running all the departments in sync. The PMO ensures that the decisions
made by the departments do not contradict and a healthy harmony is maintained so that all of
them work together as a part of a system.

Thus we see how systems view in operations can be put to a practical use. The idea behind
systems model is that the operations function can concentrate solely on transforming input of
raw material into goods and services without considering the external environment. The
systems view gives a very simplified view of the company and thus helps us in understanding
the basic processes in a company. We can see what are the major areas of attention in
accompany and helps us in understanding the hierarchy and layout of an organization.
However the disadvantages of this model include the slowness of response to change in
environment as they are transmitted through various connected functions and the inability of
operations to develop in response of the needs of the customers. Systems view gives us an
oversimplified view. In real life the processes are much more complex and cannot be
differentiated so easily
Production Planning and Control
Production planning and control is the predetermined process which includes the use of
human resources, machines and raw material etc. PPC is the technique to plan each and
every step in the long series of operation. It will help you take right decision at the right time
and at the right place to achieve the hight efficiency possible

Objective of PPC

1. To ensure safe and economical production procedure.

2. To efficient use of plant and machinery to maximize productivity.
3. To place the right man at the right job at the right time at right wage.
4. To ensure proper delivery of goods.
5. To reduce the waiting time
6. To maximize efficiency by proper coordination in production process.

Elements

1. Routing – It is about the selection of the route or path through which the raw
material will pass in order to convert it into finished products. Points to be noted
while routing is- full capacity of the machinery, economical and short route, and also
an alternative route. Setting up time for process of each stage of route has to be
fixed. Once overall sequence is fixed the standard time for operation are noted using
work measurement techniques.

2. Loading & Scheduling – are concerned with the preparation of workloads and fixing
the start and finish date of each operation. On the basis of performance of each
machine loading and scheduling are done.

3. Dispatching – is the routine of setting productive activities in motion through the

release of orders and instructions in accordance with previously time and sequence,
embodied in a route sheet and schedule chart.

4. Follow up – It is the tool which brings the idea on the breaking up, delay and
rectifying tools, etc. during the progress of work.

5. Inspection- is to find out the work quality of the process.

6. Corrective- At evaluation process a thorough analysis is done and corrective

measures are taken.
 The importance of production planning and control are summarized below:

 Better Service to Customers: Production planning and control, through proper scheduling and

expediting of work, helps in providing better services to customers is terms of better quality of goods
at reasonable prices as per promised delivery dates. Delivery in time and proper quality, both help in
winning the confidence of customers, improving relations with customers and promoting profitable
repeat orders.

Fewer Rush Orders: In an organization, where there is effective system of production planning and
control, production, operations move smoothly as per original planning and matching with the
promised delivery dates. Consequently, there will be fewer rush orders in the plant and less overtime.
Better Control of Inventory: A sound system of production planning and control helps
in maintaining inventory at proper levels and, thereby, minimizing investment in inventory.
More Effective Use of Equipment: An efficient system of production planning and control makes
for the most effective use of equipment. It provides information to the management on regular basis
pertaining to the present position of all orders in process, equipment and personnel requirements for
next few weeks. 

Reduced Idle Time: Production planning and control helps in reducing idle time i.e. loss of time by
workers waiting for materials and other facilities; because ensures that materials and other facilities
are available to the workers in time as per the production schedule. Consequently, less man-hours are
lost, which has a positive impact on the cost of production.

Good public image: A proper system of production planning and control is helpful in keeping
systematized operations in an organization. Such an organization is in a position to meet its orders in
time to the satisfaction of its customers. Customer’s satisfaction leads to increased sales, increased
profits, industrial harmony and ultimately good public image of the enterprise.

Lower capital requirements: Under a sound system of production planning and control, everything
relating to production is planned well in advance of operations. Where, when and what is required in
the form of input is known before the actual production process starts. Inputs are made available as
per schedule which ensures even flow of production without any bottlenecks.
Levels of PPC

Strategic planning:

Strategic planning is a process of thinking through the organizations current mission and
environment and then setting forth a guide for future decisions and results.

Example: Technology forecasting and choice of appropriate technology for the long range
time horizon.

Strategic plans are usually long range plans done at the top management level. For example,
the vice-president-operations, together with the top executives of the firm develop long range
capacity and facility plans.
Tactical Planning

Tactical Planning is done over an intermediate term or medium range time horizon by the middle
level management (Operations at departmental level). These plans focus on aggregate products
rather than individual specific products. These aggregate plans have a time span of 6 to 18 months.
They specify the employment plan; machinery and utility plans, the sub-contractor and materials
supply plans and facility modification/ expansion plans

Operational Planning

Operational planning is done over a short range time span developed by the junior level
management. It is concerned with the utilization of existing facilities rather than the creation
of new facilities. It involves proper utilization of key resources such as raw materials,
machine capacity, energy etc.

Short term planning takes into account, current customer orders, priorities, material
availability, absenteeism rate, cash flows, etc., and it is designed to respond quickly to
changes in production levels and market conditions.

Short range planning establishes short range schedules which specify the quantity of specific
products to be produced in each week of the planning horizon which varies from a week to a
few months.

PRODUCT DESIGN AND FACTORS

The product design is the process of imagining, creating and designing the product that
solves the user’s problem, or address specific need of customer in a given market. The key
to successful product design is to understand the need of the end user customer the person
for whom the product is being created. Ideally, product design’s execution is so flawless that
no one notices; users can intuitively use the product as needed because product design
understood their needs and anticipated their usage

The two basic steps in designing a product are functional design and production design

Functional Design

In the functional design step the product is designed to be functional. Decisions are
made on dimensions, materials to be used, type of final finish required for appearance
and so on. At this stage, the designer is more concerned with the product itself than the
methods of production. The main concerns are functional considerations, customer
appeal, cost and ease of operation and maintenance
In the production design stage, the designer considers introduction of modifications and
new concepts into the product to make it more suitable for production. Some of the
concepts employed in this stage include:

Standardization: The designer can facilitate the production of the part by

standardization of a port or the whole product. Standardization can also cut production
costs by eliminating the need for planning for several different product varieties.
Modular Design: Modular Designs facilitate production and maintenance. This type of
design is used extensively in computers
Simplification: Sometimes the designer may include some features in the design that,
although not very critical to function of the product, create severe problems in the
production stage. To correct these situations, sometimes some part of the design must
be simplified.

1. Customer Requirement – One of the most important aspects of product design is to

satisfy customer need, since for the end user the product is being made. So, it is the
product designer duty to get the requirement of the end client before formulating
the prototype and conceptualizing the ideology. The designed product must satisfy
the need of the customer terms of good product requirement like quality, durability,
reliability etc so that they could entrust the company and become liable to it.

2. Production facilities- The product designers must check that production department
has got all necessary facilities to produce a product. Simple product design requires
minimum production facilities. This will make the job of production department
easy, and it will also minimize the cost of production. The machines and tools which
are used to produce the product must give comfort and convenience to the
employees of production department.

3. Functionality- Meeting the purpose for which the product is being made will derive
the greater customer satisfaction. The designed product should be functionally
commanding and should be extensively be able to meet the end goal. Functionality is
again one such factor influencing the product design so, again it is the responsibility
of the designer to maintain the coordination between the look the way it needs to
be work.

4. Cost- cost is one of the main factors that influences the product design. The product
designer is informed about the maximum cost of the product, in such a case the
designer has not freedom to over design the product and has to do it within the cost
limit. The designer is also guided by the competitor’s product designs. It is also
possible that product is being designed first then the cost of that product is decided.
In such cases designer has the freedom to over design the product. However, he
must never over design the product.

5. Materials- The type and quality of the raw material used also greatly influences the
design of the product. The product designer must have the proper knowledge about
the material which is to be used in the production and designing of the product. He
should collect the information about the material from primary and secondary
sources. He should also keep the knowledge of the material which is used by their
competitors to design the products.

6. Quality policy- The design of the product is guided by the quality policy, which is
fixed by the top level of management of the company. The quality policy sets the
standard for the product which has to be maintained. It also builds a particular
quality image of the product for the company.
 7. Effects on the existing products- The product designer must consider the factors that
the design of the new product may impact the existing product of the company. For
an instance it can badly affect the sale of the existing product of the company. The
designer must avoid this situation. For ex Company may design a low-quality product
which might affect their sale of product of the high quality. And if the new product is
going to replace the existing product, then it must be able to use the same
manufacturing and distribution strategies.

8. Reputation of the company- The product designer must consider the reputation of
the company in the market. Companies which have a good name and goodwill in the
market will want their new product designs to match or keep up their positive
image.

APPROACHES TO PRODUCT DESIGN

ANALYSIS

There is one similarity between writers and designers. A writer finds it difficult to start a

paragraph. Similarly, a designer has a tough time preparing the skeleton of his design. So
how to overcome this situation effortlessly. The answer to this is research. Every product
design process starts with research.  The research will help your team generate ideas. The
output generated in the result is the solution to your problem. There are two essentials to
comply with for successful research.

1. Start by accepting the situation at hand. Find out the resources you have to meet the
needs and make the best out of them.

2. Once you are ready with all your tools, now the research begins. Start by finding out
the problem which your design will solve.

CONCEPTUALIZE

So, the problems have been identified. Take notes of all the issues you figured out in the
first step. Now how do you solve them? Your design is the solution to the problem.
Conceptualize the problems into potential ideas. This can be done by breaking down each
problem and visualizing the needs associated with it. The needs of your user can be
reflected in these problems. The objectives of product design are mainly to suffice the needs
of the customer. A product that cannot serve the purpose is a failed product.  That is why it
is crucial to create a product that satisfies your customer.

SYNTHESIS

You have the ideas, solutions to problems figured out in the previous step. The immediate
step is to transform those ideas into a blueprint of your product. This is the stage where you
create a prototype.  You put all your ideas into practice in this step. Many designers get lost
in the vast sea of ideas generated by them. It becomes challenging to give a structure to all
these solutions. The ideal method to create a framework is to find a relation between the
different data generated from the first two steps. You can achieve this by manipulating,
organizing, and finding out relevant data. All the information generated may not be helpful,
so you have to pick the ones that will serve your purpose.