LESSON 2: Product design, Process design, Schedule design

EXPECTATIONS

You will know about product design, process design, and schedule design. Specifically, this
module will help you to

 Undertand the Relationship between product, process, and schedule design and facilities
planning.

 Identify the Relationship between product, process, and schedule design and facilities
planning.

 Make an affinity diagram for every major they have.

Let us start your journey in learning more on Product design, Process design, Schedule design.

LESSON PROPER

Relationship between product, process, and schedule design and facilities planning

Product designers Process planner Production Planner

Facilities planner

Figure 1 Relationship between product, process, and schedule design and facilities planning

Before any facility plan can be generated, the following questions should be addressed

1. What is to be produced?

2. How are the products to be produced?

3. When are the products to be produced?

4. How much of each product will be produced?

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5. For how long will the products be produced?

6. Where are the products to be produced?

Relationship between product, process, and schedule design and facilities planning

Product
design

Facilities design

Process schedule
design design

Figure 2 Relationship between product, process, and schedule (PP&S) design facilities planning

Facility planning functions relationship

Product:

 Change in the design of a product.

 Introducing a new product.

 A significant increase in demand.

Process:

 Change in the design of a process.

 Replacement of a machine.

 Adaptation of new standards

Scheduling:

 Bottlenecks

 Delay and idle time.

 Excessive temporary storage

 Obstacles to material flow.

 High ratio of material handling time/production time

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Product, Process & Scheduling Design Interaction
1. Product Design
2. Process Design
3. Scheduling Design
4. Facilities Design

1. PRODUCT DESIGN STEPS

1. Customer Needs

• Market Surveys, Benchmarking

• Quality Function Deployment (QFD) and House of Quality (HOQ) etc.

2. Product Designer

• Exploded Assembly Drawing or Photograph

• Can be prepared and analyzed by CAD

3. Component Design

• Detailed component part drawing

• Can be prepared and analyzed by CAD

Product Design

 Product design involves

 The determination of which products are to be produced

 The detailed design of individual products.

 Decisions regarding the products to be produced are generally made by top

management based on input from marketing, manufacturing, and finance concerning
projected economic performance.

 Product must meet customer needs, this challenge can be achieved by designers using
Quality Function Deployment (QFD) and benchmarking.

 Either Exploded Assembly Drawing or Photograph can be used to show the parts
properly oriented.

 Detailed component part drawings are needed for each component part.

 Drawings can be prepared and analyzed by CAD system.

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Product Design involves:

1. Quality Function Deployment (QFD)

2. House of quality (HOQ)

3. Benchmarking

4. Design for Manufacturing and Assembly (DFMA)

5. Prototyping (The first testing pattern)

6. Exploded Assembly Drawing

7. Photography

8. CAD drawing

2. PROCESS DESIGN STEPS

1. Identifying Required Processes

• Make or Buy Decision & Parts list

• Bill of Materials (BOM) & Product Structure

2. Selecting Required Processes

• Route sheet.

3. Sequencing Required Processes

• Assembly Chart, Operation Process chart & Precedence Diagram.

How the product is going to be produced, on which machine, make or buy decision, how long it
will take to perform the operation.

Basically process design consists of 3 stages:

1. Identifying the required process
 make-or-buy decision
 part list
 bill of materials
2. Selecting the required processes
 process selection procedure
 route sheet
3. Sequencing the required processes
 assembly chart
 operation process chart
 Precedence diagram

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 Process selection & Design process

Make or Buy Decision

BOM Purchase
(Bill of Materials)

B
Make
BOM
Bill of Materials

Process
Identification

 Operations B CAPP
 Equipment Process CAD
(Computer Aided
 Production times Selection
Process Planning)
 Utilization
 Alternatives
Route
 Result -------------------- Assembly Chart
Sheet

Components

Group Liason Precedence Operation

Technology Sequence Diagram Process Sub Assemblies
Analysis Chart

Assemblies

Package Product

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 Make or Buy Decision Process

Can the item NO

be purchased? MAKE

YES

Can we make NO
the item?
BUY

YES

Is it cheaper for NO
us to make
than to buy? BUY

YES

Is the capital
NO
available
allowing us to BUY
make?

YES

MAKE

PROCESS IDENTIFICATION

1 Define elemental operations

2 Identify alternative processes for each operation

3 Analyze alternative processes

4 Standardize processes

5 Evaluate alternative processes

6 Select processes

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After Make or Buy decision

After the make or buy decisions have been made, a list of items to be made and the items to
be purchased will be determined. The listing often takes the form of a parts’ list or a bill of
materials. A parts list includes at least the following
1. Part numbers

2. Part name

3. Number of parts per product

4. Drawing

Process Design

A part list

1) part number

2) part name

3) number of parts

4) drawing number

5) material

6) size

7) quantity

8) make or buy

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Selecting the Required Processes

 After determining “in house” parts, decisions are needed as to how the products will be
made:
- previous experiences

- related requirements

- available equipment

- production rates

- future expectations.

 Outputs are processes, equipment, and raw materials required for the inhouse
production of products, also called a route sheet.

 The outputs from the process selection procedure are the processes, equipment, and
raw materials required for in-house production of products. Output is generally given in
the form of a rout sheet.

 It lists, in addition to part information, the related operations for each make
component.

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 Sequencing the Required Process

 The method of assembling a product is accomplished by the assembly chart.

 Assembly chart -shows the sequence of operations in putting the product together.

 The easiest method of constructing an assembly chart is to begin with the completed
product and trace the product disassembly back to its basic components Sequencing
the Required Process

Route sheets- provide information on production methods and assembly charts indicate how
components are combined, neither provides an overall understanding of the flow within the
facility. This is accomplished with the operation process chart.

3. SCHEDULING DESIGN STEPS

Marketing Information

•Quantitative Information such as volume, trend, and predictability of future demand for
various products

•Qualitative information

Process Requirements

• Calculation of production requirements

 Calculations with rework

• Reject allowance problem

• Estimation the number of machines required

Marketing Information - Quantitative

As a minimum, the market information needed for facilities planning is given in the table.

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Marketing Information -Quantitative

Ideally, information of the type shown in this table would be provided. If such information is
available, a facilities plan can be developed for each demand state, and a facility designed with
sufficient flexibility to meet the yearly fluctuations in product mix.

Marketing Information -Qualitative

The qualitative information listed in this table shall be obtained as well. This information may
provide valuable insight to facilities planner

4. FACILITIES DESIGN STEPS

QC Tools

• Some quality Tools such as Pareto Chart can be used

Deming Wheel

• Deming PDCA Cycle of continuous improvement can be very useful (Plan-Do-Check-Act)

Seven Management & Planning Tools

1. The affinity diagram,

2. The interrelationship digraph,

3. The tree diagram,

4. The matrix diagram,

5. The contingency diagram,

6. The activity network diagram, and

7. The prioritization matrix.

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Affinity Diagram

It is used to gather verbal data, such as ideas and issues, and organize it into groupings.
Suppose we are interested in generating ideas for reducing manufacturing lead time. In a
brainstorming session, the issues are written down on "post-it“ notes and grouped on a board
or wall. Each group then receives a heading. An affinity diagram for reducing manufacturing
lead time is presented in the following figure.

a. Scrambled Ideas
What are the issues involved in
missing shipping

Insufficient training
Not enough fork trucks Engineering changes
Overcrowded dock
No place for returns Shipping turnover
Teams not used

Computer crashes Error on bill of lading

Inexperienced
supervisors

Affinity Diagram

Procedure:
1. State the issue in a full sentence.
2. Brainstorm using short sentences on self-adhesive notes.
3. Post them for the team to see.
4. Sort ideas into logical groups.
5. Create concise descriptive headings for each group.
b. Ordered oideas
What are the issues involve
in missing shipping dates?

Facilities people system

Overcrowded dock Insufficient training

Computer crashes

No place for Teams not used

returns Engineering changes
Shipping turnover

Not enough fork Errors on bill of

Inexperience lading
trucks
supervisor

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Affinity Diagram

Affinity diagram example for reducing manufacturing lead time

Interrelation Diagraph
The interrelationship digraph is used to map the logical links among related items, trying to
identify which items impact others the most. The term digraph is employed because the graph
uses directed arcs

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 Interrelation Diagraph

Suppose we want to study the relationship between the items in previous figure under
facilities design. The interrelationships are presented in this figure. Note that this graph helps
us understand the logical sequence of steps for the facilities design

2. Assign families to 3. Assign raw materials to

1. Form product families
manufacturing cells their point of use

4. Keep receiving and

shipping close to
production

Tree Diagram
Maps out the paths and tasks necessary to complete a specific project or reach a
specified goal.
Benefits:
 Encourages team members to think creatively.
 Makes large projects manageable.
 Generates a problem-solving atmosphere.
Means

Create a workable process

Objective
Create capability
Increase workplace
suggestion
Measure results

Provide recognition
a. Objective and Means

Tree Diagram
Procedure:
1. Choose an action-oriented
objective statement from the
interrelationship diagram,
affinity diagram,
brainstorming, team mission
statement.
2. Using brainstorming, choose
the major headings.
3. Generate the next level by
analyzing the major
headings. Repeat this
question at each level.

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Tree Diagram
Tree diagram for the formation of product families

The matrix diagram

organizes information such as characteristics, functions, and tasks into sets of items to be
compared.

Contingency Diagram

formally known as process decision program chart, maps conceivable events and contingencies
that might occur during implementation. It is particularly useful when the project being
planned consists of unfamiliar tasks. The benefit of preventing or responding effectively to
contingencies makes it worth while to look at these possibilities during the planning phase.
This figure shows an example of possible contingencies during an earthquake

Office Facility Distroyed

Power Disruption

Staff Can’t Report to work

Earthquake

Data Systems Destroyed

Telecom Failure

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Activity Network Diagram

The activity network diagram is used to develop a work schedule for the facilities design effort.
This diagram is synonymous to the critical path method (CPM) graph. It can also be replaced by
a Gantt chart and if a range is defined for the duration of each activity, the Program Evaluation
and Review Technique (PERT) chart can also be used. The important message is that a well
thought out time table is needed to understand the length of the facilities design project. This
timetable can be developed after the actions on the tree diagram have been evaluated with
the prioritization matrix. Teams activities can also be planned as shown in this typical weekly
work schedule.

Prioritization Matrix
In developing facilities design alternatives it is important to
consider:
 Layout characteristics
 Material handling requirements
 Unit load implied
 Storage strategies
 Overall building impact
The figure shows prioritization matrix for the Evaluation of Facilities Design alternatives.

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Prioritization Matrix

The prioritization matrix can be used to judge the relative importance of each criterion as
compared to each other. The prioritization of the criteria for the facilities design example. The
criteria are labeled to help in building a table with weights. This figure shows the Prioritization
Matrix for Layout Alternatives Based on WIP Levels

Summary

This figure shows how the seven management and planning tools facilitate the planning of a
facilities design project

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 ACTIVITIES

AFFINITY DIAGRAM

Direction: Make an affinity diagram for each major HVAC, AMT, CPT, and FSM in A4 size
of bond paper portrait or landscape positions.

Name:____________________________ Date:_________

Course/Year/Sec:_______________________ Professor:______________

Example: Affinity Diagram for Teacher

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 REMEMBER

 Successful products which sell on the market are defined by clever product design-
especially now that consumers have even more power when it comes to recommending
a product and being advocates (or haters) on social media. We have worked on many
product design and development projects in different markets all over the
globe, and have seen how product design is evolving and what makes the
consumers buy in. We wanted to share these insights with you and let you in on our
thoughts about why consumers buy into products.

 Having a process design allows us to be more efficient and transparent when we are
designing an app. Since we have a plan laid out that has been tested and refined, we
can make sure we’re always moving forward and not having to retrace our steps, and
the client will trust the decisions and suggestions that we are making. There is a
lowered risk because we’re using a plan that is tried and true — no guesswork needed.
This plan also helps to keep all members of different teams on track and able to
collaborate easily. When we work this way, it helps us find solutions for problems you
might not even realize are there. This forces you to think through an app in its entirety,
and makes sure the user is getting an engaged user experience. In the end you will have
an app that works well, is easy to use, and is something the user wants to use over and
over.

 Schedule design should be the first step in developing a project schedule for any capital
project. It is the planning process of creating the structure and organization of the
schedule prior to developing an actual, detailed schedule. It provides a disciplined
approach to building the schedule, so that when schedule development starts, it will
advance logically from the original plan. If the project scope is likely to change or
expand, flexibility and scalability of the schedule structure may be the most important
considerations in its design. When the project is large with many repetitive elements,
consistent descriptions and coding are key to an effective schedule design. The
structure of the schedule will depend on the management, reporting and
communication requirements and expectations.

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