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Process Design: © Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Process Design: © Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Process Design
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.2
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
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.3
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.
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.4 Process Design
Process design
Processes that Processes that
Design Products Produce Products
and Services and Services
Supply Network Design
Concept Generation
Screening
Layout
and Flow
Preliminary Design
Evaluation and
Improvement
Process Job
Technology Design
Prototyping and final
design
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.5
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.6
Product & services design are
interrelated to its process design
Designing the Designing the
Product or Processes that
Service Produce the Product
or Service
Processes should be
Products and services designed so they can
should be designed in create all products
such a way that they and services which
can be created the operation is likely
effectively to introduce
Decisions taken during the design of the product or service will have
an impact on the process that produces them and vice versa
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.7
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.8
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.10 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 Finish of the
design activity design activity
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.11
Designing processes
Process mapping
Process mapping symbols
Improving processes
Process performance
Throughput, cycle time & work in process
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.12
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.
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.13
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.14
Customer
Request
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.15
The operation of making and
selling customized sandwiches
Assemble as Take
Prepare required payment
Sandwich Customers
materials and assembled to
customers sandwiches
Bread and
Base filling The outline process of making and
selling customized sandwiches
Assemble whole
sandwich
Use standard
base?
No
Yes Fillings
Customer The detailed process of
Request assembling customized
Assemble from
sandwiches
standard base
Stored
Bases
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.16
Assemble whole
sandwich
Fillings
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.17 Two handed process chart
Left hand Right hand
Wait 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 Inspect
Transfer grasp Transfer grasp
Wait Put aside
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.18
Process performance
Process performance can be judge against the
five key performance objective:
Quality
Speed
Dependability
Flexibility
Cost
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.19
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
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.21
Project Process
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.22
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)
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.23
Jobbing Process
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.24
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
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.25
Batch Process
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.26
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.27
Mass Process
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.28
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
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.29
Continuous Process
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.30
High
Project
Professional
service
Jobbing
Service shop
Variety
Variety
Batch
Mass
uous
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4