Process Design: © Nigel Slack, Stuart Chambers & Robert Johnston, 2004

4.
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
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.
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
4.5
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.
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
4.7
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.
4.8
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
4.9
The design activity is itself a process Finished designs

which are:
TRANSFORMED High quality: Error-free designs

RESOURCES which fulfil their purpose in an
Technical information effective and creative way
Market information
Time information Speedily produced: Designs
which have moved from
concept to detailed
THE DESIGN specification in a short time
INPUTS OUTPUT
ACTIVITY Dependably delivered: Designs
which are delivered when
promised
Test and design
equipment Produced flexibly: Designs
Design and technical which include the latest ideas
staff to emerge during the process
TRANSFORMING Low cost: Designs produced

RESOURCES without consuming excessive
resources
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
4.11
Designing processes
Process mapping
Process mapping symbols
Improving processes
Process performance
Throughput, cycle time & work in process
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.
4.13
Process mapping symbols

Operation (an activity Beginning or end of process
that directly adds value)
Inspection (a check of Activity

some sort)
Transport (a movement Input or Output from the process
of some thing)
Delay (a wait, e.g. for materials) Direction of flow
Storage (deliberate storage, Decision (exercising discretion)

as opposed to a delay)
Process mapping symbols derived Process mapping symbols derived

from Scientific Management from Systems Analysis
4.14
Raw Stored Move to Stored Take

Assembly Sell
Materials Sandwiches Outlets Sandwiches Payment
Standard sandwich process

Customer
Request
Raw Assembly Take
Materials Payment
Customer
Request
Customized sandwich old process
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
4.16
Customized sandwich improved new process
Assemble whole
sandwich
Assembly of Use standard Take

sandwich No
base? Payment
bases
Fillings
Bread and Yes

Base filling Customer Request
Stored Bases Assemble from

standard base
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
4.18
Process performance
Process performance can be judge against the
five key performance objective:
Quality
Speed
Dependability
Flexibility
Cost
4.19
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
4.20
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
4.21
Project Process
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)
4.23
Jobbing Process
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
4.25
Batch Process
4.26
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
4.27
Mass Process
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
4.29
Continuous Process
4.30
Manufacturing process Service process

types types
High
High
Project
Professional
service
Jobbing
Service shop
Variety
Variety
Batch
Mass
Contin- Low Mass service

Low
uous
Low Volume High Low Volume High

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4.

Nature of the design activity:

Process Design and Product/Service Design are Interrelated

Process and product/service design must satisfy customer

The design activity is itself a process Finished designs

TRANSFORMED High quality: Error-free designs

TRANSFORMING Low cost: Designs produced

Process mapping symbols

Inspection (a check of Activity

Delay (a wait, e.g. for materials) Direction of flow

Storage (deliberate storage, Decision (exercising discretion)

Process mapping symbols derived Process mapping symbols derived

Raw Stored Move to Stored Take

Standard sandwich process

Customized sandwich old process

Customized sandwich improved new process

Assembly of Use standard Take

Bread and Yes

Stored Bases Assemble from

Throughput, work content, cycle time, and

Mass (Line) Processes

Manufacturing process Service process

Contin- Low Mass service

Low Volume High Low Volume High

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