Chapter two …..

Process Design and

Selection

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Process Design and Selection

Outlines
 Introduction
 What is Process
Process Design
Process Selection

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Introduction to process
• A process is a series of independent tasks that transforms
an input in to output material of higher value for the
organization.

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Process …… Examples
transforms steel, rubber,
and plastic into ….. Cars

Packaged Foods
er s
es , PC’s o rd
ta to
po me r
a t , st o
e
m …. cu
s
r m in to m s
fo
s ces fo r
t r an u n s ..
sa ra
t o…
and int
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Process Analysis

• Why do we need to analyze the process?

 To identify inefficient tasks.
 To spot possible effectiveness improvement tasks.
 To understand where value can be added.

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Process design
• Process planning serves as an input to process design.
• If the process is service-oriented, these needs will be
reflected in the proposed quality, speed, cost, and reliability
of the service.
• If, the process will be manufacturing oriented, then these
needs will be reflected in the product’s proposed quality,
cost, function, reliability and appearance.
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Process planning

• Is a systematic determination of method or person by which

the product is to be manufactured.

• It consists of devising(create), selecting and specifying

processes, machine tools and other equipment to convert
raw material into finished product.

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Cont…
• Process planning can also be defined as a subsystem responsible
for the conversion of design data to work instruction.

• It is an intermediate stage between designing the product and

manufacturing it.

Process Manufacturin
Design planning g

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Process Design
• Process design : is composed of two aspects:
1. The choice of work station and
2. the choice of work flow.
• Work station selection involves the choice of machines to
be included in the process.
• Work flow analysis concerns the flow of work between these
stations.

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Process Selection
• It is here that the decision is made as to whether the process
will be continuous, intermittent, or some combination of
both.
• Repetitive/Continuous processes: Processes used to produce
one or a few standardized products in high volume.
• Intermittent processes: Processes used to produce a variety
of products with different processing requirements in lower
volumes.
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Process Selection

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Cont …
• Process selection is based on five considerations;
1. Type of process; range from intermittent to repetitive or
continuous.
2. Degree of vertical integration.
3. Flexibility of resources.
4. Mix between capital & human resources.
5. Degree of customer contact.

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Process Design Tools
• Process flow analysis is a technique used for evaluating a
process in terms of the sequence of steps from inputs to outputs.
• A process flowchart is used for viewing the sequence of steps
involved in producing the product, and The flow of the product
through the process.
• It is useful for seeing the totality of the operation and for
identifying potential problem areas.

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Process Flow Charts
• Graphical description of a process:
 Raw Materials, RM
Holding/storage Buffer
 Work in Process, WIP
 Finished Goods Inventory, FGI
Flow of
material /work

Processing step Bottleneck:- Longest task in the process.

Buffer:- is a station for placement

Decision point (temporary storage).
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Decisions Strategies
• Make-to-stock strategy:- Produces standard products and
services for immediate sale or delivery.

• Make-to-order strategy:- Produces products to customer

specifications after an order has been received.

• Assemble-to-order strategy:- Produces standard components

that can be combined to customer specifications.

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Cycle Time, Throughput time and Work in Process (WIP)

• Cycle Time: is the total time from the beginning to the end of your
process.
• Throughput Time: is an average time that a unit takes to go through
the entire process
• Measured as time.
• Work in Process (WIP): is an average number of units in system
over a time interval.
• Measured as units.
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Computing Cycle Times

Example: Producing 100 cars. On average, production takes 5

hours per car. It takes 50 hours to set up the production line.
ng amount=of Set-up
a fixedTime
Cycle work` Time + (Batch size) x (Time per unit)
Batch size

Cycle Time = = 5.5 hrs/car

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Computing Cycle Times
Production Time:
Setup time:15 min 25min/unit

A B

What is the cycle time between points A and B of the process, if we

work in batches of 10?

Cycle Time = = = 26.5 min/unit

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What is a bottleneck?

• Bottleneck is the process stage with the smallest throughput

rate (longest cycle time).
• Which task is the bottleneck?

Bo
ttl
ene
c
k
3 units/hr 5 units/hr 2 units/hr

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How do we analyze a complex process?
• Look at the process step by step.
• Determine throughput rate (i.e. capacity) of each step.
• Identify the process bottleneck (smallest processing rate, or
largest cycle time).
• The capacity of the process is equal to the capacity of the
bottleneck.

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Example : Hammer production process
Description
1. Work begins at the machining center.
2. Here two lines form the heads of the hammers and place them in a buffer.
3. Handles are attached at the assembly step.
4. Finished hammers are sent to the next stage, where they are packed and
shipped.

Machining WIP WIP

Pack and
Assembly
Machining Ship

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Let’s analyze the hammer process…

Process Data: • Assembly:

 Manual by two workers (no set up).
• Machining:  Each hammer requires 40 min
 Set up 80 min. processing.
 4 min per unit  34 workers available.
processing. • Pack and Ship:
 Batch size 200. Identical  30 min set up, 2 min per unit
lines. processing.
 Lot sizes of 100.

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Step 1: Machining
• Look at one line. 200 units require:
80 + 200  4 = 880 minutes/200 units
• The throughput rate is:
= 200 / 880 = 0.227 units/minute
= 13.62 units/hour
• But we have two identical lines, so for the machining step capacity is
= 2  13.63 = 27.24 units/hour.

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Step 2: Assembly

• 1 unit requires 40 min processing time, so the throughput rate is:

1 unit / 40 min = 0.025 units/min
0.025*60= 1.5 units/hr
• 34 workers available, but 17 workers are required for each unit,
so assembly capacity is:
17  1.5 = 25.5 units/hr

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Step 3: Pack and ship

• Similar to machining:
30 + 100  2 = 230 min/100 units

• Pack & ship capacity is:

100 / 230 = 0.43 units/min

= 25.8 units /hr

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Hammer process: what is the capacity?
Process Step Capacity (units/hr)

Machining 27.24
Assembly 25.50
Pack & Ship 25.80

Assembly is the
bottleneck!

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Some vocabulary…
Buffering: Keep some inventory between stages
0 1/2 1
Starving: Stoppage of activity because of lack of material

1 0/2 0

Blocking: Stoppage of flow because there is no storage place

1 2/2 1

1 1
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 End of chapter
two!!!

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