Process Design

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Process Design
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• 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

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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.
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Process Design
Processes that Design Products and Services
Processes that Produce Products and Services
Supply Network Design
Layout and Flow
Process Technology
Job Design
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• Nature of the design activity
• Design is inevitable products, services and the
  processes which produce them all have to be
  designed.
• 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.

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Product services design are interrelated to its
process design
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• 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.

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• 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

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The design activity is itself a process
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Relatively early in the design activity the
decisions taken will commit the operation to
costs which will be incurred later
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• Designing processes
• Process mapping
• Process mapping symbols
• Improving processes
• Process performance
• Throughput, cycle time work in process

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• 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.

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Process mapping symbols
Beginning or end of process
Operation (an activity that directly adds value)
Activity
Inspection (a check of some sort)
Transport (a movement of some thing)
Input or Output from the process
Delay (a wait, e.g. for materials)
Direction of flow
Storage (deliberate storage, as opposed to a
delay)
Decision (exercising discretion)
Process mapping symbols derived from Systems
Analysis
Process mapping symbols derived from Scientific
Management
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Customized sandwich improved new process
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Two handed process chart
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• Process performance
• Process performance can be judge against the five
  key performance objective
• Quality
• Speed
• Dependability
• Flexibility
• Cost

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• 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

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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

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Project Process
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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)

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Jobbing Process
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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

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Batch Process
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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

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Mass Process
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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

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Continuous Process
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Service process types
Manufacturing process types
High
High
Project
Professional service
Jobbing
Service shop
Batch
Variety
Variety
Mass
Mass service
Contin- uous
Low
Low
High
Volume
Low
Volume
Low
High