2-process-design

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Transcript 2-process-design

4.1

Process Design

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.

Operations Management

, 4E: Chapter 4

4.4

Process Design Process design Processes that Design Products and Services Processes that Produce Products and Services Supply Network Design Concept Generation Screening Preliminary Design Evaluation and Improvement Prototyping and final design Process Technology Layout and Flow Job Design

Operations Management

, 4E: Chapter 4

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.

Operations Management

, 4E: Chapter 4

4.6

Product & services design are interrelated to its process design

Designing the Product or Service

Products and services should be designed in such a way that they can be created effectively

Designing the Processes that Produce the Product or Service

Processes should be designed so they can create all products and services which the operation is likely 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

Operations Management

, 4E: Chapter 4

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. © Nigel Slack, Stuart Chambers & Robert Johnston, 2004

Operations Management

, 4E: Chapter 4

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 © Nigel Slack, Stuart Chambers & Robert Johnston, 2004

Operations Management

, 4E: Chapter 4

4.9

The design activity is itself a process Finished designs which are: TRANSFORMED RESOURCES Technical information Market information Time information INPUTS THE DESIGN ACTIVITY OUTPUT Test and design equipment Design and technical staff TRANSFORMING RESOURCES High quality: Error-free designs which fulfil their purpose in an effective and creative way Speedily produced: Designs which have moved from concept to detailed specification in a short time Dependably delivered: Designs which are delivered when promised Produced flexibly: Designs which include the latest ideas to emerge during the process Low cost: Designs produced without consuming excessive resources

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 0% Start of the design activity

Percentage of design costs incurred Finish of the design activity

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.

Operations Management

, 4E: Chapter 4

4.13

Process mapping symbols

Operation (an activity that directly adds value) Inspection (a check of some sort) Transport (a movement of some thing) Delay (a wait, e.g. for materials) Storage (deliberate storage, as opposed to a delay) Process mapping symbols derived from “Scientific Management” Beginning or end of process Activity Input or Output from the process Direction of flow Decision (exercising discretion) Process mapping symbols derived from Systems Analysis

Operations Management

, 4E: Chapter 4

4.14

Raw Materials Assembly Stored Sandwiches Move to Outlets Stored Sandwiches Sell Take Payment Standard sandwich process Raw Materials Assembly Take Payment Customer Request Customer Request Customized sandwich old process

Operations Management

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4.15

The operation of making and selling customized sandwiches Sandwich materials and customers Prepare Assemble as required Take payment Customers “assembled” to sandwiches Bread and Base filling Assemble whole sandwich Use standard “base”?

No Yes Fillings Customer Request Assemble from standard “base” Stored “Bases”

The outline process of making and selling customized sandwiches The detailed process of assembling customized sandwiches

Operations Management

, 4E: Chapter 4

4.16

Customized sandwich improved new process Assemble whole sandwich Assembly of “sandwich bases” Use standard “base”?

No Fillings Bread and Base filling Customer Request Yes Stored “Bases” Assemble from standard “base” Take Payment

Operations Management

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4.17

‘Two handed’ process chart Left hand Right hand Wait Pick up base plate Hold base plate Wait Hold centre assembly Inspect Transfer grasp Wait Insert into fixture Pick up two supports Locate back plate Pick up screws Locate screws Pick up air driver Fasten screws Replace air driver Pick up centre assembly Inspect centre assembly Locate and fix Switch on timer Wait to end test Inspect Transfer grasp Put aside

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

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

Operations Management

, 4E: Chapter 4

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 © Nigel Slack, Stuart Chambers & Robert Johnston, 2004

Operations Management

, 4E: Chapter 4

4.21

Project Process

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

Operations Management

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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

Operations Management

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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 © Nigel Slack, Stuart Chambers & Robert Johnston, 2004

Operations Management

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4.27

Mass Process

Operations Management

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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

Operations Management

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4.30

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

Operations Management

, 4E: Chapter 4

2-process-design

Transcript 2-process-design

Process Design

Chapter Coverage

Design:

Process:

Nature of the design activity: 1) Design is inevitable

2) Product design influences process design

Product & services design are interrelated to its process design

Designing processes

Process mapping

Process mapping symbols

Process performance

Throughput, work content, cycle time, and work in process

throughput = work in process x cycle time

Project Processes

Project Process

Jobbing Processes

Jobbing Process

Batch Processes

Batch Process

Mass (Line) Processes

Mass Process

Continuous Process

Continuous Process

Directory