2 Process Design

Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.1
Process Design
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
Processes that
Design Products
and Services
Concept Generation
Screening
Preliminary Design
Evaluation and
Improvement
Prototyping and final
design
Processes that
Produce Products
and Services
Supply Network Design
Layout
and Flow
Process
Technology
Job
Design
Process 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
Decisions taken during the design of the product or service will have
an impact on the process that produces them and vice versa
Products and services
should be designed in
such a way that they
can be created
effectively
Processes should be
designed so they can
create all products
and services which
the operation is likely
to introduce
Designing the
Product or
Service
Designing the
Processes that
Produce the Product
or Service
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:
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
TRANSFORMED
RESOURCES
Technical information
Market information
Time information
TRANSFORMING
RESOURCES
Test and design
equipment
Design and technical
staff
THE DESIGN
ACTIVITY
OUTPUT INPUTS
4.10 Relatively early in the design activity the
decisions taken will commit the operation
to costs which will be incurred later
100%
0%
Percentage of final
product cost
committed by the
design
Percentage of
design costs
incurred
Start of the
design activity
Finish of the
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
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
Decision (exercising discretion)
Process mapping symbols derived
from Systems Analysis
Direction of flow
Input or Output from the process
Activity
Beginning or end of process
Process mapping symbols
4.14
Standard sandwich process
Raw
Materials
Assembly
Stored
Sandwiches
Move to
Outlets
Stored
Sandwiches
Sell
Take
Payment
Customer
Request
Raw
Materials
Assembly
Take
Payment
Customer
Request
Customized sandwich old process
4.15
Prepare
Assemble as
required
Take
payment
Bread and
Base filling
Stored
Bases
Fillings
Assemble whole
sandwich
Customer
Request
Use standard
base?
Assemble from
standard base
No
Yes
The operation of making and
selling customized sandwiches
The outline process of making and
selling customized sandwiches
The detailed process of
assembling customized
sandwiches
Sandwich
materials and
customers
Customers
assembled to
sandwiches
4.16
Customized sandwich improved new process
Bread and
Base filling
Assembly of
sandwich
bases
Stored Bases
Fillings
Assemble whole
sandwich
Take
Payment
Customer Request
Use standard
base?
Assemble from
standard base
No
Yes
4.17
Left hand Right hand
Pick up base plate
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
Wait
Hold base plate
Wait
Hold centre assembly
Inspect
Transfer grasp
Wait
Two handed process chart
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
Volume Low High
Volume Low High
V
a
r
i
e
t
y

L
o
w

H
i
g
h

V
a
r
i
e
t
y

L
o
w

H
i
g
h

Project
Jobbing
Batch
Mass
Contin-
uous
Professional
service
Service shop
Mass service
Service process
types
Manufacturing process
types

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Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4

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