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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
© 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.
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.5
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.7
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.8
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 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
Percentage of
design costs
incurred
0%
Start of the Finish of the
design activity design activity
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 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.
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.13
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.14
Customer
Request
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
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”
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.16
Assemble whole
sandwich
Fillings
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 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
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.26
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.27
Mass Process
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4
4.30
High
Project
Professional
service
Jobbing
Service shop
Variety
Variety
Batch
Mass
uous
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 4