Chap 3 - Process Design.ppt
- 1. PROCESS SELECTION CHAPTER # 3 MISS SEHRISH HUMA
- 2. ďą When you look at different types of companies, ranging from a small coffee shop to DELL, it may seem like there are hundreds of different types of processes. ďą Some produce standardized âoff-the-shelfâ products, like Zaraâs white shirts, and some work with customers to customize their product, like cakes made to order by a Delizia bakery. ďą Though there seem to be large differences between the processes of companies, many have certain processing characteristics in common. ďą All processes can be grouped into two broad categories: 1. Intermittent operations 2. Repetitive operations. MISS SEHRISH HUMA
- 3. Process Selection ďą Intermittent operations: â Capable of producing a large variety of product designs in relatively low volumes ďą Continuous operations: â Capable of producing one (or a few) standardized designs in very high volumes MISS SEHRISH HUMA
- 4. 1. Intermittent Operations ďąIntermittent processes are used to produce a large variety of products with different processing requirements in lower volumes. Examples are an auto body shop, a tool and die shop, or a healthcare facility. As different products have different processing needs, there is no standard route that all products take through the facility. Instead, resources are grouped by function, and the product is routed to each resource as needed. 1. Think about an auto repair shop. Each vehicle, âthe product,â is routed to different departments or work centers as needed. One vehicle may just need a quick sanding of small dents and then go to painting and drying. Another vehicle may need to go to engine testing and then to repairs. Each product goes to a different workstation based on what is needed. 2. Think about a healthcare facility. Each patient, âthe product,â is routed to different departments as needed. One patient may need to get an X-ray, go to the lab for blood work, and then go to the examining room. Another patient may need to go to the examining room and then to physical therapy. MISS SEHRISH HUMA
- 5. 1. Intermittent Operations ďąTo be able to produce products with different processing requirements, intermittent operations tend to be labor intensive rather than capital intensive. ďąWorkers need to be able to perform different tasks, depending on the processing needs of the products produced. ďąOften we see skilled and semiskilled workers in this environment, with a fair amount of worker discretion in performing their jobs. ďąWorkers need to be flexible and able to perform different tasks as needed for the different products. ďąEquipment in this type of environment is more general-purpose to satisfy different processing requirements. ďąFinally, the volume of goods produced is directly tied to the number of customer orders. MISS SEHRISH HUMA
- 6. 2. Repetitive Processes Repetitive processes are used to produce one, or a few, standardized products in high volume. Examples include an automobile assembly line, a cafeteria, and an automatic car wash. Resourcesâsuch as machines and workersâare organized in a line flow to efficiently accommodate production of the product. Note that in this environment it is possible to arrange resources in a line because there is only one type of product. This is directly the opposite of what we find with intermittent operations. Repetitive processes tend to produce products in the later stages of the life cycle, and the larger volumes are justified by a well-established market. To produce a large volume of one type of product, these processes are more capital, rather than labor, intensive. An example is mass-production, where companies have much invested in their facilities and equipment to provide a high degree of product consistency. Often these facilities rely on automation and technology, rather than on labor skill, to improve efficiency and increase output. The volume produced is usually based on a forecast of future demands rather than on direct customer orders. MISS SEHRISH HUMA
- 7. The Product-Process Matrix/Continuum The two process categoriesâintermittent and repetitiveâcan be further divided to provide greater detail. ďąIntermittent processes can be divided into project processes and batch processes. ďąRepetitive processes can be divided into line processes and continuous processes. This provides a continuum of process types, called the product-process matrix as shown in Figure 3-3. Of the four process types in Figure 3-3, notice that number 1 is a more extreme case of number 2, and similarly number 4 is a more extreme case of number 3. MISS SEHRISH HUMA
- 8. 1. Project Processes Project processes are used to make one-of-a-kind products exactly to customer specifications. These processes are used where there is high customization and low product volume, as each product is different. Examples include construction, shipbuilding, medical procedures, custom tailoring, and interior design. MISS SEHRISH HUMA
- 9. 2. Batch Processes Batch processes are used to produce small quantities of products in groups or batches based on customer orders or product specifications. They are also known as job shops. The volumes of each product produced are still small, and there can still be customization. Examples can be seen in bakeries, education, and printing shops. The classes you are taking at the university use a batch process. MISS SEHRISH HUMA
- 10. 3. Line Processes Line processes are designed to produce a large volume of a standardized product for mass production. They are also known as flow shops, flow lines, or assembly lines. With line processes the product that is produced is made in high volume with little or no customization. Think of a typical assembly line that produces everything from cars, computers, television sets, shoes, candy bars, even food items. MISS SEHRISH HUMA
- 11. 4. Continuous Processes Continuous processes operate continually to produce a high volume of a fully standardized product. Examples include oil refineries, water treatment plants, and certain paint facilities. The products produced by continuous processes are usually in continual rather than discrete units such as liquid or gas. They usually have a single input and a limited number of outputs. Also, these facilities are usually highly capital intensive and automated. MISS SEHRISH HUMA
- 12. This provides a continuum of process types, called the product-process matrix as shown in Figure 3-3. Of the four process types in Figure 3-3, notice that number 1 is a more extreme case of number 2, and similarly number 4 is a more extreme case of number 3. MISS SEHRISH HUMA
- 13. Process Mapping
- 14. Process Maps Process flow analysis is a technique used for evaluating a process in terms of the sequence of steps from inputs to outputs with the goal of improving its design. One of the most important tools in process flow analysis is a process flowchart. 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. Process maps help visualize the major steps and relationships between them in a process. By having the people who actually perform it outline the process using a process map, you can check for its accuracy. This also helps identify bottlenecks or flaws and blockers in advance in process.
- 15. Bottleneck Longest task in the process. For example, letâs say that the first stage of a multistage process produces one product in 40 seconds and the second stage in 60 seconds. That means that for every unit produced the first stage would have to stop and wait 20 seconds for the second stage to finish its work. Because the capacity of the second stage is holding up the speed of the process, it is called a bottleneck. Now letâs see what happens if the first stage takes 60 seconds to produce a product and the second stage 40 seconds. In this case the first stage becomes the bottleneck, and the second stage has to wait 20 seconds to receive a product. Obviously, the best is for both stages to produce at the same rate MISS SEHRISH HUMA
- 16. Process Analysis in Manufacturing Process Flowcharts ⌠A schematic diagram for describing a process. ⌠What the official or documented method is. ⌠How the work is actually being performed. ⌠What the proper procedures should be.
- 17. Purpose of Flowcharting Show the steps involved within the process. Determine where delays are, their causes, how to reduce them. Aid in communication of thoughts, ideas, and procedures.
- 18. TOTAL QUALITY MANAGEMENT - SPRING 2010 - IUG 18 Process Activity Chart Symbols (Operations) Operation (a task or work activity) Inspection (an inspection of the product for quantity or quality) Transportation (a movement of material from one point to another) Storage (an inventory or storage of materials awaiting the next operation) Delay (a delay in the sequence of operations)
- 19. Example â 1 (Wake up)
- 20. Example â 2 (candidates interview)
- 21. Flow chart Class Attendance Call out names Did you hear present? Mark present/absent Is it last name in the attendance sheet?
- 22. Map the Process What are process maps? Process maps are flow charts which graphically represent how an interrelated series of activities take place. 22
- 23. Process Mapping Iterations âAs Isâ or âCurrent Processâ map ⌠Allows process improvement teams to build a common understanding of how a process works ⌠Helps teams identify opportunities for improvement âTo Beâ or âFuture Processâ map ⌠Defines how the process would work more effectively and/or efficiently ⌠Drives the implementation plan 23
- 24. Example â Patientâs visit to a doctor.
- 25. Developing a Flowchart Here is an example of flowcharting in a clinic. Check In A flowchart always starts with a terminator, usually the terminator is a process; however, it can sometimes be associated with a decision that has only one result. Check In
- 26. Handling Delays Within a Process Check In Wait Room Wait Room
- 27. Decisions, Decisions, Decisions Check In Gathered Info? Yes Wait Room No Decisions are important in determining what path to follow as a result of previous events. In the example above, as long as the info has not been gathered, the patient continues to wait in the waiting room. Gathered Info? Yes No
- 28. Actions and Processes Check In Gathered Info? Gather Info Yes Wait Room No Gather Info
- 29. And the Clock Keeps Ticking Check In Gathered Info? Gather Info Yes Wait Room Wait Room No Notice the additional delay of the waiting room, that the process âGather Infoâ leads to another delay instead of the previous delay. This negates the need to âGather Infoâ again, as it has already been gathered. Wait Room
- 30. Got Nurse? Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? No Yes No As can be seen from this diagram, choices directly relate the path that the remainder of the system passes. In this example notice that if no nurse is available the patient remains in the waiting room. Nurse Available? No Yes
- 31. Obtaining Vitals Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? No Weight, Pulse, Meds, & BP Yes No Weight, Pulse, Meds, & BP
- 32. Whatâs Next? Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? No Weight, Pulse, Meds, & BP Exam Room Available? No Yes Yes No This shows a branching of the overall process. What happens if the exam room is not available? What does the patient do if the room is available? Weight, Pulse, Meds, & BP Exam Room Available? No Yes
- 33. Weâre Off to See the Wizard, or are We? Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? Wait Room No Weight, Pulse, Meds, & BP Exam Room Available? No Take to Exam Room Yes Yes No Wait Room Exam Room Available? No Take to Exam Room Yes
- 34. ¿¥More Waiting!? Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? Wait Room No Weight, Pulse, Meds, & BP Exam Room Available? No Take to Exam Room Yes Exam Room Yes No Delays show that the system is not flawless, reducing the number and length of delays improves patient discharge time. Wait Room Wait Room Wait Room Exam Room 2-10 2-10 2-20 5-20
- 35. Medicine Update Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? Wait Room No Weight, Pulse, Meds, & BP Exam Room Available? No Take to Exam Room Yes Exam Room Yes Update Meds No Update Meds
- 36. All I Ever Do is Wait. Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? Wait Room No Weight, Pulse, Meds, & BP Exam Room Available? No Take to Exam Room Yes Exam Room Yes Update Meds Exam Room No Exam Room
- 37. Is There a Doctor in the House? Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? Wait Room No Weight, Pulse, Meds, & BP Exam Room Available? No Take to Exam Room Yes Exam Room Yes Update Meds Exam Room No MD Available? No Yes Exam Room MD Available? No Yes
- 38. FinallyâŚResults. Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? Wait Room No Weight, Pulse, Meds, & BP Exam Room Available? No Take to Exam Room Yes Exam Room Yes Update Meds Exam Room MD Interaction No MD Available? No Yes MD Interaction
- 39. Letâs Go Home Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? Wait Room No Weight, Pulse, Meds, & BP Exam Room Available? No Take to Exam Room Yes Exam Room Yes Update Meds Exam Room MD Interaction Check Out No MD Available? No Yes A flowchart usually ends with a terminator, designating the end of the process. However, occasionally, the flowchart will end with a decision if it is necessary to complete the process again after the process has been completed. Check Out
- 40. Looking Back Check In Gathered Info? Gather Info Yes Wait Room Wait Room Nurse Available? Wait Room No Weight, Pulse, Meds, & BP Exam Room Available? No Take to Exam Room Yes Exam Room Yes Update Meds Exam Room MD Interaction Check Out No MD Available? No Yes 2-10 2-10 2-20 5-20 5-20 1 2 1 1 5 The delay times and the process times have been overlaid here to allow for interpretation of time spent in each stage of the process. Total Wait: 17-80 min. Total Interaction: 10 min.
- 41. Process Performance Matrix A basic process performance metric is throughput time, which is the average amount of time it takes a product to move through the system. This includes the time someone is working on the product as well as the waiting time. A lower throughput time means that more products can move through the system. One goal of process improvement is to reduce throughput time. For example, think about the time spent at your last doctorâs appointment. The total amount of time you spent at the facility, regardless of whether you were waiting, talking with the physician, or having lab work performed, is throughput time. MISS SEHRISH HUMA