Process selection, design & analysis
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The document discusses process selection, design, and analysis. It describes four main types of production processes: project shops which produce custom goods as needed; job shops which produce custom orders; batch shops which produce goods in batches to fill orders; and assembly lines which connect sequential production steps. The document then outlines the key phases of process design which include forecasting demand, product design, capacity planning, facility layout, and work design. It defines process analysis as documenting processes to understand how work is performed and identify opportunities for redesign, and describes the main steps as identifying opportunities, defining the scope, documenting the current process, evaluating performance, redesigning the process, and implementing changes.
Process selection, design & analysis
- 1. Process Selection, Design & Analysis by- Ajinkya Dighe Swaraj Kaskar Naayesha Katkar Noopur Koli
- 2. Contents • Process Selection ▫ Project ▫ Job ▫ Batch ▫ Assembly Line • Process Design • Phases of Process Design • Process Analysis
- 3. Process Selection • Process Selection refers to the way an organization chooses to produce its good or services. • It takes into account ▫ selection of technology, ▫ capacity planning, ▫ layout of facilities, and ▫ design of work systems.
- 4. Project shop • In a project, the inputs are brought to the project location as they are needed; there is no flow in the process. • Example: building construction
- 5. Job shop • Companies choosing a job process often bid for work. Typically, they make products to order and don't produce them ahead of time. The specific needs of the next customer are unknown, and the timing of repeat orders from the same customer is unpredictable. Each new order is handled as a single unit--as a job.
- 6. Batch Shop • Products are produced in batches, for example, to fill specific customer orders. A batch process executes different production runs for different products. The disadvantage is the setup time required to change from one product to the other, but the advantage is that some flexibility in product mix can be achieved
- 7. Assembly Line • An assembly line processes work in fixed sequence. However, the assembly line connects the activities and paces them, for example, with a conveyor belt. A good example of an assembly line is an automobile plant.
- 8. Process Selection / Design and System Design analysis Forecasting Product and Service Design Technological Change Capacity Planning Process Selection Facilities and Equipment Layout Work Design
- 9. • FORECAST ▫ Forecast is a statement about the future value. ▫ Better those predictions more informed the decisions are. • PRODUCT AND SERVICE DESIGN ▫ Translate customer wants and needs into products. ▫ Formulate cost targets. ▫ Formulate quality goals. • Technological change ▫ Process selection also involves introducing the advancements in the equipments.
- 10. • CAPACITY PLANNING ▫ Process of determining the production capacity needed by an organization to meet changing demands. • FACILITY LAYOUT ▫ Process by which the placement of departments and workgroup within a facility are determined. • WORK DESIGN ▫ Work design defines a product’s characteristics of: appearance, materials, dimensions, tolerances, and performance standards.
- 11. Process design • Product design – the process of defining all of the companies product characteristics • Product design is concerned with form and functions of a product. It refers to the arrangement of elements or parts that collectively form a product.
- 12. Various aspects in product design • Design for function: • Design for making: • Design for selling:
- 13. Process Analysis • Process analysis is the documentation and detailed understanding of how work is performed and how it can be redesigned
- 15. • Identify opportunity Managers must pay attention to 4 core processes supplier relationship NPD Order fulfillment Customer Relationship • Define scope It establishes the boundaries of the process to be analyzed. The resources that management assign to improve or reengineer the process should match the scope of the process.
- 16. • Document Process Analyst should document the process. Documentation consists of:- process input supplier output customers • Evaluate Performance ▫ It is important to have good measures to evaluate a process. ▫ Metrics are the performance measures for the process and steps within it.
- 17. • Redesign Process ▫ Metrics should uncover the gaps or disconnects. ▫ Redesign=new process + documentation of current process • Implement changes ▫ Implementation is more than just developing a plan and carrying it out.
- 18. A Systematic Approach to Process Analysis • Suggestion system • Design team • Metrics • Flowcharts • Service Blueprint
- 19. Thank You
Editor's Notes
- #4: Process Selection refers to the way an organization chooses to produce its good or services. It takes into account selection of technology, capacity planning, layout of facilities, and design of work systems. Process selection is a natural extension after selection of new products and services.
- #5: Project: In a project, the inputs are brought to the project location as they are needed; there is no flow in the process.The firm brings together the resources as needed, coordinating them using project management techniques.Since there is no flow of product - the quantity produced usually is equal to one.Example: building construction
- #12: Designing new product and getting them to the market is the challenging job faced by most of the manufacturers in this competitive market. Customers demands are changing rapidly so it is the main responsibility of manufacturers to add the customers’ specifications in the product and deliver it to them in lowest cost. Definitions ::Product design is concerned with form and functions of a product. It refers to the arrangement of elements or parts that collectively form a product. Product design specifies which materials are to be used, determines and tolerances, defines the appearance of the product and sets standards for performance. An organization can gain a competitive edge through designs that brings new ideas to the market quickly, do a better job of satisfying customer needs, or are easier to manufacture, use and repair the existing products.
- #13: Design for function: A product must perform the function which its customers expects it to do. If a product is designed by taking its functional features in to account, then it will create satisfied customers, and will further lead to having more repeat customers. The factors which are to be considered for functional design are strengths and wearbility of the product and its components. Design for making: A product design that solves the functional problem smoothly, but is impossible to manufacture, is of no use. Attention must be given to materials, fastening devices, etc., while designing a product. The hardness of the material specified at the design stage must be within the permitted range while machining. Making use of standard parts in an important aspect of product design. Also, operational convenience of the machineries must be taken into account at the design stage. Design for selling: A product that functions well and is easy to make, but is wanted by no one in the market is of no avail. It makes no differences whether the product is a per or aero plane, it has to sell itself to the customers. The features like, appearance and convenience, depending on the customers needs, are to be considered. So, engineers, designers, psychologist and workers need to work together to design a better product and deliver it to the market.
- #19: Suggestion system: a voluntary system by which employees submit their ideas on process improvements. Design team: A group of knowledgeable, team-oriented individuals who work at one or more steps in the process, do the process analysis and make the necessary changes. Metrics: Performance measures that are established for a process and the steps within it. Flowcharts: A diagram that traces the flow of information, customers, equipment, or materials through the various steps of a process. Service Blueprint: A special flowchart of a service process that shows which steps have high customer contact (line of visibility)