Processdesign
Johann Packendorff
1
Process Design = att designa både designaktiviteter och
produktionsaktiviteter!
Process design
Processes that
Design Products
and Services
Processes that
Produce Products
and Services
Supply Network Design
Concept Generation
Screening
Layout
and Flow
Preliminary Design
Evaluation and
Improvement
Process
Technology
Job
Design
Prototyping and final
design
2
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
3
Finished designs
which are:
TRANSFORMED
RESOURCES
Technical information
Market information
Time information
INPUTS
THE DESIGN
OUTPUT
ACTIVITY
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
Test and design
equipment
Design and technical
staff
Produced flexibly: Designs
which include the latest ideas
to emerge during the process
TRANSFORMING
RESOURCES
Low cost: Designs produced
without consuming excessive
resources
4
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
design activity
Finish of the
design activity
5
Processdesign
• Började med Scientific Management och Fords
löpande band
• Konkret utformning av tillverkningsprocessen –
syftar till förbättringar av kvalitet, hastighet,
tillförlitlighet, flexibilitet och kostnadsläge
• ”Processorientering” - att organisera hela
företaget ’längs’ processerna i stället för kring
funktioner eller specialistavdelningar
6
Processdesign - teman
Processdesign 1: Detaljutformning av
operationer (job design)
Processdesign 2: Volym/varians-förhållandet
och val av processform
Processdesign 3: Supply network design
7
Processdesign 1:
Detaljutformning av operationer
(Job design)
8
Process design
Processes that
Design Products
and Services
Processes that
Produce Products
and Services
Supply Network Design
Concept Generation
Screening
Layout
and Flow
Preliminary Design
Evaluation and
Improvement
Process
Technology
Job
Design
Prototyping and final
design
9
Operation (an activity
that directly adds value)
Beginning or end of process
Inspection (a check of
some sort)
Activity
Transport (a movement
of some thing)
Input or Output from the process
Delay (a wait, e.g. for materials)
Direction of flow
Storage (deliberate storage,
as opposed to a delay)
Decision (exercising discretion)
Process mapping symbols derived
from “Scientific Management”
Process mapping symbols derived
from Systems Analysis
10
Raw
Materials
Assembly
Stored
Sandwiches
Move to
Outlets
Stored
Sandwiches
Sell
Take
Payment
Standard sandwich process
Customer
Request
Raw
Materials
Assembly
Take
Payment
Customer
Request
Customized sandwich old process
11
The operation of making and
selling customized sandwiches
Prepare
Sandwich
materials and
customers
Bread and
Base filling
Assemble whole
sandwich
Assemble as
required
Take
payment
Customers
“assembled” to
sandwiches
The outline process of making and
selling customized sandwiches
Use standard
“base”?
No
Yes
Fillings
Customer
Request
Assemble from
standard “base”
The detailed process of
assembling customized
sandwiches
Stored
“Bases”
12
Customized sandwich new
process
Assemble whole
sandwich
Assembly of
“sandwich
bases”
Use standard
“base”?
Take
Payment
No
Fillings
Yes
Bread and
Base filling
Customer Request
Stored “Bases”
Assemble from
standard “base”
13
‘Two handed’ process chart
Left hand
Wait
Right hand
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
Transfer grasp
Wait
Inspect
Transfer grasp
Put aside
14
Processdesign 2:
Volym/varians-förhållandet styr valet
av processform
(process technology / layout & flow)
15
MowRock
16
Manufacturing: Different process types are appropriate for different
Volume-Variety combinations
Low
High
Volume
High
Project
Jobbing
Batch
Variety
Mass
Continuous
Low
17
Deviating from the ‘natural’ diagonal on the
product-process matrix has consequences for
cost and flexibility
Manufacturing
operations
process types
Variety
None
Project
Jobbing
Batch
Mass
Continuous
Service operations
process types
Volume
Less
process
flexibility
than is
needed so
high cost
More
process
flexibility
than is
needed so
high cost
Professional
service
Service
Shop
Mass
service
None
The ‘natural’ line of fit of
process to volume/variety
characteristics
18
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, resources
brought to product
19
Jobbing Processes
• Very small quantities: “one-offs”, or only a few
required
• Specially made. High variety, low repetition.
“Strangers”
• Skill requirements are usually very broad
• Skilled jobber, or team of jobbers complete
whole product
• Fixed position or process layout (routing
decided by jobbers)
20
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, predetermined
planned routing
21
Mass (Line) Processes
•
•
•
•
Higher volumes than Batch
Standard, repeat products (“runners”)
Low and/or narrow skills
No set-ups, or almost instantaneous
ones
• Cell or product layout: a fixed
sequence of operations
22
Continuous Process
• Extremely high volumes and low variety: often
single product
• Standard, repeat products (“runners”)
• 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
23
Processdesign 3:
Vad vill vi att andra företag skall
utföra i produktionsprocessen?
(supply network design)
24
Traditionell logistiksyn
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Traditionellt logistikflöde
26
27
Supply Chain Management
• Process design involves designing not only
processes internal to the company
• Designing related processes that take place in
other companies is also an issue for operations
managers
• The company is in fact a part of a wider network
• In the network of companies, meta-processes must
be designed (supply chains)
28
Advantages of taking a network perspective
Location of the
operation
Vertical integration
How much of the network
should the operation seek
to own?
Where should the
operation be located?
Taking a network
perspective helps
businesses address
the three key network
design decisions.
Balance of capacity
How should capacity be
managed in the long-term?
29
Total and Immediate Supply Networks
“Second tier”
Suppliers
“First tier”
Suppliers
“First tier”
Customers
“Second tier”
Customers
The
Operation
Supply side of the
network
The Immediate
Supply Network
Demand side of
the network
The Total
Supply Network
Internal Supply Networks
30
Firms in the same industry may configure
their supply networks in different ways
Corp.
Market
COMPAQ
Home
Office
Market
Suppliers
Retailers
Corp.
Market
DELL
Home
Office
Market
Retailers
Suppliers
31
Operations performance should be seen
as a whole supply chain issue
Benefits of looking at the whole supply chain include
Puts the operation into its competitive context
Helps to identify the key players
Shifts emphasis to the long term
Sensitizes the operation to macro changes
32
Direction, extent and balance of vertical
integration
Should excess capacity be used
to supply other companies?
Raw
material
suppliers
Component
maker
Assembly
operation
Wholesaler
Retailer
Narrow process span
Wide process span
Upstream
vertical
integration
Downstream
vertical
integration
33
The location of operations
Supply-side
factors
Operation
Demand-side
factors
Labour costs
Labour skills
Land costs
Suitability of
site
Energy costs
Image
Transportation
costs
Convenience
for customers
Community
factors
34
Outsourcing decisions affect
•
•
•
•
•
Quality
Speed
Dependability
Flexibility
Costs
35
Relative Costs in a “Do vs Buy” Decision
In-source
opportunity
Out-source
indirect
supplier profit
“allocated”
direct
market price
coordination
risk
coordination
coordination
risk
risk
Buyer Costs
36