4.1
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
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Operations Management, 4E: Chapter 4
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.
© 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
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Operations Management, 4E: Chapter 4
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.
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Operations Management, 4E: Chapter 4
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Operations Management, 4E: Chapter 4
4.9
The design activity is itself a process
TRANSFORMED
RESOURCES
Technical information
Market information
Time information
INPUTS
THE DESIGN
OUTPUT
ACTIVITY
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
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
© 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
design activity
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Finish of the
design activity
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
Process mapping symbols
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”
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Process mapping symbols derived
from Systems Analysis
Operations Management, 4E: Chapter 4
4.14
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Operations Management, 4E: Chapter 4
4.15
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”
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Operations Management, 4E: Chapter 4
4.16
Customized sandwich improved 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”
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Assemble from
standard “base”
Operations Management, 4E: Chapter 4
4.17
‘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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Inspect
Transfer grasp
Put aside
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
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
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Operations Management, 4E: Chapter 4
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
© 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
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
© 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
Service process
types
High
High
Manufacturing process
types
Project
Professional
service
Service shop
Variety
Variety
Jobbing
Batch
Mass
Low
Volume
High
© Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Mass service
Low
Low
Continuous
Low
Volume
High
Operations Management, 4E: Chapter 4