Process Design Essay

figure Improvement Product/ improvement architectural plan Planning and control Nature and purpose of the visualize performance Products, go and the playes which produce them solely have to be instaurationed Decisions taken during the design of a yield or do leave alone have an dissemble on the decisions taken during the design of the appendage which produces those products or service, and vice versa fig of products / services and design of solvees are interrelated and should be treated unneurotic headinging the product or service Designing the do by Products and services should be designed in such a way that they locoweed be created effectively Product / service design has an impact on the wait on design and vice versa Processes should be designed so they net create all products and services which the operation is likely to introduce Design of the Product Design of the Process In manufacturing trading operations overlapping the activities of product and impact design is beneficialIn most service operations the overlap between service and process design is implicit in the nature of service Process mapping symbols derived from Scientific Management operating theatre (an activity that directly adds value) Inspection (a check of some sort) Transport (a performance of something) Delay (a wait, e. g. for materials) Process mapping symbols derived from Systems Analysis Beginning or lay off of the process Activity Input or output from the process perpetration of f minuscule Storage (deliberate storage, as opposed to a delay) Decision (exercising discretion) Manufacturing process types Process tasks Diverse/ complexProcess flow High intermittent Project Jobbing Variety commode Mass Continuous Low majority High Repeated/ divided Continuous Low Specially made, both wiz customized Defined start and finish time, quality and cost objectives some different skills have to be coordinated A project process with a small part of the process map that would describe the upstanding process Jobbing processes Very small quantities one-offs, or only a a few(prenominal) required Specially made racy revolution, low repetition, strangers, every one customized Skill requirements are usually very broad Skilled Jobber, or team, completes whole roduct Batch processes Higher chromas and lower variety than for Jobbing Standard products, retell demand.But can make specials Specialized, pin uper skills Set-ups (changeovers) at each stage of issue Mass (line) processes Higher volumes than batch Standard, repeat products (runners) Low and/or narrow skills No set-ups, or almost instantaneous ones A mass process a packing process Continuous processes Extremely high volumes and low variety often single product Standard, repeat products (runners) Highly capital-intensive and automatise Few hangeovers required Difficult and expensive to start and stop the process A service take a crap This health club offers some variety within a standard set of facilities and processes A mass service This call centre can handle a very high volume of customer enquiries because it standardizes its process Source Royal Bank of Scotland gathering Deviating from the natural diagonal on the product-process matrix has consequences for cost and flexibility Manufacturing operations process types Service operations process types None More process flexibility than is compulsory so high cost Project Jobbing Batch Mass ContinuousNone Less process flexibility than is sine qua noned so high cost Professional service Service shop Mass service The natural line of fit of process to volume/variety characteristics Flow (layout), technology and Job design are all influenced by process positioning Flow Unorganized Technology wee / general Jobs Varied / high discretion Volume Custom furniture maker Machine tool maker Automobile factory inevitable Specialist Routine / low discretion Petrochemical refinery Investment banking Customer service branch Bank call centre Credit card touch on Customized machinate old process Raw materials Assembly Stored preparees Move to outlets plow Take payment Standard sandwich process Customer pass The operation of making and selling customized sandwiches Prepare Sandwich materials and customers switch as required Take payment Customers assembled to sandwiches Bread and base picking Assemble whole sandwich Use standard base?No Yes compendium process of making and selling customized sandwiches Detailed process of assembling customized sandwiches Customized sandwich new process Assemble whole sandwich Assembly of sandwich bases Use standard base? Take ayment Fillings Bread and base filling Stored bases Yes Customer request Assemble from standard base No minusculars law (a really quite useful law) Throughput (TH) = Work in process (WIP) x Cycle time (CT) Cycle time = 2 minutes WIP = 10 Throughput time = ? Throughput time = 10 x 2 minutes = 20 minutes time (CT) 500 exam scripts need to be marked in 5 days (working 7 hours a day). It takes 1 hour to mark a script. How many markers are undeniable?What is designed in a product or service? The reasonableness of the nature, use and value of the service or product A notion A package The group of component products and services that provide those benefits define in the concept The way in which the component products and services give be created and delivered A process The product and service design activity is a process in itself Transformed resources, . g. Technical information grocery store information Time information The product / service design process whose performance is measured by its Quality Speed Dependability flexibleness Cost Fully specified products and Outputs services Inputs Transforming resources, e. g.Test and design equipment Design and technical staff The stages of product / service design Concept multiplication Concept screening Preliminary design Evaluation and improvement Prototyping and term inal design Ideas from customers formally through marketing activities Listening to customers n a day-to-day basis Ideas from competitor activity for example reverse engineer Ideas from staff especially those who meet customers every day Ideas from research and training Broad categories of military rating criteria for assessing concepts Feasibility how difficult is it? What INVESTMENT, both managerial and financial, will be needed? What RETURN, in terms of benefits to the operation, will it give? general evaluation of the concept Criteria for screening concepts Acceptability how worthwhile is it? Vulnerability what could go wrong? What RISKS do we run if things go wrong?Design involves increasingly reducing the number of possibilities until the final design is reached CONCEPT Choice and evaluation screens Large number of design options Uncertainty regarding the final design period One design FINAL DESIGN SPECIFICATON Certainty regarding the final design Design evaluation a nd improvement.