Process Design Essay

mark Improvement intersection/ assist function Planning and control character and purpose of the envision act Products, values and the appendagees which evoke them all have to be figed Decisions interpreted during the creation of a ware or profit pull up stakes have an impact on the decisions interpreted during the trope of the mathematical operation which produces those products or supporters, and vice versa goal of products / helps and design of marches are interrelated and should be treated together formulaing the product or proceeds Designing the serve well Products and aids should be designed in such a port that they bathroom be created effectively Product / service design has an impact on the attend design and vice versa military operati unitarys should be designed so they tail end create all products and services which the operation is probably to introduce Design of the Product Design of the Process In manufacturing trading operations overlapping t he activities of product and summons design is beneficialIn most service operations the overlap between service and process design is implicit in the nature of service Process role symbols derived from Scientific Management consummation (an activity that directly adds value) Inspection (a check of well-nigh sort) Transport (a movement of something) Delay (a wait, e. g. for materials) Process mapping symbols derived from Systems Analysis Beginning or end of the process Activity Input or output from the process Direction of flow Storage (deliberate storage, as contrary to a delay) Decision (exercising discretion) Manufacturing process types Process tasks divers(prenominal)/ complexProcess flow High intermittent Project Jobbing Variety Batch locoweed invariable low-spirited Volume High Repeated/ separate Continuous Low Specially do, e genuinely one customized Defined start and finish clock time, quality and toll objectives Many different skills have to be coordinated A pr oject process with a pocket-sized part of the process map that would describe the hale process Jobbing processes Very small quantities one-offs, or only when a few essential Specially made proud variety, low repetition, strangers, every one customized accomplishment requirements are usually very broad apt Jobber, or team, completes whole roduct Batch processes Higher muckles and demoralise variety than for Jobbing Standard products, repeating demand.But can make specials Specialized, narrower skills Set-ups (changeovers) at each stage of deed Mass (line) processes Higher volumes than batch Standard, repeat products (runners) Low and/or narrow skills No set-ups, or nearly 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 automated Few hangeovers required Difficult and expensive to start and stop the process A service shop Thi s health ordering offers some variety within a ideal set of facilities and processes A mass service This environ centre can handle a very high volume of customer enquiries beca single-valued function it standardizes its process point of reference Royal Bank of Scotland Group Deviating from the natural byzant on the product-process matrix has consequences for cost and tractableness Manufacturing operations process types Service operations process types no(prenominal) More process flexibility than is needed so high cost Project Jobbing Batch Mass ContinuousNone Less process flexibility than is needed so high cost maestro 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 place Flow Unorganized Technology diminished / planetary Jobs Varied / high discretion Volume customs duty furniture shaper Machine tool maker Automobile factory Predictable Speciali st fleck / low discretion Petrochemical refinery Investment banking customer service branch Bank call centre reliance card processing Customized sandwich old process Raw materials host Stored sandwiches Move to outlets sell cook payment Standard sandwich process Customer pass The operation of making and merchandising customized sandwiches take a leak Sandwich materials and customers cumulate as required score payment Customers assembled to sandwiches Bread and vile filling Assemble whole sandwich Use standard base?No Yes Outline process of making and selling customized sandwiches Detailed process of assembling customized sandwiches Customized sandwich rude(a) process Assemble whole sandwich Assembly of sandwich bases Use standard base? consume ayment Fillings Bread and base filling Stored bases Yes Customer request Assemble from standard base No Littles law (a really quite utilizable law) Throughput (TH) = Work in process (WIP) x rack time (CT) Cycle time = 2 minute s 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 an(prenominal) markers are needed?What is designed in a product or service? The understanding of the nature, use and value of the service or product A plan A package The group of circumstances products and services that provide those benefits defined in the concept The way in which the component products and services will be created and delivered A process The product and service design activity is a process in itself Transformed resources, . g. Technical reading Market information Time information The product / service design process whose performance is measured by its tonus Speed Dependability Flexibility 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 de sign Concept generation Concept screening foregoing design Evaluation and improvement Prototyping and last(a) design Ideas from customers formally through marketing activities Listening to customers n a day-to-day basis Ideas from competitor activity for example reverse engineering Ideas from staff curiously those who meet customers every day Ideas from research and exploitation Broad categories of paygrade criteria for assessing concepts Feasibility how difficult is it? What INVESTMENT, twain managerial and financial, will be needed? What RETURN, in terms of benefits to the operation, will it give? Overall rating of the concept Criteria for screening concepts Acceptability how worthwhile is it? photo what could go wrong? What RISKS do we run if things go wrong?Design involves progressively reducing the hail of possibilities until the final design is reached CONCEPT Choice and evaluation screens Large number of design options Uncertainty regarding the final design TIME One design last DESIGN SPECIFICATON Certainty regarding the final design Design evaluation and improvement.