Process Selection/ Process Design/
Process Analysis
Process Design
Production Process
1. Inputs
2. Transformation Process:
Planning & control factors of Production
Procurement of Raw materials
Receipt , Storage & Issue of Raw Materials
Material Handling (Movement)
Inspection of In process and Parts
Storage of Finished goods
Instructions, Authorizations, Inspections, Information
Storage/ Retrieval etc.
3. Output : Goods & Services
Process Design
Process design is concerned with overall sequence of
operations required to achieve the product specifications
It specifies the type of work stations, the machines and
equipments necessary ad the quantities in which each is
required
Sequence of operations determined by
Nature of the product
Materials used
Quantities being produced, and
Existing physical layout of the plant
Different manufacturing operations
1. Conversion Process :
2. Manufacturing Process:
Forming Process: forging , stamping, embossing
and spinning etc.
Machining Process: Turning, milling, drilling,
grinding, shaping, planning, boring etc.
Assembly Process: Welding, brazing, soldering,
riveting, fastening using nuts & bolts.
3. Testing Process :
When Process Decisions must be
made
A new or modified product or service is being offered
Quality must be improved
Competitive priorities have changed
Demand for a product is changing
Cost or availability of materials has changed
Competitors are doing better by using a new technology or a
new process.
A Simplified Process Flow Chart for
Shirt Manufacturing
Inventory of Cloth
& Other materials WIP
Inventory
Stitching 1
Spreading Cutting
Stitching 2
Pressing &
Inspection Assembly
Inventory of
Shirts
Planning Premises in Process Design
Three generic planning premises are in use in
operations management
Make-to-Stock (MTS): more amenable for systems with
fewer product varieties and high production volume as in
the case of continuous and streamlined flow systems
Assemble-to-order (ATO): useful for intermittent flow
systems catering to the mid-volume mid-variety situations
Make-to-order (MTO): organizations typically belong to
manufacturer of high product variety (jumbled flow
process systems) use this planning methodology
1. Classification Of Manufacturing
Systems (Process Choices)
1. Project Process
2. Job shop Process
3. Batch Process
4. Repetitive Process
5. Continuous Process
1. Project Production
Characteristics:
Definite Beginning
Non uniform requirement of resources
Involvement of different Agencies
Fixed Position Layout
High Cost Overrun
Personnel Problems
Scheduling Control Techniques
2. Job shop Process
Characteristics:
Small Production runs
Discontinuous flow of Materials
Disproportionate manufacturing cycle time
General purpose machined & process layout
Highly skilled labour
Highly competetent knowledgeable supervision
Large work in progress
Limited functions of production planning mid control
Jumbled Flow
3. Batch Process
Short runs
Skilled labours in specific trades
Supervision to Process knowledge of a specific process
Limited span of control
General purpose machined & process layout
Manual material handling
Manufacturing cycle time affected due to queues
Large work in progress
Flexibility of production schedules
Need to have PPC
4. Repetitive Process
Continuous flow of materials
Special purpose machines & Product type layout
Mechanized materials handling
Low skilled labours
Short manufacturing cycle time
Easy supervision
Limited work-in-progress
Lesser flexibility in production schedules
5. Continuous Process Production
Special purpose machines with built in control
Highly mechanized materials handling
Very low manufacturing cycle time
Low skilled labour
Negligible work-in -progress
CNC Machine
Flexible manufacturing system (FMS)
A flexible manufacturing system (FMS) is a group of machines
that include supervisory computer control, automatic material
handling, and robots or other automated processing equipment.
Reprogrammable controllers enable these systems to produce a variety
of similar products. Systems may range from three or four machines to
more than a dozen. They are designed to handle intermittent
processing requirements with some of the benefits of automation and
some of the flexibility of individual, or stand-alone, machines (e.g.,
N/C machines).
Flexible manufacturing systems offer reduced labor costs and more
consistent quality when compared with more traditional
manufacturing methods, lower capital investment and higher flexibility
than “hard” automation, and relatively quick changeover time. Flexible
manufacturing systems often appeal to managers who hope to achieve
both the flexibility of job shop processing and the productivity of
repetitive processing systems
Computer-integrated
manufacturing (CIM)
Computer-integrated manufacturing (CIM) is a system
that uses an integrating computer system to link a broad range of
manufacturing activities, including engineering design, flexible
manufacturing systems, purchasing, order processing, and
production planning and control. Not all elements are absolutely
necessary. For instance, CIM might be as simple as linking two or
more FMSs by a host computer. More encompassing systems can
link scheduling, purchasing, inventory control, shop control, and
distribution. In effect, a CIM system integrates information from
other areas of an organization with manufacturing. The overall
goal of using CIM is to link various parts of an organization to
achieve rapid response to customer orders and/or product
changes, to allow rapid production, and to reduce indirect labor
costs.
Comparison of Operations on the Basis
of Some Operational Measures
Continued
Service Process Design
Three basic components:
Physical facilities, processes and procedures
Employee behavior
Employee professional judgment
Key Service Dimensions
Customer contact and interaction
Labor intensity
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Customization
An illustration of degrees of complexity
Service Positioning
Degree of Divergence: An Illustration
