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Process Design: BSS056-3 Management and Administration of Projects and Operations Week 03: Session 05

The document discusses process design and different types of manufacturing and service processes. It addresses key questions about process design, how volume and variety affect process design, and how processes are designed in detail. Different types of manufacturing processes are outlined, including project processes, jobbing processes, batch processes, mass/line processes, and continuous processes. Service process types are also briefly mentioned. Process mapping and how deviation, cost and flexibility are affected by process type are summarized. Finally, a product-process matrix is presented.

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Nehari Senanayake
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141 views23 pages

Process Design: BSS056-3 Management and Administration of Projects and Operations Week 03: Session 05

The document discusses process design and different types of manufacturing and service processes. It addresses key questions about process design, how volume and variety affect process design, and how processes are designed in detail. Different types of manufacturing processes are outlined, including project processes, jobbing processes, batch processes, mass/line processes, and continuous processes. Service process types are also briefly mentioned. Process mapping and how deviation, cost and flexibility are affected by process type are summarized. Finally, a product-process matrix is presented.

Uploaded by

Nehari Senanayake
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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BSS056-3 Management and Administration

of Projects and Operations


Week 03 : Session 05

Process Design
Key Questions Checklist
• What is process design?
• What objectives should process design have?
• How does volume and variety affect process design?
• How are processes designed in detail?
• What are the effects of process variability?

Slide 2
Designing Products and
Services

Slide 3
Nature and purpose of design

• Products, services and the processes which produce them all


have to be designed.

• 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.

Slide 4
Nature and purpose of design

Slide 5
Nature and purpose of design

Slide 6
UK Design Council Survey findings
• Design helps businesses connect strongly with their customers.
• 90 per cent of businesses growing rapidly say design is significant to them,
only 26 percent of static companies say the same.
• Design reduces costs by making processes more efficient. It can also reduce
the time to market for new products and services.
• Almost 70 per cent of companies seeing design as integral have developed
new products and services in the last three years, compared to only a third of
businesses overall.
• Companies who were ‘effective users of design’ had financial performances
200 per cent better than average.
Slide 7
What is designed in a product or service?

Concept Package Process


The understanding The understanding The understanding
of the nature, use of the nature, use of the nature, use
and value of the and value of the and value of the
service or product service or product service or product

Slide 8
Stages of Product/Service Design

Evaluation
Prototyping
Concept Concept Preliminary and
and final
Generation Screening Design Improve-
design
ment

Slide 9
Concept Generation

• Ideas from customers formally through marketing activities.


• Listening to customers – on a day-to-day basis
• Ideas from competitor activity – for example, reverse
engineering
• Ideas from staff – especially those who meet customers every
day
• Ideas from research and development

Slide 10
Manufacturing and Servuce
Process Types

Slide 11
Manufacturing Process Types

Slide 12
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

Slide 13
Jobbing Processes
• Very small quantities: ‘one-offs’, or only a few required
• Specially made. High variety, low repetition. ‘Strangers every
one customized’
• Skill requirements are usually very broad
• Skilled jobber, or team, complete whole product

Slide 14
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

Slide 15
Mass (Line) Processes
• Higher volumes than batch
• Standard, repeat products (‘runners’)
• Low and/or narrow skills
• No set-ups or almost instantaneous ones

Slide 16
Continuous Processes
• 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

Slide 17
Service Process Types

Slide 18
Deviation, Cost and Flexibility

Slide 19
Product-Process Matrix

Slide 20
Process Mapping

Slide 21
Process Mapping
Example

Slide 22
Slide 23

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