PROCESS DESIGN

Goes in a nutshell design happens before

creation, which means that through design is to
conceive the looks arrangement and workings
of something before it is created.

What is a Process Design

Design is ‘the process by which some functional requirement of people is satisfied through the
shaping or configuration of the resources and/or activities that compose a product, or a service,
or the transformation process that produces them’

Process Design & Product/Service Design are Interrelated

The design of products/services and processes are interrelated andinshould

Small changes beoftreated
the design together.
a product and services
can have profound impacts or implications for the way
the operations eventually has to produce them. So
similarly the design of a process can constrain their
freedom of the product and service designers to operate
as they would wish.

Process Design Objectives

Process design should reflect process objectives. The whole point of process design is to make
sure that the performance of the process is appropriate for whatever it is trying to achieve.
For example, if operation competed primarily
for its ability to respond quickly. This is about
responsiveness. Speed so they competed
primarily on its ability to respond quickly to
customer requests. So it's processes would need
to be designed to give fast throughput time. So
this would minimize the time between
customers requesting for your product or
service and they're receiving it the time they
request up to the time they receive it so
similarly if an operation competed on low price
so cost related objectives are likely to dominate
its process design.
So as you can see with the figure here, so it has operations performance objective whether their objective is about quality speed
dependability flexibility or cost. So they have typical process design objective based on the performance objectives.

 Quality. So they provide appropriate resources capable of achieving the specification or product of services error-free processing
and select some benefits of good process design would be products and services produced on specification then less recycling
and waste wasted effort within the process.
 Speed. So their design objective process or a process design objective would be minimum throughput time output rate
appropriate for demand. So the benefit of such good process design should be short customer waiting time low in process
inventory.
 Dependability. Their design or process design objective would provide dependable process resources reliable process output
timing and volume and a good benefit of that would be on time deliveries or products and services or less disruption confusion
and rescheduling within the process.
 Flexibility. Design or process design objective would be provide resources with an appropriate range of capabilities change easily
between processing states what how or how much is being processed? So in return benefits would be ability to process a wide
range of products and services and all this stuff.
 Cost. The appropriate capacity as process design objective would have upper plate capacity to meet demand eliminate process
waste in terms of excess capacity access process. So in a way your performance objective would have Impacts to the process
design objective that you have whether what among these performance objectives you would wish to pursue.

Process Design Objectives

It is common for more ‘micro’ performance flow objectives to be used that describe process
flow performance. For example:

 Throughput rate (or flow rate) is the rate at which units emerge from the process, i.e.
the number of units passing through the process per unit of time.
 Throughput time is the average elapsed time taken for inputs to move through the
process and become outputs.
 The Work in process is the number of units in the process (also called the in-process
inventory), as an average over a period of time.
 The utilization of process resources is the proportion of available time that the
resources within the process are performing useful work.

Environmentally Sensitive Design

 Interest has focused on some fundamental issues:

 The sources of inputs to a product or service.
 Quantities and sources of energy consumed in the process.
 The amounts and type of waste material that are created in the manufacturing
Will the operations damage the forests? Okay, will they use of scarce minerals or materials? Will they
exploit the poor or use child labor? So this aspect describes sources of input to our product or service

processes.
 The life of the product itself.
 The end-of-life of the product.
Life Cycle Analysis

 Designers are faced with complex trade-offs between these factors, although it is not
always easy to obtain all the information that is needed to make the ‘best’ choices.
 This technique analyses all the production inputs, the life-cycle use of the product and
its final disposal, in terms of total energy used.

Process Types – the Volume–Variety Effect on Process Design

 Different operations, may adopt different types of processes.

 Differences go well beyond their differing technologies or the processing requirements
of their products or services.

Process Types

Manufacturing Process Type: Project Processes

Project processes are those which deal with discrete, usually highly customized products.
Examples of project processes include:

 shipbuilding,
 most construction companies,
 movie production companies,
 large fabrication operations such as those manufacturing turbo generators, and
 installing a computer system.

Manufacturing Process Type: Jobbing Processes

Jobbing processes also deal with very high variety and low volumes. Whereas in project
processes each product has resources devoted more or less exclusively to it, in jobbing
processes each product has to share the operation’s resources with many others. Examples of
jobbing processes include many precision engineers such as:

 specialist tool-makers,
 furniture restorers,
  bespoke tailors, and
 the printer who produces tickets for the local social event.

Manufacturing Process Type: Batch Processes

Batch processes can often look like jobbing processes, but batch does not have quite the
degree of variety associated with jobbing. Each time batch processes produce a product they
produce more than one, so each part of the operation has periods when it is repeating itself, at
least while the ‘batch’ is being processed. Examples of batch processes include:

 machine tool manufacturing,

 the production of some special gourmet frozen foods, and
 the manufacture of most of the component parts which go into mass-produced
assemblies such as automobiles

Manufacturing Process Type: Mass Processes

Mass processes are those which produce goods in high volume and relatively narrow variety–
narrow, that is, in terms of the fundamentals of the product design. Examples of mass processes
include:

 the automobile plant,

 a television factory,
 most food processes, and
 DVD production

Manufacturing Process Type: Continuous Processes

Continuous processes are one step beyond mass processes insomuch as they operate at even
higher volume and often have even lower variety. Examples of continuous processes include:

 petrochemical refineries,
 electricity utilities,
 steel making, and
 some paper making

Service Process Type: Professional Services

Professional services are defined as high-contact organizations where customers spend a

considerable time in the service process. Such services provide high levels of customization, the
service process being highly adaptable in order to meet individual customer needs. Examples of
professional services include:

 management consultants,
  lawyers’ practices,
 architects,
 doctors’ surgeries,
 auditors,
 health and safety inspectors, and
 some computer field service operators

Service Process Type: Service Shops

Service shops are characterized by levels of customer contact, customization, volumes of

customers and staff discretion, which position them between the extremes of professional and
mass services. Examples of service shops include:

 banks,
 high-street shops,
 holiday tour operators,
 car rental companies,
 schools,
 most restaurants,
 hotels, and
 travel agents

Service Process Type: Mass Services

Mass services have many customer transactions, involving limited contact time and little
customization. Such services may be equipment-based and ‘product’-oriented, with most value
added in the back office and relatively little judgment applied by front-office staff. Examples of
mass services include:

 supermarkets,
 a national rail network,
 an airport,
 telecommunications services,
 libraries,
 television stations,
 the police service, and
 the enquiry desk at a utility.

The Product–Process Matrix

The classic representation of how cost and flexibility vary with process choice is the product–
process matrix that comes.
Process Mapping

 Process mapping simply involves describing processes in terms of how the activities
within the process relate to each other.
 There are many techniques which can be used for process mapping (or process
blueprinting, or process analysis).

Process Mapping Symbols

Process mapping symbols are used to classify different types of activity.

Example of Process Mapping

The retail catering operation of a large campus university has a number of outlets around the
campus selling sandwiches. Most of these outlets sell ‘standard’ sandwiches that are made in
the university’s central kitchens and transported to each outlet every day.

However, one of these outlets is different; it is a kiosk that makes more expensive ‘customized’
sandwiches to order. Customers can specify the type of bread they want and a very wide
combination of different fillings. Because queues for this customized service are becoming
excessive, the catering manager is considering redesigning the process to speed it up.

This new process design is based on the findings from a recent student study of thecurrent
process which proved that 95 per cent of all customers ordered only two types of bread (soft roll
and Italian bread) and three types of protein filling (cheese, ham and chicken). Therefore the six
‘sandwich bases’ (2 types of bread × 3 protein fillings) could be prepared in advance and
customized with salad, mayonnaise, etc. as customers ordered them.
The process maps for making and selling the standard sandwiches, the current customized
sandwiches and the new customized process are shown in the next slide.

Process Map: 3 Sandwich Making & Selling Processes

Using Process Maps to Improve Processes

Simulation Design

Designing processes often involves making decisions in advance of the final process being
created, and so the designer is often not totally sure of the consequences of his or her decisions.
Simulation is one of the most fundamental approaches to decision-making.

The Operations Resources Perspective

Resource Constraints and Capabilities

This perspective may identify constraints to satisfying some markets but it can also identify
capabilities which can be exploited in other markets.

Intangible resources

An operation’s intangible resources include such things as its relationship with suppliers, the
reputation it has with its customers, its knowledge of its process technologies and the way its
staff can work together in new product and service development.

Structural and Infrastructural Decisions

 Structural Decisions- Are those which we have classed as primarily influencing design
activities.
 Infrastructural Decisions –Are those which influence the workforce organization and
Processes are designed
the planning initially by
and control, andbreaking them down
improvement into their individual activities. So
activities.
often common symbols as we have discussed on the process napping symbols. They're used
to represent certain types of activities. Down the sequence of activities in a process is then
indicated by the sequence of symbols representing activities of variability has also a
significant effect on the performance of the process.