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PROCESS DESIGN (Overview (Main drivers (Produce PROCESS CHOICE (high level…

- - - - effective production of products/ services
        
        trade offs required
        
        mass customisation
        
        non conventional trade off designs
  - - - sophisticated approach required
  - - - smooth flow = more efficient process
      - influences
        
        detailed system design
        
        facility layout/ structure
        
        organisation of resources
  - - - high level decisions
        
        organisation of resources
        
        variability of demand
      - Leads to layout and flow of process system
- - - - organisation & configuration of process resources
  - - - influences
        
        operations' process objectives
        
        quality, speed, cost etc
        
        volume of work
        
        key differences in design process based on scale
        
        contrast
        
        fast food outlet
        
        design
        
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        Boutique restaurant
        
        lower levels of systemisation
        
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        variety of outputs
        
        higher the variety the higher the need for flexibility within the process
        
        greater level of knowledge required
        
        customisation
        
        complex
        
        costly
        
        more skills required
        
        limits level of automation
        
        increased delays as process is reconfigured
        
        Demand variation
        
        often - Ops designed to produce consistent quantities of output per day
        
        stable process
        
        pre- specified & automated roles
        
        Swings in demand over time
        
        a result of
        
        external factors
        
        e.g. weather
        
        seasonal demands
        
        solution
        
        volume flexibility is built into Ops
        
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        Visibility
        
        generally
        
        customer and manufacturing product is separated to a large degree, i.e. customer cannot see it being made
        
        positives
        
        efficient
        
        smooth flow
        
        time lag
        
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        High levels of customer engagement during process
        
        needs factoring into design
        
        more flexibility
        
        dealing with different customers
        
        high visibility
        
        customer fully involved in process
        
        medium visibility
        
        witness or observe process
        
        Model : Slack et al. 2010 - profiling each dimension using a high-low/ low- high scale
        
        ideal four V's profile
        
        vertical line
        
        high volume
        
        low variety
        
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        Contrast
        
        low volume
        
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    - - high level decision making
        
        organisation of resources
        
        resulting in how work flows
      - driven by variety and volume configuration
      - 8 CORE PROCESS CHOICE TYPES
        
        Project Processes
        
        activities that produce one-offs or unique outputs
        
        e.g. construction, software development, a film/ book
        
        characterised
        
        complexity
        
        long term time scale
        
        large scale
        
        significant levels of autonomy
        
        dedicated resources over period of time
        
        Jobbing Processes
        
        low volume of output
        
        tailored outputs
        
        general purpose equipment
        
        skilled people moving to different outputs quickly
        
        challenges
        
        scheduling of work complex
        
        work required must be matched to skills available at the time
        
        labour is expensive
        
        maintaining productivity difficult
        
        new outputs mean lots of uncertainties e.g. time needed, quality
        
        solution
        
        good problem solving mgmt
        
        Batch processes
        
        60% manufacturing
        
        grouped by quantity of specific product
        
        equipment programmed to complete specified quantity of a product before moving on to complete next product quantity
        
        e.g. clothing factory
        
        appropriate for
        
        medium volume
        
        medium variety
        
        challenges
        
        maintaining productivity
        
        complex scheduling
        
        high level of working capital
        
        work in progress
        
        stuck in a queue
        
        Mass Processes
        
        almost all high volume consumer goods
        
        small variety
        
        high volumes
        
        dedicated plant & equipment to one product
        
        variations
        
        minor
        
        size, colour, style
        
        restricted and controlled
        
        pre-determined
        
        significant automation
        
        high use of tech
        
        simplified jobs
        
        challenges
        
        ROI
        
        high capital equipment
        
        performance of equipment must be maintained to ensure supply meets demand i.e. no breakdowns
        
        functionality & quality control is important
        
        maintain outputs standard and ensure ongoing supply
        
        Continuous Processes
        
        high volume facilities
        
        e.g. oil refineries
        
        high automation
        
        operates 24hrs a day
        
        not a unit but a continuous stream of output
        
        steady output rate
        
        variety is unusual
        
        challenges
        
        maintaining supply of raw materials (input)
        
        logistics of delivering output
        
        continuous monitoring
        
        SERVICE OPERATIONS Ref: Silvestro 1999
        
        Professional Services
        
        high customisation
        
        low volume
        
        e.g. lawyer, architect
        
        high proportion of time to understand client's needs required
        
        Service Shops
        
        inherent variability
        
        variety of products - limited
        
        volume high
        
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        Mass Service
        
        high volume
        
        steady customer/ work progression
        
        limited delays
        
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      - implies
        
        high volume achievable only if there is low variety and vice versa
      - influences layout choice and detailed designs
    - - high level layout
        
        general grouping of resources
        
        e.g. specialist departments
        
        sequence of process matches sequence of production
        
        fixed options of which one must be chosed
    - - precise knowledge of tasks involved
        
        equipment
        
        people
        
        job design
      - realistic forecasting regarding requirements over time
- - - - design features
      - process capabilities
      - planning in advance
  - - - product design
        
        each characteristic has multiple independent options to choose from
        
        independent choices means no restrictions when one choice chosen over another
        
        options are not infinite (boundaries exist)
    - - able to deal with segmented structure of product
        
        separate & independent stages of production, assembly & service required
    - - facilities
        
        Fixed position layout
        
        material based processes
        
        resources travel to where the work is
        
        e.g. construction - raw materials sent to building site, and transformed there
        
        services
        
        delivery to customer
        
        field service
        
        e.g. boiler service
        
        challenges
        
        practical issues
        
        difficultly moving resources
        
        less control
        
        external factors
        
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        Functional layout
        
        resources grouped into departments e.g. hospital
        
        advantages
        
        staff skills & physicial equipment in same department = efficient
        
        simplified scheduling of using resources
        
        robust - easy to pass work or use other equipment when necessary
        
        flexible
        
        customisation of the journey
        
        disadvantages
        
        complex journey
        
        lack visibility
        
        cannot see blockages causing delays
        
        customers may get lost
        
        lengthy & slow journey
        
        difficult to judge
        
        overall process is disjointed
        
        difficult and complex progression of work
        
        Product Layout
        
        built around process sequence
        
        each step in process is adjacent to ones before & after it
        
        efficient (no unnecessary travel)
        
        aka flow line e.g. self service cafeteria
        
        customer has good visibility
        
        disadvatages
        
        limited flexibility
        
        difficulties arise when there are time variations at each step
        
        complications occur if not all steps are mandatory
        
        amendments to capacity also restricted
        
        careful planning required as this is a long term planning process
        
        Hybrid & Mixed layout
        
        cell based layout
        
        combines some features of functional & product layout
        
        e.g. departments stores - specific groups on each floor, and then sub grouped by brand
      - Influences
        
        volume
        
        medium
        
        functional
        
        cell
        
        high
        
        product
        
        variety
        
        meium
        
        functional
        
        cell
        
        links process choice to layout choice
        
        jobbing, batch, service = functional or cellular
        
        mass = product or sometimes cellular
- - - - differences between cost & revenue focused layouts
        
        cost
        
        unit costs minimised
        
        effective flow of work
        
        reducing distance travelled
        
        minimising cost of location & transport
        
        revenue
        
        customers involved in process
        
        layout designed to encourage more spending
        
        distance traveled higher
  - - - spaghetti diagram
        
        simple way to travel how materials/ customers will move through the layout