Process Planning 3e1o4

Operations Management Process Strategy and Capacity Planning

Tintu Thomas

PROCESS PLANNING A production process is a series of manufacturing operations performed at work stations to achieve the design specifications of planned output Process planning is concerned with planning the transformation processes needed to convert the rawmaterials into finished 1 products.

Process planning consists of two parts namely: OPERATION DESIGN  PROCESS DESIGN Both stages provide information on process which will be required to effectively utilize existing equipment and machinery and to determine what new equipment and machinery would be required. 2

PROCESS DESIGN

•It is concerned with the overall sequences of operations required to achieve the product specifications. •It specifies the type of work stations that are to be used, the machines and equipments necessary, to determine what new equipment should be used etc. The sequences of operations in the manufacturing process are determined by 1. Nature of the product 2. Materials used

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1.Analyze the print to get an overall picture of what is wanted. 2.Make recommendations to or consult with product engineers on product design changes. 3.List the basic operations required to produce the part to the drawing or specification 4.Determine the best way to combine the operations and put them in sequence 4 5.Specify the gauging required for the

Production Process Flow Diagram

i ng

Purchasing (order inks, paper, other supplies) Vendo rs Receivi ng Warehousin g (ink, paper, etc.)

Information flow Material flow 5

Custo mer Customer sales representat ive take order Prepress Department (Prepare printing plates and negatives) Printing Department Gluing, Collatin binding, g stapling, Departm labeling ent Polywra p Departm ent Shippi ng

Types of Process Strategies

♦ Process strategies follow a continuum ♦ Within a given facility, several strategies may be used Repetitive♦ ProcessThese strategies are oftenProductFocused Focused Focused classified as:

Continuu 6 m

Process-Focused Strategy ♦ Facilities are organized by process. ♦ Similar processes are together. ♦ Low volume, high variety products. Product Operati A ♦ ‘Jumbled’ flow. on Other names 1 2 ♦ ♦

Intermittent process Job shop 7

1

Product B

2

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Process-Focused Strategy Examples

Bank © 1995 Corel Corp.

Hospital

© 1995 Corel Corp.

Machin e Shop © 1995 Corel Corp.

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Process Focused Strategy Pros & Cons

♦ Advantages ♦ ♦ ♦

Greater product flexibility More general purpose equipment Lower initial capital investment

♦ Disadvantages ♦ ♦ ♦

More highly trained personnel More difficult production planning & control Low equipment utilization (5% to 25%) 9

Repetitive Focused Strategy ♦ Facilities often organized by assembly lines ♦ Characterized by modules ♦

Parts & assemblies made previously

♦ Modules combined for many output options ♦ Other names ♦ ♦

Assembly line Production line 10

Repetitive Focused Strategy Considerations ♦ More structured than process-focused, but less structured than product focused ♦ Using modules, it enjoys economic advantage of continuous process, and custom advantage of low-volume, highvariety model.

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Repetitive-Focused Strategy - Examples Fast Foo d

Clothes Dryer

McDonald’s McDonald’s over 95 billion served over 95 billion served

Truck © 1995 Corel Corp.

© 1984-1994 T/Maker Co.

© 1995 Corel Corp.

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Product-Focused Strategy ♦ Facilities are organized by product ♦ High volume, low variety products ♦ Part of: ♦ ♦

Discrete unit manufacturing Continuous process manufacturing

♦ Also known as ♦ ♦

Line flow production Continuous production 14

Products A & B 11 22 33 Operatio n

Product-Focused Strategy Pros & Cons

♦ Advantages ♦ ♦ ♦ ♦

Lower variable cost per unit Lower but more specialized labor skills Easier production planning and control Higher equipment utilization (70% to 90%)

♦ Disadvantages ♦ ♦ ♦

Lower product flexibility More specialized equipment Usually higher capital investment

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Product-Focused Examples Soft Drinks (Continuou s, then Discrete) © 1995 Corel Corp.

Light Bulbs (Discrete)

© 1984-1994 T/Maker Co.

Paper (Continuous)

© 1995 Corel Corp.

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REPETITIVE FOCUSPRODUCT BASI PROCESS FOCUS FOCUS S ProducSmall quantity Long runs, Product: Large t And large variety usually standardized quantities, small variety EquipmGeneral purpose Special-purpose Special assembly line; ent Skills

Operators broadly Employees modestlyOperators less skilled trained broadly skilled

Few work orders Repetitive operations Work Many job instruction and job instruction a flow standardization 17

Tools for Process Design ♦ Flow Diagrams ♦ Process Charts ♦ Time-Function/Process Mapping ♦ Service Blueprinting

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Time Function Map

Transport 12 days 13 days

Extru de

Wait Product

Wait WIP

WIP

Plant B

Wait

Product

Print

WIP

Warehouse

Product

Wait

WIP

Plant A

Recei ve produ ct

Order

Order

Order Customer Produ ct Proce Sales ss Order Producti on control

Move 1 day

4 days

1 day

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Move 10 days

1 day

9 days

1 day

Process Reengineering ♦ The fundamental rethinking and radical redesign of business processes to bring about dramatic improvements in performance and requires reexamination of the basic process and its objectives. ♦ Focuses on activities that cross boundaries. The process engineer should therefore: ♦ Determine the method of manufacturing a product ♦ Establish the sequence and the type of operations involved ♦ Select the tools and equipments required and ♦ Analyze how the manufacturing of the product will fit into the facilities

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Operations Design It is concerned with the design of the individual manufacturing operation. It consists of examining the man mixing relationship in the manufacturing process for converting the raw materials into the finished products or semi finished products. Operation design must specify how much of man and machine 21 time is required for each unit

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