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
OPERATION DESIGN
PROCESS DESIGN
Continuu
m
6
Process-Focused
Strategy
♦ Facilities are organized by
process.
♦ Similar processes are
together.
♦ Low volume, high variety
products. Product
Operati
♦ ‘Jumbled’
Other names flow. on 1
A
2 33
1 2
♦ Intermittent process
♦ Job shop
7 Product
B
Process-Focused Strategy
Examples
Bank
© 1995
Hospital
Corel
Corp.
Machin
© 1995 Corel Corp. e Shop
© 1995 Corel Corp.
8
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
11
Repetitive-Focused
Strategy - Examples
Fast
Clothes
Foo
Dryer
d
McDonald’s
McDonald’s
over 95 billion served
over 95 billion served
Truck
© 1995 Corel Corp.
12
13
Product-Focused
Strategy
♦ Facilities are organized by product
♦ High volume, low variety products
♦ Part of:
♦ Discrete unit manufacturing
♦ Continuous process manufacturing
15
Product-Focused
Examples
Soft Drinks
(Continuou
s, then
Discrete)
© 1995
Corel Corp.
Light Bulbs
© 1984-1994 T/Maker Co. (Discrete)
Paper
(Continuous) © 1995 Corel Corp.
16
BASI PROCESS FOCUS
REPETITIVE FOCUSPRODUCT
S FOCUS
ProducSmall quantity Long runs, Product: Large
t And large variety
usually standardized
quantities, small
variety
EquipmGeneral purpose Special-purpose
Special assembly line;
ent
Operators broadly
Employees modestlyOperators less
Skills
skilled trained broadly skilled
17
Tools for Process
Design
♦ Flow Diagrams
♦ Process Charts
♦ Time-Function/Process
Mapping
♦ Service Blueprinting
18
Time Function Map
Order Recei
Customer Produ ve
ct produ
Proce ct
Sales ss
Order
Order
Producti Wait
on
control
Order
Product
Plant A Print
WIP
Product
Warehouse Wait Wait Wait
Product
WIP
Plant B Extru
WIP
WIP
de
19
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
time is required for
21
each unit
Thank You!!