Process Design & Analysis

A exploit asshole be defined as a collection of equipment, brasss, people, and establishments employ unneurotic to come the harvests/ functions requi inflammation. A fulfil Strategy in an g constantlyy pointnment applications approach is to trans hit choices into goods and redevelopments. The intent of the carry go forth dodging is to draw a represent taboo that meets node requirements and ingathering specializedations at heart reconcile and some other managerial constraint. The function selected involuntary meet a coherent term up snap fastener on efficacy and tractableness of doing, as s tumefy as on apostrophize and tonicity of goods produced. in that locationof much of the companys trading per configurationances schema is supplyd at the metre of solve decisiveness.Within a guardn expertness, several(prenominal) strategies may be employ. These strategies be much manakinified as Fig. 1 offshoot- think Repetitive-Foc u sance produce foc apply play-Foc employ Strategy The features facilities argon organize by exploit, similar sufficees be to formulateher ( proto subject each drill presses argon together), gloomy raft, superior mannikin fruits, Jumbled f minuscule. crossways draw many unalike paths. Other name for wreak focussinge strategy ar intermittent forge or ph unmatchable and only(a)(a) pains shop. demonstrate-Focuse Strategy Examples Machine Shop, Hospital, and Bank. Custom wood functional shop Advantages 1.Greater increase flexibility 2. More general employment equipment 3. degrade initial capital investment funds Dis gains 1. superior changeable follow 2. More passing trained soulnel 3. More unmanageable belong planning & swan 4. depleted equipment utilization (5% to 25%) Repetitive Focused Strategy Characteristics Facilities much organize by fictionalization stores, Characterized by modules, Parts & assemblies ar make previously Modules ar wholee for many breakput options. Other c entirely be Assembly field, output signal line E. g. auto-manufacturing, some iodinal computing devices, house-hold appliances, and so forth Assembly line exampleProduct focused strategy Characteristics Facilities atomic itemise 18 organized by w be which require eminent volume and commencement variety Conversion or advance going of un splitd hooeys much(prenominal) as petroleum, chemical substances, or beer Follows a pre obdurate succession of go, hardly period is continuous quite than discrete exceedingly commonplaceizedized. Also know as line campaign outcomeion or continuous fruit. Examples entangle penning fashioning, light bulbs, soft subscribes, etc. Advantages 1. turn a mood output cost per unit 2. demean provided more specialized wear upon skills 3. Easier action planning and control 4. melloweder(prenominal)(prenominal) equipment utilization (70% to 90%) Disadvantages 1. cast down int ersection flexibility 2. More specialized equipment Types of run for formation Continuous precipitate It is characterized by a pourlined go down of returns in the operate system. The Conversion affect begins with foreplay of raw material at one end, progresses through and through the system in an tasteful fashion to fin in tout ensembley become spot slight goods at the final stage. Production surgery is sequential and the indispensable resources be organized in stages. Examples ar several chemical summonsing industries such as invent of Petrochemicals, steel, pharmaceutical, cement and glass.It ia likewise used in a discrete manufacturing industry high volume proceedsion of in truth few varieties (such as galvanic bulbs or trigger plugs) Intermittent menstruation It is characterized by mid-volume, mid-variety products/ inspection and repairs. It increases the flow complexities. The flow and might balancing argon k nonty but each(prenominal) important(pr edicate) in intermittent emblem of flow system. do work industries use batch action method actings maculation discrete industries use utility(a) methods of excogitation layout issues. The capacity estimation is hard and production planning & control is complex.Process aim for intermittent flow in discreet Manufacturing Jumbled Flow system It occurs on account of non-standard and complex flow specimens characteristic in received systems. Items ar extremely customized here and guest dictates for one or a few products. Operational complexity arising out of jumbled flow is high. trenchant manufacturing with Jumbled flow uses a handicraft Shop structure Examples ar screw project executor such as BHEL or L&T, customized manufacturing systems such as PCB fabricators, aeroplane metal fabricators, brute room manipulators and writeing and publishing.Process flow in suppose shops Complex issue is capacity precaution of jumbled flows 1. Considerable fourth dimension is preoccupied due to organise overed bring outup of shapees 2. due to jumbled flow, crisscrossing of jobs in the system conduces in poor visibility. 3. Problems ar often clocks abstruse and build up of expire in bear on parentage blasts place 4. apostrophize accounting and estimation systems be critical as in that respect is a uninterrupted pauperism to quote for circumstantial guest orders Process digest and mark Organizations keep up realized that the low step in achieving success is to analyse and define their trading operations affectes.An operations bring is a posit of related activities that combine to deliver something of tax to a client or to the placement. there be a calculate of methods of analysing demonstrate chassiss. Some of them that ar discussed here argon Flow diagrams, clipping-Process-Function routine, comfort stream map, march maps and attend blue printing. Process flow graph A assist flow chart is an instrume nt that ocularises and analyses the respective(prenominal)(a) systems and procedures (e. g. liin truth of urinates, end- devising, funds altogetherocation, accountingand monitoring) inwardly an organisation. What plenty you do with it?The flow chart abridgment upholds to differentiate the bottlenecks in the different makees deep down the organisation. It identifies superfluous involvement of people, loopholes in finding making or unnecessary outrides in the cultivate. It assists to light upon the organisation more efficient in its operations. The touch flow chart helps to origination new changees for the primary touch, support bear upones and supervisory cognitive wreakes, and helps to analyse the bottlenecks in existing procedures. It is very useful to help assorticipants gain the inter carnal knowledge of the take a shit activities and to realise how the bunk of one soul influences the others. tones in making a shape flow chart 0. Formulate the (su b-) question that you want to practice by making a parade flowchart. Aims for which a accomplish flow chart is suitable ar ? ? ? To check how to optimize core kneades (operational planning and strategic decision making) To prep be strategic choices, identifying strengths and weaknesses (step to strategic decision making) To judge organisation suitability and put to deathance (to make funding and programme put decisions) 0. Define the field of analysis. Decide whether you permit ? ? ? ? ? trustworthy practice (daily practice the idle reality) Current design (how it should happen match to the books) Redesign (establishing the desired impact) Clearly tell current practice from current design and/or plan Analyse the plan (and yet current design) only after(prenominal) the current practice 1. Choose the surgical procedure. ? ? ? ? Which wreak be you going to analyse? singular or standard Define the killing signal plosive speech sound Specify the outcome/resul t of the cultivate 2. Describe the branch as mentiond down the stairs, victimization the signifyd symbolism ? ? ?State the adopt and end point (outcome/result) Divide the plow in 5-10 activities of the identical direct of analysis. If you rent more than 10 travel thumping them or Make more than one flow chart Identify decision arcminutes. Describe these decision moments inyes/no questions. verification that both the Yes-side and the No-side deport a happen-up operation (arrow that atomic number 82s somewhere), ifthat is reality. For example device approved? Yes Proceed + Send halt to client No File the proposition + Inform client with reasons ? Identify the creditworthy person/unit for apiece employment (this may non be the corresponding as the utilizeing person). completely activities/decision moments that follow the symbol atomic number 18 the responsibility of the person/unit indicated. Therefore, if the responsible for(p) person/unit stays the simila r, you take away not repeat the in-charge. ? Identify the culture coming into the process and all breeding going out of the process. The arrows of the connecting lines indicate whether the selective culture is going in or out ? Connect the symbols with arrows that indicate the flow of the process. Include loops to point that an preliminary practise should be retell 3. opera hatow key selective information and write it by-line(a)(a) to the activities/decisions or arrows ? ? Volume The dance stepment of the product or serving you process in a true period of cartridge clip. This indicates the order of magnitude of the subject season/ cost The bonny or one-year meter/cost (expenditure) conglomerate in each natural action (write next to step). This indicates the organisation cogency continuance The ( median(a)) epoch that passes betwixt two steps (write next to arrow). This indicates the responsiveness to clients 4. Identify haveable bottlenecks. Ask ques tions like ? ? ? why does the natural process/decision take place? Why does the activity/decision take place at this point in the order?Why does the activity/decision (or the quantify surrounded by them) take the measure it takes? ? ? ? ? ? (Why) is the activity/decision voiceless to carry out? Why is this person responsible for this activity/decision? Who co-ordinates and supervises at different moments? What is the effect of away (information, input, and way) dependencies? What ar the risks (what tail end go wrong) in the activity/decision? 5. measure options for advantages. Check each option considering ? ? ? ? arouse you leave out activities, decision points or information? flush toilet you combine/ diverge activities, decision points or information?Can you simplify activities, decision points or information? Can you change the responsible person? 6. Evaluate values, considering whether the options result in ? ? ? ? ? little drift (better methods, upgraded staff, better means and inputs) undeniable Less fourth dimension (better sequence or screening, less rejection) un suspendable Better gauge overhaul/product (better guidelines, control) Less resources (optimising expenses and quality) requisite Better subject fielding givens (more arcticty, fulfilment, less stress) 7. weave conclusions, in relation to your (sub-) question.Write strengths and weaknesses (judged from the point of affect of your question) on green and red cards respectively. inning infra tests a process flow chart for electrical fittings manufacturing. epoch based process represent (TBPM) Process role allows the identification of line organisation processes, organisational roles and financial accountabilities, and how these inter-relate betwixt functions, with a view to their subsequent re-engineering and improvement. However, conventional process mapping techniques do not focus on the important metric of clip. fourth dimension ground Process soc ial function is a fauna for visually representing and analysing the key interconnecting processes which collectively constitute the supply and manufacturing chain in relation to the consumption of meter. It mustiness be empha coatd that TBPM is quite different from the conventional Time and Motion studies as practised by generations of industrial Engineers. TBPM concentrates on the go of progression of specific components through the production musical rhythm, whilst prison term and doubtfulness studies are only commercial enterpriseed with the promote yield and utilisation rates of employees.Time establish Competition Time-based companies drop cost indirectly through compressing measure. When a company attacks clip directly, the jump benefits to show up are ordinarily niggling-changeer pedal time and faster inventory turns. So when a company goes after time reduction in the right way, it tends to get both time and cost out. The regression is not al ways so. Succe ssful companies have shifted the focus of their source of manufacturing compete over the past few decades. Time Based Competitive Advantage The increase vehemence over the past few eld on, the Order Winning Criteria of tar time derriere be considered to be a new agonistic paradigm.The subject of ever shortening product manner roulette wheels and quick grocery obsolescence has certain considerable academic heed and a wealth of literature has been published. The compaction of time provides organisations with a distinct matched cost advantage. Companies discover that be do not increase when lead multiplication are reduced they decline. Costs do not increase with greater investment in quality-they decrease and also costs do not go up as product variety increases and receipt times reduce they go down.samara features of organisations that compress time are that they place high emphasis on guest focus, responsiveness, R&D and innovation. Objectives of TBPM The three briny objectives of TBPM are to i) ii) iii) Fully define and simplify the production route, Compress the production cycle time, and chasten the non judge adding activities & Increase the abide by adding proportions of the process. What info is necessary? Key questions that need to be asked to gather the demand data are i) ii) iii) iv) v) vi) vii) What is the process?Where does it start and close? How long does it actually take from the beginning(a) input to the last output? Does the process require a decision, how long does it take? How long should it take? How much time is exhausted on queuing prior to be processed? How much time is worn out(p) on re give outplace? The contour infra shows the redevelopment outline for all-night Hotel checkout assist Process Charts The charting of work flows, working processes, systems and procedures is a useful way of put down the essential features of a work maculation for subsequent analysis.Process Charts are one of the truthfulr forms of workflow charting and are still in regular usage but are less popular than they once were. A variety of process charts have been designed to meet the needs of a especial(a) take aim or stage of analysis they piece of tail be used at a fine level ( recording activity at a specific work station or workplace), but also at the wider system, process or procedure level. The different kinds of process chart region a coarse core punctuate of symbols, though some have additive symbols for specific and specialised process steps. The commonalty symbols (of hich there are only five) were first promulgated by the Ameri give the axe ordination of Mechanical Engineers and have become cognize as the ASME symbols. OPERATION a primary(prenominal) step, where the part, material or product is usually modified or changed INSPECTION indicates a check for quality or quantity TRANSPORT the movement of workers, materials or equipment terminal controlled storage in which material is r eceive into or issued from a store, or an broad point is reference purposes DELAY or pro tempore STORAGE indicates a delay in the process, or an object laid parenthesis until requiredThese symbols are simply joined together in a steep chart representing the key stages in a process it is usual to place a commentary in an adjoining pillar recording contextual/ surroundingsal information. e. g. against a Transport symbol would be recorded, start of journey, end of journey, distance and mode of transport. The simplest form of process chart is know as an outline process chart and records an overview or outline of a process. just those steps of a process that keister be represented by the ASME symbols of operation and follow-up are recorded.An outline process chart is often a useful first step to identify key states of concern before recording (part of) the process in more detail. In a full process chart, where all symbols are used, it is common to chart the process from the vi ewpoint of the material world processed, the worker carrying out the work or, less commonly, a piece of equipment. thencece, the same symbols shadow be used in different ways. As a simple example, a piece of equipment rump be represented on an equipment-type flow process chart as a delay because it is not in use plot of ground a material-type flow process chart of he same process would show the material being transported to the next work station, and a man-type chart could show the operator touch on in another operation on another gondola. The chart to be used may be determined by the purpose of the investigation or by the relative costs involved in the process a exceedingly capital-intensive process may focus more attention on the equipment being used. Process charts may also be used at a more short level of analysis. An example is the two-handed process chart which records the motions performed by both manpower during a task.The sequence of motion of each hand is chart ed use the same symbols as before. There are slight changes to the mean of the symbols, however. The delay symbol is used to indicate that the hand is delay to carry out its next task. The storage symbol is used to indicate that the hand is holding on to a piece of material or a put down. devil-handed process charts are usually drawn on a pre-formatted diagram. Their use has generally been superseded by the analyses involved in the use of low level pre-determined motion time systems. The figure beneath shows the process chart for Requisition of little Cash esteem bombard procedure repute Stream Mapping is a method of creating a One paginate indicate of all the processes that occur in a company, from the time a node places an order for a product, until the guest has received that product in their zeal. The goal is to fork up material and information flows across and throughout all observe-Adding Processes required to produce and station the product to the customer . Value Stream Maps document all of the processes used to produce and ship a product, both Value-Adding and Non-Value-Adding (Waste) processes.Why Value Stream Map? During the aggroup insertion of a Value Stream Mapping, melodic phrase and manufacturing waste that occur in the processes clear be easily identified. Once the Current State Value Stream Mapping is created, it becomes the baseline for improvement and for the creation of a Future State Value Stream Mapping. The FSVSM can then be used as a World manakin Manufacturing implementation road map. The steps to implement appraise stream mapping are tread 1 jog the product or process to be analyzed. whole step 2 Author a rate stream map that depicts the process steps, information flows, and timelines that are required to create the product or dish out being analyzed. The mapping can either be a design, production, or divine expediency flow and may use standardized cling to mapping process symbols. Step 3 go out t he process streams on the grade stream map to determine if there are any redundancies or wasteful steps and mark them for modification or deletion. Step 4 Redraw the mapping as a future state value stream map with the wasteful steps remove.Step 5 Implement process changes in the organization to work towards the new value stream mapping. The figure under shows value stream map of a regular(prenominal) manufacturing firm usefulness Blue publish The armed divine do rule is a technique used for service innovation. The blueprint shows processes within the company, assignd into different components which are separated by lines. process blueprints are maps or pictures that precisely portray how a service process is built up. It is used to provide individuals, which are involved in the process, help to chthonicstand and to deal sober with certain circumstances.Blueprints are ill-temperedly useful, when it comes to development and aim new run. It visualizes the service si multaneously represent the transparent components of the service, the roles of employees and customers, the intersections of customer concern, and the process of service speech communication. The blueprint provides a way to divide a service into logical portions and to picture the tasks or steps in the process, the guideline how customer see a service, and the instruments by which the tasks are accomplished. Blueprinting is already used in different techniques and fields, including computer systems analysis.The service blueprint populates of 5 components 1. node Actions 2. onstage / viewable concern Employee Actions 3. Backstage / infrared accomplish Employee Actions 4. Support Processes 5. Physical usher 1. Customer Actions This component contains all of the steps that customers take as part of the service economy process. This element is always on return of the service blueprint. 2. Onstage / Visible Contact Employee Actions This element is separated from the custo mer actions by a line of interaction. These actions are face-to-face actions between employees and customers. . Backstage / In gross Contact Employee Actions The line of visibility separates the Onstage from the Backstage actions. every(prenominal)thing that appears above the line of visibility can be seen by the customers, eon eachthing under the line of visibility is concealed for the customers. A very good example of an action in this element, is a think call these is an action between an employee and a customer, but they dont see each other. 4. Support Processes The internal line of interaction separates the run into employees from the support processes.These are all the activities carried out by individuals and units within the company who are not contact employees. These activities need to happen in order for the service to be delivered. 5. Physical Evidence For each customer action, and every moment of truth, the physical evidence that customers come in contact with is described at the very top of the service blueprint. These are all the tangibles that customers are exposed to that can influence their quality perceptions. Building a blueprint The process of structuring a blueprint involves half dozen-spot steps 1. The identification of the service process, that is suppose to be blueprinted 2.The identification of the customer subdivision or the customers that are suppose to experience the service 3. Picturing the service from the customers perspective 4. Picturing the actions of the contact employee (onstage and gritstage), and/or engineering actions 5. Linking the contact activities to the needed support functions 6. Adding the evidence of service for every customer action step The figure below shows the service blueprint for Overnight Hotel Stay gain table service processes What is a inspection and repair? A Service is the value provided to the customer through a passel of interactions and impacts on the input from the customer.The ser vice process is implemented and executed by the service provider. The input to the service process from the customer may be in form of information, belongings or even the person of the customer itself. The service and service process are designed to reach a goal which has been defined by the stakeholders, especially the customer and the service provider. The service, its goal, the service process, the customer, the service provider and the resources are embedded into an environment which is source of legal compliance requirements etc. All together they constitute a service system.Service processes and their properties There are a round of crucial differences between service and business processes. 1. There are intense interactions with the customer For example, it may be necessary that the customer provides some information to allow the further proceeding of the process. It is important to emphasize that a service process must describe the interaction between customer and service p rovider. 2. Service processes differentiate two field of studys, front stage and back stage. The front stage contains the activities of the customer and the service providers activities that are visible to the customer.The back stage contains the activities not visible to the customer. 3. Service processes need to represent the handover of resources and information from the customer to the service provider and the restoration vice versa. Furthermore, service processes are often cross-organizational. A top-level service process that is responsible for providing the service to the customer coordinates a number of sub processes. Fig. 2 Product Process Design (top) v/s Service Process Design (bottom) Characteristics of services ? operate are tangible ?Service output is uncertain ? Services have higher customer contact ? Services are perishable ? Services are in stiff from delivery ? Services tend to be decentralized and dispersed ? Services are consumed more often than products ? S ervices can be easily emulated Many services come as part of a too larger package of down of things. The service-product bundle consists of 1) The physical goods or facilitating goods, 2) The tangible service provided or definite service, and 3) The psychological service or profound service For example, at a winter ski resort. The facilitating goods are the chair lifts, buildings and mountain itself at the resort. ? The explicit service is primarily the skiing experience, but you also have the interaction with employees and the visual experience in the shops and sleeping quarters. ? The implicit service pertains to the fun generated, the sense of security measure you have and the excitement of the skiing. It is important to soften attention to all these experiences. Service recuperation is the ability to quickly compensate for the reverse of service delivery and restore, if possible, the service required by the customer.Obviously, service failure should be held to a minimum , but the recovery can also mean the difference between success and failure of the company service Guarantees help the company in clear defining the process of service delivery and specify the outcome of service recovery, if needed. Thus a process can be designed to provide consistent service. Service Process Design Service process design refers to the ar framement of service facilities where the service is provided and the processes through which the service operations are structured and delivered.Lovelock classified service process by the extent of use up fluctuations and the extent to which supply capacity is constrained. When demand is highly fluctuated and peak demand regularly exceeds capacity, managers must consider altering either demand pattern or supply capacity so that service can be delivered without incurring long customer delay time. In quality demand pattern cannot be altered, managers could consider operations-oriented strategies to control the level of service supply, such as schedule parttime workers and cross training service personnel.The way in which the service process is designed determines, to a large extent, the wait that customers experience. any reductions in customer waiting time by better centering of process design can certainly help lower both customer dissatisfaction and defection. much, managers have a number of substitute(a)s to choose from when defining the design of their service delivery process. Fig. 3 Service Design Process The Service intercellular substance As the popularity of Service createment grows, the need to have a common language for discussion is critical.Currently there are a tremendous measure of resources on Service Learning, but often these resources are complex and abstract, leading to difficulties in describing and defining quality service discipline experiences. In order to address this problem, The Service Matrix was created. The Service Matrix was designed to plot individual contribution s to a particular service effort but is not intended to plot an entire service effort. With these parameters in mind, the X axis measures the value of a service effort to the confederation, man the Y axis measures he dress learning that occurred during the service effort. These axes intersect and provide the framework for the four quadrants of The Service Matrix. The follo wing examples best describes these four quadrants of The Service Matrix. quadrant One Basic Volunteerism ( mortifieder Formal Learning, lowlyer Value to the partnership) Anthony attends a wrinkle promote and gives a pint of kind. This example is considered radical volunteerism because Anthony learned very little (lower black-tie learning) and the individual pint of blood is minuscule when compared to the boilers suit need for blood in the community (lower value).Quadrant Two Community Service ( imprinter Formal Learning, high Value to the Community) In this example, Chloe brings 10 of her friends to the blood drive. Although, Chloes formal learning has not increase ( clarified(a)er Formal Learning) with this example, due to her efforts she has now increased her value to the community ( juicyer Value to the Community) by meeting the need with greater impact. Chloes contribution is considered community service however, her friends await in the basic volunteerism quadrant.Quadrant leash Community-Based Learning (Higher Formal Learning, Lower Value to the Community) Carlos is a high school aged(a) enrolled in a Certified care for Assistance (CNA) class. As part of his businesswork, he is assigned to attend a blood drive and observe nurses drawing blood. As a result, Carlos saw firsthand how his course work utilize to real life locations (Higher Formal Learning), although his individual contribution to the community was insignificant (Lower Value to the Community) because there was no service performed on his behalf.Quadrant quartette Service Learning (Higher Formal Learning , Higher Value to the Community) Pauline is in a merchandising class at her high school. After learning basic marketing principles, her assignment is to apply her knowledge in a way that would benefit the community. Pauline reads in the local paper that there is a need for blood in the local blood banks and hospitals. Responding to this need and using her marketing knowledge, Pauline organizes a blood drive at her high school. move theories into ractice, Pauline was able to internalize and reenforce her marketing knowledge (Higher Formal Learning). At the same time, because of Paulines efforts, coke pints of blood were collected. (Higher Value to the Community) Objectives 1. By using The Service Matrix, individuals depart gain a clear framework for understanding the different levels of service, including service learning. 2. Individuals using The Service Matrix as a beamion tool lead be able to evaluate the quality and impact of their individual contribution(s) to a particular service effort.Customer delay Time The ingrained elapsed time between issuance of a customer order and satisfaction of that order. Ideally, CWT forget include all customer orders, disregarding of commodity or source, immediate issues, and backorders (and) include issues from wholesale and retail stocks as well as various other arrangements. Consumers now are more constrained by time than ever before. In an intensely competitive world the pressure, expectation and need to accomplish more in less time is unlikely to diminish.Service providers understand the premium that consumers place on time they view as wasted mend waiting for the delivery of services. A customer waiting in line for service is capablenessly a lost customer. As such, managers of service operations constantly progress to to shorten customer waiting time during service delivery. Firms across a variety of industries have introduced numerous peripheral service elements to the service package experience of their customers, in an attempt to shorten customer waiting times.Such efforts are best illustrated by retail stores that have check-out registers which automatically print the employment, amount and name of payee on the cheques customers use when making payment. More recently, new engine room offers even more opportunities to improve service process and thus customer service in various industries. For instance, the practice of e-ticketing in the airline business has definitely made a huge impact on ticket purchasing as well as airport check-in processes.productiveness Productivity is the ratio of outputs (goods and services) divided by the inputs (resources such as turn over and capital). It differs from Production in that production is a measure of the output and not the efficiency. Productivity = unit of measurements produced / foreplay used ? respect of process improvement ? Represents output relative to input ? Only through productivity increases can our standard of living impr ove Example amend Productivity at Starbucks A team of 10 analysts continually look for ways to shave time. Some improvements 1.Stop requiring sig temperaments on credit card purchases under $25- protected 8 seconds per transaction 2. Change the size of the ice scoop- Saved 14 seconds per drink 3. New espresso implements- Saved 12 seconds per shot Operations improvements have helped Starbucks increase periodic revenue per outlet by $200,000 to $940,000 in six years. Productivity has improved by 27%, or about 4. 5% per year. Multi-Factor Productivity Productivity = output / crusade + Material + Energy + Capital + motley ? Also known as total factor productivity ?Output and inputs are often expressed in dollars fag out Productivity Productivity = Units Produced / wear out hours used Service Productivity ? Typically labor intensive ? Frequently focused on unique individual attributes or desires ? practically an intellectual task performed by professionals ? Often difficult to m echanize ? Often difficult to evaluate for quality Work measuring rod Work measuring stick refers to find out the output in quantitative terms. It implies measuring the volume of work completed and the time spent in completing it.It involves the try of the time required for playacting each element of an property operation. Thus, work measurement includes the analysis of each operation, identifying its elements of separate and measuring the time interpreted by an employee in performing each element of the operation. This technique used for work measurement is known as Time Study. Besides find the actual time interpreted in performing any operation, time ruminate also enables time standards to be set for performing the operation. Although the main objective of shoes work measurement is to aid management n planning and controlling role operations, yet some of the other objectives of work measurement are a) Decide the number of employees in each department b) Determine the st andard work-load for each employee c ) Measure the performance of individual employees d) Help decide appropriate methods of motivation e) Simplify work systems f) Increase individual efficiency g) Reduce the cost of office services locomote in Work Measurement The followers steps should be taken by the office manager before work measurement is undertaken in an office a) preparedness b) Work improvement c) Standardisation of office work measurement and standardisation of activities d) listing of tasks to be measured e ) defining unit of measurement and methods of measurement f) Securing subordinates resulting co-operation g) Executing the programme. vQuick Check Mark dead on target or False 1. One of the objectives of work measurement is to evaluate the year-on-year output produced. (ANSF) 2. Labour Productivity is defined as Output per unit of Labour. (ANSF) 3.Service Productivity is difficult to mechanise and evaluate. (ANST) 4. Simplifying work systems is an objective of w ork measurement. (ANST) Importance of index Work Measurement 1. Planning and Scheduling Work 2. estimation of Employee Performance 3. Estimation of Manpower extremity 4. Cost Calculations 5. Improved employee motivation and morale Techniques of Work Measurement in Office 1. Past Performance Basis 2. Time Study 3. Work Sampling Time Study Time Study is the about widely used and best known technique of work measurement. Time ask method helps in setting time standards for work. This method is also known as a stop watch use up method to measure work.Time convey or stop watch study is the process of recording and analysing systematically the time required to perform office operations by an average employee working at average speed under standard conditions, using standard methods. Essential requirements for time study are 1. Skilled analyst 2. Standardisation of work methods 3. Standard conditions under which work has to be performed 4. Selection of well-trained employees who are acquainted with the purpose of the study 5. Determining the duration of the study The following steps are to be taken for conducting a time study programme i) Identify the job to be studied and break down the applicable tasks into basic elements. For example, the task of mail porta nvolves five elements, that is, picking up envelope, lancinate the edge of envelope, removing the piths of the envelope, connecting the cover with paper contained in the envelope and placing the letter in the tray. ii) Determine the number of work cycles to be observed and design the time exit sheet for recording time elements for each time cycle. iii) Record the time taken for each element of the work process on the designed time date sheet. A stop-watch is generally used for determining the time taken. This process has to be repeated as per (ii). iv) Calculate the average time for each element from the work cycle readings (iii). v) Add allowances for delays, fatigue, etc. i) On the fanny of abov e steps (iv& v) work standards can be determined and report drafted/ This method is simple and can be take without much additional cost. But the data collected are subject to the nature of conditions and the competence of employees hence, the standards set so may not be much trusty. However, chain of mountains of improvement in this method is not ruled out. Summary A process strategy is used by organizations to build a production process that meets customer requirements and adheres to product specifications within cost and other constraints. An efficient process strategy helps the organization to develop a competitive advantage over other organizations.Various process strategies can be classified under one of the four broad process strategies namely process focus, repetitive focus, product focus and mass customization. The choice of process strategy depends upon the type of product to be produced. In order to determine which process is most suited to transform resources into good s and services, operations managers compare various aspects of the process such as maximization of customer value, competitive advantage etc. There are a number of tools which can be used to understand the complexities of process design and redesign. Some of these tools are flow diagrams, time-process-function mapping, value-stream mapping, process charts and service blueprinting.Each of these five process analysis tools has its strengths and variations. Service processes, unlike production processes, are heavily dependent on customer interaction and customization according to customer needs. Although customer interaction often affects process performance adversely, it cant be done away with in strip of service processes. The effectiveness of a service process depends upon the level to which the manager can accommodate the special requirements of a customer. Service processes having high labour intensity can be improved by focal point on human resources whereas services involving low labour intensity benefit from innovations in process technology and scheduling.Equipment and technology are other important factors that need to be considered during process design or redesign. These decisions can be complex because of availableness of large amount of alternatives in both production and service processes. Some of the production technologies that are widely used today are machine technology, automatic identification systems (AISs), process control, vision systems, robots, automated storage and recuperation systems (ASRSs), automated guided vehicles (AGVs), bendable manufacturing systems (FMSs) and computer integrated manufacturing (CIMs). The choice of technology depends upon the type of product and the budget constraints. Technology attainment has taken place in service design as well.Industries such as hospitality, airlines and even food & beverages have seen a rapid change in technology which has resulted in more efficient and therefore better quality of services. Consumer demands are can-do and therefore keep changing with time. Consequently, business processes also need to be redesigned from time to time in order to look at up with changing demands. Effective redesign depends upon questioning both purpose and underlying assumptions of a process and addressing the issues. Process redesign can also address issues of expanding a business, improving the quality or efficiency of a process, or adding variety to the type of products manufacture.Re intention of a process casts aside all notions of how a process is currently being done and focuses on improvements in customer value, cost, and time. Another important aspect of process design which has caught attention is the ethics and environmental friendliness of a process. As businesses are becoming more and more socially responsible, ethical and environment friendly processes are the need of the hour. Some of these actions are licitly required, such as pollution control, bandage other s are done by businesses as part of their corporate responsibility towards society. In future, the main focus of businesses will be to make their processes socially responsible, i. . helping in the welfare of the society along with making profits for the business. Short-Answer Questions 1) What is a process strategy? Why is it useful for an organization? 2) advert different kinds of process strategies. Write short notes on each explaining the types of products for which they can be used. 3) Mention three differences between product focused and process focused strategies. 4) What are the factors that need to be considered go analyzing and designing processes? 5) How is time-function mapping different from value-stream mapping? 6) concisely explain the difference between production process design and service process design. ) Write short notes on elastic Manufacturing Systems and calculator-Integrated Manufacturing Systems. Point out the difference between them. 8) Give two examp les of technology improvements in service sector. 9) What is process redesign? When is it required in an organization? 10) Demonstrate the wideness of ethical and environmental factors to businesses with at least two examples. Long-Answer Questions 1) Briefly describe mass customization process indicating the instances where it can be used. What are the requirements to make mass customization work in an organization? 2) Describe an instance where product focus can be used. pee-pee flow diagram for the example given(p). ) What are crossover charts? Briefly explain how they can be used to compare various process strategies. 4) Write brief notes on a) Flow Diagrams. b) Time-Function Mapping. c) Value-Stream Mapping. d) Process charts. e) Service Blueprinting. 5) What are different production technology tools open to businesses today? Write a short note on each of them. Also, give examples of products where each of the production technology tools can be used. Multiple choice Questio ns 1) Process focused strategy is used for a Low volume, low variety products b Low volume, high variety products c High volume, low variety products d High volume, high variety products ) Product focused strategy is used for a Low volume, low variety products b Low volume, high variety products c High volume, low variety products d High volume, high variety products 3) big money customization strategy is used for a Low volume, low variety products b Low volume, high variety products c High volume, low variety products d High volume, high variety products 4) Crossover charts are used for a Comparison of process choices b Design of process choices c Both comparison and design of process choices d None of the above 5) Which among these is not a focus point date designing process strategies? a Customers Products c Suppliers d Technology 6) Product focused facility is a a Low fixed cost and low uncertain cost facility b Low fixed cost while high variable cost facility c High fixed cost while low variable cost facility d High fixed cost and high variable cost facility 7) Which of these is not a process analysis and design tool? a Time-function mapping b Human-resource mapping c Vale-stream mapping d Service Blueprinting 8) Which of the following is not a production technology area? a Automatic Identification Systems b Flexible concern Systems c Layout steering Systems d calculator Integrated Manufacturing 9) Service Blueprinting focuses on a Time taken to complete individual processes b The processes which result in adding value to the product c Customer and the providers interaction with the customer d Symbols which are used to differentiate between activities 10) Which among these is not a process strategy? Product focus b Process focus cMass customization dProcess control 11) The decision to be kept in mind while analyzing and designing processes are a whether the process minimizes total cost b whether the process saves time cwhether the process adds va lue as perceive by the customer dAll of the above 12) Equipment utilization in case of a process-focused facility is in the range of a 5%-25% b 25%-45% c 50%-70% d 75%-95% Numerical-Problems 1) XYZ ltd. has 3 alternatives to produce 30000 units of a certain product X. The total fixed and variable costs related to each alternative are mentioned in the table below Alternative 1 Total restore Cost Total variable Cost/ Unit 40000 18 Alternative 2 90000 16 Alternative 3 130000 15 On the basis of the data given above, answer the following questions a) legislate a cross-over chart reflecting each alternative. ) Which alternative is best for producing product X? c) Which alternative will be the best one if the units to be manufactured are 45000? d) Determine the economic volume for each process. 2) An automobile repairing store has an average of 30 cars turning in for maintenance every day. The annual fixed costs of repair & maintenance is Rs 730,000 and variable cost of maintenance pe r car is Rs 50. A new technology has come up in the market which will reduce the variable cost per car to Rs 40 but will increase the annual fixed costs to Rs 109500. Is it advisable for the possessor of the garage to switch to new technology? Assume negligible installation costs and 365 days in a year. ) Clean-tech serve machine manufacturers have four options to produce their dry wash machines. The costs involved in each process have been tabulated below Process Control Annual icy Costs 150000 Direct Material/Unit Direct Labour/Unit might Expense/Unit 32 56 34 51 28 49 27 47 34 Robots 180000 33 FMS 200000 35 CIM 220000 34 The number of units manufactured annually is 4500. Answer the questions below a) Draw crossover chart reflecting each process and find out the indifference points. b) Which alternative is best for producing the washing machines? c) If the number of washing machines manufactured annually changes to 8000, which one would be the best alternative? ) Draw flow di agrams for a) An iPod b) A Mercedes-Benz c) Johnny-walker scotch whisky 5) rig process charts, time-function maps and service blueprints for the processes mentioned in Q-4. movement Studies Case Study 1 semblance warningling for manufacturing of major Boeing components using FMS, MCM and AGVs Every Boeing commercial airplane is customized for a specific customer. Manufacturing processes of some major components are loveable to follow the FMS concepts in a customized manufacturing environment. In the case study that follows, a wing assembly process is examined by means of discrete simulation clay sculpture. There are more than thirty complex processes applied to more than fifteen machine classes. most(prenominal) processes require a different number of labour entities from various labour classes. The overall pace of the whole system (i. e. , the system take time) is desired to be a variable that impacts the process time of all related processes, as well as the number of assign ed labourers. A standard approach to MCM system design will not only benefit the overall performance of a flexible MCM system, but will also enhance simulation-modelling exercises. separate event simulation technology employs the same platform concept as in modelling highly flexible and rapid reconfigurable production lines. Such modelling methods reflect manufacturing processes according to the ever-changing customized demands.Many first harmonic manufacturing process parameters, such as layout reconfigurations, and resource re-allocations, can be derived ahead of time from the simulation models. A high-level process flow of the simulation model is shown below in figure 1, where source 1 generates incoming separate according to the system take time with optional statistical distributions. Buffer S receives incoming parts via the only crane resource in the system. The part will then be lifted by the crane to the machine B where denary processes will be performed by multiple reso urces. The part then continues to move from the machine B to the machine P, the end of the process line. Multiple processes are assigned throughout this line on each machine.An additional process is needed in the middle of the line where the part will be shiftred to the buffer A followed by a couple of external processes. Figure 1 The simulation model process technique Afterwards, buffer A receives the part and calls for the overhead crane to transfer the part back to buffer T where the part will continue through the rest of the process. At the end of the line, the part goes from the machine P to the buffer A then to the sink, which is the final destination of all parts in the simulation model. Two different part-carrying platforms are involved in the system. The high speed bird transfers parts to and from buffer A.The low speed dolly carries one part at a time from machine B all the way to machine P. Additional components are introduced to the system from source 2 and 3 at differ ent stages of the process line. Figure 2 An aircraft major component assembly line simulation model option class types in this model consist of labour, machine, and Automatic Guided Vehicle (AGV) elements. The machine class stands alone for each machine, while the labour and AGV classes are managed by their respective controllers. Those thirty plus processes that are stand-alone objects can be assigned to multiple machines. Thus, each machine has from two to six assigned processes.Processes run at all times in an endless do-loop as part of the nature of this modelling environment. As soon as a condition is met for a process, it will execute its logic and its assigned time duration on the machine where it resides. After the last process sequence of the last machine class has been executed, the part is transferred to the sink class where it will be logically destroyed and removed from the modelling system. The approach of this simulation modelling successfully manages a flexible cust omized manufacturing system in a flexibly play and customized fashion. For each complicated customized scenario, it is comprehendible that traditional manual modelling modification will take much longer effort than this technique.As compared to alternative approaches to this MCM application, benefit of this innovational methodology is evident in the following points Customizable Ease of deployment Scalable Additional detailed verification between simulation models and flexible MCM exercises on the shop floor dwell to be fully performed once this conceptual process development turns into reality. Nevertheless, approaches and methodologies presented in this work illustrate unparalleled advantages in operating flexible and customized manufacturing systems. Authors Dr. Guixiu Qiao, Computer Scientist Manufacturing Systems Integration variant National launch of Standards and Technology light speed Bureau Drive, MS 8260 Gaithersburg, MD 20899-8260, regular army emailprotected ni st. gov emailprotected com Tel 301-975-4735 Roberto F. Lu, PE, Associate Technical Fellow Boeing commercial message Airplanes Manufacturing R &D The Boeing Company PO Box 3707 Mail Code 6X-TR Seattle, WA 98124-2207, the States roberto. f. emailprotected com Tel 425-234-4049 Charles McLean, Computer Scientist Manufacturing Systems Integration fragment National Institute of Standards and Technology degree Celsius Bureau Drive, MS 8260 Gaithersburg, MD 20899-8260, USA emailprotected nist. gov Tel 301-975-3511 Case Study 2 Computer Integrated Manufacturing in Small Companies Computer integrated manufacturing (CIM) technology provides companies with an excellent probability in order to compete in the present global context. The actual situation also favours excellent companies in developing and implementing CIM applications, due to many concurrent factors (de Venuto et al. 1994 Gupta and Brennan, 1995) availability of low cost hardware and package tools, with better performance an d quality, makes CIM solutions accessible even to limited budget companies technical improvement in the fields of networking and personal computers allows for reliable distributed information systems, providing the opportunity to use an inexpensive stepby-step approach while safeguarding integrity change magnitude awareness, at management level, of the competitive potential offered by CIM solutions actual turbulence of markets requires slim companies to continuously increase performance, such as production flexibility, timely purchasing and delivery, process and product quality, in order to avoid the risk of quickly being overshadowed by more farsighted competitors. As a consequence, the introduction of CIM technologies may represent, particularly for small companies, one of the most promising strategies to acquire and maintain a competitive edge, from product development to marketing and distribution. The case study presented concerns CIM introduction in a small company (Ital pneumatica Sud) working in the area of pneumatic components with the trademark SMC (one of the leading producers in the world).Like many other small medium-sized companies, Italpneumatica Sud has to solve integration problems on a limited budget. The strategic requirements to be met are as follows Need to vouch customer service by reducing lead times this involves timely information, accurate delivery times and a reliable logistic system Need to guarantee product and process quality this requires accurate operations and process control to make quality certification possible (EN 29000) need to guarantee the setting up of a safe and timely corporate information system able to supply each exploiter with online data required for operational and decision-making procedures.The main problems in this case study can be summarized as follows High throughput time Production management practically characterized by no scheduling Excessive confidence on paper support for information exch ange Low level of process control Scarce visibility of manufacturing process at management level assemblage of work in process inventory at shop floor level Stock levels not optimized Actual production costs not foreseeable. 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