DESIGN OF PRODUCTION SYSTEM..

By: Glynis BraganzaFaculty Name.: Nigel Mendonca

Roll No.: 6Class: F.Y.B.B.A

College: Don Bosco College

I. Product design:

Functional design:first and foremost requirements for production i.e. the product should effectively perform the function it is developed.

Form design:appearance and aesthetic considerations as well as size, weight ,volume and so on.

I.I Importance of product design:

All detailed characteristics of each product are established.

Each product characteristic directly affects how the product can be made.

How the product can be made etermines design of the production system (production design) which is the heart of production and operations strategy

Affects product quality, production cost, customer satisfaction, it improves marketibility of the product.

I.2 What does product design do?

Translates customer needs and wants into product and service requirements marketing)

Refines existing products (marketing)Develops new products (marketing, product

design and production)Formulates quality goals (quality assurance,

production)Formulates cost targets (accounting)Construction and tests prototype (marketing,

production)Documents specifications (product design)

I.3 Reasons for product design

To offer new products to remain competitive inn the market.

Business growth and increase profits.

I.4 Objectives of product design

Profit generation in the long run.Achieve desired product quality.Reduce the development time and cost to the

minimum.Reduce cost of the product.Ensure productibility or manufacturability.

I.5 Factors influencing product design:

Customer requirementsConvenience of the operator or userTrade off between funtion and formTypes of materials usedWork methods and equipmentsCost/price ratioProduct qualityProcess capabilityEffect on existing productspackaging

I.6 Characteristics of good product design:Function or performanceAppearance or aestheticsReliabilityMaintainabilityAvailabilityProductibilitySimplificationStandardisationSpecificationsafety

I.7 Approaches to product design:

Designing for the customer Designing for manufacture and assembly

(DFMA):i. Designing for minimum number of partsii. Developing modular design

designing for minimum part variationsiii. Designing for the ease of fabrication Designing for ease of productioni. Specificationii. Standarisationiii. simplification

Designing for qualityI. designing for robustnessII. Designing for production:

Modular design Designing for automation Designing for reliability

Designing for ergonomics

Designing for environmental protection Designing for recycling Designing for disassembly (DFD) Designing for mass customizationi. Delayed differentiation Other issuesi. CADii. value engineering/value analysis in product

design

I.8 Legal, ethical and environmental issues in product designAny aspect of the product may cause potential

harm to the environment or to the customer must be avoided.

Any damages caused because of the product the manufacturer is held liable.

I.9 Process planning and process design:

Process design:Concerned with the overall sequence of operations required to achieve the design specification of the product.

Production design:concept of designing products from the point of view of producibility.

I.10 What is a process?

Sequence of activities that is intended to achieve some result, typically to create added value for the customers.

Types of processes:i. Conversion processii. Manufacturing processiii. Testing processiv. Forming processv. Machining processesvi. Assembly process

I.II Process planning:

Process design:concerned with the overall sequences of operations required to achieve the product specifications.

Operations design:concerned with the design of the individual manufacturing operations.

I.I2 Framework for process design:

Characteristics of the product or service offered to the customers.

Expected volume of output.Kinds of equipments and machines available in

firm.Whether equipments and machines should be of

special purpose or general purpose.Cost of equipments and machines needed.

Kind of labour skills available, amount of labour available and their wage rates.

Expenditure to be incurred for manufacturing processes.

Whether the process should be capital-intensive or labour-intensive.

Make or buy decision.Method of handling materials economically.

I.I3 Process selection:

Three primary questions to be addressed before deciding on process selection are:

i. How much variety o products or services will the system need to handle?

ii. What degree of equipment flexibility will be needed?

iii. What is the expected volume of output?

I.I4 Process strategy:

It is an organizations approach to process selection for the purpose of transforming resource inputs into goods or services(outputs).

Key aspects in process strategy include:i. Make or buy decisionii. Capital intensityiii. Process flexibility

I.I5 Three process strategies:

Process focusRepetitive focusProduct focus

I.I6 Process selected must fit with volume and variety:

Low volume

(intermittent)

Repetitive process

(modular)

High volume

(continuous)

Poor strategy

(fixed cost and change over costs are high)

Long runs only, changes in attributes

(grade, quality, size, thickness)

Process focus

Projects, job shops

(machine, printing, carpentry)

Repetitive focus(automobiles, motor cycles)

Product focus(steel, glass, bread)

High variety one or few units per run.

(allows customisation)

Modest runs, standardised modules (changes in module)

Poor strategy

(variable costs are high)

volume

Var

iety

(fle

xibi

lity)

I.I7 Comparison of the characteristics of three types of strategies:

Process focus(low volume-high variety

Repetitive focus(modular)

Product focus(high volume-low variety)

1.Small quantity and large variety of products are produced

Long runs, usually standardized products with options for customers are produced from modules

Large quantity and small variety of products are produced

2.General purpose machines and equipments are used

Special equipments used in assembly lines

Special purpose machines and equipments are used.

3.Broadly skilled operators Modestly trained operators Broadly skilled operators

4.Many job instructions because of job changes

Repetitive operations reduce job instructions and training

Few job instructions because jobs are standardized.

5.High raw material inventory

Just in time procurement techniques are used

Low raw material inventories relative to value of output

Process focus(low volume-high variety

Repetitive focus(modular)

Product focus(high volume-low variety)

6.High work in process compared to output

Just in time production techniques are used

Work in process inventory is low compared to output

7.Work flow is slow Work flow is slow Fast work flow

8.Finished goods are usually made to order and not stored

Finished goods are made to frequent forecasts

Finished goods are usually made to a forecast and store

9.Production scheduling is complicated, concerned with trade-off between availability, capacity and customer service

Production scheduling is based on building various models from a variety of modules to forecasts

Simple production scheduling. Concerned with establishing a rate of output sufficient to meet demand forecast

10.Low fixed costs and high variable costs

Fixed costs are dependent on flexibility and the facility

Fixed costs tend to be high and variable costs low.

I.I8 Process management:

Concerned wit selection of raw inputs, operations, work flows and methods that transform inputs into outputs.

Starting point-make or buy decision Process decision must be made when:i. A new or modified product or service is being offeredii. Quality must be improvediii. Competitive priorities have changediv. Demand for a product or service is changingv. Cost or availability of materials has changedvi. Competitors are doing better by using a new

technology or a new process

I.I9 Major process decisions:

Five common process decisions considered by production/operations managers are:

i. Process choice: Job shop process Batch process Repetitive process Continuous process Project process

Types of processes:Description Job shop

processBatch process

Repetitive (assembly) process

Continuous process

Project process

Output characteristics goods and services

Customized goods or services

Semi-standardized goods or services

Standardized goods or services

Highly standardized goods or services

Highly customized goods or services

Examples of productive systems

Machine shop, tool room

Bakery, classroom

Assembly line for automobiles

Steel mill, paper mill

Building bridges and dams

Examples of goods produced

Press tools, molding tools

Bread, cakes, cookies

Automobiles, television sets, computers

Steel, paper, sugar, flour

-

Volume Low Low to moderate

High Very high Very high

Output variety

Very high Moderate Low Very low Extremely low

Equipment flexibility

Very high Moderate Low Very low Low to high

Cost estimation

Difficult Somewhat routine

Routine Routine Complex

Cost per unit High Moderate Low Low Very high

Description Job shop process

Batch process

Repetitive (assembly) process

Continuous process

Project process

Equipment used

General purpose

General purpose

Special purpose

Special purpose

Varied

Fixed costs Low Moderate High Very high Varied

Variable costs

High Moderate Low Very low High

Labour skills High Moderate Low Low Low to high

Scheduling Complex Moderately complex

Routine Routine Complex, subject to change

Work-in-progress inventory

High High Low Low Varied

Advantages Able to handle a wide variety of work

Flexibility Low unit cost, high volume, efficient

Very efficient, very high volume

Suitable for non-routine time and cost bound work

Disadvantages

Slow, high cost per unit, complex planning and scheduling

Moderate cost per unit, moderate scheduling complexity

Low flexibility high cost of downtime

Very rigid, lack of variety, cost to change, very high cost of downtime

Very difficult to plan and control resources cost and time of completion

Cont…

ii. Vertical integrationiii. Resource flexibilityiv. Customer involvementv. Capital intensity

I.20 Make or buy decisions:

The very first sep in process planning involves considering whether to make or buy some or all of a product or service.

Factors considered:i. Available capacityii. Expertiseiii. Quality considerationsiv. The nature of demandv. cost

I.2I Make or buy analysis:

Make or buy analysis is a decision making process which requires an in depth analysis of the pros and cons in order to determine the strategic benefits to be gained from, retaining a product/service in-house or alternatively sourcing from a supplier or service provider.