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DESIGN OF PRODUCTION SYSTEM..
By: Glynis BraganzaFaculty Name.: Nigel Mendonca
Roll No.: 6Class: F.Y.B.B.A
College: Don Bosco College
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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.
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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.
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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)
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I.3 Reasons for product design
To offer new products to remain competitive inn the market.
Business growth and increase profits.
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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.
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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
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I.6 Characteristics of good product design:Function or performanceAppearance or aestheticsReliabilityMaintainabilityAvailabilityProductibilitySimplificationStandardisationSpecificationsafety
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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
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Designing for qualityI. designing for robustnessII. Designing for production:
Modular design Designing for automation Designing for reliability
Designing for ergonomics
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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
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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.
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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.
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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
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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.
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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.
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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.
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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?
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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
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I.I5 Three process strategies:
Process focusRepetitive focusProduct focus
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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)
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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
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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.
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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
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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
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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
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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
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Cont…
ii. Vertical integrationiii. Resource flexibilityiv. Customer involvementv. Capital intensity
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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
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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.
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