Operations Management Class 3 Vish2

4.
Topic 3
Process design
Shenval. Alamy
4.1
Slack, Chambers and Johnston, Operations Management, 6th Edition,

Nigel Slack, Stuart Chambers, and Robert Johnston 2010
4.2
Key operations questions

Learning objectives:
What is process design?
What objectives should process design have?
How does volume and variety affect process
design?
How are processes designed in detail?
4.2

4.3
Process Design?
All operations managers are designers when they purchase or
rearrange the position of a piece or equipment or when they
change the way of working within a process, it is a design
decision because its affects the physical shape of their processes.
E.g. Fast Food Drive Through
4.3
1928 Royce Haileys Restaurant in Los Angeles

1975 MacDonalds (No Drive Through)
2015 - MacDonalds (90% of US restaurants drive through)
Starbucks strategy Proactive strategy camera for customer recognition
Burger King strategy see-through bags. $15000 a year savings per restaurant, if 1 sec
improvement in transaction processing
MacDonald's California call centre drive through saves few more seconds per
order
4.4
Nature and purpose of the design activity
Products, services and the processes which produce

them all have to be designed.
Decisions taken during the design of a product or
service will have an impact on the decisions taken
during the design of the process which produces those
products or services and vice versa.
4.4

4.5
The design of products/services and processes are interrelated

and should be treated together
Designing
product /
service
4.5
Designing the
process

4.6
4.6

4.7
The overlap of activities is greater in service design
Designing Products and Services

Products and services should be designed so
that they can be created effectively
Overlap
Product/ service design has an impact on
process design and vice versa
Designing the process
Processes should be designed so that they can
create all product and services which the
operation is likely to introduce
4.7

4.8
Process Design Objectives
The whole point of process design is to make

sure that performance of the process is
appropriate for what you are trying to achieve
E.g.
Respond quickly to customer requests
Provide best quality products
Provide lowest cost services
4.8

4.9
4.9
Process Design Objectives

Environmentally sensitive design
4.10
Product/service designers should take account

of green issues environmental friendliness
E.g.
Source of Product/ service inputs
Quantities of sources of energy consumed in a

process
Recycle waste, landfill
Life of product itself
4.10
Plastic bottles/ glass bottles
Amounts of waste produced by process
Child Labor, tree cutting, pollution
A product lasting 20 years would consume fewer resources

than one lasting 5 years (Debatable)

4.11
4.11
Environmentally sensitive design in UAE

4.12
Designing processes
There are different process types.

Process types are defined by the volume and
variety of items they process.
Process types go by different names
depending on whether they produce products or
services.
4.12

4.13
Manufacturing process types

Process
flow
Diverse/
complex
Intermittent
High
Process
tasks
Project
Variety
Jobbing
Batch
Mass
Continuous
Continuous
Low
Repeated/
divided
Low
4.13
Volume
High

4.14
Project processes
One-off, complex, large scale, high work content

products
Specially made, every one customized
Defined start and finish: time, quality and cost objectives
Many different skills have to be coordinated.
4.14

4.15
Jobbing processes
Very small quantities: one-offs, or only a few required

Specially made. High variety, low repetition. High level of
customization
Skill requirements are usually very broad
Skilled jobber, or team, complete whole product.
Engineers, carpenters, specialist toolmakers, tailors
etc.
4.15

4.16
Batch Processes
Higher volumes and lower variety than for jobbing

Standard products, repeating demand. But can make
specials
Specialized, narrower skills
Set-ups (changeovers) at each stage of production.
Garment Manufacturing, Frozen food making and
packaging, spare parts for car manufacturers.
4.16

4.17
Mass (line) processes
Higher volumes than batch

Standard, repeat products (runners)
Specialised common skills
Television Manufacturer, Automobile manufacturer,
DVD making for movie etc.
4.17

4.18
Continuous processes
Extremely high volumes and low variety: often single
product
Standard, repeat products (runners)
Highly capital-intensive and automated
Few changeovers required
Difficult and expensive to start and stop the process.
Electricity plants (ADWEA, DEWA, FEWA, DEWA),
Mineral Water (Mai Dubai etc.)
4.18

Service process types

Process
flow
Diverse/
complex
Intermittent
High
Process
tasks
Professional
service
Service shop
Variety
4.19
Repeated/
divided
Continuous
Low
Mass service
Low
4.19
Volume
High

4.20
Professional service
High levels of customer (client) contact.

Clients spend a considerable time in the service process.
High levels of customization with service processes being
highly adaptable.
Contact staff are given high levels of discretion in
servicing customers.
People-based rather than equipment-based.
4.20

4.21
Service shops
Medium levels of volumes of customers

Medium, or mixed, levels of customer contact
Medium, or mixed, levels of customization
Medium, or mixed, levels of staff discretion.
4.21

4.22
Mass service
High levels of volumes of customers

Low to medium levels of customer contact
Low, or mixed, levels of customization
Low, or mixed, levels of staff discretion.
4.22

4.23
Identify the type of services
4.23

4.24
Detailed Process Design
After overall design of the process has been

determined, its individual activities must be
configured.
1. At simplest level, detailed design of the
process involves identifying all individual
activities needed to fulfill the activites of the
process
2. Then it is required to decide the sequence in
which these activities are to be performed.
4.24

4.25
Detailed Process Design
3. Constraints some activities should be

performed before others and there could be
decisions to be taken also.
4. Process Mapping simply involves
describing processes in terms of how the
activities within the process relate to each
other.
5. Process mapping Symbols these symbols
can be arranged in order and in series or in
parallel to describe any process.
4.25

4.26
Process mapping symbols

derived from Scientific
Management
Operation (an activity
that directly adds
value)
Beginning or end of
process
Inspection (a check of
some sort)
Activity
Transport (a movement
of something)
Input or Output from the

process
Delay (a wait, e.g. for materials)
Storage (deliberate
storage, as opposed to a
delay)
4.26

derived from Systems
Analysis
Direction of flow
Decision (exercising discretion)

4.27
Customized sandwich old process
Raw
materials
Assembly
Stored
sandwiches
Standard sandwich process
4.27
Move to
outlets
Stored
sandwiches
Sell
Take
payment
Customer
request

4.28
Customized sandwich old process (Continued)
Raw
materials
Assembly
Take
payment
Customer
request
4.28

4.29
Activity - Draw the process mapping symbols for the following
1. Make a Sale Make a sale at Spinneys POS Terminal.

2. Customer Service Handle customer complaints for
returning a faulty item.
3. Purchase items Purchase items from a new supplier
(inspect the quality set the terms of purchase and then the
actual regular transactions)
4.29


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4.

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Key operations questions

Slack, Chambers and Johnston, Operations Management, 6th Edition,

E.g. Fast Food Drive Through

1928 Royce Haileys Restaurant in Los Angeles

Nature and purpose of the design activity

Products, services and the processes which produce

Slack, Chambers and Johnston, Operations Management, 6th Edition,

The design of products/services and processes are interrelated

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Slack, Chambers and Johnston, Operations Management, 6th Edition,

The overlap of activities is greater in service design

Designing Products and Services

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Process Design Objectives

The whole point of process design is to make

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Process Design Objectives

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Environmentally sensitive design

Product/service designers should take account

Source of Product/ service inputs

Quantities of sources of energy consumed in a

Recycle waste, landfill

Life of product itself

Plastic bottles/ glass bottles

Amounts of waste produced by process

Child Labor, tree cutting, pollution

A product lasting 20 years would consume fewer resources

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Environmentally sensitive design in UAE

Slack, Chambers and Johnston, Operations Management, 6th Edition,

There are different process types.

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Manufacturing process types

Slack, Chambers and Johnston, Operations Management, 6th Edition,

One-off, complex, large scale, high work content

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Very small quantities: one-offs, or only a few required

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Higher volumes and lower variety than for jobbing

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Mass (line) processes

Higher volumes than batch

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Service process types

Slack, Chambers and Johnston, Operations Management, 6th Edition,

High levels of customer (client) contact.

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Medium levels of volumes of customers

Slack, Chambers and Johnston, Operations Management, 6th Edition,

High levels of volumes of customers

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Identify the type of services

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Detailed Process Design

After overall design of the process has been

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Detailed Process Design

3. Constraints some activities should be

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Process mapping symbols