PRESENTED BY-

ABHISHEK KUMAR AGRAHARI

PGDM (2014-2016)

ACCMANINSTITUTE OF MANAGEMENT

Process design1

PROCESS

Is any part of an organization which takes a set of input resources which are then used to transform something into outputs of products or services.

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DESIGN:

“To design” refers to the process of originating and developing a plan for a product, service or process.

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Process design

The activity of determining the workflow, equipment needs, & implementation requirements for a particular process.

Process design typically uses a number of tools including flowcharting, process

simulation software, and scale models.

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Process PlanningProcess development for process design can be summarized through following steps:

Process Requirement: The very 1st step is to collect andgather information to give structure with the end objective.That is to make process requirement document highlightingvarious stages, risk and stakeholders for production. Thiswill include assessment of available technology, rawmaterial requirement, factory/plant layout and demandforecast.

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Team Building: Once the process requirements arefinalized, for each objective, a team is finalized based onskill level and experience. Function of the team is to getfamiliarize with the whole process.

Planning and Implementation: Process planning teamwill develop module; policies and procedure require forproduction, which are after required approval internal aswell as external is implemented.

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Audit: A regular audit is carried out to ensure thatprocess thus implemented is in line and delivering value tocustomers.

End of Life: Over a course of time there may beimprovement of the product or product may getdiscontinued in these circumstances, process thus developis discontinued.

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Process Design

Processes that Design

Products

and Services

Concept Generation

Screening

Preliminary Design

Evaluation and Improvement

Prototyping and final design

Processes that Produce

Products and Services

Supply Network Design

Layout

and Flow

Process Technology Job

Design

Process design

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Nature of the design activity:

1) Design is inevitable – products, services andthe processes which produce them all have to bedesigned.

2)Product design influences process design –decisions taken during the design of a product orservice will have an impact on the decisions takenduring the design of the process which producesthose products or services and vice versa.

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-What is the amount of variability in thegood or service produced?

-What is the degree of flexibility requiredfrom labour and equipment?-What are the quantities of goods andservices to be produced?

Process designer must ask the following:-

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Decisions taken during the design of the product or service will have

an impact on the process that produces them and vice versa

Products and services should be designed in such a way that they

can be created effectively

Processes should be designed so they can

create all products and services which

the operation is likely to introduce

Designing the Product or

Service

Designing the Processes that

Produce the Product or Service

Product & services design are interrelated to its

process design

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Documentation

Process design documents serve to define the design and they ensure that the design components fit together. They are useful in communicating ideas and plans to other engineers involved with the design, to external regulatory agencies, to equipment vendors and to construction contractors.

In order of increasing detail, process design documents include:

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Block flow diagrams (BFD):

Very simple diagrams composed of rectangles and lines indicating major material or energy flows.

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Process flow diagrams (PFD)

Typically more complex diagrams of major unit operations as well as flow lines. They usually include a material balance, and sometimes an energy balance, showing typical or design flow rates, stream compositions, & stream & equipment pressures & temperatures.

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Piping and instrumentation diagrams (P&ID):

Piping and instrumentation diagrams (P&ID): Diagrams showing each and every pipeline with piping class (carbon steel or stainless steel) and pipe size (diameter). They also show valving along with instrument locations and process control schemes.

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Specifications

Written design requirements of all major equipment items.

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Process designers also typically write operating manuals on how to start-up, operate and shut-down the process.Documents are maintained after construction of the process facility for the operating personnel to refer to. The documents also are useful when modifications to the facility are planned.

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Design Consideration

Objectives that a design may strive

to include

Throughput rate

Process yield

Product purity

Constraints include:

Capital cost

Available space

Safety concerns

Environmental impact and projected effluents and emissions

Waste production

Operating and maintenance costs

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How to Design a Process in Operations Management?

There are countless ways for an operations manager to design a process. What constitutes a good or bad design depends on what your objectives are. Some general rules of thumb can help you maximize your process design and achieve your goals.Consider the effects of the placement of activities in the process. Serial processes have operations that must occur one after the other; parallel processes can occur simultaneously.

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A SERIAL PROCESS

In a system with a serial process design, activities occur one after the other; no activities occur simultaneously. Here is a typical serial process in which activities take place one at a time in a defined sequence. A resource performs an operation and places the output in a waiting area until the next operation is ready to receive it as an input. The part or customer is the flow unit.

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In this serial process, the resource performing OP1 has the smallest capacity and is the bottleneck with a capacity of one flow unit per day. The time it takes one flow unit to get through the system is two days (one day for OP1 and a half day each for OP2 and OP3).

Because this calculation does not include any wait times, it’s really a rush order flow time and not the actual flow time. But for simplicity, think of this variable as the flow time.

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A serial process

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A major problem with a serial process is that the flow time can be very long; after all, the flow unit must go through the system one step at a time. It may be possible to reduce flow time if you can identify where in the process operations can happen simultaneously. Operations that happen at the same time are said to be in parallel.

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PLACE OPERATIONS IN PARALLEL

Placing two or more operations in parallel, a term that indicates operations perform their functions at the same time, can either reduce flow time or increase capacity, depending on whether the parallel operations perform different functions (unlike operations) or perform the same function on different parts (like operations).

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Placing unlike operations in parallel reduces the flow time but doesn’t impact capacity. Placing like operations in parallel increases the operation’s capacity — and the system capacity if the operation is the bottleneck — but doesn’t affect the flow time.

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UNLIKE OPERATIONS

Multiple operations that perform different processes on the same flow unit at the same time are referred to as unlike operations. For example, a cashier at a fast-food restaurant can take your money at the same time the fry cook is preparing your order.

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OP1 and OP2 are completed at the same time, but both operations must be completed before the flow unit can proceed to OP3. The capacity of the bottleneck stays the same, so the system capacity remains one per day, but the flow time is reduced.

When unlike operations are parallel and both must be completed before the flow unit can proceed, the flow time for the pair is the greater of the two. So, the slowest one is the pace setter. The flow time decreases by the 0.5 days of OP2 because this operation begins and ends inside the time it takes to complete OP1; total flow time for the process is now 1.5 days.

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You can place unlike operations in parallel for the same flow unit only if they can work on the flow unit at the same time. For example, operations that attach each of four different doors and the hood of a car in assembly can be placed in parallel.

But you can’t attach a door to a car in assembly at the same time the flow unit (the car) is going through the paint booth unless you also desire to paint the equipment and operators.

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LIKE OPERATIONS

When like operations are in parallel, more than one of the same type of resource is performing the identical operation but on different flow units. In a restaurant, for example, several servers take orders from different customers. In this case, the servers are functioning in parallel.

Adding like operations in parallel to a system usually requires adding equipment or an employee to the process. Because the bottleneck determines system capacity, if your goal is to increase capacity, you only want to add resources to the bottleneck operation because adding them to another operation won’t change capacity.

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A flow unit is now positioned at each of the OP1 stations. Because OP1 was the bottleneck, the system capacity is increased. You now have two resources, each producing one per day, making the new capacity two per day.OP1 now has the same capacity as OP2 and OP3. You’ve effectively balanced the production line! Now, all operations can be considered a bottleneck; to improve capacity any further, you need to take action on all three of the bottlenecks.

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Although you increased the system capacity, the flow time — the time needed to get one unit through the entire process — holds steady. Even though you have two resources performing OP1, they’re doing so on different flow units, and each flow unit still takes one day at OP1. Therefore, the flow time remains the same at two days.

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