DESIGN OF PRODUCTION

SYSTEM..
By: Glynis Braganza
Faculty Name.: Nigel Mendonca
Roll No.: 6
Class: 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 requirements
 Convenience of the operator or user
 Trade off between funtion and form
 Types of materials used
 Work methods and equipments
 Cost/price ratio
 Product quality
 Process capability
 Effect on existing products
 packaging
I.6 Characteristics of good product
design:
 Function or performance
 Appearance or aesthetics
 Reliability
 Maintainability
 Availability
 Productibility
 Simplification
 Standardisation
 Specification
 safety
I.7 Approaches to product design:
 Designing for the customer
 Designing for manufacture and assembly
(DFMA):
i. Designing for minimum number of parts
ii. Developing modular design
designing for minimum part variations
iii. Designing for the ease of fabrication
 Designing for ease of production
i. Specification
ii. Standarisation
iii. simplification
 Designing for quality
I. designing for robustness
II. 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 customization
i. Delayed differentiation
 Other issues
i. CAD
ii. value engineering/value analysis in product design
I.8 Legal, ethical and environmental
issues in product design
 Any 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 process
ii. Manufacturing process
iii. Testing process
iv. Forming process
v. Machining processes
vi. 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:
 Characteristicsof 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 decision
ii. Capital intensity
iii. Process flexibility
I.I5 Three process strategies:
 Process focus
 Repetitive focus
 Product focus
 I.I6 Process selected must fit with volume
and variety:
Low volume Repetitive High
(intermittent) process volume
(modular) (continuous)
High variety one Process focus
or few units per
Variety (flexibility)

Projects, job shops

run. Poor strategy
(machine, printing,
(allows (fixed cost and
customisation) carpentry) change over costs
Modest runs, Repetitive focus are high)
standardised (automobiles, motor
modules (changes cycles)
in module) Long runs
Product focus only, changes
(steel, glass, bread) in attributes
Poor strategy (grade, quality,
size, thickness)
(variable costs are
high)

volume
 I.I7 Comparison of the characteristics of
three types of strategies:
Process focus Repetitive focus Product focus
(low volume-high variety (modular) (high volume-low variety)

1.Small quantity and large Long runs, usually Large quantity and small
variety of products are standardized products with variety of products are
produced options for customers are produced
produced from modules
2.General purpose Special equipments used in Special purpose machines
machines and equipments assembly lines and equipments are used.
are used
3.Broadly skilled operators Modestly trained operators Broadly skilled operators

4.Many job instructions Repetitive operations reduce Few job instructions because
because of job changes job instructions and training jobs are standardized.

5.High raw material Just in time procurement Low raw material inventories
inventory techniques are used relative to value of output
Process focus Repetitive focus Product focus
(low volume-high (modular) (high volume-low
variety variety)

6.High work in process Just in time production Work in process inventory

compared to output techniques are used is low compared to output

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

8.Finished goods are Finished goods are made Finished goods are usually
usually made to order and to frequent forecasts made to a forecast and
not stored store
9.Production scheduling isProduction scheduling is Simple production
complicated, concerned based on building various scheduling. Concerned
with trade-off between models from a variety of with establishing a rate of
availability, capacity and modules to forecasts output sufficient to meet
customer service demand forecast

10.Low fixed costs and Fixed costs are dependent Fixed costs tend to be high
high variable costs on flexibility and the facility 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 offered
ii. Quality must be improved
iii. Competitive priorities have changed
iv. Demand for a product or service is changing
v. Cost or availability of materials has changed
vi. 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 Batch process Repetitive Continuous Project
process (assembly) process process
process
Output Customized Semi- Standardized Highly Highly
characteristics goods or standardized goods or standardized customized
goods and services goods or services goods or goods or
services services services services
Examples of Machine shop, Bakery, Assembly line Steel mill, Building bridges
productive tool room classroom for automobiles paper mill and dams
systems
Examples of Press tools, Bread, cakes, Automobiles, Steel, paper, -
goods molding tools cookies television sets, sugar, flour
produced computers

Volume Low Low to High Very high Very high

moderate
Output variety Very high Moderate Low Very low Extremely low

Equipment Very high Moderate Low Very low Low to high

flexibility
Cost estimation Difficult Somewhat Routine Routine Complex
routine
Cost per unit High Moderate Low Low Very high
Description Job shop Batch process Repetitive Continuous Project
process (assembly) process process
process
Equipment General General Special Special Varied
used purpose purpose purpose purpose
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 Routine Routine Complex,

complex subject to
change
Work-in- High High Low Low Varied
progress
inventory
Advantages Able to handle Flexibility Low unit cost, Very efficient, Suitable for
a wide variety high volume, very high non-routine
of work efficient volume time and cost
bound work
Disadvantages Slow, high cost Moderate cost Low flexibility Very rigid, lack Very difficult to
per unit, per unit, high cost of of variety, cost plan and control
complex moderate downtime to change, very resources cost
planning and scheduling high cost of and time of
scheduling complexity downtime completion
Cont…
ii. Vertical integration
iii. Resource flexibility
iv. Customer involvement
v. 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 capacity
ii. Expertise
iii. Quality considerations
iv. The nature of demand
v. 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.