SESSION-9,10,11,12 Process analysis, Product Analysis and Development ECE AND EEE

Process Analysis

PROCESS ANALYSIS PROCESS PROCESS PLANNING PROCESS DESIGN PROCESS SELECTION PROCESS STRATEGY

Process A process is a sequence of activities that is intended to achieve some result, for example, to create added value for the customers

Process Planning Concerned with planning the conversion processes needed to convert the raw material into finished products.

Process Design Concerned with the overall sequences of operations required to achieve the product specifications

PROCESS TYPES:

PROCESS SELECTION AND STRATEGY PROCESS SELECTION: – Refers to the way production of goods or services is organized. PROCESS STRATEGY: – An organization's approach to selection of the process for the conversion of resource inputs into outputs. – Key aspects in process strategy include: Make or buy decisions Capital intensity and Resource flexibility

PROCESS STRATEGY Make or Buy is the 1 st step of process planning. Factors considered in make or buy decisions: Available capacity Expertise Quality consideration Nature of demand Cost Capital Intensity: is the mix of equipment and human skills in a production process. Resource Flexibility: it is the ease with which equipment and works can handle a wide variety of products, levels of output, duties and function.

VERTICAL INTEGRATION It is the amount of production and distribution chain, from suppliers of the components to the delivery of products and services to customers, which is brought under the ownership of the firm. The degree to which a firm needs to be vertically integrated determines how many production process needs to be planned and designed to be carried out in-house or by outsourcing. Vertical integration is based on make or buy decisions. Where make is more integration and buy means more outsourcing

TYPESOF VERICAL INTEGRATION Backward integration: moving towards the sources of raw material. Forward integration: the firm acquires the channel of distribution

ADVANTAGES AND DISADVANTAGES

Process Flowcharting Defined Process flowcharting is the use of a diagram to present the major elements of a process The basic elements can include tasks or operations, flows of materials or customers, decision points, and storage areas or queues It is an ideal methodology by which to begin analyzing a process

Flowchart Symbols Tasks or operations Examples: Giving an admission ticket to a customer, installing a engine in a car, etc. Decision Points Examples: How much change should be given to a customer, which wrench should be used, etc.

Cond… Examples: Sheds, lines of people waiting for a service, etc. Examples: Customers moving to a seat, mechanic getting a tool, etc. Storage areas or queues Flows of materials or customers

Few more Processes Single-stage Process Stage 1 Stage 2Stage 3 Multi-stage Process

Cond… A buffer refers to a storage area between stages where the output of a stage is placed prior to being used in a downstream stage Stage 1Stage 2 Buffer Multi-stage Process with Buffer

Terms Used Blocking – Occurs when the activities in a stage must stop because there is no place to deposit the item just completed – If there is no room for an employee to place a unit of work down, the employee will hold on to it not able to continue working on the next unit Starving – Occurs when the activities in a stage must stop because there is no work – If an employee is waiting at a work station and no work is coming to the employee to process, the employee will remain idle until the next unit of work comes

Cond… Bottleneck – Occurs when the limited capacity of a process causes work to pile up or become unevenly distributed in the flow of a process – If an employee works too slow in a multi-stage process, work will begin to pile up in front of that employee. In this is case the employee represents the limited capacity causing the bottleneck. Pacing – Refers to the fixed timing of the movement of items through the process

Process Performance Metrics Operation time = Setup time + Run time Throughput time = Average time for a unit to move through the system Cycle time = Average time between completion of units Throughput rate = 1. Cycle time Efficiency = Actual output Standard Output

Product Analysis

FLOWCHART PRODUCT PRODUCT DESIGN PRODUCTIO N DESIGN

PRODUCT It is anything that can be offered in the market for attention, acquisition, use or consumption

PRODUCT DESIGN Concerned with form and function of a product. It refers to the arrangement of elements or parts that collectively form a product.

PRODUCTION DESIGN Concept of designing products from the point of view of producibility.

OBJECTIVE OF PRODUCT DESIGN The overall objective is profit generation in the long run. To achieve the desired product quality. To reduce the development time and cost to the minimum. To reduce the cost of the product. To ensure producibility or manufacturability (design for manufacturing and assembly).

FACTORS INFLUENCING PRODUCT DESIGN i. Customer requirements ii. Convenience of the operator or user iii. Trade off between function and form iv. Types of materials used v. Work methods and equipment's vi. Cost/Price ratio vii. Product quality viii. Process capability ix. Effect on existing products x. Packaging

Characteristics of Good Product Design i. Function or performance ii. Appearance or aesthetics iii. Reliability iv. Maintainability v. Availability vi. Producibility vii. Simplification viii. Standardization ix. Specification x. Safety

TECHNOLOGY USED IN DESIGN CAD -Computer Aided Design – Assists in creating and modifying designs CAE -Computer Aided Engineering – Tests & analyzes designs on computer screen CAD/CAM -Design & Manufacturing – Automatically converts CAD data into processing instructions for computer

Benefit of CAD Produces better designs faster Builds database of designs and creates documentation to support them Shortens time to market Reduces time to manufacture Enlarges design possibilities Enhances communication and promotes innovation in design teams

BASIC CONSIDERATION IN DESIGN Form Design: how a product looks like Function Design : how a product performs – Based on Reliability and Maintainability – Reliability

Design for Manufacturability Traditional Approach – “We design it, you build it” or “Over the wall” Concurrent Design/ Engineering – “Let’s work together simultaneously” – Merits of Concurrent Design: Improves quality of early design decisions Decentralized -suppliers complete detailed design Incorporates production process Often uses a price-minus system Scheduling and management can be complex as tasks are done in parallel

Designing for the Customer

1. QFD- a process that helps a company determine the products characteristics important to the customer and to evaluate its own products in relation to others. 2. HOUSE OF QUALITY- a matrix that helps a product design team translate customer requirement into operating and engineering goals. 3. VALUE ANALYSIS- analysis with the purpose of simplifying products and process by achieving a equivalent or better performance at a lower cost.

PRODUCT PLANNING AND DEVELOPMENT

Meaning of product planning and development It is the process of finding out new ideas for producing new products and then introducing them in the market. It also includes improving the existing products

OBJECTIVE

Characteristics of product development Product Quality Product Cost Development Time Development Cost Development Capability

8 STEPS OR 6 STAGES OF PROUCT DEVELOPMENT Idea generationIdea screening Concept development Marketing StrategyBusiness analysis Product design and development Test marketingCommercialization STAGE-1 STAGE-2 STAGE-6STAGE-5 STAGE-3 STAGE-4

6 stages of product development STAGE-1 Planning STAGE-2 Concept Development STAGE-3 System-Level design STAGE-4 Design Detail STAGE-5Testing and Refinement STAGE-6 Production Ramp-up

Challenges of product development Trade offs Details Time pressure Creation Satisfaction of needs Team spirit

Measuring Product Development Performance Measures Freq. Of new products introduced Time to market introduction Number stated and number completed Actual versus plan Freq. Of new products introduced Time to market introduction Number stated and number completed Actual versus plan Time-to-market Productivity Quality Cost of materials and tooling per project Engineering hours per project Actual versus plan Cost of materials and tooling per project Engineering hours per project Actual versus plan Design-performance and customer satisfaction Conformance-reliability in use Design-performance and customer satisfaction Conformance-reliability in use Performance Dimension

Key Terms: 1.CONTRACT MANUFACTURERS- Companies that specialize in manufacturing products for other companies and have become successful. These companies are called contract manufacturers. Thus simply we can put that as a contract manufacturer is an organization capable of manufacturing or purchasing all the components needed to produce a finished product or services. 2. CORE COMPETENCY- a company’s core competency is the one thing that it can do better than its competitors. Core competency gives a long term competitive Advantage to the company 3. Concurrent engineering- emphasizes cross functional integration and concurrent development of a product and its associated processes

Project Assignment Visit a nearby branch of a bank and observe the various inputs and outputs in the transformation process. Make a schematic diagram to represent the transformation process including the random disturbances and the feedback mechanism. Find out the quality monitors for monitoring the quality of inputs to the process. What type of process design is followed by the bank.