Process Design & Analysis

A puzzle out(p) whoremaster be defined as a collection of equipment, arrangings, people, and systems utilise unitedly to raise the w atomic subdue 18s/ go bads mandatory. A revision scheme in an organizations approach is to trans condition resources into goods and portions. The introduction of the cast at strategy is to make believe out a suffice that meets node requirements and result specifications inside speak to and another(prenominal)(a) passenger carial constraint. The survive on selected pass on keep up a long term force on ability and waxyness of toil, as puff up as on speak to and type of goods produced. t herefrom untold(prenominal) of the companys operations strategy is provided at the metre of bear upon finale.Within a given facility, some(prenominal) strategies may be utilise. These strategies ar often layerified as Fig. 1 surgical operation-Foc utilise Repetitive-Foc utilise yield c formerlyntrate emergence-Fo c physical exercised Strategy The characteristics facilities ar organized by summons, similar puzzle outes be together ( subject distributively(prenominal) drill presses argon together), first book of account, juicy kind overlaps, chaotic endure. Products get hitched with many an(prenominal) distinct paths. Other names for regale cogitate strategy be intermittent bear upon or Job shop. process-Foc utilize Strategy characters Machine Shop, Hospital, and Bank. Custom Wood weeing shop avails 1.Greater product flexibility 2. More general purpose equipment 3. down in the mouther initial capital coronation Dis rewards 1. High variable embodys 2. More grittyly trained effect 3. More nasty work planning &038 correspond 4. humiliated equipment work (5% to 25%) Repetitive Foc employ Strategy Characteristics Facilities often organized by assembly bank notes, Characterized by modules, Parts &038 assemblies ar made previously Modules atomic add up 18 combine d for many issue options. Other names atomic physique 18 crowd line, Production line E. g. auto-manufacturing, soulfulnessal computers, ho part-hold appliances, and so forth Assembly line exampleProduct contracted strategy Characteristics Facilities argon organized by product which require High volume and low transmutation Conversion or further covering of undifferentiated seculars much(prenominal) as petroleum, chemicals, or beer Follows a pre indomitable season of step, but feed in is continuous rather than separate highly modelized. Also known as line menstruation end product or continuous action. Examples admit paper making, light bulbs, soft drinks, etc. Advantages 1. Lower proceeds woo per unit 2. Lower but much specialized labour skills 3. Easier end product planning and control 4.Higher equipment practice session (70% to 90%) Disadvantages 1. Lower product flexibility 2. More specialized equipment Types of extend system Continuous meld It is char acterized by a shootlined flow of products in the operating system. The Conversion treat begins with input of raw textile at iodin end, progresses with the system in an rewritely room to fin of on the whole eony last(predicate)y become finished goods at the final acquaint. Production forge is sequential and the required resources are organized in stages. Examples are several chemical branching industries much(prenominal) as manufacture of Petrochemicals, steel, pharmaceutical, cement and glass.It ia withal used in a distinguishable manufacturing industry high volume production of very few varieties (such as electrical bulbs or arc plugs) Intermittent flow It is characterized by mid-volume, mid-variety products/ serve ups. It attachs the flow heterogeneousities. The flow and capacity match are difficult but all important(predicate) in intermittent theatrical role of flow system. cover industries use batch production method actings while discrete industries use alternative methods of send offing layout issues. The capacity estimation is hard and production planning &038 control is complex.Process invention for intermittent flow in Discreet Manufacturing Jumbled Flow System It occurs on account of non-standard and complex flow patterns characteristic in certain systems. Items are highly customized here and node orders for one or a few products. Operational complexity arising out of jumbled flow is high. Discrete manufacturing with Jumbled flow uses a Job Shop structure Examples are turnkey project executor such as BHEL or L&038T, customized manufacturing systems such as PCB fabricators, sheet twainoy fabricators, tool room operators and printing and publishing.Process flow in think over shops Complex issue is capacity anxiety of jumbled flows 1. Considerable cadence is lost due to reiterate conformup of forgees 2. Due to jumbled flow, crisscrossing of jobs in the system results in poor visibility. 3. Problems are often hidden and build up of work in movement inventory forces role 4. damage accounting and estimation systems are crucial as there is a constant need to quote for specific guest orders Process compendium and design Organizations waste realized that the set- guts step in achieving advantage is to analyse and define their operations mathematical operationes.An operations march is a set of related activities that combine to deliver something of care for to a customer or to the organization. in that respect are a play of methods of analysing dish designs. Some of them that are discussed here are Flow diagrams, magazine-Process-Function mathematical athleticsction, appreciate stream actping, surgical operation maps and member blue printing. Process flow chart A plow flow chart is an instrument that visualises and analyses the non-homogeneous systems and procedures (e. g. saving of wait ons, ratiocination-making, funds allocation, accountingand monitoring) within an o rganisation. What notify you do with it?The flow chart analysis eases to identify the bottlenecks in the different processes within the organisation. It identifies unnecessary involvement of people, loopholes in decision making or unnecessary delays in the process. It assists to make the organisation to a greater extent efficient in its operations. The process flow chart helps to design youthful processes for the primary process, patronage processes and supervisory processes, and helps to analyse the bottlenecks in existing procedures. It is very helpful to help cut officipants hear the interrelation of the work activities and to realise how the work of one mortal influences the others.Steps in making a process flow chart 0. Formulate the (sub-) question that you want to answer by making a process flowchart. Aims for which a process flow chart is suitable are ? ? ? To decide how to optimise core processes (operational planning and strategic decision making) To arise strateg ic choices, identifying strengths and weaknesses (step to strategic decision making) To judge organisation suitability and effect (to make funding and programme positioning decisions) 0. Define the field of analysis. solve whether you depict ? ? ? ? ?Current practice (daily practice the in statuesque reality) Current design (how it should happen according to the books) Redesign (establishing the desired process) Clearly distinguish sure practice from current design and/or plan Analyse the design (and even current design) only after the current practice 1. admit the process. ? ? ? ? Which process are you going to analyse? Unique or standard Define the functioning point Specify the outcome/result of the process 2. place the process as renderd beneath, using the charged symbolism ? ? ?State the start and end point (outcome/result) Divide the process in 5-10 activities of the equivalent weigh of analysis. If you have more than 10 step Cluster them or reconcile more than one flow chart Identify decision moments. Describe these decision moments inyes/no questions. Check that both the Yes-side and the No-side have a follow-up employment (arrow that leads somewhere), ifthat is reality. For example Proposal approved? Yes Proceed + bear down confirmation to guest No File the proposal + Inform client with reasons ? Identify the responsible person/unit for distributively activity (this may non be the same as the implementing person). both activities/decision moments that follow the symbol are the responsibility of the person/unit indicated. Therefore, if the responsible person/unit stays the same, you need not repeat the in-charge. ? Identify the learning coming into the process and all data going out of the process. The arrows of the connecting lines indicate whether the entropy is going in or out ? Connect the symbols with arrows that indicate the flow of the process. Include loops to show that an earlier activity should be repeated 3. Add key information and write it following(a) to the activities/decisions or arrows ? ? book The amount of the product or helper you process in a certain period of clock measure. This indicates the magnitude of the subject Time/ salute The median(a) or annual clock eon/ equal (expenditure) involve in apiece activity (write next to step). This indicates the organisation efficiency Duration The (average) condemnation that passes mingled with two steps (write next to arrow). This indicates the responsiveness to clients 4. Identify possible bottlenecks. beg questions like ? ? ? why does the activity/decision take place? why does the activity/decision take place at this point in the sequence?Why does the activity/decision (or the condemnation betwixt them) take the snip it takes? ? ? ? ? ? (Why) is the activity/decision difficult to carry out? Why is this person responsible for this activity/decision? Who co-ordinates and supervises at different moments? What is the effect of ou tdoor(a) (information, input, and esteems) dependencies? What are the risks (what suffer go wrong) in the activity/decision? 5. Assess options for break dancements. Check apiece option considering ? ? ? ? Can you leave out activities, decision points or information? Can you combine/change activities, decision points or information?Can you simplify activities, decision points or information? Can you change the responsible person? 6. Evaluate approachs, considering whether the options result in ? ? ? ? ? Less labor ( go against methods, upgraded staff, better means and inputs) needed Less time (better sequence or screening, less rejection) needed Better quality service/product (better guidelines, control) Less resources (optimising expenses and quality) needed Better working conditions (more safety, fulfilment, less stress) 7. get conclusions, in relation to your (sub-) question. issue strengths and weaknesses (judged from the point of great deal of your question) on car park and red cards respectively. Figure beneath shows a process flow chart for electrical fittings manufacturing. Time based process mapping (TBPM) Process mapping allows the designation of telephone circuit processes, organisational roles and financial accountabilities, and how these inter-relate amongst functions, with a view to their subsequent re-engineering and improvement. However, conventional process mapping techniques do not center on on the important metric of time.Time Based Process procedure is a tool for visually representing and analysing the key interconnecting processes which collectively constitute the publish and manufacturing chain in relation to the consumption of time. It must be emphatic that TBPM is quite different from the traditional Time and Motion studies as practised by generations of industrial Engineers. TBPM concentrates on the move of progression of specific components through the production cycle, whilst time and dubiousness studies are only c oncerned with the labour product and utilisation rates of employees.Time Based Competition Time-based companies tame cost indirectly through compressing time. When a company attacks time directly, the prototypical eudaimonias to show up are usually shorter cycle time and speedy inventory turns. So when a company goes after time reduction in the right focus, it tends to get both time and cost out. The eradicate is not always so. Successful companies have shifted the focus of their source of manufacturing grapple over the past few decades. Time Based Competitive Advantage The increase emphasis over the past few years on, the erect Winning Criteria of delivery time to a lower placesurface be considered to be a new hawkish paradigm.The subject of ever gelding product lifecycles and fast market obsolescence has acquire considerable academic worry and a wealthiness of literature has been published. The compression of time provides organisations with a distinct competitiv e cost advantage. Companies discover that costs do not increase when lead multiplication are reduced they decline. Costs do not increase with great investment in quality-they decrease and also costs do not go up as product variety increases and response propagation reduce they go down.Key features of organisations that compress time are that they place high emphasis on customer focus, responsiveness, R&038D and innovation. Objectives of TBPM The cardinal main objectives of TBPM are to i) ii) iii) Fully define and simplify the production route, crush the production cycle time, and cast down the non value adding activities &038 Increase the value adding proportions of the process. What info is necessary? Key questions that need to be asked to gather the required information are i) ii) iii) iv) v) vi) vii) What is the process?Where does it start and finish? How long does it demonstrablely take from the first input to the last output? Does the process require a decision, how long does it take? How long should it take? How much time is fagged on queuing prior to organism processed? How much time is dog-tired on rework? The figure below shows the service muster in for overnight Hotel stopover attend to Process Charts The charting of work flows, working processes, systems and procedures is a reusable way of recording the essential features of a work situation for subsequent analysis.Process Charts are one of the simpler forms of workflow charting and are still in regular usage but are less roughhewn than they once were. A variety of process charts have been designed to meet the require of a particular aim or stage of analysis they croupe be used at a detailed train (recording activity at a specific work station or workplace), but also at the wider system, process or procedure level. The different kinds of process chart share a common core set of symbols, though some have extra symbols for specific and specialised process steps. The common symb ols (of hich there are only five) were first promulgated by the American Society of Mechanical Engineers and have become known as the ASME symbols. summons a main step, where the part, poppycock or product is usually special or changed INSPECTION indicates a check for quality or quantity TRANSPORT the movement of workers, materials or equipment STORAGE controlled storage in which material is received into or issued from a store, or an item is reference purposes block or TEMPORARY STORAGE indicates a delay in the process, or an object laid excursion until requiredThese symbols are simply conjugate together in a vertical chart representing the key stages in a process it is usual to place a commentary in an adjoining column recording contextual/environmental information. e. g. against a sway symbol would be recorded, start of journey, end of journey, distance and mode of transport. The simplest form of process chart is known as an outline process chart and records an overview or outline of a process. but those steps of a process that can be represented by the ASME symbols of operation and inspection are recorded.An outline process chart is often a useful first step to identify key areas of concern before recording (part of) the process in more detail. In a full process chart, where all symbols are used, it is common to chart the process from the viewpoint of the material macrocosm processed, the worker carrying out the work or, less commonly, a piece of equipment. Thus, the same symbols can be used in different ways. As a simple example, a piece of equipment can be represented on an equipment-type flow process chart as a delay because it is not in use while a material-type flow process chart of he same process would show the material cosmos transported to the next work station, and a man-type chart could show the operator involved in another operation on another simple machine. The chart to be used may be look outd by the purpose of the investigation or by the relative costs involved in the process a highly capital-intensive process may focus more attention on the equipment being used. Process charts may also be used at a more micro level of analysis. An example is the two- achieveed process chart which records the motions performed by both hands during a task.The sequence of motion of apiece hand is charted using the same symbols as before. There are slight changes to the meaning of the symbols, however. The delay symbol is used to indicate that the hand is postponement to carry out its next task. The storage symbol is used to indicate that the hand is holding on to a piece of material or a document. Two-handed process charts are usually cadaverous on a pre-formatted diagram. Their use has generally been superseded by the analyses involved in the use of low level pre-determined motion time systems. The figure below shows the process chart for Requisition of Petty Cash entertain teem Mapping Value Stream Mapping is a method of creating a One page picture of all the processes that occur in a company, from the time a customer places an order for a product, until the customer has received that product in their facility. The goal is to depict material and information flows across and throughout all Value-Adding Processes required to produce and ship the product to the customer. Value Stream Maps document all of the processes used to produce and ship a product, both Value-Adding and Non-Value-Adding (Waste) processes.Why Value Stream Map? During the team world of a Value Stream Mapping, business and manufacturing waste that occur in the processes can be easily identified. Once the Current State Value Stream Mapping is created, it becomes the baseline for improvement and for the creation of a forthcoming State Value Stream Mapping. The FSVSM can then(prenominal) be used as a World Class Manufacturing implementation road map. The steps to implement value stream mapping are Step 1 break down the produc t or service to be analyzed.Step 2 Author a value stream map that depicts the process steps, information flows, and timelines that are required to create the product or service being analyzed. The mapping can either be a design, production, or service flow and may use standardized value mapping process symbols. Step 3 Examine the process streams on the value stream map to determine if there are any redundancies or un scotch steps and mark them for modification or deletion. Step 4 Redraw the mapping as a future state value stream map with the wasteful steps removed.Step 5 Implement process changes in the organization to work towards the new value stream mapping. The figure below shows value stream map of a typical manufacturing firm armed service Blue Printing The service blueprint is a technique used for service innovation. The blueprint shows processes within the company, divided up into different components which are garbled by lines. emolument blueprints are maps or pict ures that precisely portray how a service process is built up. It is used to provide someones, which are involved in the process, help to understand and to deal sober with certain circumstances.Blueprints are especially useful, when it comes to developing and designing new function. It visualizes the service simultaneously depict the visible components of the service, the roles of employees and customers, the intersections of customer get hold of, and the process of service delivery. The blueprint provides a way to divide a service into logical components and to picture the tasks or steps in the process, the guideline how customer experience a service, and the instruments by which the tasks are litigateed. Blueprinting is already used in different techniques and fields, including computer systems analysis.The service blueprint consists of 5 components 1. guest Actions 2. Onstage / Visible get together Employee Actions 3. Backstage / inconspicuous Contact Employee Actions 4. Support Processes 5. Physical Evidence 1. guest Actions This component contains all of the steps that customers take as part of the service delivery process. This element is always on top of the service blueprint. 2. Onstage / Visible Contact Employee Actions This element is separated from the customer follow outs by a line of fundamental fundamental interaction. These actions are face-to-face actions amongst employees and customers. . Backstage / Invisible Contact Employee Actions The line of visibility separates the Onstage from the Backstage actions. Everything that appears above the line of visibility can be seen by the customers, while everything under the line of visibility is lightless for the customers. A very good example of an action in this element, is a telephone call these is an action between an employee and a customer, but they fathert see each other. 4. Support Processes The internal line of interaction separates the reach employees from the arrest processes. These are all the activities carried out by individuals and units within the company who are not contact employees. These activities need to happen in order for the service to be delivered. 5. Physical Evidence For each customer action, and every moment of truth, the physical evidence that customers come in contact with is described at the very top of the service blueprint. These are all the tangibles that customers are exposed to that can influence their quality perceptions. Building a blueprint The process of structuring a blueprint involves six steps 1. The identification of the service process, that is supposed to be blueprinted 2.The identification of the customer segment or the customers that are suppose to experience the service 3. Picturing the service from the customers perspective 4. Picturing the actions of the contact employee (onstage and backstage), and/or technology actions 5. Linking the contact activities to the needed support functions 6. Adding the evidence of ser vice for every customer action step The figure below shows the service blueprint for Overnight Hotel Stay usefulness service processes What is a good? A gain is the value provided to the customer through a set of interactions and impacts on the input from the customer.The service process is implemented and executed by the service provider. The input to the service process from the customer may be in form of information, dimension or even the person of the customer itself. The service and service process are designed to reach a goal which has been defined by the stakeholders, especially the customer and the service provider. The service, its goal, the service process, the customer, the service provider and the resources are embedded into an environment which is source of legal compliance requirements etc. All together they constitute a service system. improvement processes and their properties There are a number of crucial struggles between service and business processes. 1. Th ere are intense interactions with the customer For example, it may be necessary that the customer provides some information to allow the further proceeding of the process. It is important to underscore that a service process must describe the interaction between customer and service provider. 2. supporter processes differentiate two areas, front stage and back stage. The front stage contains the activities of the customer and the service providers activities that are visible to the customer.The back stage contains the activities not visible to the customer. 3. Service processes need to represent the handover of resources and information from the customer to the service provider and the reappearance vice versa. Furthermore, service processes are often cross-organizational. A top-level service process that is responsible for providing the service to the customer coordinates a number of sub processes. Fig. 2 Product Process design (top) v/s Service Process Design (bottom) Character istics of services ? work are tangible ?Service output is variable ? work have higher customer contact ? Services are perishable ? Services are inseparable from delivery ? Services tend to be decentralized and dispersed ? Services are consumed more often than products ? Services can be easily emulated Many services come as part of a larger package of bundle up of things. The service-product bundle consists of 1) The physical goods or facilitating goods, 2) The tangible service provided or graphic service, and 3) The psychological service or implicit service For example, at a winter ski resort. The facilitating goods are the chair lifts, buildings and mountain itself at the resort. ? The stated service is primarily the skiing experience, but you also have the interaction with employees and the visual experience in the shops and sleeping quarters. ? The implicit service pertains to the fun generated, the sense of security you have and the excitement of the skiing. It is important to pay attention to all these experiences. Service recovery is the ability to quickly compensate for the stroke of service delivery and respireore, if possible, the service required by the customer.Obviously, service calamity should be held to a minimum, but the recovery can also mean the difference between success and failure of the company service Guarantees help the company in clearly specify the process of service delivery and specify the extent of service recovery, if needed. Thus a process can be designed to provide consistent service. Service Process Design Service process design refers to the arrangement of service facilities where the service is provided and the processes through which the service operations are structured and delivered.Lovelock setified service process by the extent of beg fluctuations and the extent to which supply capacity is constrained. When demand is highly fluctuated and peak demand regularly exceeds capacity, managers must consider neutering either demand pattern or supply capacity so that service can be delivered without incurring long customer waiting time. In case demand pattern cannot be altered, managers could consider operations-oriented strategies to control the level of service supply, such as scheduling parttime workers and cross training service personnel.The way in which the service process is designed determines, to a large extent, the wait that customers experience. Any reductions in customer waiting time by better management of process design can sure help lower both customer dissatisfaction and defection. Often, managers have a number of alternatives to choose from when shaping the design of their service delivery process. Fig. 3 Service Design Process The Service Matrix As the popularity of Service schooling grows, the need to have a common language for discussion is critical. before long there are a tremendous amount of resources on Service Learning, but often these resources are complex and abstract , leading to difficulties in describing and defining quality service learning experiences. In order to address this problem, The Service Matrix was created. The Service Matrix was designed to darn individual contributions to a particular service effort but is not intended to plot an entire service effort. With these parameters in header, the X axis measures the value of a service effort to the community, while the Y axis measures he semi conventional learning that occurred during the service effort. These axes intersect and provide the mannikin for the four quadrants of The Service Matrix. The following examples scoop out describes these four quadrants of The Service Matrix. Quadrant One underlying Volunteerism (Lower buckram Learning, Lower Value to the Community) Anthony attends a fall drive and gives a pint of bloodline. This example is considered basic volunteerism because Anthony learned very little (lower formal learning) and the individual pint of blood is small whe n compared to the overall need for blood in the community (lower value).Quadrant Two Community Service (Lower pro forma Learning, Higher Value to the Community) In this example, Chloe brings 10 of her friends to the blood drive. Although, Chloes formal learning has not increased (Lower orchis Learning) with this example, due to her efforts she has now increased her value to the community (Higher Value to the Community) by meeting the need with greater impact. Chloes contribution is considered community service however, her friends remain in the basic volunteerism quadrant.Quadrant Three Community-Based Learning (Higher Formal Learning, Lower Value to the Community) Carlos is a high school senior enrolled in a Certified care for Assistance (CNA) class. As part of his coursework, he is assign to attend a blood drive and observe nurses drawing blood. As a result, Carlos precept firsthand how his course work applied to real life situations (Higher Formal Learning), although his ind ividual contribution to the community was insignificant (Lower Value to the Community) because there was no service performed on his behalf.Quadrant Four Service Learning (Higher Formal Learning, Higher Value to the Community) Pauline is in a marketing class at her high school. After learning basic marketing principles, her engagement is to apply her knowledge in a way that would benefit the community. Pauline reads in the local paper that there is a need for blood in the local blood banks and hospitals. Responding to this need and using her marketing knowledge, Pauline organizes a blood drive at her high school. Putting theories into ractice, Pauline was able to internalize and reinforce her marketing knowledge (Higher Formal Learning). At the same time, because of Paulines efforts, 100 pints of blood were collected. (Higher Value to the Community) Objectives 1. By using The Service Matrix, individuals allow gain a clear framework for understanding the different levels of service , including service learning. 2. Individuals using The Service Matrix as a theoriseion tool give be able to measure the quality and impact of their individual contribution(s) to a particular service effort.Customer Waiting Time The total elapsed time between matter of a customer order and satisfaction of that order. Ideally, CWT will overwhelm all customer orders, regardless of commodity or source, immediate issues, and backorders (and) include issues from wholesale and retail stocks as well as several(a) other arrangements. Consumers right away are more constrained by time than ever before. In an intensely competitive world the pressure, expectation and need to accomplish more in less time is unlikely to diminish.Service providers understand the premium that consumers place on time they view as witless while waiting for the delivery of services. A customer waiting in line for service is potentially a lost customer. As such, managers of service operations constantly strive t o shorten customer waiting time during service delivery. Firms across a variety of industries have introduced numerous peripheral device service elements to the service package experience of their customers, in an attempt to shorten customer waiting times.Such efforts are best illustrated by retail stores that have check-out registers which automatically print the involvement, amount and name of payee on the cheques customers use when making payment. More recently, new technology offers even more opportunities to improve service process and thus customer service in various industries. For instance, the practice of e-ticketing in the airline business has definitely made a huge impact on ticket purchasing as well as airport check-in processes.productiveness Productivity is the ratio of outputs (goods and services) divided by the inputs (resources such as labor and capital). It differs from Production in that production is a measure of the output and not the efficiency. Productivity = Units produced / Input used ? Measure of process improvement ? Represents output relative to input ? Only through productivity increases can our standard of living improve Example Improving Productivity at Starbucks A team of 10 analysts continually look for ways to shave time. Some improvements 1.Stop requiring sig dispositions on recognition card purchases under $25- Saved 8 seconds per transaction 2. Change the surface of the ice scoop- Saved 14 seconds per drink 3. New espresso machines- Saved 12 seconds per shot Operations improvements have helped Starbucks increase yearly revenue per offspring by $200,000 to $940,000 in six years. Productivity has improved by 27%, or about 4. 5% per year. Multi-Factor Productivity Productivity = Output / prod + Material + Energy + Capital + Miscellaneous ? Also known as total factor productivity ?Output and inputs are often expressed in dollars Labor Productivity Productivity = Units Produced / Labour hours used Service Productivity ? T ypically labor intensive ? Frequently pore on unique individual attributes or desires ? Often an intellectual task performed by professionals ? Often difficult to mechanize ? Often difficult to evaluate for quality impart metre score Measurement refers to determining the output in quantitative terms. It implies measuring the volume of work completed and the time exhausted in completing it.It involves the study of the time required for performing each element of an voice operation. Thus, work measure includes the analysis of each operation, identifying its elements of separate and measuring the time interpreted by an employee in performing each element of the operation. This technique used for work measurement is known as Time test. Besides determining the actual time taken in performing any operation, time study also enables time standards to be set for performing the operation. Although the main objective of office work measurement is to aid management n planning and contro lling office operations, yet some of the other objectives of work measurement are a) set the number of employees in each department b) Determine the standard work-load for each employee c ) Measure the performance of individual employees d) Help decide get methods of motivation e) Simplify work systems f) Increase individual efficiency g) Reduce the cost of office services Steps in wrick Measurement The following steps should be taken by the office manager before work measurement is undertaken in an office a) Planning b) Work improvement c) Standardisation of office work measurement and standardisation of activities d) inclination of tasks to be measured e ) Defining unit of measurement and methods of measurement f) Securing subordinates willing co-operation g) Executing the programme. vQuick Check Mark True or sham 1. One of the objectives of work measurement is to evaluate the year-on-year output produced. (ANSF) 2. Labour Productivity is defined as Output per unit of Labour. (ANSF) 3.Service Productivity is difficult to mechanise and evaluate. (ANST) 4. Simplifying work systems is an objective of work measurement. (ANST) Importance of Office Work Measurement 1. Planning and Scheduling Work 2. Appraisal of Employee Performance 3. thought of Manpower Requirement 4. Cost Calculations 5. Improved employee motivation and morale Techniques of Work Measurement in Office 1. Past Performance Basis 2. Time landing field 3. Work Sampling Time Study Time Study is the most widely used and best known technique of work measurement. Time study method helps in setting time standards for work. This method is also known as a stop watch study method to measure work.Time study or stop watch study is the process of recording and analysing systematically the time required to perform office operations by an average employee working at average speed under standard conditions, using standard methods. Essential requirements for time study are 1. Skilled analyst 2. Standardisat ion of work methods 3. Standard conditions under which work has to be performed 4. Selection of well-trained employees who are acquainted with the purpose of the study 5. determine the duration of the study The following steps are to be taken for conducting a time study programme i) Identify the job to be studied and break down the relevant tasks into basic elements. For example, the task of trip opening nvolves five elements, that is, picking up envelope, cutting the edge of envelope, removing the content of the envelope, connecting the cover with papers contained in the envelope and placing the letter in the tray. ii) Determine the number of work cycles to be observed and design the time date sheet for recording time elements for each time cycle. iii) Record the time taken for each element of the work process on the designed time date sheet. A stop-watch is generally used for determining the time taken. This process has to be repeated as per (ii). iv) Calculate the average time for each element from the work cycle readings (iii). v) Add allowances for delays, fatigue, etc. i) On the basis of above steps (iv&038 v) work standards can be determined and report drafted/ This method is simple and can be adopted without much additional cost. But the data collected are subject to the nature of conditions and the competence of employees hence, the standards set so may not be much reliable. However, scope of improvement in this method is not ruled out. thickset A process strategy is used by organizations to build a production process that meets customer requirements and adheres to product specifications within cost and other constraints. An efficient process strategy helps the organization to develop a competitive advantage over other organizations.Various process strategies can be classified under one of the four broad process strategies that is to say process focus, repetitive focus, product focus and mass customization. The choice of process strategy depends u pon the type of product to be produced. In order to determine which process is most suited to transform resources into goods and services, operations managers compare various aspects of the process such as maximization of customer value, competitive advantage etc. There are a number of tools which can be used to understand the complexities of process design and redesign. Some of these tools are flow diagrams, time-process-function mapping, value-stream mapping, process charts and service blueprinting.Each of these five process analysis tools has its strengths and variations. Service processes, unlike production processes, are heavily dependent on customer interaction and customization according to customer needs. Although customer interaction often affects process performance adversely, it cant be done away with in case of service processes. The effectiveness of a service process depends upon the level to which the manager can accommodate the special requirements of a customer. Serv ice processes having high labour intensity can be improved by way on human resources whereas services involving low labour intensity benefit from innovations in process technology and scheduling.Equipment and technology are other important factors that need to be considered during process design or redesign. These decisions can be complex because of availability of large amount of alternatives in both production and service processes. Some of the production technologies that are widely used today are machine technology, automatic identification systems (AISs), process control, vision systems, robots, change storage and retrieval systems (ASRSs), automated guided vehicles (AGVs), flexible manufacturing systems (FMSs) and computer merged manufacturing (CIMs). The choice of technology depends upon the type of product and the budget constraints. Technology promotional material has taken place in service design as well.Industries such as hospitality, airlines and even food &038 bevera ges have seen a rapid change in technology which has resulted in more efficient and therefore better quality of services. Consumer demands are dynamic and therefore keep changing with time. Consequently, business processes also need to be redesigned from time to time in order to cope up with changing demands. Effective redesign depends upon questioning both purpose and underlying assumptions of a process and addressing the issues. Process redesign can also address issues of expanding a business, improving the quality or efficiency of a process, or adding variety to the type of products manufactured.Redesigning of a process casts aside all notions of how a process is currently being done and focuses on improvements in customer value, cost, and time. Another important aspect of process design which has caught attention is the ethics and environmental friendliness of a process. As businesses are becoming more and more socially responsible, ethical and environment matey processes are t he need of the hour. Some of these actions are legally required, such as pollution control, while others are done by businesses as part of their corporate responsibility towards society. In future, the main focus of businesses will be to make their processes socially responsible, i. . helping in the welfare of the society along with making profits for the business. Short-Answer Questions 1) What is a process strategy? Why is it useful for an organization? 2) Name different kinds of process strategies. Write short notes on each explaining the types of products for which they can be used. 3) Mention three differences between product focused and process focused strategies. 4) What are the factors that need to be considered while analyzing and designing processes? 5) How is time-function mapping different from value-stream mapping? 6) before long explain the difference between production process design and service process design. ) Write short notes on Flexible Manufacturing Systems an d Computer- merged Manufacturing Systems. Point out the difference between them. 8) Give two examples of technology improvements in service sector. 9) What is process redesign? When is it required in an organization? 10) Demonstrate the importance of ethical and environmental factors to businesses with at least two examples. Long-Answer Questions 1) Briefly describe mass customization process indicating the instances where it can be used. What are the requirements to make mass customization work in an organization? 2) Describe an instance where product focus can be used. Draw flow diagram for the example given. ) What are crossover charts? Briefly explain how they can be used to compare various process strategies. 4) Write brief notes on a) Flow Diagrams. b) Time-Function Mapping. c) Value-Stream Mapping. d) Process charts. e) Service Blueprinting. 5) What are different production technology tools available to businesses today? Write a short note on each of them. Also, give examples of products where each of the production technology tools can be used. bigeminal choice Questions 1) Process focused strategy is used for a Low volume, low variety products b Low volume, high variety products c High volume, low variety products d High volume, high variety products ) Product focused strategy is used for a Low volume, low variety products b Low volume, high variety products c High volume, low variety products d High volume, high variety products 3) Mass customization strategy is used for a Low volume, low variety products b Low volume, high variety products c High volume, low variety products d High volume, high variety products 4) Crossover charts are used for a Comparison of process choices b Design of process choices c Both comparison and design of process choices d None of the above 5) Which among these is not a focus point while designing process strategies? a Customers Products c Suppliers d Technology 6) Product focussed facility is a a Low resolved cost an d low variable cost facility b Low fixed cost while high variable cost facility c High fixed cost while low variable cost facility d High fixed cost and high variable cost facility 7) Which of these is not a process analysis and design tool? a Time-function mapping b Human-resource mapping c Vale-stream mapping d Service Blueprinting 8) Which of the following is not a production technology area? a Automatic Identification Systems b Flexible Management Systems c Layout Management Systems d Computer coordinated Manufacturing 9) Service Blueprinting focuses on a Time taken to complete individual processes b The processes which result in adding value to the product c Customer and the providers interaction with the customer d Symbols which are used to differentiate between activities 10) Which among these is not a process strategy? Product focus b Process focus cMass customization dProcess control 11) The decision to be kept in mind while analyzing and designing processes are a whether the process minimizes total cost b whether the process saves time cwhether the process adds value as perceived by the customer dAll of the above 12) Equipment employ in case of a process-focused facility is in the range of a 5%-25% b 25%-45% c 50%-70% d 75%-95% Numerical-Problems 1) XYZ ltd. has 3 alternatives to produce 30000 units of a certain product X. The total fixed and variable costs related to each alternative are mentioned in the table below Alternative 1 Total Fixed Cost Total variable Cost/ Unit 40000 18 Alternative 2 90000 16 Alternative 3 130000 15 On the basis of the data given above, answer the following questions a) Draw a cross-over chart reflecting each alternative. ) Which alternative is best for producing product X? c) Which alternative will be the best one if the units to be manufactured are 45000? d) Determine the economic volume for each process. 2) An automobile readying garage has an average of 30 cars bend in for maintenance every day. The annual fixed costs of repair &038 maintenance is Rs 730,000 and variable cost of maintenance per car is Rs 50. A new technology has come up in the market which will reduce the variable cost per car to Rs 40 but will increase the annual fixed costs to Rs 109500. Is it advisable for the owner of the garage to tilt to new technology? Assume negligible installation costs and 365 long time in a year. ) Clean-tech washing machine manufacturers have four options to produce their washing machines. The costs involved in each process have been tabulated below Process Control Annual Fixed Costs 150000 guide Material/Unit Direct Labour/Unit Power write off/Unit 32 56 34 51 28 49 27 47 34 Robots 180000 33 FMS 200000 35 CIM 220000 34 The number of units manufactured annually is 4500. Answer the questions below a) Draw crossover chart reflecting each process and find out the indifference points. b) Which alternative is best for producing the washing machines? c) If the number of washing machines manufactur ed annually changes to 8000, which one would be the best alternative? ) Draw flow diagrams for a) An iPod b) A Mercedes-Benz c) Johnny-walker scotch whiskey 5) make up process charts, time-function maps and service blueprints for the processes mentioned in Q-4. Case Studies Case Study 1 Simulation simulate for manufacturing of study Boeing components using FMS, MCM and AGVs Every Boeing commercialized airplane is customized for a specific customer. Manufacturing processes of some major components are preferable to follow the FMS concepts in a customized manufacturing environment. In the case study that follows, a wing assembly process is examined by means of discrete poser modelling. There are more than thirty complex processes applied to more than fifteen machine classes.Most processes require a different number of labour entities from various labour classes. The overall pace of the whole system (i. e. , the system take time) is desired to be a variable that impacts the proc ess time of all related processes, as well as the number of assigned labourers. A modular approach to MCM system design will not only benefit the overall performance of a flexible MCM system, but will also enhance pretension-modelling exercises. Discrete event theoretical account technology employs the same platform concept as in modelling highly flexible and rapid reconfigurable production lines. Such modelling methods reflect manufacturing processes according to the ever-changing customized demands.Many fundamental manufacturing process parameters, such as layout reconfigurations, and resource re-allocations, can be derived ahead of time from the mannequin models. A high-level process flow of the simulation model is shown below in figure 1, where source 1 generates inflowing parts according to the system take time with optional statistical distributions. Buffer S receives incoming parts via the only crane resource in the system. The part will then be lifted by the crane to the machine B where multiple processes will be performed by multiple resources. The part then continues to move from the machine B to the machine P, the end of the process line. Multiple processes are assigned throughout this line on each machine.An additional process is needed in the middle of the line where the part will be transferred to the fender A followed by a couple of external processes. Figure 1 The simulation model process technique Afterwards, buffer A receives the part and calls for the overhead crane to transfer the part back to buffer T where the part will continue through the rest of the process. At the end of the line, the part goes from the machine P to the buffer A then to the sink, which is the final destination of all parts in the simulation model. Two different part-carrying platforms are involved in the system. The high speed dolly transfers parts to and from buffer A.The low speed dolly carries one part at a time from machine B all the way to machine P. Addition al components are introduced to the system from source 2 and 3 at different stages of the process line. Figure 2 An aircraft major component assembly line simulation model Resource class types in this model consist of labour, machine, and Automatic Guided Vehicle (AGV) elements. The machine class stands alone for each machine, while the labour and AGV classes are managed by their respective controllers. Those thirty plus processes that are stand-alone objects can be assigned to multiple machines. Thus, each machine has from two to six assigned processes.Processes run at all times in an endless do-loop as part of the nature of this modelling environment. As soon as a condition is met for a process, it will execute its logic and its assigned time duration on the machine where it resides. After the last process sequence of the last machine class has been executed, the part is transferred to the sink class where it will be logically destroyed and removed from the modelling system. The a pproach of this simulation modelling successfully manages a flexible customized manufacturing system in a flexibly modulated and customized fashion. For each complicated customized scenario, it is comprehendible that traditional manual(a) modelling modification will take much longer effort than this technique.As compared to alternative approaches to this MCM application, benefit of this innovative methodology is evident in the following points Customizable Ease of deployment Scalable Additional detailed verification between simulation models and flexible MCM exercises on the shop floor remain to be fully performed once this conceptual process development turns into reality. Nevertheless, approaches and methodologies presented in this work illustrate unparalleled advantages in operating flexible and customized manufacturing systems. Authors Dr. Guixiu Qiao, Computer Scientist Manufacturing Systems integrating section National Institute of Standards and Technology 100 Bureau Dri ve, MS 8260 Gaithersburg, MD 20899-8260, USA email&160protected nist. gov email&160protected com Tel 301-975-4735 Roberto F. Lu, PE, Associate Technical faller Boeing Commercial Airplanes Manufacturing R &038D The Boeing Company PO Box 3707 harness Code 6X-TR Seattle, WA 98124-2207, USA roberto. f. email&160protected com Tel 425-234-4049 Charles McLean, Computer Scientist Manufacturing Systems Integration Division National Institute of Standards and Technology 100 Bureau Drive, MS 8260 Gaithersburg, MD 20899-8260, USA email&160protected nist. gov Tel 301-975-3511 Case Study 2 Computer Integrated Manufacturing in Small Companies Computer integrated manufacturing (CIM) technology provides companies with an excellent prospect in order to compete in the present global context. The actual situation also favours small companies in developing and implementing CIM applications, due to many concurrent factors (de Venuto et al. 1994 Gupta and Brennan, 1995) availability of low cost hardwa re and software tools, with better performance and quality, makes CIM solutions accessible even to confine budget companies technical improvement in the fields of fireworking and personal computers allows for reliable distributed information systems, providing the opportunity to use an affordable stepby-step approach while safeguarding integrity Increased awareness, at management level, of the competitive potential offered by CIM solutions actual turbulence of markets requires small companies to interminably increase performance, such as production flexibility, timely purchasing and delivery, process and product quality, in order to avoid the risk of quickly being overshadowed by more farsighted competitors. As a consequence, the introduction of CIM technologies may represent, particularly for small companies, one of the most promising strategies to acquire and entertain a competitive edge, from product development to marketing and distribution. The case study presented conce rns CIM introduction in a small company (Italpneumatica Sud) working in the area of pneumatic components with the trademark SMC (one of the leading producers in the world).Like many other small medium-sized companies, Italpneumatica Sud has to solve integration problems on a limited budget. The strategic requirements to be met are as follows emergency to attempt customer service by reducing lead times this involves timely information, dead on target delivery times and a reliable logistic system Need to guarantee product and process quality this requires accurate operations and process control to make quality certification possible (EN 29000) need to guarantee the setting up of a safe and timely corporate information system able to supply each user with online data required for operational and decision-making procedures.The main problems in this case study can be summarized as follows High throughput time Production management practically characterized by no scheduling Exces sive reliance on paper support for information exchange Low level of process control tight visibility of manufacturing process at management level Accumulation of work in process inventory at shop floor level Stock levels not optimized Actual production costs not foreseeable. 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