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Process Analysis

The document discusses process analysis and improvement. It describes process mapping and flowcharting to visualize processes, identify bottlenecks, and find ways to reduce waste. Measuring process metrics like throughput time and capacity are discussed. Process redesign principles emphasize organizing around outcomes, simplifying steps, and empowering workers. The objectives of facility layout design aim to optimize material and labor utilization, cycle times, and achieve other operational goals.

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moonmoon
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© © All Rights Reserved
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Download as PDF, TXT or read online on Scribd
239 views

Process Analysis

The document discusses process analysis and improvement. It describes process mapping and flowcharting to visualize processes, identify bottlenecks, and find ways to reduce waste. Measuring process metrics like throughput time and capacity are discussed. Process redesign principles emphasize organizing around outcomes, simplifying steps, and empowering workers. The objectives of facility layout design aim to optimize material and labor utilization, cycle times, and achieve other operational goals.

Uploaded by

moonmoon
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 13

9/15/2017

Process
• Process: Process can be viewed as a sequence of steps
connecting inputs to outputs

• Example:
• A customer walks-in to Paint shop – Orders a particular
shade-store employee enters information into a machine
that automatically dispenses appropriate pigments in to
a can of base white paint—another machine shakes the
can –
• Result: Consistent color throughout the can – customer
walks-away
• The simple process used to create customized paint
combined: customer preference, employee skills and
automated technology
6-1

Process View of Business

From
Customer

To Customer

6-2

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9/15/2017

Process Flowcharting
• Purpose: To describe a process visually to find ways of
improving the current process.
– Find repetitive operations
– Identify bottlenecks
– Describe directions and distances of flows
(people, material and information)
– Reduce waste
• Required for certifications such as ISO9000

6-3

Process Flowcharting
1. Select a transformation process to study.
2. Form a team to develop flowchart & for analysis (to
improve the system).
3. Specify the boundaries of transformation process.
4. Identify and sequence the operational steps.
5. Identify the performance metrics for the steps.
- e.g., time to complete each step

6. Draw the flowchart, using consistent symbols.


6-4

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Common Flowcharting Symbols

Process, operation, activity, or task

Decision or evaluation

Terminator: “START” “END”

Flow of work (inventory, customers)

6-5

Flowchart Example: Selecting a Supplier

6-6

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9/15/2017

Symbols for Flow-Process Chart


Operation - task or work activity

Inspection - inspection of product for


quantity or quality

Transportation - movement of material from


one point to another

Storage - inventory or storage of materials


awaiting next operation

Delay - delay in the sequence of operations

6-7

Flow-Process
Chart Example:
Picking Operations
at Grocery Store
Distribution Center
(Figure 6.5)

6-8

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9/15/2017

6-9

Questions to Ask in Process-Flow Analysis


• What does the customer need? What operations are necessary? Can
some operations be eliminated, combined, or simplified?

• Who is performing the job? Can the operation be redesigned to use less
skill or less labor? Can operations be combined to enrich jobs?

• Where is each operation conducted? Can layout be improved?


• When is each operation performed? Is there excessive delay or
storage? Are some operations creating bottlenecks?

• How is the operation done? Can better methods, procedures, or


equipment be used?

6-10

5
9/15/2017

Questions to Ask in Process-Flow Analysis


• Flow balanced? Where is the bottleneck? Are all steps necessary? How
jumbled is the flow?
• Time How long to produce one unit? Can it be reduced? Cycle time?
Excessive set-up time? Excessive waiting time?
• Quantity Theoretical production amount? How easy to change? How
many units actually produced?
• Quality Historical defect rate? Which step contributes to defect rate?
Where do errors occur?
• Cost to produce one unit? What are cost buckets for one unit? Can some
of the buckets be reduced or eliminated?

6-11

Measuring Process Flows


• Capacity of a system = capacity of the most
constraining resource
→ This resource is called the bottleneck.
• The flow rate of a process = minimum (Supply,
Demand, Capacity)
• Throughput time = from when processing
begins until product/service is finished

6-12

6
9/15/2017

Measuring Process Flows


• Little’s Law
– Relates number of items in the system to arrival
rate and throughput time.
– Calculation:
I=TxR
I = average number of items in the system
T = average throughput time
R = average flow rate into the process

• Assumes system is in a ‘steady state.’

6-13

Pizza: example
Activity Minutes Who/What
Take order 1 Assistant
Make crust 3 Chef
Prepare/add 2 Chef
ingredients

Bake pizza 24 Oven


Cut/box pizza 1 Assistant
Take payment 1 Assistant

Details: Assume all toppings added to every pizza


Two employees working at a time
Oven can bake up to 4 pizzas at a time

6-14

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9/15/2017

Map the process

Start Take Make Prep/add


order crust ingredients
1 min. 3 min. 2 min.

Take Cut/box Bake


End
payment pizza pizza
1 min. 1 min. 24 min.

6-15

What is the throughput time?

Throughput time = time to complete one


product or service

Pizza throughput time?


1+3+2+24+1+1 = 32 min.

6-16

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9/15/2017

What is process capacity?


3 resources:
Assistant takes 3 min. per pizza, can process 20
pizzas per hour.
Chef takes 5 min. per pizza, can process 12
pizzas per hour.
Oven takes 6 min. per pizza, can process 10
pizzas per hour.

Therefore, process capacity (flow rate) = 10


pizzas/hour
6-17

What is the process bottleneck?


The OVEN is the slowest activity….. that
determines process capacity.

The process cannot produce more than


the slowest activity (flow rate = 10
pizzas/hr).

6-18

9
9/15/2017

Process Flow for Bread-Making with Two-


Parallel Baking Lines

Mix Proof Bake


W.I.P
Raw
Material Pack

F.G.

Mix Proof Bake

6-19

Process Redesign
• Identify, analyze, improve critical
processes (may cross organizational
boundaries).
• Extreme cases: Complete process
reconfiguration (eliminating many steps).
• Business Process Reengineering (BPR)

6-20

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Principles of Process Redesign

• Organize around outcomes, not tasks.


• Have the people who do the work process
their own information (avoid handoffs).
• Put the decision point where work is
performed, and build control into the process.
– Decisions made at lowest possible level.
• Eliminate unnecessary steps in the process.
– Simplify, eliminate non-value-added activities.

6-21

Objectives of Facility Layout


• Minimize material-handling costs
• Utilize space efficiently
• Utilize labor efficiently
• Eliminate bottlenecks
• Facilitate communication and interaction
• Reduce manufacturing cycle time
• Reduce customer service time
• Eliminate wasted or redundant movement

11
9/15/2017

Objectives of Facility Layout contd..

• Facilitate entry, exit, and placement of


material, products, and people
• Incorporate safety and security measures
• Promote product and service quality
• Encourage proper maintenance activities
• Provide a visual control of activities
• Provide flexibility to adapt to changing
conditions
• Increase capacity

Basic Layouts
• Process layouts
• group similar activities together according to process
or function they perform
• Product layouts
• arrange activities in line according to sequence of
operations for a particular product or service
• Fixed-position layouts
• are used for projects in which product cannot be
moved

12
9/15/2017

Manufacturing Process Layout

A Product Layout

In

Out

13

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