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5. How long will the product be produced? Answer for the last question
might be searched outside
of the company
6. Where will the products be produced?
▪ Facilities design
Answers to these questions will help develop
the first part of your projects!
▪ Market analysis
▪ Product design
▪ Suppliers and vendors selection
▪ Equipment and personnel requirements
▪ Location selection
▪ Plant layouts designs (using CAD) and selection of
the best
▪ Materials handling
▪ Life cycle analysis of both product and facility
Product, Process and Schedule Design
▪ Product design
- Product designers determine:
• Product specifications (dimensions, material, packaging, etc.)
▪ Process design
- Process designers determine:
• How the product will be produced
▪ Schedule design
- Production planners determine:
• Production quantities
• The schedules for the equipment
60
▪ Design phase
40
▪ Manufacturing phase
▪ Product usage phase
20
Ease of change
▪ Disposal phase
0
Design phase determines the most of the costs associated with delivering a
product. Typically, 70-80% of the cost of a product is fixed at the design stage.
Concurrent Approach
Sequential development method Concurrent development method
(Over-the-wall process)
Requirements Analysis & Design
Styling Marketing
Planning Implementation
Marketing
Body Initial Body Deployment
Planning Chassis
Chassis Manufacturing Manufacturing
Evaluation
▪ More complex products and processes Testing
→ different people responsible for
marketing, design and manufacturing, ▪ Simultaneous design and manufacturing
and overall management ▪ Use and support of design teams
▪ One-way communication ▪ Focus on the entire product life
▪ Inefficient, costly, may result in poor- ▪ Processes are as important as products
quality products ▪ Concern for information
Sequential vs. Concurrent Engineering
Effort
Effort
Time Time
1. Process identification
- Make-or-buy analysis
- Parts identification
2. Process selection
- How the product will be made (operations, equipment, raw
material, etc.)?
3. Process sequencing
- How components are put together?
Process Design – Process Identification
Determining the scope of a facility is a basic decision and must be made
early in the facilities planning process.
Example: For a hospital whose objective is to serve the health needs of a community,
it may be necessary to limit the scope of the facility by not including in the facility a
burn-care clinic, specific types of x-ray equipment, and/or a psychiatric ward. The
excluded services, although needed by the community, may not be feasible for a
particular hospital. Patients requiring care provided elsewhere would be referred to
other hospitals.
Similarly, the scope of a manufacturing facility must be established by determining the
processes that are to be included within the facility. The extremes for a manufacturing
facility may range from a vertically integrated firm that purchases raw materials and
proceeds through a multitude of refining, processing, and assembly steps to obtain a
finished product, to another firm that purchases components and assembles finished
products.
Process Design – Process Identification
The scope and magnitude of activities within a manufacturing facility are
dependent on the decisions concerning the level of vertical integration. Such
decisions are often referred to as “make-or-buy” decisions.
How are the make-or-buy decisions made?
▪ Can the item be purchased?
▪ Should we go for subcontracting?
- Supplier
- Contractor
▪ Can we make the item?
▪ Is it cheaper for us to make than to buy?
▪ Is the capital available so that we can make it?
Managerial decisions requiring input from finance, industrial engineering,
marketing, process engineering, purchasing, human resources, etc.
The make-or-buy decision process
Process Design – Process Identification
The input to the facility planner is a listing of the items to be made/purchased
that often takes form of a (i) parts list or a (ii) bill of material.
The part list provides a listing of the component parts of a product.
In addition to make-or-buy
decisions, a part list
includes at least the
following:
▪ part numbers
▪ part name
▪ number of parts per
product
▪ drawing references
Parts list for an air flow regulator
Process Design – Process Identification
A bill of materials is often referred to as a structured parts list, as it
contains the same information as a parts list plus information on the
structure of the product.
Sub-assemblies
Assembly operation
Inspection
A Manufactured component
A Purchased component
Operation process chart for the air flow regulator
Precedence diagram The precedence diagram is a directed network and is
used in project planning; critical path diagrams and
▪ In the operation process PERT charts are examples of precedence diagrams.
charts, it is not clear if two
machining operations have
any dependency
▪ Observe the part #3254:
− Operations 0204 and 0304
can be done at the same
time
− Yet, the operation 0104
should be completed before
both 0204 and 0304
▪ We cannot observe this
information in operation
process charts
Note: Because of the limitations of the assembly chart
and the operation process chart, it is recommended a
precedence diagram to be constructed first. Based on
the precedence diagram, alternative assembly charts
and operation process charts should then be
constructed. Precedence diagram for the air flow regulator
Product, Process and Schedule Design
Steps Documentation
▪ Product determination
Product design ▪ Exploded assembly drawing
▪ Detailed design ▪ Exploded assembly photograph
▪ Component part drawing
▪ Parts list
▪ Process identification
▪ Bill of materials
▪ Process selection ▪ Route sheet
Process design
▪ Assembly chart
▪ Process sequencing ▪ Operation process chart
▪ Precedence diagram
▪ Quantity of product
Schedule design ▪ Equipment requirements
▪ Operator requirements