Process Design
4.1
Chapter 4 Process design
4.1
Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
4.2
Key operations questions
In Chapter 4 – Process design – Slack et al. identify the following key questions: • What is process design?
• What objectives should process design have? • How does volume and variety affect process design?
• How are processes designed in detail?
4.2
Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
4.3
To design: design (v.) 1540s, from Latin designare "mark out, devise, choose, designate, appoint" from de- "out" (see de-) + signare "to mark," from signum "a mark, sign". Originally in English with the meaning attached to designate; many modern uses of design are metaphoric extensions.
to form or conceive in the mind; to invent, to work out the structure or form of (something), as by making a sketch, outline, or pattern for a specific purpose; to mark out or designate the boundaries and functions of the system
Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
4.3
4.4
Nature and purpose of the design activity
Products, services and the processes which produce them all have to be designed.
In manufacturing operations overlapping the activities of product and process design is beneficial. In most service operations the overlap between service and process design is implicit in the nature of service.
• Product/service design has an impact on the process design and vice versa.
4.4
Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
4.5
The design of products/services and processes are interrelated and should be treated together
The design of your operations is the mould where your planning is going to be
Chapter 4 Process design
4.1
Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
4.2
Key operations questions
In Chapter 4 – Process design – Slack et al. identify the following key questions: • What is process design?
• What objectives should process design have? • How does volume and variety affect process design?
• How are processes designed in detail?
4.2
Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
4.3
To design: design (v.) 1540s, from Latin designare "mark out, devise, choose, designate, appoint" from de- "out" (see de-) + signare "to mark," from signum "a mark, sign". Originally in English with the meaning attached to designate; many modern uses of design are metaphoric extensions.
to form or conceive in the mind; to invent, to work out the structure or form of (something), as by making a sketch, outline, or pattern for a specific purpose; to mark out or designate the boundaries and functions of the system
Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
4.3
4.4
Nature and purpose of the design activity
Products, services and the processes which produce them all have to be designed.
In manufacturing operations overlapping the activities of product and process design is beneficial. In most service operations the overlap between service and process design is implicit in the nature of service.
• Product/service design has an impact on the process design and vice versa.
4.4
Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
4.5
The design of products/services and processes are interrelated and should be treated together
The design of your operations is the mould where your planning is going to be