CHAPTER 2: PRODUCT, PROCESS, AND
2 PRODUCT DESIGN
SCHEDULE DESIGN
2.1 INTRODUCTION
 The facilities planning process will be greatly impacted by
the business strategic plan and the concepts, technique,
and technologies to be considered in the manufacturing
and assembly strategy.
 Product designer – specify what the end product is to be
in terms of dimensions, material composition, and
packaging.
 Process planner – determines how the product will be
produced.
 Production planner – specifies the production quantities
and schedules the production equipment.
 Facilities planner – is dependent on timely and accurate
input from product, process, and schedule designers.
 The success of a firm is dependent on having an efficient
production system. Thus, it is essential that product
designs, process selections, production schedules, and
facilities plans be mutually supportive.
Relationship bet. PP&S design and facilities planning
 Organizations create teams with product, process, and
scheduling, and facilities design planners to address the
design process in an integrated, simultaneous, and
concurrent way.
- These teams are referred to as concurrent or
simultaneous engineering teams.
- The team approach reduces the design cycle time,
improves the design process, and minimizes
engineering changes.
- Improves cost, quality, productivity, sales, customer
satisfaction, delivery time, etc.
 Product, process, schedule and facilities design are not
made independently and sequentially.
 In many instances, changes in product, process and
schedule design of current manufacturing facilities will
require layout, handling, and/or storage modifications.
2.
 Involves both the determination of which products are to
be produced and the detailed design of individual
products.
 Decision about production is made by upper-level
management.
 Decisions must be made very early in the facilities
planning process regarding the assumptions concerning
the objectives of the facility.
 Design of a product is influenced by aesthetics, functions,
materials and manufacturing considerations.
So thus the marketing, purchasing, industrial,
manufacturing, product engineering, QC, etc. will
influence the design of a product.
 In the final analysis, product must meet customers’ needs.
 Tools (2) used to meet customers’ needs marginally or not
at all:
- Can be accomplished thru the use of quality function
deployment (QFD)
 QFD is an organized planning approach to
identify customer needs and to translate the
needs to product characteristics, process design,
and tolerance requirements.
- Benchmarking can also be used in to identify what the
competition is doing to satisfy the needs of the
customers or to extend customers’ expectations.
 Can also be used to identify best practices from
the most successful organizations.
 (1) Detailed operational specifications, (2) pictorial
representations, and (3) prototypes of the product are
important inputs for the facilities planner.
 (3) Useful in product designing/layouting:
 Exploded assembly drawings – useful in designing
the layout and handling system.
- These drawings generally omit specifications
and dimensions, although they are drawn to
scale.
 (2) Exploded parts photograph – alternative to (1)
- Can be used to show the parts properly
oriented.
- (photographs and drawings ) Allow the planner
to visualize how the product is assembled,
provide a reference for part numbers, and
promote clearer communications during oral
presentations.
 (3) Detailed component part drawings – should
provide part specifications and dimensions in sufficient
detail to allow part fabrication.
 Combination of (1) and (3) fully documents the design of
the products.
 The drawings can be prepared and analyzed with
computer-aided design (CAD).
- The creation and manipulation of design prototypes
on a computer to assist the design process of the
product.
- CAD Systems- consists of a collection of many
application modules under a common database and
graphics editor.
- During the facilities design process, the computer’s
graphics capability and computing power allow the
planner to visualize and test ideas in a flexible
manner.
 Concurrent Engineering (CE) – can be used to improve the
relationship between the function of a component or
product and its cost.
- Provides a simultaneous consideration in the design
phase of life-cycle factors.
- Important bec. it is at the design stage that many of
the costs of a product are specified.
- With this, a less expensive but functionally
equivalent product design might be identified.
2.3 PROCESS DESIGN
 Process planner – determines how the product is to be
products and who should do the processing (whether a
part will be purchased or produced).
 The “make-or-buy” decision is part of the process
planning function
 The final process design is dependent on both the product
and schedule designs.
2.3.1 Identifying Required Processes
 Determining a scope of a facility is a basic decision and
must be made early in the facilities planning process.
 The scope and magnitude of activities w/n a
manufacturing facility are dependent on the decisions
concerning the level of vertical integration (purchasing of
raw materials and proceeds to processing it to come up
with a finished product). Such decisions are referred as
“make-or-buy” decisions or “sourcing” decisions.
- Make-or-buy decisions – are managerial decisions
requiring input from finance, industrial engineering.
Marketing, process engineering, purchasing, etc.
 The input to the facilities planner is a listing of the items
to be made and the items to be purchased.
- The listing often takes the form of a parts list or a bill
of materials.
- (1) Parts list – provides a listing of the component
parts of a product.
 Includes: part number, part names, number of
parts per product, drawing references.
- (2) Bill of materials – referred to as a structured
parts list.
 Contains the same info. as the parts list plus
info. on the structure of the product.
 Product structure – a hierarchy referring to the
level of product assembly.
o Level 0 indicates the final product.
o Level 1 to nth applies to subassemblies
and components that feed directly into
the final product.
2.3.2 Selecting the Required Processes
 Steps involving process selection procedure
1. Define the elemental operations
- Alternative forms of raw materials and type of
elemental operations must be considered
2. Identify alternative processes for each operation
- involves identification of various equipment
types capable of performing elemental
operations.
3. Analyse alternative processes
- Includes the determination of unit production
times and equipment utilizations for various
elemental operation and alternative equipment
types.
4. Standardize process
5. Evaluate alternative processes
- Involves economic evaluation of alternative
equipment types.
6. Select processes.
- Result in Step 5 along with intangible factors
serve as the basis for this step.
 Process identification – input into the process selection
procedure.
- Consists of a description of what is to be
accomplished.
 Parts list (what is to be manufactured)
 Component part drawings (describing each
component)
 The quantities to be produced.
 Process planning is a critical bridge bet. design and
manufacturing.
 Computer-aided process planning (CAPP) – used to
automate the manual planning process.
- Can be used to test diff. alternative routes and
provide interaction with the facility design process.
- Two types:
  Variant CAPP – standard process plants for - Precedence diagram – treating (1) and (2) as special
each part family are stored within the computer cases of a more general graphical model.
and called up whenever required.  Directed network and is often used in project
o Less expensive and easier to implement. planning.
 (2) Generative CAPP – process plans are  It establishes the precedence relationships that
generated automatically for new components must be maintained in manufacturing and
w/o requiring the existing plans. assembling a product.
- Outputs from the process election procedure are the (1)  It is recommended to construct this first before
processes, (2) equipment, (3) raw materials required for (1) and (2).
the in-house production of products. - Group technology (GT) – refers to grouping parts
- Outputs are generally given in the form of a route into families and them=n making design decisions
sheet. based on family characteristics.
- Route sheets provide info. on production methods.  Typically based on part shapes, sizes, material
types and processing requirements
2.3.3 Sequencing the Required Processes
 An aggression process that has been found to
 Chart representations:
be useful in achieving standardized part
- (1) Assembly chart – method of assembling the
purchased parts.
product or how components are combined.
 The facilities planner must take the initiative and
 Easiest method of constructing an assembly
participate in the process selection decision process to
chart is to begin with the complete product and
ensure that “route decisions” are not unduly constraining
to trace the product disassembly back to its
the facilities plan.
basic components.
 Both route sheet and assembly charts do not
2.4 SCHEDULE DESIGN
provide an overall understanding of the flow
 Schedule Design Decisions provide answers to questions
w/n the facility.
involving how much to produce and when to produce.
 The sequence used to disassemble the product
 Lot size decision – production quantity decisions.
should be reversed to obtain the sequence used
 Production scheduling – determining when to produce.
to assemble the product.
 Market forecasts – how long production will continue.
- (2) Operation process chart – a chart that gives an
 To plan a facility, info. is needed concerning production
overview of the flow w/n a facility.
volumes, trends, and the predictability of future demands
 Also includes materials needed for the
for the products to be produced.
fabricated components.
- The less specificity provided regarding product,
 Does not provide a mechanism for showing the
process, and schedule designs, the more general
possibility of alternative processing sequences.
purpose will be the facility plan.
 Using this approach, space and handling
equipment requirements for the line would be 2.4.1 Marketing Information
based on the largest component part in the  (REFER BOOK FOR EXAMPLE)
assembly.
- (3) Flow process chart – also called process chart 2.4.2 Process Requirements
 An (2) that is complemented with  (REFER BOOK FOR EXAMPLE)
transportations, storages, and delays when the
info. is available.
- (1) and (2) may be viewed as analog models of the
assembly process and the overall production
process, respectively.
- Thus, (1) and (2) depict a single sequence.
- Circles and squares represent time, horizontal
connections represent sequential steps in the
assembly of the product.
 Network representations/ tree representation of a 2.5 FACILITIES DESIGN
production process (methodology)
 Once the product, process, and schedule design decisions
have been made, the facilities planner needs to organize
the info. and generate and evaluate layout, handling,
storage, and unit load design alternatives.
 The seven management and planning tools have gained
acceptance as a methodology for improving planning and
implementation efforts.
- Have their roots in post-WWII operations research
work and the total quality control (TQC) movement
in Japan.
- 1950s, Dr. W.E Deming proposed a model for
continuous process improvement that involves
four steps: (PDCA)
 Planning and goal setting
 Doing or execution
 Checking or analysis
 Performing corrective actions
- Mid-1970s, A COMMITTEE OF ENGINEERS AND
SCIENTISTS IN Japan refined and tested the tools as
an aid for process improvement, as proposed by
the Deming Cycle.
2.5.1 Affinity Diagram (1)
 Used to gather verbal data (e.g. ideas and issues) and
organize it into groupings.
 Helpful in organizing large no. of ideas so team members
are better able to see the pattern in what’s been
discussed and identify possible solutions.
 In the brainstorming session, the issues are written down
on “post-it” notes and grouped on a board or wall. Each
group then receives a heading.
 (REFER BOOK FOR EXAMPLE)
2.5.2 Interrelationship Diagraph (2)
 Used to map the logical links among related items, trying
to identify which items impact other the most.
 This tool will identify the issues that should be considered
first.
 Helps identify issues which are causing problems and
which are an outcome of other action.
 The term diagraph is employed because the graph uses
directed arcs.
 (REFER BOOK FOR EXAMPLE)
2.5.3 Tree Diagram (3)
 Used to map in increasing detail the actions that need to
be accomplished in order to achieve a general objective.
 Helps develop solution alternatives to materialize an idea
or resolve an important issue
 (REFER BOOK FOR EXAMPLE)
2.5.4 Matrix Diagram (4)
 Organizes info. such as characteristics, functions, and
tasks into sets of items to be compared.
 Illustrates the critical relationships between/among
two/more groups.
 Helps in tasks delegations, info. about schedules, team
member roles, etc.
 This is important, as key project info. needs to be shared
and communicated thru an effective means.
 (REFER BOOK FOR EXAMPLE)
2.5.5 Contingency Diagram (5)
 Also known as the process decision program chart
 Maps conceivable events and contingencies that might
occur during implementation.
 Particularly useful when the project being planned
consists of unfamiliar tasks.
 (REFER BOOK FOR EXAMPLE)
2.5.6 Activity Network Diagram (6)
 Used to develop a work schedule for the facilities design
effort.
 Synonymous with CPM.
 Can be replaced by a Gantt Chart, and if a range is defined
for the duration of each activity the program evaluation
and review technique (PERT) chart can also be used.
 Useful for scheduling and controlling the execution of the
facilities design project.
 (REFER BOOK FOR EXAMPLE)
2.5.7 Prioritization Matrix (7)
 Can be used to judge the relative importance of each
criterion as compared to the others.
 Evaluate the different strategies develop and select the
best solution based on evaluation attributes defined in
coordination with the organization’s management.
 (REFER BOOK FOR EXAMPLE)
2.6 SUMMARY
 PPS design decisions can have a significant impact on both
the investment cost for a facility and the cost-effective
performance of the activities assigned to the facility.
 The decisions made concerning product design, process
planning, production schedules, and facilities planning
must be jointly determined in order to obtain an
integrated production system that achieves the firm’s
business objective.
 Facilities planner should be proactive, influence
requirements definitions and should be an active
decision-making participant who influences the degrees
of freedom for planning the facility.