Product Process and Schedule Design

3. Specifies the end product in terms of dimensions, material composition, and packaging.

4.Determines how the product will be produced, including equipment needed and processes involved.

5. Specifies production quantities and schedules the production equipment.

6. 4 Product Design Factors

7. Departments Influencing Product Design

8. Show product parts in assembly but typically omit specifications and dimensions. Useful for layout and handling system design.

9.Detailed drawings with part specifications and dimensions needed for fabrication.

10. Involves planning the sequence of steps to manufacture a product efficiently, meeting cost and quality standards.

11. Determines how the product is produced, makes the make-or-buy decision, identifies equipment required, and estimates operation time.

12. Deciding whether to make the product in-house or outsource it to an external supplier based on factors like cost and resources.

13. A detailed list of components required to manufacture the product, including part numbers and names.

14. A document that lists parts and their hierarchy, quantities, and relationships to create the final product.

15. A document listing operations, equipment, materials, setup times, and production rates for a product.

16. Automates the planning of production operations. Two types: Variant CAPP (uses pre-existing plans) and Generative CAPP (creates new plans).

17. Documents the order of component assembly into a finished product, useful in understanding product assembly.

18. Adds details about the production methods for each component, offering a full view of facility flow.

19. A network-like chart showing the relationship and sequence between different operations, allowing flexibility in assembly.

20. Answer key production questions: how much to produce and when, affecting machine choices, work shifts, space, and storage.

21. Requires consistent equipment and space to handle stable output, e.g., 10,000 units per month.

22. Requires less equipment and space for lower capacity, e.g., 1,000 units per month.

Example: A facility starting with 10,000 sets in the first month and increasing production by 10% each month needs to accommodate growth.
Facility Design: Must be flexible to expand capacity over time

Long-Term Production: A facility producing 10,000 sets per month for 10 years needs a long-term, stable setup.
Short-Term Production: A facility producing 10,000 sets for just a few months, with uncertain future demands, needs a more adaptable design.

23. Includes determining the quantity of parts, identifying machine needs, and calculating total machine requirements for production.

24. A continuous improvement model involving four steps: Plan, Do, Check, Act, for improving processes.

25. Tools for improving planning and execution. They include affinity diagrams, interrelationship digraphs, tree diagrams, matrix diagrams, and more.

26. Organizes verbal data into groupings, useful for brainstorming and idea generation.

27. Maps logical links among related items to identify which items impact others the most.

28. Maps actions needed to achieve a goal, breaking down complex objectives into manageable tasks.

29. Organizes information into sets for comparison, such as characteristics or functions.

30. Maps conceivable events and contingencies during implementation, helping to prepare for unexpected issues.

31. Develops a work schedule for facilities design, similar to CPM or Gantt charts.

32. Helps judge the relative importance of each criterion to focus resources on the most impactful areas.

Layout Characteristics
Material Handling Requirements
Unit Load Implied
Storage Strategies
Overall Building Impact

distances travelled
shop floor visibility
aesthetics of the layout
ease of adding future business

use of current material handling equipment
investment requirements on new equipment
space and people requirements

impact on WIP levels
space requirements
impact on material handling equipment

space and people requirements
impact on material handling equipment
human factor risks

estimated cost of the alternative
opportunities for new business

It is an essential early step in the process design.
Involves determining the scope of the facility.

Refers to the decision-making process on how products will be made after determining which products will be manufactured in-house.

Steps involved in selecting the required processes include:

Refers to the systematic arrangement of operations needed to assemble a product.
It involves documenting the assembly method using tools like assembly charts, operation process charts, and precedence diagrams to understand the flow of operations within a manufacturing facility.

How much to produce

When to produce

Three Phases of Specifying Process Requirements

First Phase: Determine Quantity
Goal: Figure out how many parts need to be produced, including extras for any defects.
Example: If you need 1,000 shoe soles, you might plan to make 1,050 to cover any that might be flawed.
Second Phase: Identify Machine Needs
Goal: Determine what machines are needed for each part of the production process.
Example: For making shoe soles, you might need a machine for cutting and another for molding.
Third Phase: Calculate Total Machine Requirements
Goal: Add up the machines needed for each part of the process to find the total number of machines required.

Plan: Establish objectives and processes required to deliver results in accordance with the desired outcome. This stage involves goal setting and designing the steps needed to reach them.
Do: Implement the plan on a small scale, executing the process and gathering data for analysis.
Check: Monitor and evaluate the results against the expected goals, analyzing any deviations or areas of improvement.
Act: Based on the results from the "Check" phase, take corrective actions to improve or standardize the process, and then begin the cycle again for continuous improvement.