Chapter - 6

Manufacturing Process Selection and Design

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Chapter - 6
Process Selection refers to the strategic decision of selecting which kind of production processes to have in the plant. For example, in the case of our motor drive, if the volume is very low, we might just have a worker sit at a table and produce a small batch of these assemblies. On the other hand, if The volume is very high, setting up an assembly line might be appropriate.
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TYPES OF PROCESSES
Conversion processes include examples such as changing iron ore into steel sheets or making all the ingredients listed on the box of toothpaste into toothpaste. Fabrication processes include examples such as changing raw materials into some specific form (for example. making sheet metal into a car fender or forming gold into a crown for a tooth).
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TYPES OF PROCESSES
Assembly processes include examples such as assembling a fender to a car, putting toothpaste tubes into a box, or fastening a dental crown in somebodys mouth. Testing processes are not, strictly speaking, fundamental processes, but they are so widely mentioned as a stand-alone major activity that they are included here for completeness.
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PROCESS FLOW SFRUCTURES

A process flow structure refers to how a factory organizes material flow using one or more of the process technologies. Professor Hayes and Wheelwright have identified four major process flow structures:

Job Shop Assembly Line

Batch Shop Continuous Flow

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JOB SHOP
JOB SHOP: Production of small batches of a large number of different products, most of which require a different set or sequence of processing steps. Examples: Commercial printing firm, airplane manufacturers, and machine tool shops.

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Batch shop
Batch shop. Essentially. a somewhat standardized job shop. Such a structure is generally employed when a business has a relatively stable line of products, each of which is produced in periodic batches, either to customer order or for inventory. Most of these items follow the same flow pattern through the plant. Examples include heavy equipment, electronic devices, and specialty chemicals.
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Assembly line
Assembly line. Production of discrete parts moving from workstation to workstation at a controlled rate, following the sequence needed to build the product. Examples include manual assembly of toys and appliances, and automatic assembly (called insertion) of components on a printed circuit board. When other processes are employed in a line fashion along with assembly, it is commonly referred to as a production line.
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Continuous flow
Continuous flow. Conversion or further processing of undifferentiated materials such as petroleum, chemicals. Such structures are usually highly automated and, in effect, constitute one integrated machine that must be operated 24 hours a day to avoid expensive shut downs and start-ups. Choice for the selection depends on volume requirements for each product.
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PRODUCT PROCESS MATRIX

The relationship between process structures and volume requirements is often depicted on a productprocess matrix. The way to interpret this matrix is that as volume increases and the product line (the horizontal dimension) narrows, specialized equipment and standardized material flows (the vertical dimension) become economically feasible. Because this evolution in process structure is frequently related to the products life cycle stage (introduction, growth, or maturity), it is very useful in linking marketing and manufacturing strategies.
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Matching Major Stages of Product and Process Life Cycles

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EQUIPMENT SELECTION
Firms may have both GENERAL PURPOSE, equipment and SPECIAL PURPOSE equipment. Whatever the purpose of equipment, the key factors to be considered are: Initial Investment; Output Rate; Output Quality; Operating requirements; Labour requirements; Flexibility; Setup requirements; Maintenance; Obsolescence; In process inventory; System - wide impacts.
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Break-Even Analysis
A standard approach to choosing among alternative processes or equipment Model seeks to determine the point in units produced (and sold) where we will start making profit on the process or equipment Model seeks to determine the point in units produced (and sold) where total revenue and total cost are equal
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Break-even Demand=
Purchase cost of process or equipment Price per unit - Cost per unit or Total fixed costs of process or equipment Unit price to customer-Variable costs per unit This formula can be used to find any of its components algebraically if the other parameters are known
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Example: Suppose you want to purchase a new computer that will cost $5,000. It will be used to process written orders from customers who will pay $25 each for the service. The cost of labor, electricity and the form used to place the order is $5 per customer. How many customers will we need to serve to permit the total revenue to break-even with our costs?

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Break-even Demand: = Total fixed costs of process or equip. Unit price to customer Variable costs =5,000/(25-5) =250 customers

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Manufacturing Process Flow Design

A process flow design can be defined as a mapping of the specific processes that raw materials, parts, and subassemblies follow as they move through a plant

The most common tools to conduct a process flow design include assembly drawings, assembly charts, and operation and route sheets

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Symbols used in the Flow Process Charts:

Operation Transportation Storage or Delay = = =

Inspection

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This is all about the Chapter 6

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