© 2005 Wiley Chapter 3 - Product Design & Process Selection Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint Presentation by R.B. Clough - UNH

© 2005 Wiley Learning Objectives Define product design and its strategic impact on organization Describe steps to develop a product design Using break-even analysis as a tool in selecting between product alternatives Identity production process differences and their characteristics Describe the steps used in process design selection Understand how to use a process flow chart Understand current technology advancements and how they impact process design Understand issues impacting the design of service operations

© 2005 Wiley Product & Service Design Product design must support the business strategy Product design defines a product’s characteristics - Appearance, materials, dimensions, tolerances, performance standards Service industries must define both the service and concept - Physical elements, aesthetic & psychological benefits e.g. promptness, friendliness, ambiance Product and service design must match the needs and preferences of the targeted customer group

© 2005 Wiley Product & Service Design Steps Step 1 - Idea Development - Someone thinks of a need and a product/service design to satisfy it e.g. customers, marketing, engineering, competitors, benchmarking, reverse engineering Step 2 - Product Screening - Every business needs a formal/structured evaluation process e.g. fit with facility and labor skills, size of market, contribution margin, break-even analysis, return on sales Step 3 – Preliminary Design and Testing - Technical specifications are developed, prototypes built, testing starts Step 4 – Final Design - Final design based on test results, facility, equipment, material, & labor skills defined, suppliers identified

© 2005 Wiley Break-Even Analysis: Graphical Approach Compute quantity of goods that must be sold to break-even Compute total revenue at an assumed selling price Compute fixed cost and variable cost for several quantities Plot the total revenue line and the total cost line Intersection is break-even Sensitivity analysis can be done to examine changes in all of the assumptions made

© 2005 Wiley Break-even calculation: A company is planning to establish a chain of movie theaters. It estimates that each new theater will cost approximately $1 Million. The theaters will hold 500 people and will have 4 showings each day with average ticket prices at $8. They estimate that concession sales will average $2 per patron. The variable costs in labor and material are estimated to be $6 per patron. They will be open 300 days each year. What must average occupancy be to break even? Break Even Point Total revenues = Total break-even point Q Selling price*Q = Fixed cost + variable cost*Q ($8+$2)Q= $1,000,000 + $6*Q Q = 166,667 patrons (28% occupancy) What is the gross profit if they sell 300,000 tickets Profit = Total Revenue – Total Costs P = $10*300,000 – (1,000,000 + $6*300,000) P = $200,000 If concessions average $.50/patron, what is break-even Q now? (sensitivity analysis) ($8.50)Q = 1,000,000 - $6*Q Q = 400,000 patrons (67% occupancy)

© 2005 Wiley Other Product Design Factors Need to Design for Manufacturing – DFM Minimize parts Design parts for multiply applications Use modular design Avoid tools Simplify operations

© 2005 Wiley Other Design Factors Consider product life cycle stages Introduction Growth Maturity Decline Facility & process investment depends on life cycle

© 2005 Wiley Other Design factors Old “over-the –wall” sequential design process should not be used Each function did its work and passed it to the next function Replace with a Concurrent Engineering process All functions form a design team working together to develop specifications, involve customers early, solve potential problems, reduce costs, & shorten time to market

© 2005 Wiley Process Selection Process selection is based on five considerations Type of process; range from intermittent to continuous Degree of vertical integration Flexibility of resources Mix between capital & human resources Degree of customer contact  Process types can be :  Project Process  Batch Process  Line Process  Continuous Process

© 2005 Wiley Underlying Process Relationship Between Volume and Standardization

© 2005 Wiley Differences between Intermittent and Continuous Operations

© 2005 Wiley Facility Layouts and Process Choice

© 2005 Wiley Volume and Process Choice Low Volume typically means Project or Batch processes Less vertical integration More resource flexibility Less capital intensity Higher skilled labor More customer involvement More customized products Make or assemble to order strategy High Volume typically means Line/continuous processes More vertical integration Less resource flexibility More capital intensity More specialized labor Little to no customer involvement Standardized products Make to stock strategy

© 2005 Wiley Process Decisions-Vertical Integration & Make or Buy Vertical integration refers to the degree a firm chooses to do processes itself- raw material to sales Backward Integration means moving closer to primary operations Forward Integration means moving closer to customers A firm’s Make-or-Buy choices should be based on the following considerations: Strategic impact Available capacity Expertise Quality considerations Speed Cost (fixed cost + variable cost) make = (fixed cost + Variable cost) buy Business are trending toward less backward integration, more outsourcing

© 2005 Wiley Process Design Tools Process flow analysis is a tool used to analyze and document the sequence of steps within a total process. Usually first step in Process Reengineering. Process Re-engineering is a structured approach used when major business changes are required as a result of: Major new products Quality improvement needed Better competitors Inadequate performance

© 2005 Wiley Product and Service Strategy

© 2005 Wiley Manufacturing Technology Decisions Simplify first then apply appropriate technology Automation Automated Material Handling: Automated guided vehicles (AGV) Automated storage & retrieval systems (AS/RS) Computer-Aided Design (CAD) software Robotics & Numerically-Controlled (NC) equipment Flexible Manufacturing Systems (FMS) Computer-Integrated Manufacturing (CIM)

© 2005 Wiley Designing Services Service Characteristics Intangible products High customer contact Differing designs Substitute technology for people Get customer involved High customer attention

© 2005 Wiley Chapter 3 Highlights Product and process design must support business and operation strategy Product steps include idea generation, product screening, preliminary design and testing, and final design Break-even analysis is a tool used to screen processes Process designs range from project to batch to line to continuous Product design and process selection decisions are linked Process flow charts can be a useful tool in process re-design Product and process design can be significantly enhanced by proper application of new technology Designing service processes produce intangible products with more customer contact

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