Chapter 3 – Product &
Process Design
Operations Management
by
R. Dan Reid & Nada R. Sanders
4th Edition © Wiley 2010
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Learning Objectives
Define product design and explain its
strategic impact on organizations
Describe steps to develop a product
design
Using break-even analysis as a tool in
selecting between alternative products
Identify different types of processes
and explain their characteristics
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Learning Objectives – con’t
Understand how to use a process flowchart
Understand how to use process
performance metrics
Understand current technology
advancements and how they impact process
and product design
Understand issues impacting the design of
service operations
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Product Design & Process
Selection - defined
Product design – the process of defining all of the companies product
characteristics
Product design must support product manufacturability (the
ease with which a product can be made)
Product design defines a product’s characteristics of:
•tolerances, and
•appearance,
•materials, •performance
standards.
•dimensions,
Process Selection – the development of the process necessary to
produce the designed product.
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Design of Services versus
Goods
Service design is unique in that the service
and entire service concept are being designed
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
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The Product Design Process
Idea development: all products begin
with an idea whether from:
customers,
competitors or
suppliers
Reverse engineering: buying a
competitor’s product
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Product Design Process
Idea developments selection affects
Product quality
Product cost
Customer satisfaction
Overall manufacturability – the ease
with which the product can be made
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The Product Design Process
Step 1 - Idea Development - Someone thinks of a need and a
product/service design to satisfy it: customers, marketing,
engineering, competitors, benchmarking, reverse engineering
Step 2 - Product Screening - Every business needs a
formal/structured evaluation process: 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
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Product Screening Tool –
Break-Even Analysis
Computes the quantity of goods
company needs to sell to cover its costs
QBE = F/ (SP - VC)
QBE – Break even quantity
F – Fixed costs
SP – selling price/unit
VC – Variable cost
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Product Screening Tool –
Break-Even Analysis con’t
Break-even analysis also includes calculating
Total cost – sum of fixed and variable cost
Total cost = F + (VC)*Q
Revenue – amount of money brought in from
sales
Revenue = (SP) * Q
Q = number of units sold
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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
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Break-Even Example:
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?
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Break-Even Example
Calculations
Break-Even Point
Total revenues = Total costs @ break-even point Q
Selling price*Q = Fixed cost + variable cost*Q
($8+$2)Q= $1,000,000 + $6*Q
Q = 250,000 patrons (42% 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 only 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)
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Factors Impacting Product Design
Must Design for
Manufacturing – DFM
Guidelines to produce a
product easily and
profitably
Simplification -
Minimize parts
Standardization
Design parts for
multiply
applications
Use modular design
Simplify operations
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Factors In Product Life Cycle
Product life cycle –
series of changing
product demand
Consider product
life cycle stages
Introduction
Growth
Maturity
Decline
Facility & process
investment depends
on life cycle
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Concurrent Engineering
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
that develops specifications,
involves customers early, solves
potential problems, reduces costs,
& shortens time to market
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Remanufacturing
Uses components of old products in the
production of new ones and has:
Environmental benefits
Cost benefits
Good for:
Computers, televisions, automobiles
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Types of Processes
Intermittent processes:
Processes used to produce a variety of
products with different processing
requirements in lower volumes. (such as
healthcare facility)
Repetitive processes:
Processes used to produce one or a few
standardized products in high volume.
(such as a cafeteria, or car wash)
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Process Selection
Product design considerations must
include the process
Differences between Intermittent &
Repetitive Ops:
(1) the amount of product volume produced,
and
(2) the degree of product standardization.
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Intermittent and Repetitive
Operations
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Process Selection Types
Process types can be:
Project process – make a one-at-a-time product
exactly to customer specifications
Batch process – small quantities of product in
groups or batches based on customer orders or
specifications
Line process – large quantities of a standard
product
Continuous process – very high volumes of a fully
standard product
Process types exist on a continuum
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Underlying Process Relationship
Between Volume and Standardization
Continuum
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Process Selection Considerations
Process selection is based on five
considerations
1. Type of process; range from intermittent to
repetitive or continuous
2. Degree of vertical integration
3. Flexibility of resources
4. Mix between capital & human resources
5. Degree of customer contact
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Process Design Tools
Often stages in
the production
process can be
performed in
parallel, as
shown here in
(c) and (d). The
two stages can
produce
different
products (c) or
the same
product (d).
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Designing Processes
Process design tools include
Process flow analysis
Process flowchart
Design considerations include
Make-to-stock strategy
Assemble-to-order strategy
Make-to-order strategy
See flowcharts for different product strategies
at Antonio’s Pizzeria (next slide)
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Flowchart for Different Product
Strategies at Antonio’s Pizzaria
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Process Flowchart of
Customer Flow at Antonio’s
Pizzeria
A basic process performance
metric is throughput time. A
lower throughput time means
that more products can move
through the system. One goal of
process improvement is to
reduce throughput time.
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Process Performance Metrics
Process performance metrics – defined:
Measurement of different process
characteristics that tell us how a process is
performing
Determining if a process is functioning properly
is required
Determination requires measuring performance
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Process Performance Metrics
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Linking Product Design &
Process Selection
Product design and process selection are
directly linked
Type of product selected defines type of
operation required
Type of operation available defines broader
organizational aspects such as
Equipment required
Facility arrangement
Organizational structure
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Linking Design & Process Selection
Organizational Decisions appropriate for different types of operations
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Linking Product Design &
Process Selection con’t
Product Design Decisions:
Intermittent and repetitive operations
typically focus on producing products in
different stages of the product life
cycle. Intermittent is best for early in
product life; repetitive is better for later
when demand is more predicable.
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Linking Product Design &
Process Selection, con’t
Competitive Priorities: decisions of how
a company will compete in the
marketplace. Intermittent operations
are typically less competitive on cost
than repetitive operations. (Think “off
the rack” vs. custom tailored clothing.)
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Intermittent VS. Repetitive Facility
Layouts
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Product and Service Strategy
Type of operation is directly related to
product and service strategy
Three basic strategies include
1. Make-to-stock; in anticipation of demand
2. Assemble-to-order; built from standard
components on order
3. Make-to-order; produce to customer
specification at time of order
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Product and Service Strategy Options
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Degrees of 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 = Cost (fixed cost + Variable cost)buy
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Designing Services: How do they
Differ from Manufacturing?
Services are different from
manufacturing as they;
Produce intangible products
Involve a high degree of customer contact
Type of service is classified according to
degree of customer contact
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Designing Services
Service Characteristics
Pure services
Quasi-Manufacturing
Mixed services
Service Package
The physical goods
The sensual benefits
The psychological benefits
Differing designs
Substitute technology for
people
Get customer involved
High customer attention
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Product Design and Process
Selection Across the Organization
Strategic and financial of product design
and process selection mandates
operations work closely across the
organization
Marketing is impacted by product that is
produced
Finance is integral to the product design
and process selection issues due to
frequent large financial outlays
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Product Design and Process Selection
Across the Organization – con’t
Strategic and financial of product design and
process selection mandates operations work
closely across the organization
Information services has to be developed to
match the needs of the production process
Human resources provides important input to the
process selection decisions for staffing needs
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Chapter 3 Highlights
Product design is the process of deciding on the unique
characteristics and features of a company’s product
Process selection is the development of the process
necessary to produce the product being designed.
Steps in product include idea generation, product
screening, preliminary design and testing, and final design
Break-even analysis is a tool used to compute the amount
of goods that have to be sold just to cover costs.
Production processes can be divided into two broad
categories: intermittent and repetitive operation project to
batch to line to continuous
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Chapter 3 Highlights con’t
Product design and process selection decisions are
linked
Process flow charts is used for viewing the flow of
the processes involved in producing the
Different types of technologies can significantly
enhance product and process design. These include
automation, automated material handling devices,
CAD, NC, FMS, and CIM
Designing services have more complexities than
manufacturing, because service produce an
intangible product and typically have a high degree
of customer contact.
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