Widodo W. Purwanto

Departemen Teknik Kimia

SELECTION, MANUFACTURING,AND

SUPPLY CHAIN

The Industrial Design Process(Matt Kressy)

Product Development Process(Ulrich)

Needs We must decide what needs our product will fill.

Ideas We must generate ideas which could satisfy these needs.

Selection Which idea are the most promising ? Manufacture How can we make the product in

commercial quantities ?

The product design procedure(Cussler and Moggride)

Systematic procedure development of consumer product (Wibowo)

Market Trend

Product form and packaging

Ingredients and structural attributes

Quality factor and performance indices

Process alternatives & operating condition

Manufacturing process

Product conceptualization

Identification of quality factors

Selection of ingredient and microstructure

Generation of process alternatives

Process and product evaluation

Product Design Process(Harvard)

Need, Specification Generate, Order, and Screen Ideas Manufacturing

Product Specification

Product Specification

Idea/Concept Generation

Scoring the ideas

Need to supply weighting factors, not all criteria are created equal (obviously subjective!)

Σwi = 1 Score ideas from 1 – 5 in each criteria Score(j) = Σwisij

An example from your text, home oxygen supply:

Three options; gas cylinders (the current solution), hollow fiber membranes, & pressure swing absorption

The conclusion: No single idea stands out!

Improving the Screening Process

Choice of the benchmark is crucial, might try using different benchmarks (current leading product, current “best” product, expected product from competition)

Have different groups score the ideas Sensitivity analysis of the weighting factors

So, what are the important benchmarking criteria?We must compare our new ideas with the standard product?

A basic strategy….grade ideas using: Scientific maturity Engineering ease Minimum risk Low cost Safety Low environmental impact Specific product factors (“quiet”, “soft”, etc.)

The Next Stage-Gate

Again, must convince management to move forward on the “select few” ideas for further development

The Next Stage-Gate

Cost begins to rise quite quickly after this point Engineering begins to play a more dominant role

Concept Selection

Product Manufacturing

•Patent•Final Specifications•Prototyping•Manufacture

Final specifications

Final specifications

Products structure (composition, geometry, reactions, thermodynamics)

Product attributes (structural, equilibrium, rate process)

Manufacturing

Molecules, synthesis, unit operations, scale-up, etc.

Generic equipments Batch process

Specialty Chemical Manufacture

Planning & ControlModern manufacturing industry consists of fabrication and

assemblyA plant has to

purchase raw material or parts convert them into specific components assemble the components into the several products

Different products could contain several common components

Fabrication

Assembly

Sto

rag

ePlant

Raw Material or Parts

FinishedProducts

Sto

rag

e

Sto

rag

eA Typical Manufacturing

Plant

Planning & Control The information-subsystems that play a vital role in the

smooth running of the company are Demand forecasting Operations planning Inventory planning and control Operations scheduling Dispatching

Demand Forecasting history and the current trends sales data reflects its effectiveness

Operations Planning development engineers look for a better manufacturing

sequence the input comes from standard operation times, setup

times machines and other facilities are grouped for a proper

assembly-line operation

Planning & Control

Inventory Planning & Control includes parts, raw materials, assemblies, supplies etc. depicts the order quantities; reorder points, safety stocks of

raw materials, and manufacturing batch sizes Operations Scheduling

a detailed operation sequence for individual activities start and stop times for all operations schedule conflicts on production facilities are resolved here

Dispatching responsible for initializing production releases work orders to production operations at the

appropriate time

Operations Scheduling It is the heart of entire planning and control systems Compromises must be made between economic batch

sizes, due dates, resource constraints, manpower leveling, and facility utilization

Program evaluation review technique PERT charts are used for scheduling activities. It is a powerful tool

PERT chart tell a manager list of operations necessary to finish a project time needed for each operation critical activities – activities that consume the largest part

of project-completion-time Critical path – a sequence of critical activities Using PERT chart is also named as critical path method

(CPM)

Operations Scheduling

Critical Path Method (CPM)

Activities in a Manufacturing System

Activity Description Required

PredecessorDuratio

n

A Product design None 6

B Market research None 2

C Production analysis A 3

D Product model A 5

E Sales brochure A 3

F Cost analysis C 4

G Product testing D 5

H Sales training B, E 3

I Pricing H 2

J Project report F, G, I 1

1

3

25

4

6

7 8

A, 6

B, 2

C, 3

D, 5

H, 3

F, 4

G, 5

I, 2

J, 1E, 3

36

1

2 5

4 7 8

Network Diagram for CPM

A→D→G 6+5+5 = 16 Critical

A→C→F 6+3+4 = 13

A→E→H→I 6+3+3+2 = 14

B*→H→I 3*+3+2 = 8Critical Path Analysis

Supply Chain

Thank You