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1. Analysis:
Accept Situation: Here, the designers decide on committing to the project and finding a solution to the
problem. They pool their resources into figuring out how to solve the task most efficiently
Analyze: In this stage, everyone in the team begins research. They gather general and specific materials
which will help to figure out how their problem might be solved. This can range from statistics,
questionnaires, and articles, among many other sources.
2. Concept:
Define: This is where the key issue of the matter is defined. The conditions of the problem become
objectives, and restraints on the situation become the parameters within which the new design must be
constructed.
3. Synthesis:
Ideate: The designers here brainstorm different ideas, solutions for their design problem. The ideal
brainstorming session does not involve any bias or judgment, but instead builds on original ideas.
Select: By now, the designers have narrowed down their ideas to a select few, which can be guaranteed
successes and from there they can outline their plan to make the product.
Implement: This is where the prototypes are built, the plan outlined in the previous step is realized and
the product starts to become an actual object.
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Evaluate: In the last stage, the product is tested, and from there, improvements are made. Although this
is the last stage, it does not mean that the process is over. The finished prototype may not work as well as
hoped so new ideas need to be brainstormed.
PROCESS SELECTION:
Process Selection: Process selection refers to deciding on the way production of goods or services will be
organized.
Process selection occurs as a matter of course when new production or services are being planned. However, it
also occurs periodically due to technological changes in products or services in products or equipment, as well
as competitive pressures.
Three primary questions bear on process selection:
1. How much variety in products or services will the system need to handle?
2. What degree of equipment flexibility will be needed?
3. What is the expected volume of output?
Process Selection decisions determine the type of productive process to be used and the appropriate span of that
process. For example, the managers of a fast-food restaurant may be required to decide whether to produce food
strictly to customer order or to inventory. The managers must also decide whether to organize the process flow
as a high-volume line flow or a low-volume batch production process.
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Process selection is sometimes viewed as a layout problem or as a series of relatively low-level decisions. But,
on the contrary, process selection is strategic in nature and is of utmost importance. Process decisions affect
costs, quality, delivery, and flexibility of operations.
3. Labor
4. Management Skills
5. Raw Materials
6. Technology
7. A good process selection requires a careful analysis of each of the above factors through several
types of studies. A market research study should be done to assess potential demand and other
market conditions. Future sales should be projected in terms of a range of possible estimates like,
pessimistic, most likely and optimistic.
8.
9. PROCESS TYPES: There are five basic process types:
1. Job Shop
4. Continuous
2. Batch
5. Project
3. Repetitive
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1.
Job Shop:
Skilled workers
2.
2. Batch:
4.
5.
3. Repetitive:
4. Continuous: