Facility Design
Facility Design
Facility Design
Facility Layout: Determine the Relative Positions of each Unit (Department/Process Function/Machine Center) within the Facility (Plant/Shop). Facility Layout will determine the Work Flow Patterns (Job/Material/Worker) in the Facility.
Layout Design: has a significant impact on most Operational Performance Measures, especially on: --Materials Handling Costs --Production Cost --Production Leadtime --Inventory Level --Quality Control
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Facility Layout
Facility layout means planning:
for location of all machines, utilities, employee workstations, customer service areas, material storage areas, aisles, restrooms, lunchrooms, internal walls, offices and computer rooms for the flow pattern of materials and people around, into and within buildings
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A material-handling system is the entire network of transportation that: o Receives material o Stores material in inventories o Moves material between products into vehicles for delivery to customers Material-Handling Principles o Move directly (no zigzagging/backtracking) o Minimize human effort required o Move heavy/bulky items the shortest distance o Minimize number of times same item is moved o MH systems should be flexible o Mobile equipment should carry full load
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1. Process Layout: Similar Machines are Grouped together as Specific Work Centers (WC). (Functional/Departmental Layout) (e.g., Job Shop) 2. Product Layout: Machines are installed According to Operations Sequence through which designed Product is made. (Line Layout) (e.g., Assembly Line/Continuous Process) 3. Project Layout: Equipments are fixed at Specified Position. (Fixed Position Layout) (e.g., Project Shop: Aircraft Plant/Ship Building Yard) 4. Cellular Layout: Selected Machines are grouped to form several Manufacturing Cells, each produces a specific group of products. (GT Layout, GT- Group Technology) (e.g., Cellular Shop)
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Group parts into families that have identical processing steps Changeover from producing one part to another requires only
minor setup adjustments Product family volume justifies dedication of machines, which are arranged into flow lines called cells
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Process Layout and Product Layout are also two major facility layout designs in Service operations.
Product Layout:
Some Specific Considerations in Service Layout Design: Must provide entryways to customer. Must provide waiting space for customers.
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1. Collect Required Data: (Product Mix/Production Volume/....) 2. Determine the Number of Work Centers. 3. Determine Space Requirement for Each Work Center. 4. Examine Relationships among Work Centers based on: Material Handling Costs, Transportation Capability, Supportive Factors (Loading & Unloading/Closeness to Computer Center/......) Specific Requirement. 5. Develop Layout Alternative Plans.
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Shipping
Machine Shop
Layout by Process
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Foundry Dept..
Inspection
1. Small Size Problems (Theoretical): Optimizing Techniques. (Linear Programming/Integer Programming/Transportation Model/...) (N < 10)
2. Medium Size Problems (Practical): Computerized Software Packages of Various Solution Heuristics. (CRAFT/BDA/ALDEP/CORELAP/SLP/PLANPAK/..) (N = 10 - 50)
3. Large Size Problems (Most Practical): Computer Simulation. (Special Language: GPSS) (N > 50)
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a better layout would improve their productivity Management indirectly used layout as a spatial language to say: You are special/Out of supervisors watchful eyes/Satisfied social needs Proximity: a. The usual approach is to design office layouts around work flows and communication patterns b. The assumption is that proximity helps with understanding mutual interests, and even friendship Privacy: a. Crowding and noise can hurt performance and attitudes Options in office layout: Privacy is expensive; the capital investment in open-plan layouts is about 40% less; an open plan maximizes flexibility A trade-off between privacy and proximity is possible Traditional layouts Closed offices for some Open areas for others Office landscaping Everyone in the open: plants, screens, and portable partitions for semiprivate space Activity settings Home base: a personal nook; position no longer means place Multiple workplaces Telecommuting or electronic cottages
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Line Layout: All Work Stations (WS) are Located along Production Line in a Pre-Specified Sequence. A Series of Operations Performed in the Same Order. A Transportation Device Connecting all WSs to Form a Line. All Machines are dedicated to Perform certain operations tasks.
Design Questions: How Many Work Stations in the Line? How Operation Tasks are assigned to Each Work Station?
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Work Station: (1), (2), (3), (4), (5) Precedence Requirement: (A) (B) (C) (D) (E) (F) (G) (H) (I) (J)
Initial Assignment: Tasks: (A,B) WSs : (1) (C,D) (2) (E,F) (G,H) (3) (4) (I,J) (5)
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1. Shortest Time Interval a Finished Product out off Line = ? (Cycle Time Maximum of Individual Task Operation Time) 2. Stable Output Rate of this Line = ? 3. Idle (Slack) Time at Each WS = ? 4. Total Slack Time of the Line = ? 5. Is this Line Balanced ?
Objectives of Line Balancing: To Minimize Total Slack Time (Two Types of Problems)
1. Given the Number of WS - Minimize the Cycle Time (Maximize Output Rate) 2. Given the Cycle Time - Minimize the Number of WS (Maximize Utilization)
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1. Task: Smallest Work Element. 2. Task Processing Time: Time Required to Complete a Task. 3. Work Station (WS): A Location along the Line Where Tasks Are Processed. (Operator/Machine/Robotic/....) 4. Work Load of A WS: The Sum of the Processing Times of All Tasks Assigned to A Work Station. 5. Cycle Time: A Fixed Time Interval for Feeding Two Consecutive Units into the Line. 6. Production Rate: (Output Rate = Input Rate) At Which Work Materials (RM/Subassemblies/Parts) are Fed into the Line. (Production Rate = 1/Cycle Time)
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Constraints: 1. Precedence Requirements: Technical Processing Requirements (e.g., Task B only can be processed after Task A is completed.) (Represented by a Precedence Network/Diagram) 2. Zoning Limitations: Certain Tasks can not be processed at Same Work Station (e.g., Welding vs. Painting). 3. Other Constraints: (Engineering/Behavioral/Environmental).
General Assumptions: 1. A Task can not be Split Among Two or More Work Stations. 2. All Tasks must be processed to complete a Finished Product. 3. Processing Time for a Task will be same at All Work Stations.
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1. Collect All Required Information: (Tasks/Processing Times/Precedence Requirements/WS/.....) 2. Draw A Precedence Network/Diagram. 3. Determine: a) The Number of Work Stations - Under Given Cycle Time, or b) The Cycle Time - Under Given Number of Work Stations 4. Select Task-Assignment Methods: (Optimizing: LP/Heuristics/Computer Simulation/.....) 5. Assign Tasks to Work Stations. 6. Evaluate Assignment Solution: (Efficiency/Total Slack Time/Utilization Level/ Production Rate)
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Line Balancing Procedure 1. Determine the task involved in completing I unit 2. Determine the order in which tasks must be done 3. Draw a precedence diagram 4. Estimate task times 5. Calculate the cycle time 6. Calculate the minimum number of workstations 7. Use a heuristic to assign tasks to workstations Line Balancing Heuristics Heuristic methods, based on simple rules, have been developed to provide good (not optimal) solutions to line balancing problems Heuristic methods include: Shortest-Task-Time (SPT) method Longest-task-time (LPT) method .. and many others Rebalancing a Production Line Changes that can lead to production lines being out of balance or having insufficient/excess capacity are: Change in demand
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1. LPT (Next Longest Processing Time Task first): Select the Task that has the Largest Processing Time but still fit to the WS Available Time.
2. SPT (Next Shortest Processing Time Task first): Select the Task that has the Shortest Processing Time and still fit to the WS Available Time.
3. MSF (Most Successors Task first): Select the Task that has the Most Successors and still fit to the WS Available Time.
4. LSPT (Largest Successor's Processing Time Task First): Select the Task that has the Largest Successor's Processing Time and still fit to the WS Available Time.
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Guidelines: 1. Job Structure: More branches, high flexibility for assignment, and a large task available pool. 2. Task Processing Time distribution: Small Variation, Easy to Balance. Computer Expert Systems have been developed for Line balancing problems.
"Bottleneck" of the Line: Improving on the "bottleneck" work stations will improve the entire production line.
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1. Single-Model Line: Only one product is processed on the line. All items are Identical - No Job Sequencing Issue. Major Management Concern: Balancing the Line Only. (Advantages: Simple and Easy to Planning, Scheduling, and Controlling)
2. Mixed-Model Line: More than two products are processed on the same Line. Items are Different. Major Management Concern: Both Item Sequencing & Line Balancing are to be Considered together to Achieve Better Performance. (Advantages: High Utilization/Eliminate line Changeovers/...) Why Mixed: Capacity of Line > Demand of A Single Product
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In-process inventory
model
and fabrication
a) Group the tasks into work stations by selecting the shortest remaining time, from the available list at each selection, so long as that time will fit within the remaining available time at the work station. b) How well balanced is the line? How many work stations are used? c) Balance the line by selecting the longest task time that will fit within the available time for the work station. Is this assignment much different from a)? Why, or why not?
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2. The Montana Appliance Company is installing as assembly line to produce one of its small appliances, and you have been asked to balance the line. The tasks that are to be performed are listed below, along with the time required to perform each task and its immediate predecessor(s). The line is to produce 300 units in a full 8 hours of work. Task A B C D E F G H I J K L M N Time (seconds) 51 22 28 32 39 20 20 16 12 42 44 20 20 12 Predecessor(s) None A A A A B C D E F, G H, I J K I, M
a) Assign tasks to work stations by selecting the longest task that can be assigned at each opportunity. b) Assign tasks to work stations by selecting the shortest task that can be assigned at each opportunity. c) Assign task to work stations by incremental utilization heuristic d) Compare the performance of the above three heuristics.
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Line-Balancing Solution Sheet Problem: #1 (Supplement) a) Assign Tasks by <SPT> Heuristics Work Station Task Available Task Assigned Given: Cycle-Time = 54 Task Time Time Remaining
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Efficiency = (Total Time Total Slack Time)/Total Time = Problem: #1 (Supplement) a) Assign Tasks by <LPT> Heuristics Work Station Task Available Task Assigned Given: Cycle-Time = 54 Task Time Time Remaining
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Efficiency = (Total Time Total Slack Time)/Total Time = Problem: #2 (Supplement) a) Assign Tasks by <LPT> Heuristics Work Station Task Available Task Assigned Given: Cycle-Time = 96 Task Time Time Remaining
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Efficiency = (Total Time Total Slack Time)/Total Time = Problem: #2 (Supplement) a) Assign Tasks by <SPT> Heuristics Work Station Task Available Task Assigned Given: Cycle-Time = 96 Task Time Time Remaining
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Efficiency = (Total Time Total Slack Time)/Total Time = Example: Line-Balance in Service Operations
State Automobile License Renewals Operations
Jessica, the manager of an Atlanta branch office of the state Department of Motor Vehicles, attempted to perform an analysis of the driver's license renewal operations. Several procedural steps were to be performed in the process. After examining the license renewal process, she identified the six steps and associated times required to perform each step, as shown in the following table: State Automobile License Renewals Process Times STEP AVERAGE TIME (in seconds) ----------------------------------------------------------------------------------------------------------------1. Review renewal application for correctness 15 2. Process and record payment 30 3. Check file for violations and restrictions 60 4. Conduct eye test 40 5. Photograph applicant 20 6. Issue temporary license 30 ----------------------------------------------------------------------------------------------------------------Jessica found that each step was assigned to a different person. Each application was through a same process in the sequence shown above. Jessica determined that her office should be prepared to accommodate the maximum demand of processing 120 renewal applicants per hour. She observed that the work was unevenly divided among the clerks, and the clerk who was responsible for checking violations tended to shortcut her task to keep up with the other clerks. Long lines built up during the maximum demand periods. She also found that first 4 steps were handled by general clerks who were each paid $6.00 per hour, while Step-5 was performed by a photographer paid $8 per hour. Step 6, the issuing of a temporary license, was required by state policy to be handled by a uniformed motor
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vehicle officer. Officers were paid $9.00 per hour, but they could be assigned to any other job except photography. A review of the jobs indicated that Step-1, reviewing the application for correctness, must be performed before any other step could be taken. Similarly, Step-6, issuing the temporary license, could not be performed until all the other steps were completed. The branch offices were charged $5 per hour for each camera to perform photography. Jessica was under severe pressure to increase productivity and reduce costs, but she was also told by the regional director of the Department of' Motor Vehicles that she had better accommodate the demand for renewals. Otherwise, "heads would roll." DISCUSSION QUESTIONS: 1. What is the maximum number of applications per hour that can be handled by the present configuration of the process? 2. How many applications can be processed per hour if a second clerk is added to check for violations? (Make the assumptions you need for your answer.) 3. Assuming the addition of one more clerk, what is the maximum number of applications the process can handle? 4. How would you suggest modifying the process in order to accommodate 120 applications per hour?
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