Professional Documents
Culture Documents
KR Ch8E
KR Ch8E
Chapter 8
L L M M D D D D
L A A A A
G G
G G
Process Strategy Process Analysis Process Performance and Quality Constraint Management Process Layout Lean Systems
Supply Chain Strategy Location Inventory Management Forecasting Sales and Operations Planning Resource Planning Scheduling
Layout Planning
Layout planning is planning that involves decisions about the physical arrangement of economic activity centers needed by a facilitys various processes.
Layout plans translate the broader decisions about the competitive priorities, process strategy, quality, and capacity of its processes into actual physical arrangements.
Economic activity center: Anything that consumes space -- a person or a group of people, a customer reception area, a teller window, a machine, a workstation, a department, an aisle, or a storage room.
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Strategic Issues
Impact and Implications
Layout choices can help communicate an organizations product plans and competitive priorities. Altering a layout can affect an organization and how well it meets its competitive priorities in the following ways:
1. 2. 3. 4. 5. 6. Increasing customer satisfaction and sales at a retail store. Facilitating the flow of materials and information. Increasing the efficient utilization of labor and equipment. Reducing hazards to workers. Improving employee morale. Improving communication.
Types of Layouts
Flexible-flow (process) layout: A layout that organizes resources (employees) and equipment by function rather than by service or product. Line-flow (product) layout: A layout in which workstations or departments are arranged in a linear path. Hybrid layout: An arrangement in which some portions of the facility have a flexible-flow and others have a line-flow layout. Fixed-position layout: An arrangement in which service or manufacturing site is fixed in place; employees along with their equipment, come to the site to do their work.
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Grinding
Forging
Lathes
Painting
Welding
Drills
Office
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Milling machines
Foundry
Station 1
Station 2
Station 3
Station 4
2. Type of Process
3. Product
4. 5. 6. 7.
Ch 7 - 9
Ch 7 - 10
Performance Criteria
Customer satisfaction Level of capital investment Requirements for materials handling Ease of stockpicking Work environment and atmosphere Ease of equipment maintenance Employee and internal customer attitudes Amount of flexibility needed Customer convenience and levels of sales
Materials in
Machine 5
M Grinding
Assembly A A A
L Cell 1
M Cell 2 M
G
A
Assembly area
A
Receiving
L Cell 3
Shipping
5 2 10
8 12
11
A
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Russell/Taylor Oper Mgt 3/e
Raw materials
Ch 7 - 34
10
12 11
Cell1
Cell 2
Cell 3 7
2 Raw materials
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Russell/Taylor Oper Mgt 3/e
1 A
3 C B
Ch 7 - 37
Warehouse Layouts
Out-and-back Pattern
The most basic warehouse layout is the out-and-back pattern. The numbers indicate storage areas for same or similar items.
Storage area
3
Dock
6
Aisle
Storage area
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Warehouse Layouts
Zone System
Zones Zones Control station Shipping doors
Tractor trailer
Feeder lines
Overflow
Office Layouts
Most formal procedures for designing office layouts try to maximize the proximity of workers whose jobs require frequent interaction. Privacy is another key factor in office design. Four common office layouts:
1. Traditional layouts
2. Office landscaping (cubicles/movable partitions) 3. Activity settings
Line Balancing
Example 8.3
Green Grass, Inc., a manufacturer of lawn & garden equipment, is designing an assembly line to produce a new fertilizer spreader, the Big Broadcaster. Using the following information, construct a precedence diagram for the Big Broadcaster.
Time Immediate Description (sec) Predecessor(s) Bolt leg frame to hopper 40 None Insert impeller shaft 30 A Attach axle 50 A Attach agitator 40 B Attach drive wheel 6 B Attach free wheel 25 C Mount lower post 15 C Attach controls 20 D, E Mount nameplate 18 F, G 244
Line Balancing
Green Grass, Inc.
D
B 30 H 20 E
40 6
A 40 C 50
F 25 I G 18
15
Cycle time, c is the maximum time allowed for work on a unit at each station: 1 c= r
Theoretical Minimum
Theoretical minimum (TM ) is a benchmark or goal for the smallest number of stations possible, where total time required to assemble each unit (the sum of all work-element standard times) is divided by the cycle time. It must be rounded up Idle time is the total unproductive time for all stations in the assembly of each unit. Efficiency (%) is the ratio of productive time to total time.
Calculations for
Example 8.4 continued
Theoretical minimum (TM ) - sum of all work-element standard times divided by the cycle time.
The goal is to cluster the work elements into 5 workstations so that the number of work-stations is minimized, and the cycle time of 60 seconds is not violated. Here we use the trial-and-error method to find a solution, although commercial software packages are also available.
D
B
H 20 E
40 6
S5
S1 A 40
c = 60 seconds/unit TM = 5 stations Efficiency = 81.3%
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30 S3 S2 C 50 F 25
S4
I G 15 18
Other Considerations
In addition to balancing a line, managers must also consider four other options: 1. Pacing: The movement of product from one station to the next as soon as the cycle time has elapsed. 2. Behavioral factors of workers. 3. Number of models produced: A mixed-model line produces several items belonging to the same family. 4. Cycle times depend on the desired output rate, and efficiency varies considerably with the cycle time selected. Thus exploring a range of cycle times makes sense.
2007 Pearson Education