Abhi

Process Layout
Chapter 8
L L M M D D
D D
L L M M
L L M M
G G
L L G G
A A
A A G G
© 2007 Pearson Education

How Process Layout
fits the Operations Management
Philosophy
Operations As a
Competitive
Weapon
Operations Strategy Process Strategy
Project Management Process Analysis
Process Performance and
Quality
Constraint Management Supply Chain Strategy
Process Layout Location
Lean Systems 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 facility’s 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.

Layout Planning
Questions
Before a manager can make decisions

regarding physical arrangement, four
questions must be addressed.
What centers should the layout include?
How much space and capacity does each
center need?
How should each center’s space be
configured?
Where should each center be located?

Location Dimensions
The location of a center has two dimensions:

Relative location: The placement of a center
relative to other centers.
Absolute location: The particular space that
the center occupies within the facility.

Absolute Locations vs.
Relative Locations
Original layout Frozen
foods Meat
Dry s
groceries
Bread Vegetables
Revised layout
Meat Four of the absolute

Frozen locations have changed but not t
foods
s Dry
groceries
Vegetables Bread

Strategic Issues
Layout choices can help communicate an organization’s

product plans and competitive priorities.
Altering a layout can affect an organization and how well
it meets its competitive priorities in the following ways:
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.

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

Types of Layouts
Flexible-flow layout: A layout that organizes

resources (employees) and equipment by function
rather than by service or product.
Line-flow 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.

A Flexible Flow Layout
A job shop has a flexible-flow layout.
Grinding Forging Lathes
Painting Weldin Drills

g
Milling
Office machines Foundry

Designing
Flexible-Flow Layouts
Step 1: Gather information

Space requirements by center
Available space
Closeness factors: which centers need to be located close to one
another.
Closeness matrix: A table that gives a measure of
the relative importance of each pair of centers being
located close together.
Step 2: Develop a Block plan: A plan that allocates
space and indicates placement of each department.
Step 3: Design a detailed layout.

Gather Information
Example 8.1 Office of Budget Management
Space Requirements Current Block Plan
Department Area Needed (ft2)

3 6 4
1. Administration 3,500
2. Social services 2,600 100'
3. Institutions 2,400
4. Accounting 1,600 1 2 5
5. Education 1,500
6. Internal audit 3,400
Total 15,000 150'

3 6 4
Closeness Matrix
100'
1 2 5
150'
Example 8.1 Office of Budget Management

Trips between Departments
Department 1 2 3 4 5 6
1. Administration — 3 6 5 6 10
2. Social services — 8 1 1
3. Institutions — 3 9
4. Accounting — 2
5. Education — 1
6. Internal audit —
Departments 1 and 6 have the most interaction.

Departments 3 and 5 have the next highest.
Departments 2 and 3 have next priority.
3 6 4
Proposed Block Plan

100'
1 2 5
150'
First put departments 1 and 6 close together

Next put departments 3 and 5 close together
Then put departments 2 and 3 close together
6 2 3
100'
1 4 5

150'
Applying the
Weighted- Distance Method
Weighted-distance method: A mathematical model

used to evaluate flexible-flow layouts based on
proximity factors.
Euclidean distance is the straight-line distance, or

shortest possible path, between two points.
Rectilinear distance: The distance between two

points with a series of 90 degree turns, as along city
blocks.

Distance Measures
Euclidian Distance
dAB = (xA – xB)2 + (yA – yB)2
Rectilinear Distance
dAB = |xA – xB| + |yA – yB|

Calculating the WD Score
Example 8.2 Load Distance Analysis
Current Plan Proposed Plan
Dept Closeness Distance Distance
Pair Factor, w d wd Score d wd Score
1,2 3 1 3 2 6
1,3 6 1 6 3 18
1,4 5 3 15 1 5
1,5 6 2 12 2 12
1,6 10 2 20 1 10
2,3 8 2 16 1 8
2,4 1 2 2 1 1
2,5 1 1 1 2 2
3,4 3 2 6 2 6
3,5 9 3 27 1 9
4,5 2 1 2 1 2
5,6 1 2 2 3 3
ld = 112 ld = 82
Line Flow Layout
A production line has a line-flow layout.
Station 1 Station 2 Station 3 Station 4

Designing
Line-Flow Layouts
Line balancing is the assignment of work to stations

in a line so as to achieve the desired output rate with
the smallest number of workstations.
Work elements are the smallest units of work that can be
performed independently.
Immediate predecessors are work elements that must be done
before the next element can begin.
Precedence diagram allows one to visualize immediate
predecessors better; work elements are denoted by circles, with
the time required to perform the work shown below each circle.

Line Balancing
Example 8.3
ning an assembly line to produce a new fertilizer spreader, the Big Broadcaster. Us

Work Time Immediate
Element
A
Description (sec) Predecessor(s)
Bolt leg frame to hopper 40 None
Line Balancing
B
C
Insert impeller shaft
Attach axle
30
50
A
A Green Grass, Inc.
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E D
I Mount nameplate 18 F, G H
Total 244
B 40
20
30 E
A 6
F
40 C 25
50 I
18
G
© 2007 Pearson Education 15
Desired Output and
Cycle Time
Desired output rate, r must be matched to the

staffing or production plan.
ycle time, c is the maximum time allowed for work on a unit at each s
c= 1
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
ime is the total unproductive time for all stations in the assembly of e
ency (%) is the ratio of productive time to total time.
nce Delay is the amount by which efficiency falls short of 100%.

Output Rate and Cycle Time
Example 8.4
Green Grass, Inc.

Desired output rate, r = 2400/week
Plant operates 40 hours/week
r = 2400/40 = 60 units/hour
Cycle time, c = 1/60

1
= 1 minute/unit
r
= 60 seconds/unit

Calculations for
Example 8.4 continued
Theoretical minimum (TM ) - sum of all work-element

standard times divided by the cycle time.
TM = 244 seconds/60 seconds = 4.067

It must be rounded up to 5 stations
Cycle time: c = 1/60 = 1 minute/unit = 60 seconds/unit

Efficiency (%) - ratio of productive time to total time.
Efficiency = [244/5(60)]100 = 81.3%
Balance Delay - amount by which efficiency falls short of 100%.
(100 − 81.3) = 18.7%

Line Balancing Big Broadcaster
c = 60 seconds/unit
TM = 5 stations D
Efficiency = 81.3% H
B 40
20
S1 30 E
S3 6
A S2 Cumm Idle
F Station Candidate Choice Time Time
40 C 25 S1 A A 40 20
S2 B,C
50 IC 50 10
S3 B,F,G B 30 30
E,F,G 18
F 55 5
G
15
Green Grass, Inc.
the cycle time of 60 seconds is not violated. Here we use the trial-and-error method to find
Line Balancing Solution
D
H
B 40
20
S1 30 E
S3
A S4 6
S2
F S5
40 C 25
50 I
c = 60 seconds/unit
TM = 5 stations 18
Efficiency = 81.3%
G
© 2007 Pearson Education 15
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.
Creating Hybrid Layouts
Layout flexibility is the property of a facility to remain

desirable after significant changes occur or to be easily
and inexpensively adopted in response to changes.
A One-worker, multiple-machines (OWMM) cell is a
one-person cell in which a worker operates several
different machines simultaneously to achieve a line flow.
A Cell is two or more dissimilar workstations located
close together through which a limited number of parts
or models are processed with line flows.

Group Technology (GT)
Group Technology (GT) is an option for

achieving line-flow layouts with low-volume
processes; this technique creates cells not
limited to just one worker and has a unique
way of selecting work to be done by the cell.
The GT method groups parts or products with

similar characteristics into families and sets
aside groups of machines for their production.

Before Group Technology
Jumbled flows in a job shop without GT cells
Lathing Milling Drillin

g
L L M M D D
D D
L L M M
Grinding
L L M M
G G
L L Assembly
G G
A A
Receiving and shipping A A G G

Applied Group Technology
Line flows in a job shop with three GT cells
L L M D G Assembly area
Cell 1 Cell 2 A A
Receiving L M G G
Cell 3
L M D
Shipping

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 5 5 6 4 2 7
Dock Aisle
1 5 5 4 4 2 7
Storage area
Warehouse Layouts
Zone System
Zones Zones Control station

Shipping doors
Click to add title
Tractor trailer
Tractor trailer
Feeder lines 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:
Traditional layouts
Office landscaping (cubicles/movable partitions)
Activity settings
Electronic cottages (Telecommuting)

Lean Systems
Chapter 9

How Lean Systems
fits the Operations Management
Philosophy
Operations As a
Competitive
Weapon
Operations Strategy Process Strategy
Project Management Process Analysis
Process Performance and
Quality
Constraint Management Supply Chain Strategy
Process Layout Location
Lean Systems Inventory
Management
Forecasting
Sales and Operations
Planning
Resource Planning
Scheduling

Toyota Production System
(TPS)
Toyota Production System (TPS) is one of the most admired lean

manufacturing systems in existence.
They have a process of continuous improvement.
Work is completely specified as to content, sequence, timing, and
outcome.
Services and goods do not flow to the next available person or
machine, but to a specific person or machine.
Employees are stimulated to experiment to find better ways to do
their jobs.
Improvements to the system must be made in accordance with
the scientific method, under the guidance of a teacher, at the
lowest possible organizational level.

Lean Systems
Lean systems are operations systems that maximize

the value added by each of a company’s activities by
paring unnecessary resources and delays from them.
Just-in-time (JIT) philosophy The belief that waste
can be eliminated by cutting unnecessary capacity or
inventory and removing non-value-added activities in
operations.
JIT system: A system that organizes the resources,
information flows, and decision rules that enable a
firm to realize the benefits of JIT principles.

Characteristics
of Lean Systems
Pull method of work flow

Quality at the source
Small lot sizes
Uniform workstation loads
Standardized components & work methods
Close supplier ties
Flexible workforce
Line flows
Automation
Five S
Preventive maintenance
Push and Pull
Systems of Work Flow
Push method: A method in which production

of the item begins in advance of customer
needs.
Example: A buffet where food is prepared in advance.
Pull Method: A method in which customer
demand activates production of the service or
item.
Example: A restaurant where food is only prepared
when orders are placed.
Lean systems use the pull method of work
flow.

Characteristics
of Lean Systems
Pull method of materials flow

Small lot sizes
Close supplier ties
Flexible workforce
Line flows
Automation
Five S
Quality at the Source
Quality at the source is an organization-wide effort to

improve the quality of a firm’s products by having
employees act as their own quality inspectors, and
never pass defective units to next stage.
One approach for implementing quality at the source is
to use poka-yoke, mistake-proofing methods aimed at
designing fail safe systems that minimize human error.
Another approach for implementing quality at the
source is a practice the Japanese call jidoka, and
andon, which gives machines and machine operators
the ability to detect when an abnormal condition has
occurred.

Characteristics
of Lean Systems

Small lot sizes
Close supplier ties
Flexible workforce
Line flows
Automation
Five S
Small Lot Sizes
Lot: A quantity of items that are

processed together.
Setup: The group of activities needed to
change or readjust a process between
successive lots of items.
Single-digit setup: The goal of having a
setup time of less than 10 minutes.

Characteristics
of Lean Systems

Small lot sizes
Close supplier ties
Flexible workforce
Line flows
Automation
Five S
Uniform
Workstation Loads
A lean system works best if the daily load on

individual workstations is relatively uniform.
Service processes can achieve uniform workstation
loads by using reservation systems (e.g., scheduled
surgeries) and differential pricing to manage the
demand.
For manufacturing processes, uniform loads can be
achieved by assembling the same type and number
of units each day, thus creating a uniform daily
demand at all workstations.
Mixed-model assembly produces a mix of models in
smaller lots.

Characteristics
of Lean Systems
Small lot sizes
Close supplier ties
Flexible workforce
Line flows
Automation
Five S
Line Flows
and Automation
Line Flows: Managers of hybrid-office and back-office

service processes can organize their employees and
equipment to provide uniform work flows through the
process and, thereby, eliminate wasted employee
time.
Another tactic used to reduce or eliminate setups is
the one-worker, multiple-machines (OWMM)
approach, which essentially is a one-person line.
Automation plays a big role in lean systems and is a
key to low-cost operations.

Characteristics
of Lean Systems

Small lot sizes
Close supplier ties
Flexible workforce
Line flows
Automation
Five S
Five S (5S)
Five S (5S) A methodology consisting of five workplace

practices conducive to visual controls and lean production.
erwork), and discard the unneeded.
place. Organize the work area so that it is easy to find what is needed.
Formalize the cleanliness that results from regularly doing the first three S practices so that
stands, obeys, and practices the rules when in the plant. Implement mechanisms to sustain

Continuous Improvement with Lean Sy

The Single-Card Kanban System
Kanban means “card” or “visible record” in Japanese &
refers to cards used to control the flow of production through
a factory.
General Operating Rules:
Each container must have a card.
The assembly line always withdraws materials from fabrication (pull
system).
Containers of parts must never be removed from a storage area without
a kanban being posted on the receiving post.
The containers should always contain the same number of good parts.
The use of nonstandard containers or irregularly filled containers
disrupts the production flow of the assembly line.
Only nondefective parts should be passed along.
Total production should not exceed the total amount authorized on the
kanbans in the system.
©
© 2007
2007 Pearson
Pearson Education
Education
Determining the
Number of Containers
roduces rocker-arm assemblies for use in the steering and suspensio
ing and 0.08 day in materials handling and waiting during its manufac
believes that demand for the rocker-arm assembly is uncertain enoug

Calculations for
Example 9.1
Westerville Auto Parts

a. If each container contains 22 parts, how many containers should be author
d = 2000 units/day p = 0.02 day α=

0.10
w = 0.08dday
(w+p c )(
= 22
1 +units
k= α)
c
2000( 0.08 + 0.02 )( 1 + 0.10 )
k=
22
k = 10 containers
Calculations for
Example 9.1
Westerville Auto Parts

ant layout would cut materials handling and waiting time per container to 0.06 day.
d = 2000 units/day p = 0.02 day α=

0.10
w = 0.06dday
(w+p c )(
= 22
1 +units
osed change from 0.08k =
α)
c )( 1 + 0.10 )
2000( 0.06 + 0.02
k=
22
k = 8 containers
Value Stream Mapping
Product family
Value stream mapping (VSM) is a
qualitative lean tool for eliminating
waste (or muda) that involves a
Current state drawing current state drawing, a future state
drawing, and an implementation plan.
Future state drawing

apping (VSM) spans the entire value chain, from the firm’s receipt of raw materia
Work plan & implementation

Selected Set of
Value Stream Mapping Icons

A Representative Current State Map for a Family of Retainers at a
Bearings Manufacturing Company

Organizational
Considerations
The human costs: Lean system implementation

requires a high degree of regimentation, and
sometimes it can stress the workforce.
Cooperation & Trust: Workers and first-line
supervisors must take on responsibilities formerly
assigned to middle managers and support staff.
Reward systems and labor classifications must often
be revamped when a lean system is implemented.
Existing layouts may need to be changed.

Process Considerations
Inventory & Scheduling
Schedule Stability: Daily production schedules in

high-volume, make-to-stock environments must be
stable for extended periods.
Setups: If the inventory advantages of a lean system

are to be realized, small lot sizes must be used.
Purchasing and Logistics: If frequent, small

shipments of purchased items cannot be arranged
with suppliers, large inventory savings for these items
cannot be realized.

Abhi

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Abhi

Загружено:

Авторское право:

Доступные форматы

Process Layout

© 2007 Pearson Education

© 2007 Pearson Education

Layout planning is planning that involves decisions

© 2007 Pearson Education

Before a manager can make decisions

© 2007 Pearson Education

The location of a center has two dimensions:

© 2007 Pearson Education

Meat Four of the absolute

© 2007 Pearson Education

Layout choices can help communicate an organization’s

© 2007 Pearson Education

© 2007 Pearson Education

Flexible-flow layout: A layout that organizes

© 2007 Pearson Education

A job shop has a flexible-flow layout.

Grinding Forging Lathes

Painting Weldin Drills

© 2007 Pearson Education

Step 1: Gather information

© 2007 Pearson Education

Example 8.1 Office of Budget Management

Space Requirements Current Block Plan

Department Area Needed (ft2)

© 2007 Pearson Education

Example 8.1 Office of Budget Management

Departments 1 and 6 have the most interaction.

Proposed Block Plan

First put departments 1 and 6 close together

© 2007 Pearson Education

Weighted-distance method: A mathematical model

Euclidean distance is the straight-line distance, or

Rectilinear distance: The distance between two

© 2007 Pearson Education

dAB = (xA – xB)2 + (yA – yB)2

dAB = |xA – xB| + |yA – yB|

© 2007 Pearson Education

A production line has a line-flow layout.

Station 1 Station 2 Station 3 Station 4

© 2007 Pearson Education

Line balancing is the assignment of work to stations

© 2007 Pearson Education

© 2007 Pearson Education

Desired output rate, r must be matched to the

© 2007 Pearson Education

Theoretical minimum (TM ) is a benchmark or goal

© 2007 Pearson Education

Green Grass, Inc.

Cycle time, c = 1/60

© 2007 Pearson Education

Theoretical minimum (TM ) - sum of all work-element

TM = 244 seconds/60 seconds = 4.067

Cycle time: c = 1/60 = 1 minute/unit = 60 seconds/unit

© 2007 Pearson Education

Line Balancing Solution

In addition to balancing a line, managers must also

1. Pacing: The movement of product from one

Layout flexibility is the property of a facility to remain

© 2007 Pearson Education

Group Technology (GT) is an option for

The GT method groups parts or products with