Topic 8

Facility Design and Line Balancing

Facility Layout 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

Topic 8 - 2

Major Objectives of Facility Layout Design

1. Simplify Work Flow Pattern within the Facility.

2. Reduce Material-Handling Costs.

3. Increase Utilization of Resources (Machine/Labor/Space/..)

4. Provide Flexibility that Required.

Topic 8 - 3

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

Characteristics of the Facility Layout Decision

Location of these various area impacts the flow through
the system
The layout can affect productivity and costs generated
by the system
Layout alternatives are limited by
o The amount and type of space required for various
areas
o The amount and type of space available]
o The operations strategy
Layout decisions tend to be:
o Infrequent
o Expensive to implement
o Studied and evaluated extensively
o Long-term commitments

Topic 8 - 4

Material Handling in Layout Design

o
o

The central focus of most manufacturing layouts is to

minimize the cost of processing, transporting, and storing
materials throughout the production system.
Materials used in manufacturing include:
o Raw material
o Purchased components
o Work-in-process
o Finished goods
o Packaging material
o Maintenance, repair, and operating supplies

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

Topic 8 - 5

Material-Handling Equipment
o Automatic transfer devices/Containers/pallets/hand carts
o Conveyers/Cranes/Elevators/Pipelines/Turntables/AGVS

Types of Facility Layout

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)

Topic 8 - 6

Group Technology/Cellular Manufacturing

o Group Technology
o Each part produced receives a multi-digit code that
describes the physical characteristics of the part.
o Parts with similar characteristics are grouped into part
families
o Parts in a part family are typically made on the same
machines with similar tools
o Cellular Manufacturing
o Some part families (those requiring significant batch
sizes) can be assigned to manufacturing cells.
o The organization of the shop floor into cells is referred to
as cellular manufacturing
o Flow of parts within cells tend to be more like productfocused systems.
o Advantages (relative to a job shop)
o Process changeovers simplified
o Variability of tasks reduced (less training needed)
o More direct routes through the system
o Production planning and control simpler
Topic 8 - 7

o Automation simpler

Process Layout vs. Product Layout

Process Layout

Product Layout

Product Mix:

Large & Dynamic

Small & Stable

Product Volume:

Low to Medium

High

Machine Type

Special/Dedicated

Flexibility

General/NonDedicated
High

Work Flow Pattern

Batch Flow/Random

Continuous/Linear

Automation:

Low

High

Initial Cost

Low

High

Variable Cost

High

Low

Plan & Control

Flow Rate Based

Leadtime

Order
Based/Complex
Very Long

WIP Level:

High

Very Low

MGT Concerns:

Scheduling,
Leadtime, Costs

Efficiency, Line
Balancing

Topic 8 - 8

Low

Short

Layout Design in Service

Process Layout and Product Layout are also two major

facility layout designs in Service operations.

Some Examples:
Process Layout:

Product Layout:

Some Specific Considerations in Service Layout Design:

Must provide entryways to customer.

Topic 8 - 9

 Must provide waiting space for customers.

Need separation of rooms for customer privacy.

Process Layout Design Procedure

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.

Topic 8 - 10

5. Develop Layout Alternative Plans.

6. Evaluate Alternative Plans and Make Final Selection.

Inspection
Painting
Dept.

Final
Assembly
Area

Finished Goods
Storage

Foundry
Dept..

Plating
Dept.

Machine Shop

Shipping

Layout by Process

Topic 8 - 11

Raw
Material
Storage

Receiving

Process Layout Design Methods

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.

Topic 8 - 12

(Special Language: GPSS)

(N > 50)

Product Layout Design

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?

Topic 8 - 13

 How Operation Tasks are assigned to Each Work Station?

There is No "Relative Position" Issue in Line Layout Design.

Why Line Need Be Balanced?

Example: (Assign 10 Operation Tasks to 5 Work Stations)

Tasks:
Op.Time:

A B
2

14

16

13

Work Station: (1), (2), (3), (4), (5)

Precedence Requirement:
(A) (B) (C) (D) (E) (F) (G) (H) (I) (J)

Initial Assignment:
Tasks: (A,B)

(C,D)

(E,F)

(G,H)

Topic 8 - 14

(I,J)

WSs : (1)

(2)

(3)

(4)

(5)

Question: How About the Performance of This Production Line?

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)

Topic 8 - 15

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)

Elements of Line Balancing Problem

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.

Topic 8 - 16

6. Production Rate: (Output Rate = Input Rate) At Which Work

Materials (RM/Subassemblies/Parts) are Fed into the Line.
(Production Rate = 1/Cycle Time)

Line Balancing: Constraints & Assumptions

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).

Topic 8 - 17

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.

How to Balance a Production Line

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:

Topic 8 - 18

(Efficiency/Total Slack Time/Utilization Level/ Production

Rate)

Planning Product (Line) Layouts

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:
Incremental utilization (IU) method
Longest-task-time (LPT) method
Topic 8 - 19

 .. 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
Machine modifications
Variations in employee learning and training

Task Assignment Heuristics

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.
Topic 8 - 20

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.

How to Select Line Balancing Heuristics

For a specific problem - How to select?

Random?
Try all heuristics?

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.

Topic 8 - 21

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.

LINE BALANCING PROBLEM

(Single-Model vs. Mixed-Model)

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.

Topic 8 - 22

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

Production Lines: Western versus Japanese

Western
Top Priorities; line balance
Strategy: stability- long
production runs so that the need
to rebalance seldom occurs
Assume fixed labor assignments

Japanese
Top priority: flexibility
Strategy: flexibility- expect to
rebalance often to match output
to changing demand
Flexible labor: move to the
problems or to where the current
workload is
Use inventory buffers to cushion Employ maximal preventive
effects of equipment failure
maintenance to keep equipment
from breaking down
Need sophisticated analysis (e.g., Need human ingenuity to provide
using computers) to evaluate and flexibility and ways around
cull the many options
bottlenecks
Planned by staff
Supervisor may lead design
effort and will adjust plan as
needed
Plan to run at fixed rate; send
Slow for quality problems, speed
quality problems off line
up when quality is rights
Topic 8 - 23

Linear of L-shaped lines

Conveyorized material
movement is desirable
Buy supermachines and keep
them busy
Applied on labor-intensive final
assembly
Run mixed models where labor
content is similar from model to
model

U-shaped or parallel lines

Put stations close together and
avoid conveyors
Make (or buy) small machines,
add more copies as needed
Applied even to capital-intensive
subassembly and fabrication
work
Strive for mixed-model
production, even in subassembly
and fabrication

Line Balancing Problems

1. The Baud Electronics Company produces electronic calculators
and is planning to begin production of a new model. An assembly
line is to be developed that will produce 500 units per 7.5 hour
workday. The tasks, task times, and precedence requirements are
given below.
Task
A
B
C
D
E
F
G
H
I
J

Time (seconds)
32
35
15
22
35
38
12
16
31
20

Topic 8 - 24

Predecessor
None
A
A
A
B
B
D
G
G
I

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?

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

Time (seconds)
51
22
28
32
39
20
20
16
12
42
44
20
20
Topic 8 - 25

Predecessor(s)
None
A
A
A
A
B
C
D
E
F, G
H, I
J
K

12

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.

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

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Topic 8 - 26

_____________________________________________________________________________

______________________________________________________________________________

Number of Work Stations =

Total Slack Time

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

______________________________________________________________________________

______________________________________________________________________________

Topic 8 - 27

______________________________________________________________________________

______________________________________________________________________________

Number of Work Stations =

Total Slack Time

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

______________________________________________________________________________

______________________________________________________________________________

Topic 8 - 28

______________________________________________________________________________

______________________________________________________________________________

Number of Work Stations =

Total Slack Time

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

______________________________________________________________________________

Topic 8 - 29

______________________________________________________________________________

______________________________________________________________________________

Number of Work Stations =

Total Slack Time

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
vehicle officer. Officers were paid $9.00 per hour, but they could be assigned to any other job except
photography.

Topic 8 - 30

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?

Review Questions for Topic - 8

<Facility Layout Design>

(1) Define product layout vs. process layout. What is a departmental layout? A project layout?
(2) Define the objective function and constraints in assembly line balancing. How is the cycle
time computed? Using the heuristic algorithm given in class, be prepared to balance an
assembly line configuration and compute the efficiency of your solution.
(3) Describe several non-quantitative considerations in the assembly line balancing problem.
(4) What is meant by the term "heuristic?" Provide an example of a heuristic algorithm used in
operations management.
(5) Explain the use of "balance delay" in determining the efficiency of an assembly line design.
Explain the relationship between the "balance delay" and the "efficiency" of an assembly line
design.
(6) Explain the group technology approach to facility layout.
(7) Based on p.8-23 (Supplement), summarize a few key differences in U.S. and Japanese
production line management.
8) Explain the description of the differences in product and process layout in the services.
9) What is the essential requirement for mixed-model production lines to be practical?

Topic 8 - 31