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Chapter 6
(Stevenson)
Learning Objectives
Introduction
Process
selection
Deciding
Major
implications
Capacity
Layout
planning
of facilities
Equipment
Design
of work systems
Capacity
Planning
Product and
Service Design
Technological
Change
Facilities and
Equipment
Layout
Process
Selection
Work
Design
Process Strategy
Key aspects of process strategy
Volume
Technology
Process Selection
Variety
How
much
Flexibility
What
degree
Volume
Expected
output
Process Types
Job shop
Small
scale
Batch
Moderate
Repetitive/assembly line
High
volume
Continuous
Very
Process Types
Process Types
Process Types
Process Types
Continuous. Used for a very high volume of nondiscrete, highly standardized output.
of facilities
Range
of products or services
Expected
order sizes
Pricing strategies
Expected schedule changes
Order
winning requirements
Facilities Layout
Layout:
the configuration of
departments, work centers, and
equipment, with particular emphasis
on movement of work (customers or
materials) through the system
Product
layouts
Process
layouts
Fixed-Position
Combination
layout
layouts
4.
5.
6.
7.
High Cost
Bottlenecks
Accidents
The introduction of new
products or services
Safety hazards
(Contd)
Changes in volume of
output or mix of
products
Morale problems
Changes in methods
and equipment
layouts
Process
layouts
Fixed-Position
Combination
layout
layouts
layout
Process
layout
Layout
Layout
Fixed
Position layout
Layout
Product Layout
Raw
materials
or customer
Material
and/or
labor
Station
1
Material
and/or
labor
Station
2
Material
and/or
labor
Station
3
Station
4
Material
and/or
labor
Finished
item
In
4
5
Workers
6
Out
10
rate of output
Low
unit cost
Labor
Low
specialization
High
Established
Routing
Poorly
Fairly
Highly
susceptible to shutdowns
Needs
preventive maintenance
Individual
Process Layout
Process Layout
(functional)
Dept. A
Dept. C
Dept. E
Dept. B
Dept. D
Dept. F
handle a variety of
processing requirements
Not particularly vulnerable to
equipment failures
Equipment used is less costly
Possible to use individual
incentive plans
Disadvantages of Process
Layouts
Weight
Size
Bulk
Cellular Layouts
Cellular
Production
Layout
Group
The
Technology
Service Layouts
Warehouse
Service Layouts
Service Layouts
Customer
Frequency
High
of orders
The
Cycle Time
Cycle Time
As a general rule, the Cycle Time is
determined by the desired output.
A desired output rate is selected, and
the Cycle time is computed.
N=
( t)
CT
t = sum of
task time
Precedence Diagram
Precedence diagram: Tool used in line balancing to
display elemental tasks and sequence requirements
0.1 min.
1.0 min.
c
0.7 min.
d
0.5 min.
A Simple Precedence
Diagram
e
0.2 min.
Example 1 Solution
Eligible
Revised
Assign Time
Task
Remaining
1.0
0.9
0.2
a, c
c
none
a
c
-
0.9
0.2
1.0
0.0
0.0
1.0
0.5
0.3
d
e
-
d
e
-
0.5
0.3
0.3
Time
Workstation Remaining
1
Station
Idle Time
0.2
Example 2
Example 2
1. Draw a precedence diagram
Example 2
Example 2
Example 2
Station 1
Station 2
Station 3
f
c
Station 4
Example 2
Bottleneck Workstation
1 min.
60/hr.
1 min.
Bottleneck
60/hr.
2 min.
30/hr.
1 min.
30/hr.
Parallel Workstations
30/hr.
1 min.
60/hr.
2 min.
30/hr.
1 min.
1 min.
30/hr.
2 min.
Parallel Workstations
30/hr.
60/hr.