BA-1107 Principles of Management

Study Item # 4 Chapter # Chapter- Layout, Production Controlling & Maintenance

Discussion Topics
Layout of Physical Facilities. Materials Handeling. Layout Types. Planning Product layout Production Controlling Maintenance management

Layout of Physical Facilities

Layout of Physical Facilities means planning for the location of all machines, utilities, employee workstations, customer service areas, material storage areas, rest rooms, launch rooms, drinking fountains, internal walls, offices and computer rooms, and for the flow patterns of materials and people around, into and within building.

Objectives for manufacturing operation layouts

Provide enough production capacity Reduce materials-handling costs Conform to site and building constraints Allow space for production machines Allow high labor, machine and space utilization and productivity. Provide for volume and product flexibility Provide space for rest rooms, cafeterias, and other personal-care needs Provide for employee safety and health Allow ease of supervision Allow ease of maintenance Achieve objectives with least capital investments

Materials Handeling
A materials-handelling system is the entire network of transportation that receives materials, stores materials in inventories, moves them about between processing points within and between buildings and finally deposits the finished products into veichles that will deliver them to customers.

Materials handling principles

Materials should move through the facility in direct flow pattern, minimizing zigzagging or backtracking. Related production process should be arranged to provide for material flows. Mechanical materials-handling devices should be designed and located and materials storage location should be selected so that human effort expended through bending, reaching, lifting and walking is minimized.

Materials handling principles

Heavy or bulky materials should be moved the shortest distance through locating processes that use them near receiving and shipping areas. The number of times each material is moved should be minimized. System flexibility should allow for unexpected situation such as materials-handling equipment breakdowns, changes in production system technology, and future expansion of production capabilities. Mobile equipment should carry full loads at all times; empty and partial loads should be avoided.

Layout Types
Process layout Product layout Cellular manufacturing layout Fixed-position layout Hybrid layout

Process layout
Process layouts, functional layouts or job shops as they are some times called are designed to accommodate variety in product designs and processing steps. If a manufacturing facility produces a variety of custom products in relatively small batches, the facility will use a process layout.

Product Layout

Product layout often called production lines or assembly lines; are designed to accommodate only a few product designs. Such layouts are designed to allow a direct material flow through the facility for products. Auto manufacturing plants are good examples of facilities that used product layout.

Cellular manufacturing layout

Into cellular manufacturing (CM) machines are grouped into cells, and the cells functions somewhat like a product layout island within a larger job shop or process layout. Each cell in a CM layout is formed to produce a single parts family-a few parts all with common characteristics, which usually means that they require the same machines and have similar machine settings.

Fixed-position layout
Some manufacturing and construction firms use a layout for arranging work that locates the product in a fixed position and transport workers, materials, machines and subcontractors to and form the product. Missile assemble, large aircraft assembly, ship construction, and bridge construction are examples of fixed-position layout.

Hybrid layout
Most manufacturing facilities use a combination of layout types. Hybrid layout is such type of layout where the departments may be arranged according to the types of processes but products flow through on a product layout.

Planning Product layout

The analysis of production lines is the central focus of the product layouts. The product design and the market demand for products ultimately determine the technological process steps and the required production capacity of production lines. The number of workers, attended and unattended machines, and tools required to provide the market demand must then be determined. This information is provided by line balancing.

Line balancing
Line balancing is an analysis process that tries to equally divide the work to be done among workstations so that the number of workers or workstations required on a production line is minimized

Line balancing procedure

Determine which tasks must be performed to complete one unit of particular product. Determine the order of sequence in which the tasks must be performed. Draw a precedence diagram. This is a flowchart wherein circles represent tasks and connecting arrows represents precedence. Estimate task times. Calculate the cycle time. Calculate the minimum number of workstations. Use one of the heuristics to assign tasks to workstations so that the production line is balanced.

Line balancing terminologies

Tasks: Element of work Task procedure: The sequence of order in which tasks must be performed. Task time: The amount of time required for a welltrained worker or unattended machine to perform a task. Cycle time: The time in minutes between products coming off the end of a production line. Cycle time = Productive time/hour Demand/hour Productive time per hour: The number of minutes in each hour that a workstation is working on the average.

Line balancing terminologies

Workstations: Physical location where a particular set of tasks is performed. Work center: A physical location where two or more identical workstations are located. Number of workstations working: The amount of work to be done at a work center expressed in number of workstations. Minimum number of workstations: The least number of workstations that can provide the required production.

Line balancing terminologies

Minimum number of workstations = Sum of tasks time Demand per hour Productive time per hour Actual number of workstations: The total number of workstations required for the entire production line. Utilization: The percentage of time that a production line is working. Utilization = Minimum number of workstations Actual number of workstations 100

Production Controlling
Designing and controlling the production process: Production processes must be capable of producing products with characteristics that customers want. Once production processes are in place, they must be operated so that products conform to customer requirements.

Controllable and uncontrollable factors in the production process

Controllable factors Uncontrollable factors

The process capability index

Process capability is a production processs ability to produce products within the desired expectations of customers. PCI = UL- L/6 Where, UL = The upper limit of a product characteristic that can be allowed within customer expectations. LL = The lower limit of a product characteristic that can be allowed within customer expectations. = The standard deviation of a product characteristic from a production process,

The process capability index

PCI 1.00; The production process has the capability of producing products that meet customer expectations. PCI 1.00; The production process does not have the capability of producing products that meet customer expectations.

Effective ways of improving operation process

Developing supplier partnership Customer service, distribution and installation Building teams of empowered employees Work teams empowerment Quality at the source Quality circles Benchmarking and continuous improvement

Maintenance management
Maintenance management refers all those activities which ensure the proper handling and using of production equipment and facility. Those activities include keeping production equipment and facility adjusted, repaired and in good working condition.

Maintenance manager
A maintenance manager is a plant engineer who reports to either a plant manager or manufacturing manager. Maintenance department is typically splits into two groups: building and ground, and equipment maintenance.

Repairs
When buildings and equipments break down, malfunction, or are otherwise damaged so that normal operations are hindered, they are repaired, mended, overhauled and put back into operating condition. Repair activities are reactive; that is, they are performed after a malfunction has occurred.

Objectives of repair program

To get equipment back in operation as quickly as possible in order to minimize interruptions to production. To control the cost of repair crews, including straight time and over time labor costs. To control the investment in replacement spare parts those are used when machines are repaired. To control the investment in replacement spare machines, which are also called stand by machines. To perform the appropriate amount of repairs at each malfunctions.

Repair programs
Repair crews, standby machines, and repair shops Breakdown triggers repairs and corrective actions Early parts replacement policies Letting workers repair their own machine

Preventive management (PM) program

In the case of machine breakdowns, operations managers have no choice-repairs must be made. On the other hand, the decision to have regularly scheduled inspections, machine adjustments, lubricants and parts replacement as apart of a preventive maintenance program is discretionary.

PM and operation strategies

PM can be an important factor in achieving operation strategies. For example, a PM program can be essential to the success of a productfocused positioning strategy. In product-focused positioning strategies, standardized product designs are produced along production lines where there are little if any in-process inventories between adjacent operations.

Automation and the prominence of PM

In automated factories, PM program are essential. Consider the concept of workless factories, system of automated machines operate continuously without the need for production workers. In such an environment a large number of maintenance workers would be needed to keep the machines adjusted, lubricated and in good operating condition.

Scheduling PM activities

At some Ford, Toyota, General Motors, and other plants, production is scheduled on two eight-hour shifts per day along with one four-hour minishift for PM activities. At other factories that produce on three shifts per day, the capacity of each machines used for production-planning purposes is reduced to allow time for each machine to undergo its regular PM inspection, adjustment, lubrication and parts replacement.

PM database requirements

For an effective PM program, detailed records must be maintained on each machine. An ongoing history of the dates and frequency of breakdowns, descriptions of malfunctions, and costs of repairs is fundamental to determining how often to schedule PM for each machine.

Modern approaches to PM

JIT (Just in Time) TQM (Total Quality Management) BPR (Business Process Reengineering)

Thank You Coming up: Study item # 5 Decision making.